In this podcast episode, Gino Palomba and Chandler Saine interview Darrin Carr, founder of Carr Talent. Darrin shares his journey from a corporate career in sales and recruiting with companies like Macmillan and Pearson to starting his own recruiting business seven years ago. Initially partnering with local firms, Darrin transitioned from engineering roles to real estate recruiting (REI), attracted by the industry’s energy and dynamic nature. He emphasizes the importance of behavioral interviewing and a structured hiring process, focusing on candidates’ aptitude, hustle, cultural fit, and ability. Darrin discusses evolving company culture, stressing the need for regularly updating core values to reflect both the company’s and employees’ beliefs. He advises offering a base salary or draw for sales roles, particularly during the initial 90 days, to attract top talent. Highlighting the benefits of remote work and flexibility, Darrin notes these factors have become crucial in the post-pandemic job market. The onboarding process is vital, requiring structured schedules, tools, and clear expectations to ensure new hires feel supported. He recommends multiple interviews and job shadowing to thoroughly assess candidates. Darrin’s final advice is to be proactive and structured in hiring, prioritize hustle, culture, and aptitude, and act swiftly to secure top talent in a competitive market. For more information, listeners can visit Carr Talent’s website, email Darrin, or contact him by phone.
[00:00:00] Gino Palomba: We’re live now
[00:00:04] Chandler Saine: where the mics hot mics are hot. The mic is hot. So Darrin, where are you at again? Darrin, are you in up in Iowa? Is that right?
[00:00:13] Darrin Carr: Yeah, that’s right. Uh, guys, middle of nowhere, Iowa, Ames, Iowa, um, population 30, 000 with the kids here at Iowa state about 60. So, uh, snowy, cold, a little miserable, a little gloomy, but we’re keeping things bright in spirit.
[00:00:30] Chandler Saine: Yeah. I know when we met down in, uh, Tampa. We connected on the fact that we were both wrestlers growing up. So
[00:00:37] Darrin Carr: that’s right. Yeah, that’s right. Yeah, man. There’s no, there’s no tougher. There’s no better sport for finding out what kind of toughness you got inside. Cause it’s just you one on one nobody, no teammates to blame there.
[00:00:49] Chandler Saine: Yeah. Right. It’s just you versus the other man. Who’s better on that day. I like it. Yep. Anyway, so I guess we’ll get rolling right into it. We got so we got Darrin carrrr with carrrr talent. Um He basically specializes in recruiting people for the real estate industry So, you know Darrin, I just want to give yourself a little introduction.
[00:01:07] Feel free to show off whatever Yeah, you
[00:01:11] Darrin Carr: bet channeler. So yeah, I so I um, uh came up in corporate So I was corporate boy for a long time. I only broke out. Um on my own about seven years ago You But I mean, I started off as a sales rep, um, for some pretty big companies in publishing. So sales rep, then I was a district sales manager, um, a, then a regional sales manager.
[00:01:33] So started hiring, hiring managers pretty early in my carrrreer in my twenties. And, um, did publishing for about 15 years, but then went on my last couple of few years, my 10 years actually, where I was director of recruiting director of training and director of sales for some billion dollar plus companies out in New York and San Fran, Macmillan, Pearson, um, Prentice Hall, uh, Cengage.
[00:01:57] So got a lot of good corporate structure, learned how to run a meeting, but man, I was on the road every day. week, all week. And after a while, that was just something I wanted to get out of. And by that time, I thought I had enough chops to, to do this on my own. So yeah, also having the good, you know, being a sales trainer, uh, good recruiting is good sales, um, to a large degree.
[00:02:19] So I have felt like I had a great background to strike out on my own. And so I did about seven years ago.
[00:02:24] Chandler Saine: Wow, that’s awesome. So seven years ago, would you like, did you go into straight real estate recruiting? Like, how’d you get to where you are? Like, you know, how’d you get down the path, start heading down that path?
[00:02:34] Darrin Carr: Yeah, good question. So I actually, um, partnered with a couple, with a couple local companies to get my feet wet, to see how they did it. I didn’t really, um, appreciate exactly how they were doing things. So I realized I just wanted to go out on my own and do, and do what I, um, uh, did best. And so I actually started just freelancing by myself for a few different big manufacturing companies, doing engineer started off in engineering and, uh, things got busier and busier, started hiring more and more, um, recruiters to help me.
[00:03:06] And then, um, wandered into REI several years ago. And. Um, and really didn’t plan on it, but loved the space, love the energy, love the company owners. Um, you know, as, uh, as I’ve heard, uh, you know, one, uh, uh, REI, uh, client that we have, you know, described themselves as psycho action takers. I love that. I love the energy and the momentum behind it.
[00:03:30] So, um, and so we, um, were, uh, introduced by these, uh, three or four, five, you know, companies that we were helping hire on a pretty regular basis to several other groups of, um, of REI, uh, conglomerates, collectives. And so, yeah, we busted in, uh, we’ve been hiring an REI, um, for a few years. But really have made a big focus of it in the last year to where we have, you know, a lot of specific tools and training for our recruiters.
[00:03:59] Um, and, uh, yeah, it’s a great, it’s a great space to be in. And we’re, we’re, we’re loving the hell out of it.
[00:04:04] Chandler Saine: Yeah. So is the, was the going to REI, is that more of like a personal thing or is that, did you just like, feel like you had a competitive advantage compared to other industries? Is there, I guess what I’m asking, is there a specific reason that it stood out besides just the owners?
[00:04:21] Darrin Carr: Well, um, I, first of all, I mean, I, I’m a, I’m a, I’m a sales guy at heart and a lot of these positions we start off with are our sales. And those are the tricky ones, acquisitions managers, uh, or, you know, AKA home buying specialists, lead managers, dispo. So, I mean, it is a different kind of, it, it, salespeople are a little trickier.
[00:04:42] It’s a little bit different of a bird to recruit than your average, Position, right? Because engineers pretty straight up, you know, uh, uh, with, uh, salespeople, you know, you not only got to dig into the skills and hard skills and, uh, soft skills and their cultural fit, but really it’s a lot of it’s motivation and character because people are in sales for different reasons.
[00:05:02] And so it’s kind of digging into the hearts, what lurks in the hearts of men and women who are in sales to kind of really figure out. Um, uh, you know, what makes them tick and if they’re going to be a good fit for, for the company. So I, having, you know, hired hundreds and managed hundreds of salespeople, I felt like that’s where I had something to contribute.
[00:05:23] Chandler Saine: Yeah. I like that. Sales guys are unpredictable sometimes. Oh yeah. I don’t know what you’re going to get. Yeah. Yeah. Um, what’s like one of the key things that stand out to you when you have a conversation with sales guys, because from my personal experience, it’s like, Some dudes just seem a little too, like, slick and smooth, you know.
[00:05:41] Like, I don’t know if this guy’s, like, really, you know, if he’s really, like, trying to sell me or, you know, he’s smoothing me or whatever. Yeah.
[00:05:50] Gino Palomba: Yeah, uh, what was that, Gino? How to determine if they’re team players? Well, I was saying, like, cause, you know, a lot of these guys, you know, they’re just trying to, like Chandler said, snooze you over, so you gotta figure out if they’re a great team player, you know?
[00:06:00] Yeah.
[00:06:01] Darrin Carr: Yeah, well, I’ll tell you two things, um, that we use to, uh, that are important. Behavioral interviewing. Um, and, uh, which kind of eliminates as much as you can, that slick story and a stepped process, like nothing, uh, like you can determine pretty quickly some attributes of people with an interview or two, but we recommend, we do, we have a very step process here.
[00:06:26] And then when we hand our candidates off to clients, we recommend and help design the three to five steps after we hand off. Because there is nothing, nothing can flush out or start to show the cracks in a character in a in a candidate’s character, uh, you know, Or you know their their foundation of who they are then just repeated it touch points with them So, I mean number one just allow that time for that person to show themselves, you know That can include like casual sort of conversations in addition to formal interviews.
[00:06:56] And in fact, that’s Uh, you know kind of a you know them talking to prospective colleagues They’d be working with they drop things that they might not often in a in a regular interview and then into these You Behavioral questions and it can be questions like, you know, it can be about sales, but it can be about integrity as well Tell me about a time when you had when your integrity, you know was at stake or helped you, you know, win a a sale You know, what was the situation walk me through it?
[00:07:24] What was the plan or if you had a challenge with sales? What was the plan? Who’d you talk to to to uh get the plan together? How did it work? Execute. How did it unfold? Um, you know, then how did it benefit the company? What were the metrics? Um, and then what did you learn from that or do differently? So those meaty kind of five tiered behavioral questions are really hard to prepare for and, you know, you know, it’s not gonna 100 percent flush out all the slicksters.
[00:07:51] But, you know, you can, you know, you can do a fair bit of, uh, you know, of deciphering that with those kinds of questions and with the time and the step processes and we, we always recommend using a, you know, an assessment as one of those 3 to 5 touch points after we hand off candidates.
[00:08:08] Chandler Saine: Yeah, yeah, I like that.
[00:08:10] So, like, even the guys who, like, handle those off the wall questions that are a little deeper, and we call them the slicksters or whatever, but, like, what’s your opinion on that? Like, if they handle them really well, like, and they’re a good culture fit, like, I guess they’d be a really great person to have on your team.
[00:08:27] Is that, like, kind of, like, would that be the right thinking?
[00:08:30] Darrin Carr: Well, I’ll tell you what, if they fit three main criteria that I have, and maybe there’s, maybe there, I mean, you can be slick and still have a good heart, or you can be slick and be slick to hide something, right? Yeah. So, um, it kind of depends on their motivation.
[00:08:45] Um, I look, if they’re slick, that could be fine. If they’re a great communicator, that could be just great. Unless they’re, you know, unless they’re masking something, but I mean, I would say, you know, the, uh, the three things that I look for, if they fit these things, um, then, then I think they’re in the running and that, that is number one, um, do they, you know, aptitude and ability.
[00:09:08] Even over a lot of experience, right? So, um, you know, if they’ve got that, you know, hopefully in sales, you know, for like an acquisitions manager, you need some sales experience. You need, you need track record of success there. But a lot of people experience don’t have aptitude, don’t have ability. A lot of people doing it who don’t do it well.
[00:09:26] So do they have the aptitude and ability? Number two, do they show that, um, hustle, spark, drive, and ownership that they’re just going to run with it? And number four is that, are they a cultural fit? And so there are a lot of questions you can ask out to get at cultural fit to see if they might align with your company and your core values.
[00:09:46] Um, and, uh, we’ve got lists of those that we provide, you know, people for free. But, you know, tell me about a culture that you thrived in. Why did you thrive in it? Where, where were you simpatico with the owners on that? And where did things really align? Tell me about a culture where you didn’t align with.
[00:10:00] So that can tell you a little bit about, you know, the culture, uh, their cultural fit and maybe their values and ask them what are their core values. And, you know, tell me about your, if you had an issue with your supervisor, your manager, or your, your superior, you know, what happened then? How’d you handle it?
[00:10:16] So you got to come at it for a few different angles, but if they’ve got those things I mentioned, like aptitude, hustle, cultural fit, um, that’s pretty good. That’s pretty good way onto a good fit. Yeah,
[00:10:27] Gino Palomba: sure. That
[00:10:29] Chandler Saine: how do you, like, what’s your opinion on culture and core value? Like, how, like, I guess, starting, how do you define culture?
[00:10:36] Uh, how do I define it?
[00:10:38] Darrin Carr: Um, well, I think, uh, I’m actually redoing mine right now here too, and just kind of making sure that it’s not just my culture, but it’s also the culture that the other people in my company want to provide. So we’ve got a working doc right now, and everybody’s kind of putting in their two cents about, about, um, about what that is and should be, and I think it should be revisited.
[00:10:58] Um, from time to time. In fact, I was just talking to a client the other day and I have a lot of clients in REI who, you know, their first culture is like, go get them, crush, kill, destroy. And then, you know, a few years later, they’re like the evolved of this. Let’s help the community. Let’s help people let, you know, so I think, first of all, it needs to be revisited from time to time, depending on where your company is, but they are, I mean, the culture is simply the core values in action.
[00:11:22] Um, and, um, and with demonstrable, um, anecdotes when we do a discovery meeting for our clients and we really dig into what makes them sparkle and what makes them great and how we can attract great people away from their jobs. We ask a lot about tell me an example, give me an anecdote, a story about what you did in some instances that really helped your salespeople and, um.
[00:11:44] Um, and so that’s how I would define it is core values in action. I like that.
[00:11:51] Chandler Saine: I like that. So how do you get your core? Like, let’s say I have no core values. How am I going to get those? Cause I, we personally, I believe that those are the most important things for our company. I agree completely.
[00:12:01] Darrin Carr: Yeah, for it for long term fit.
[00:12:03] Uh, even for short term fit a lot of times you got you just got to make sure and I will tell you just before COVID hit and now really people have really reassessed how much culture is important to them to even bigger degree. But even before COVID hit 60 percent of, of, um, um, Of, of, uh, worker motivation or worker, uh, ability to something that would compel them to make a change was the culture.
[00:12:30] So we have documents which help people formulate their culture. But a simple method is this you can do. We are and I have an example. We are the I mean, here’s just a cutting it down to basics. We are the company that does a because of B, which results in C. And so I have one client and their and their thing is.
[00:12:48] We are the company that values family first, so we insist all of our employees go to all their kids functions, and that results in, uh, in longevity in the role, and the average tenure at that company is 12 years. So we’re a company that does A because of B, which results in C. So that’s a solid, you know, way of kind of determining that, and you can go through all the core values you have and provide examples in that way.
[00:13:13] Chandler Saine: I like that. So like, so like, would you do that? I’m just trying to get the grass. So would those three things like a, b and c? Are those like core values? Or am I saying like my core values integrity and I do that because of a which make? Yes.
[00:13:29] Darrin Carr: Yeah, our core value is integrity. Um, and so, and so we make sure that we do as best as we can to make sure everybody.
[00:13:38] Is, you know, being honest with one another with respect, you know, and that, and that, and that, um, produces a culture when that, you know, that everybody feels like they are empowered to make suggestions and still be and still be respected. So that’s exactly right.
[00:13:55] Chandler Saine: Okay. Gotcha. I thought that’s how I understand.
[00:13:57] I just want to make that clear in my head too. I was like, Yeah, I like that. I like that. So you break down and then how do you determine like, if it’s like kind of, if it’s like, let’s say I have a list of core values, I think are my core values. Like, how do you break them down? Like, how do you. Like if me and gene are doing the exercise together, like how do I like if I write down like these values are important to Me and he writes them down.
[00:14:18] Like are you just crossing them off? Like what is like some something?
[00:14:23] Darrin Carr: Yeah Well, here’s what I would do is I would take and i’m just doing this right now I mean I have um, I think a great recruiting crew and I have You know a couple few uh that are just the absolute best and uh, so i’m digging into Like taking their essence and putting it in a bottle.
[00:14:39] And a lot of that’s the company, you know, is a cultural fit. You know, they have this. So I’m, I’m like deconstructing why these people are successful and what they are lending to our company culture and why they are such a good fit. Um, and like, Oh, okay, well, um, this, uh, Evelyn is one of my better recruiters and, you know, she just plays this.
[00:14:59] All right. I, that’s, that, that. Value is really aligning with our company. She sees resonance in it and she’s running with it. So that helps me and then, um, the on the on the reverse side who has not worked in your company and what did they demonstrate that didn’t work? Um, and You know, there are companies who have a policy, a company culture value.
[00:15:22] That’s a hundred percent, no jerks policy, right? No jerks in the team, no jerks for clients. Um, and, uh, so what made them jerks that, you know, deconstructing that can help you like, you know, put into your core values, what you, what you want to avoid. So yeah, I
[00:15:38] Chandler Saine: kind of like that, like hit not only what you want, but also what you don’t want.
[00:15:41] That’s sometimes a shorter list. Like what? I, we can’t have these things.
[00:15:45] Darrin Carr: Yeah. Yeah. And you can ask questions around those and yeah, get, get some, get some feedback, like for instance, like, you know, you know, ability to handle conflict or differing opinions. Um, you know, if you hear anything about some, you know, In the interview process, anything about, uh, you know, some sort of confrontation with a manager and this company did me wrong in this way.
[00:16:08] And that way, I mean, that’s something worth digging into. That’s
[00:16:11] a red carrrrd.
[00:16:13] That’s right. Red carrrrd.
[00:16:16] Gino Palomba: Taking it back to the Dayton 101. Darrin, I’m just curious too, like, what have you seen, because you know you’re hiring for a bunch of individuals in that real estate space, what have you seen the hardest position to fill in the market right now?
[00:16:30] Darrin Carr: Well, I would say just, um, in general, um, the, probably the most challenging are the acquisitions managers, home buying specialists. Because they can come from a lot of different places. It’s not as defined of a job description bullet points on qualifications as all the others are operations manager. We know what they need to have done transaction coordinator.
[00:16:58] You know, that’s pretty detail, uh, oriented, um, but from, uh, the home buying specialist acquisitions manager, they can come from a lot of different walks of life. They typically, our clients typically don’t require real estate experience. In fact, a lot of them don’t want real estate experience, bad habits or whatever.
[00:17:15] So, um, uh, because you get, we have the whole. We got a much bigger, uh, Canada pool to select from. And again, it’s salespeople and you gotta, you know, dig into, you know, what, what motivates them, why they’re in it and how, you know, what, what they want to do with their, with their sales success and their carrrreer and how they can see themselves growing in your company.
[00:17:33] So, um, I would say those. And you’re looking for a higher level of sophistication than you would be, obviously, a lead manager, right? You need somebody who can, you know, really understand motivations behind somebody who needs to sell their house. And so you’re looking for a balance of empathy, but directness, right?
[00:17:51] Hey, listen, I feel about your position here. That’s a tough spot to be, but we need to take some, you know, we need to plan here. And, uh You know, here, here, here’s the plan. So you need, it can be tough to find an assertive salesperson who has a high level of empathy and can relate to the, to the home seller.
[00:18:11] Chandler Saine: What’s your opinion on like finding like the right person who’s like a good person for the fit for the company and there, you know, maybe they have the skills of being like a high achiever and a salesperson, but they have no experience and like having them be kind of like a lead manager and then transition up the ladder.
[00:18:29] Darrin Carr: Yes, it can be done. It is a little bit, uh, trickier. They are different personality. Profiles, um, uh, you know, they can be, uh, we have hired people who, um, have been lead managers for a few months, six months maybe, and they move into an acquisitions manager role, you know, but we have a list of attributes that I’m, you know, looking at, you know, right now that I, you know, that I helped train our recruiters on.
[00:18:55] Um, and, you know, for instance, you know, lead managers, you know, you obviously want, um, strong relationship builders, a great work ethic, work under pressure, good communicator, but they’ve got to be, um, you know, they’ve also got to be okay with working on repetitive tasks and not, uh, uh, autonomously, and that might not be something that translates well into a lot of people who are good acquisitions managers, uh, where they’re more entrepreneurial.
[00:19:23] There are more self starters. They have strong negotiating skills. Um, they are available. You know, they are, they’re motivated to succeed in a very, sometimes unstructured and highly competitive environment, which can be, and commonly is different from the person who is a good lead manager who needs that structure.
[00:19:42] So, um, it can be done. It’s trickier.
[00:19:47] Chandler Saine: Gotcha. So like, yeah, go ahead, you know,
[00:19:50] Gino Palomba: I was just saying, I agree because like, if you look at traditional salesmen, they’re not going to want to be doing all the little tasks of followups and drips inside the campaign. You know, they’re not going to be able to handle consistent the same tasks every day.
[00:20:02] They want to be doing their own thing and like, you know, obviously growing, but you just have to train them, you know? And that’s the big thing is like making sure if you have that person, that’s not good at that. That you’re setting expectations with them and knowing that, you know, more than likely their personality profile, all that tells us is how long they’re going to do the job efficiently, efficiently, efficiently, because like at the end of the day, they’re going to burn out, you know, six months, seven months of their, you know, if we haven’t someone that doesn’t fit that profile.
[00:20:31] Chandler Saine: Yep. How do things like get changed? Like, let’s say you, you, someone has a really, like a pretty dialed in sales process versus someone doesn’t have a sales process at all. Right. Like this i’m assuming that would change the profile type of person you would want Want to recruit or would that make any difference?
[00:20:49] Darrin Carr: Well, I think it would change the profile in that you would want somebody with more experience um, you’d want somebody who um You know who knows that sales process and can bring to bear what they have learned and been trained to help that owner or Operations manager or whoever it is put that sales process together.
[00:21:06] So there i’d be looking for more people who know You You know, though, you know, I call it pinpocket preparation, introduction, present needs, analysis, presentation, overcoming objections and closing. And you’d want somebody who I think who is a lot, who is fairly more advanced in the actual sales process.
[00:21:26] Um, then perhaps you, um, would, if you did have an already Um, and that’s just the, you know, that’s just the one on one process with, you know, with a seller, um, and certainly if they have experience with, you know, structuring how the whole process works, I think that would be even more important if the, if the particular company doesn’t have that yet, so I’d say their experience would be more important
[00:21:53] Gino Palomba: for sure.
[00:21:54] If you guys have any questions watching here, let us know. Yeah, for sure.
[00:21:57] Chandler Saine: Darrin’s the king of this. So he’s the expert. So, but anyways, um, so finding like an expert, like let’s say like, if you’re trying to find someone who’s more experienced, I know we were talking a little bit before the show, it’s like a lot of people forget that recruiting is kind of a sales thing too.
[00:22:13] So it goes hand in hand. Um, so like, what are some, like, let’s say you get a guy who’s got experience. Obviously you don’t have a track record of having sales guys performing in your company. What, like, how are you kind of handling that conversation? Like, If you, you don’t have much of a track record, so you can’t say you’re going to make X off of commissions.
[00:22:32] This is what people have done in the past. Then you have someone who’s experienced coming in and wants to, to work, you know, see if it’s a good fit. Okay. And so,
[00:22:40] Darrin Carr: and your, and your question is around the, around the fact that a lot of it’s commission based, right? Yeah.
[00:22:45] Chandler Saine: Yeah. Like let’s say it’s an acquisitions, you know, majority commission based, maybe you can structure it with a draw or whatever, but, um, like, how are you handling that to try to like lock in someone who’s really solid that was going to
[00:22:57] Darrin Carr: Yeah, that’s a great question.
[00:22:58] It’s a constant challenge. And a lot of our discovery meetings that we have when we first have a kickoff, it’s a kickoff meeting with our clients are around that because of this. You’ve got this group of salespeople, right? And you’ve got this. Let’s say this is the bandwidth of salespeople that are maybe open to looking who are doing pretty well.
[00:23:16] Or you’ve got this little band right here who have been commissioned only and they are good at it and they’re confident at it and they don’t have any hesitation. They know they’re awesome. Then you’ve got this middle swath and that’s the majority. And there are people who have, um, uh, you know, some foundation, some base, some draw, some, something that gets them by, uh, for a while.
[00:23:40] And they could be amazing salespeople, but maybe they don’t want to give up. 30 or 40, 000 or whatever, 50, 000 a year base. Um, you know, to take a total chance on an industry that they’re not completely certain of yet. And then on the other end, you’ve got the down and outers who, who will give anything a try.
[00:23:57] We don’t even want to touch those. Right. Yeah, sure. They’re going to commission, but you know, that’s, you know, we don’t want those. So, I mean, what we commonly recommend, and I think a lot of the, you know, key people and some of the masterminds and collectives that I’m a part of agree, is that, um, is that some draw and, uh, and I certainly feel this way, some draw and or base, at least for the first 90 days is, is much more preferable than, than straight up commission only.
[00:24:24] Chandler Saine: Before you go any further, could you actually elaborate on what a draw and a base are? In just in case anyone’s not familiar with that.
[00:24:30] Darrin Carr: Yeah, right on. So a base is, uh, is, you know, a paycheck cut every two weeks and there’s no strings attached to it, right? So, um, and the, the draw is, uh, a check cut, uh, to that person to keep them afloat for a few months, but that money will come out of their future commissions.
[00:24:50] They’ll need to repay that back. So, um, people do both ways, um, you know, I mean, so to answer your question, the best case scenario is to have some sort of base or draw. We get we get a more robust candidate pool with that. Um, and. You know, you don’t want people who are afraid, obviously, of making a sale and that they’re, you know, they need to know 90 percent of what they are, uh, you know, going to bring in is because of their efforts.
[00:25:18] They have to be fully committed and on board with that. Um, and they, because, and they, and they’ve got to see the excitement of making. You know, 80, 90, 100, 125 in their first year, you know, for the, you know, if they’re, if they’re kicking it for, for, for acquisitions manager, um, or, or home buying specials, whichever you prefer.
[00:25:37] Um, so, um, what, you know, what, you know, what we do when we reach out to our, um, potential candidates is often is we will, um, say something that’s a little vague, uh, but, um, Uh, we’ll get, you know, get some response. 75, by the way, 75 or 80 percent of our quality of our hires, which we think are quality come from us reaching out to them.
[00:26:04] We find them and they look good. Right? Rather than all the applicants coming in, which is kind of right now, even before COVID, it was a quagmire that you just had to slog through a lot of unqualified people. But so when we reach out with our messaging, you know, you, you can phrase it like, you know, some potential base or draw.
[00:26:22] Uh, you know, uh, considered with the right candidate opportunity to make between X and X, get their attention. And then what we really do is in addition to those, you know, the compensation, you know, in, in our messaging and in the job description is, you know, we put up right up front in our job description, uh, right up front.
[00:26:43] It’s what we offer. And even before responsibilities or qualifications, you know, it’s bulleted out with not just comp, but all the, all the. Perks that, you know, that, you know, that come with working in, in the culture, like ability to make meaningful contributions, um, ability to grow within the role and the company, uh, you know, uh, flexibility is huge, especially in this pandemic pivot, um, uh, you know, which I can describe more later.
[00:27:10] So, uh, to answer your question to provide, I mean, in general. to provide the general earning value this person has, but also really balance it well with a lot of the non monetary things that come to the person, uh, who’s in the right job for the right reason and the right culture.
[00:27:27] Chandler Saine: Gotcha. So if you find someone who’s pretty good and you’re ready to go and you have no past history, you just recommend a draw or a base with a commission.
[00:27:37] Yeah.
[00:27:38] Darrin Carr: Yeah. Yep. That’s right. I’ve seen between one, two and 3, 000 a month. Typically for the first 90 days, 1, 2 and 3.
[00:27:48] Gino Palomba: What’s the commission usually on that?
[00:27:51] Darrin Carr: I have a whole bunch of different, uh, commission, uh, um, structures that, you know, that we have, uh, pulled out. People do it wildly, wildly different. Um, but, uh, I can, you know, actually just, you know, give me a moment here.
[00:28:07] I can pull up a couple that I think that have been, um, You know, most, uh, most popular, but, uh, we, we, you know, anybody listening to this can reach out to me and I’m happy to send this. We got comp models for acquisitions, managers, lead managers, transaction coordinators, dispo operations, managers, um,
[00:28:27] Chandler Saine: we can get your email dropped in the Facebook group chat.
[00:28:30] It’s just Darrin at carrrr talent. com.
[00:28:32] Darrin Carr: Yep. Yep. V A R R I N at carrrr C A R R talent. com.
[00:28:38] Chandler Saine: You got all the R’s in your name.
[00:28:39] Darrin Carr: Yeah, right on. I know. You stole them all
[00:28:41] Chandler Saine: from Gino’s name. That’s yeah. So definitely reach out to Darrin for all those things. Cause that’s the questions we get all the time is like, how should we comp, you know, our acquisitions and the lead managers and it’s the most common
[00:28:55] Darrin Carr: question I get.
[00:28:56] Yeah. Yeah. Yeah. But typical of something like. 36, 000 base plus 6 percent bonus on profit. Um, let’s see, um, 624, 625 bucks a week for four months, 5 percent on each, uh, bonus for the first four months of the probationary period, hourly rate plus a flat fee for closing deal. Um, There’s, uh, a lot of them, so sorry, so that’s a lot of them right there.
[00:29:26] Yeah, 65 K base with 500 per deal. Uh, some people who just go straight 10 percent commission, um, or 15 percent depending on, you know, if they bring it in themselves, you know, with no base, but again, I’d recommend the base TC,
[00:29:41] Gino Palomba: Darrin, what does that look like? I’m just curious for TC. How are those, what’s that comp looking like?
[00:29:46] Darrin Carr: Yeah, let me pull it up here for you here real quick. Some make sure I’m being accurate. Um, curious from being those selfish.
[00:29:54] Gino Palomba: But
[00:29:54] Darrin Carr: yeah, yeah, no, no problem. Um, so One is 25 an hour plus 50 per transaction. 13 to 19 an hour with a hundred dollars per transaction. Uh, kind of, kind of all over the place. And in that, in that regard, there’s a whole bunch of different ones here as well.
[00:30:17] Chandler Saine: So somewhere around like the four to 5k a month range is what I’m guessing. Yeah.
[00:30:26] Darrin Carr: Looks like it. Um, yeah, I, again, there’s, there’s a whole bunch of different ones.
[00:30:32] Chandler Saine: Yeah. For sure. Yeah. I’m sure there’s endless. So I got another question too, is like, one of the things we’re thinking You said growth within the role.
[00:30:40] So, what do you mean by that when you say growth within the role?
[00:30:44] Darrin Carr: Yeah, you bet. So, what is important to the people who are good, who want to do well, is that they’re going to get better at their job. And so, by the way, this is important when you’re interviewing somebody. Not only the answers to the questions you’re getting, but the Questions they ask you, the questions they ask you should be about how they get better in the job.
[00:31:05] Um, not all about what’s in it for them. Do you want to hear questions like, you know, who would I be working with? How would they support me? What kind of training do you have? How will I be measured? Um, and so this, uh, you know, continuing education, you know, continuing growth, maybe they, you know, once every couple of weeks, they sit in on somebody else doing the job for an hour and they learn from each other.
[00:31:28] Um, but for the people who are best in their roles, they want to know the path to getting even better in their job. And, um, I would say not a ton of companies really have an extended training program, you know, like that, but those who do, I think it attracts the right type of people. Oh yeah, here’s what, here’s what we’d be offering you to kind of continue get bettering at the job.
[00:31:48] And, um, and, and some companies even pay for outside education. Maybe it’s a sales training for. Lead managers or home buying specialists. Um, so yeah, just to provide some options on how they continue to grow within the role and what kind of mentoring they’re going to get from their, um, you know, superior.
[00:32:08] Yeah. Oh yeah. We meet once a week and we kind of go through what your challenges are. We strategize about what you’ve come up against and. Talk through uh, you know how you might tackle it next time.
[00:32:19] Chandler Saine: I like that Have you heard so like I guess you’re kind of talking about this like with continued training Like is there have you heard of any people in the real estate industry doing anything?
[00:32:28] Like if once you do x number of deals you get like a pay bump Or like a commission bump. So like you start like let’s say your target commission’s like six percent You start at like four and then like if you do like 20 deals you get five Then once you do like 50 you get six or whatever it is. Like
[00:32:44] Darrin Carr: yes Um, there’s a part of this one of these compensation models Here like for instance an acquisitions manager is a pretty complicated bracket it out for just what you’re saying You can get pretty complicated.
[00:32:56] But yeah, absolutely. We see that. Um, Most often it’s more simpler, but it’s for certain we see those tears.
[00:33:04] Chandler Saine: I got you. That makes sense. Cool. So what are some things that people can do today if you’re trying to hire an acquisitions guy or a lead manager, you know, what, what are some like steps they can do?
[00:33:16] Obviously, you know, besides hiring you, of course, but it’s like low hanging fruit items.
[00:33:21] Darrin Carr: Yeah. So, I mean, uh, I think the, the basic things that, um, that, uh, you need to do before you even start hiring. And I would recommend 15 percent of the hiring process is, is the company and the owner thinking through these questions and the plan to hire before they even start.
[00:33:41] 15 percent is what I would recommend on those questions are, um, you know, who should I hire next? You know, there’s exercises, you know, based on, you know, that can talk a little bit more about if you like, but asking yourself, you know, where is my next hire? I’m actually working on a project with somebody else right now that, you know, It’s based on, um, uh, where the, uh, the, the gross revenue is for a company.
[00:34:03] At what point do you hire? What, uh, what position,
[00:34:06] Gino Palomba: um,
[00:34:07] Darrin Carr: that’ll be available in about a month. But, um, but there’s a simple exercise on, on that. Like who who’s your next hire? Um, that comes like what pain points, what are the bottlenecks? What have, how many hats is the owner wearing? And what’s that stopping general business development?
[00:34:21] And. So who should I hire next? Uh, identifying very clearly, and I can go into more detail on all of these, uh, exactly what your exact needs are and, you know, what are the absolute non negotiable five must haves that you, that you have to have, um, functionally and culturally. Um, and then the number three question is, um, you know, what makes this job and this company compelling?
[00:34:48] So good, as we mentioned before, good recruiting is good sales. Um, it’s, it’s beginning of the process and then throughout for those people who rise to the top. And I’ve got, I’ve got a document and some advice on how you lock down that perfect candidate in the process, because they can slip away very easily in this.
[00:35:06] Ultra tight labor market right now, but to, um, to, to determine who should hire next, what are your exact needs? What are the must haves sort of the nice to haves, um, and then how, and then what makes you attractive? Um, how are you going to compel people away who are already happy? Um, so, because that’s what you want.
[00:35:24] You want people who are already killing it and don’t know they could kill it even more with you. So, and then, and then the, and then there’s the building of the process. Um, it’s building, it’s building what that interview, what that hiring process looks like. So all the stakeholders know, um, you know, you know, what they’re responsible for.
[00:35:42] I’ve got specifics there if we want to go into that. And then obviously developing your, you know, some potent interview questions. Um, And assessments, um, that are part of that three to five, um, um, touch points with a candidate, you know, before you, uh, make an offer without making an offer is how we phrase it.
[00:36:01] So, um, those are, those are the, those are the, the, the big key steps and we can go into as much detail as you want on any of those.
[00:36:08] Chandler Saine: Yeah, I think, um, yeah, I guess just like visit, let’s just start visiting them. The first let’s hit the first one in a little more detail. Sure. Yeah.
[00:36:17] Darrin Carr: So, um, you know, the, the, you know, the first one is, you know, fairly simple.
[00:36:21] It’s, um, Who you should hire next and what I recommend there is, uh, well, let me just back this up and say, what is a hiring blueprint? It is something that it’s a process that’s been agreed upon by everybody who’s part of that process and they know what their role is. Um, and it’s, you know, any, anybody who’s relevant to that hiring process, especially that person’s coming in the office, they need to know what the company, what’s your company culture, what are you going out there with?
[00:36:48] So, you know, This hiring blueprint is agreed or at least known by everybody in the company that this candidate’s walking into. So everybody’s on the same page and you don’t get discord between a candidate’s conversation with one person and then another. Wait, he said that and then she said that? That doesn’t make sense to me.
[00:37:03] So you need, it helps you get on the same page. What’s this blueprint do? It helps you, uh, It shortens your time to hire it helps ensure that this process is scalable you can and repeatable You can use this hiring process again Um, make sure you get hopefully consistently good hires by not skipping steps Helps you compare them fairly.
[00:37:27] Um, and you put people through the same rigors so that there isn’t Um one person doing half of what another person did Um, and it also builds out what I mentioned before, builds out that process where people can reveal themselves in terms of character and drive and motivation, and it ensures a good candidate experiences.
[00:37:45] We got it all planned out, and that’s important. And we have gone to work for some clients, not a ton, but a couple that have a terrible reputation in their area. And we hear from the candidates. I mean, I heard about that. My friend or I interviewed or my friend did, or there’s a glass door review. That’s awful.
[00:37:59] Have you read it, Darrin? I’m like, no, but I’ll go now. So that’s, it’s, it’s, you know, that hiring blueprint, you know, really does help, you know, do that. So for sure to step into the first one is who should hire next. I’ll keep this pretty brief. Um, you can do as much work on this is as you like, but what you’re, you know, a good, a good idea is just to build out your ideal org chart for the next year or three years or five years or all.
[00:38:26] You know, you consider, you know, where are your gaps, you know, uh, what’s going to make you have a winning lucrative 2022, you know, where are you missing? Where’s the bottleneck? We, most of our hires are owners coming to us because they’re bottleneck. They’re holding up the process. Right? So often it’s the acquisitions manager they need, or, you know, a lead manager.
[00:38:45] And then shortly thereafter, it’s an operations manager, but. Um, you know, what hats, uh, are people wearing that are taking them away from better, bigger, more strategic, impactful, um, responsibilities, that’s going to carrrrry the business to the next level and five X or 10 X it. So, um, yeah. And then you don’t want to consider other people in your organization.
[00:39:07] What hats are they wearing where they shouldn’t be. That’s, that’s also bottlenecking. So,
[00:39:12] Gino Palomba: um,
[00:39:12] Darrin Carr: that, that would be, you know, the, the, the, the first step.
[00:39:18] Chandler Saine: On that point, what advice would you give to someone who’s Starting out and maybe they’re looking to hire their first person Or maybe they already have like, you know Maybe an assistant who kind of does a lot of the admin work like we’re we’re do a lot Like what kind of advice would you give to that person?
[00:39:34] In terms of what specific hire like how to how to decipher who should I hire?
[00:39:39] Darrin Carr: Yeah, I mean it’s a tricky one based on that’s a tricky question because it’s a little bit different for everybody It’s sort of based on the you know The owners or the operation managers Skills and bandwidth. Um, so, uh, you know, like I said, most often for us, it starts with an acquisition manager, uh, or or a lead manager and then gets into operations.
[00:39:59] Typically, you know, the owners of these companies are, you know, of any, you know, these companies that we deal with our entrepreneurs or visionaries, they they want, um, they They want to focus on things that are going to make the big difference and they’re not really big into the nitty gritty details of accountabilities and processes and controls.
[00:40:18] And so that’s, um, you know, uh, it’s like, I would have to just give you a little bit of a vague answer and say, it’s a case by case basis, depending on your own talents and how many people you have on staff. Um, but those that’s typically, you know, what we see acquisitions manager, Lead manager, operations assistant,
[00:40:38] Chandler Saine: just whatever is going to relieve the bottleneck of the business, I guess, mostly to produce more revenue.
[00:40:45] Cool. All right, let’s hit number two.
[00:40:47] Darrin Carr: Yeah. Number two is, um, what are the exact needs of the role and what are the metrics you’re going to judge them by? So. We have a ton of, uh, by the way, again, another thing I’ll offer is job descriptions for all the positions in REI, um, so, uh, you know, that help our, our clients, you know, figure out, you know, oh, yeah, this bullet makes sense.
[00:41:04] This is what I need, but, um, to really break down exactly what you need from them every week, every day, every week, every month, every quarter and every year. And that will help you get very clear on your expectations and their KPIs, which will, you know, help them know right away what’s expected of them and help keep them on track.
[00:41:22] LCO obviously helps you build out your job description. Um, so you need to list the hard skills, the soft skills. Um, you know, keeping into account a lot of hard skills are teachable. Um, you know, uh, as I mentioned, uh, I look for hustle and cultural fit and aptitudes oftentimes over a lot of experience. Um, so identifying your exact needs in, in that way, I think, um, is, is, is a key step in getting it down on paper.
[00:41:49] So, um, You know, along that aligned your, you know, along the same lines of describing the role responsibilities, um, and your, your non negotiables. Um, you know, you can start thinking about, you know, where are, you know, where, where do you think your richest pool of candidates are, um, you know, from what, you know, do you, do you.
[00:42:11] If you have personal experience or have part, you know, have partnered with other or spoken with other R. E. I. Companies where they had experience with or if you’re consulting a recruiter, you know, like me or utilizing somebody like us, like identifying the richest pool of candidates, you know, who are we going to go after?
[00:42:28] What? What are the key words that we’re going to use to identify these people? You know, what are the attributes that we need them to have? Um, and then, you know, along with that is just starting to determine what makes these people motivated. And, uh, you know, that’s, that’s going to help fill out your, what we offer.
[00:42:44] So yeah, exact needs. Um, and then, you know, the last question to ask yourself is, you know, what makes this company and this job compelling? We spend a lot of time in our discovery meetings, really digging into, as I mentioned, Why is the company compelling? Why is the opportunity a great, a great, you know, why is it amazing?
[00:43:05] Um, so, um, and you know, in the job description, we just want to have bullet after bullet on all that to attract these people away from, um, where they’re at. Um, so, yeah, I think that takes a while. I mean, and some, some, like some things that you may not think of that I’ve mentioned a couple of them before.
[00:43:22] Um, Um, that are compelling to people other than money are, you know, alignment and core values and culture, um, you know, uh, a tight take with each other’s, you know, culture and, and, and that person’s culture, the company culture versus the candidate opportunity to grow within the job and within the company.
[00:43:41] A lot of, um, several of our clients offer also to, in addition to monetary offer their candidates, the opportunity to invest, uh, to be buyers, uh, or invest in rentals, uh, that’s helpful for some people, uh, opportunity to work and learn from experts in the field. Like you folks, training programs, ability to make meaningful contributions to their business.
[00:44:04] You know to their community flexibility
[00:44:07] Gino Palomba: That kind of thing. So yeah, I get it. So it’s like, you know, some people I know. Um, I think matthew simmons. I saw him on steve’s podcast Like he said that he after I think every third creative finance deal he’ll let the acquisition manager get first dibs on it Yeah, that’s right.
[00:44:23] Darrin Carr: Yeah.
[00:44:24] Gino Palomba: And we’re working with him as well right now. Yeah. Oh, yeah. Yep.
[00:44:27] Chandler Saine: Nice.
[00:44:28] Gino Palomba: So I know that. And then you’re saying also, like, Hey, look, we’re gonna get you and, you know, for the other benefits, we’re gonna get you in these mentorships that, you know, this day, this education that costs, you know, tens of thousands of dollars.
[00:44:39] So we’re investing in you. Like, that’s right. You’re also pitching to these candidates as well.
[00:44:44] Darrin Carr: That’s right. I think that shows a deep level of commitment to the people you’re working with and you’re letting them get a piece. Um, so I think that’s very compelling.
[00:44:54] Chandler Saine: Yeah, I like that. What do you what is your opinion on like working virtually like working from home option like never no office like how is that kind of played into the whole entire recruiting process?
[00:45:07] Darrin Carr: Yeah. Um, so I mean, it’s definitely done a lot more now. A lot of people are very nervous about it. Um, and the quick answer is it can be done and is done very well if managed properly. So, uh, it for your recruiter or for yourself. First of all, it opens up the candidate pool times. When you can look anywhere in the United States, um, you get the creme de la creme.
[00:45:36] Um, and you know, do we find local people who are great? Yeah, of course. But, um, absolutely. It can be done. We, we just worked with, um, a big, uh, company, uh, Eric Brewer and into at integrity and, uh, Benmont there, and they weren’t completely convinced about remote for a transaction coordinators. And, uh, we just hired them a couple of, uh, transaction coordinators remotely.
[00:45:59] Um, they weren’t completely sure about it. Um, and they’ve closed 24 transactions in a month here at first month. So, um, yeah. So, uh, the quick answer is it can be done if it’s, uh, managed, uh, if it’s managed well, and the, and the KPIs are clear.
[00:46:14] Chandler Saine: Yeah. Is it, is it like a big, I guess, selling point to some of the.
[00:46:19] People you’re recruiting to be able to work from home.
[00:46:22] Darrin Carr: Yes. Um, so, okay. So, um, if, if they are often another part of the United States, probably they’re not going to be coming into the office at all, unless they are in leadership, right? But, um, there are people that we hire, um, local. Who maybe come into the office two or three times a week or maybe maybe it’s full.
[00:46:43] Maybe it’s five days a week for a couple months and then they get a day or two or they can work out of their home once they’ve proven themselves. It’s absolutely, absolutely a draw. Pandemic pivot has really affected, um, Everybody’s mindsets. Why? It’s one of the reasons why it’s so hard to hire right now.
[00:47:00] First of all, you get a lot more jobs and you have people got 40 million businesses that couldn’t hire as many people that they wanted to in the last several months. Um, several small businesses and, um, and pandemic pivot is part of that people have reassessed. how much if they want to work, how much they want to work, where they want to work under what conditions and what industry do they want to do what they were doing before.
[00:47:23] And flexibility has really skyrocketed as one of the things that people, um, are that is compelling for them. So if you can offer some flexibility, Right away or even after they’ve proven themselves. Um, that’s that’s a plus
[00:47:40] Chandler Saine: like that So I think like probably at least for us too is like like from our experience Is not hiring is like half the battle But like the onboarding process is like once you hire someone is probably like just as important as hiring the right person
[00:47:55] Darrin Carr: Yeah, it for sure is Yeah, I gave a presentation at the end of last year about onboarding for success and long term retention and They’re it You need, you need expertise there.
[00:48:09] That’s something that’s really hard. It’s hard to recruit because people don’t have, you know, what we have. And that’s the time tools process and expertise. It’s it’s. And I would say the same thing for onboarding, unless you have the checklists and the process down, you’re just kind of winging it and you’re right.
[00:48:29] Those first, that first week, two weeks, one month are just critical. And most people aren’t experts in that.
[00:48:37] Chandler Saine: What are, what are some of the things that stand out to like the new hire you have and like some of the, like the key, like, you know, if you do these three things, you got a good chance of, you know, Making a good impact having a big impact on this new person.
[00:48:51] You just hired.
[00:48:52] Darrin Carr: Yeah, that’s a great well structure and um, Uh the tools and a process i’ll give a quick example. There’s a local company here. I helped restructure their um, uh, I helped restructure their recruiting department. It’s like a six month contract I just did on the site seven billion dollar manufacturer china denmark germany Yeah went in there First day sat in a cubicle.
[00:49:18] They had nothing. I’d read some brochures they put in front of me because they didn’t have anything for me. Um, so, and like you were, wait, so you were like being hired by them? Yeah, I was contracted to help them restructure and rework what, you know, their recruiting program. And their first day was me reading a brochure because somebody realized nobody had anything for me to do.
[00:49:37] I heard. Yeah. $7 billion company. Uh, Jesus. So anyway, uh, so it, it, uh, it is the materials prepared. Uh, it is, uh, it is a schedule for the first weeks and it is checklists, um, uh, that, uh, you know, that we have and provide. We have an HR arm as well where we help. Um. companies help on board their new employees.
[00:50:01] Um, so it’s tools, schedules and checklists and clarity. Um, and, um, you know, and just good assessing, uh, you know, are you get, you know, like any good, you know, trainer, are you getting what you need? Yeah. You know, do you have any questions, but you need the, you need the tool, you need the checklists, you need the process, you need the schedule, and you need multiple people involved in, um, come in.
[00:50:26] orienting this person to your ways, um, and you need to check in with them to make sure they’re internalizing it. So that’s a really simple, vague answer, but we have a lot of very specific tools that, that dig in.
[00:50:39] Chandler Saine: So like, if you’re training like a, like, let’s say an acquisitions manager, like, I guess having something that goes across the sales process, maybe it’s a script teaching the script and how it works and.
[00:50:51] Some basic like things like that, or like, is there like, like, what kind of materials are you speaking of?
[00:50:57] Darrin Carr: Yeah, absolutely. Uh, anything that pertains to their job scripts. Um, first of all, you know, their expectations are clear, very clear, and make sure that they understand that and even maybe sign off on it.
[00:51:08] But, um, you know, here’s what you’re responsible for. Here’s how we communicate here. Here’s the tools in which we communicate. Here’s our culture. Here’s what we value as we talked about in the interview process. Um, you know, and now we’re going to talk about, you know, the process by which you do your job and the tools that you use them, uh, the tools by, by which you are going to be successful.
[00:51:27] Um, and it, you know, it, it, it. It can be in the end fun things that welcome to the company I got a little welcome basket or something like that goes on goes a long way just something to show their you know They’re welcome and warmed Warmly welcomed into the company. Um, but yeah, there’s quite a few things that you can do in in our boarding to Make someone feel welcome and to give them the structure and then the instruction that they need Gotcha.
[00:51:56] Chandler Saine: So yeah, I think the expectations are Crystal, like people. And also I think like the initial, like whenever we were doing it, it’s like, man, how are they going to do this? You know, when I give them these expectations, like, how are they gonna take it, but I think if you hire someone, who’s, you know, basically hungry and got the hustle, like Darrin was talking about, they’ll figure it out.
[00:52:16] Like, they’re like, Oh, you say, I got to get one contract signed in the first two weeks or one month or whatever your expectation is, they’re like, okay, that’s what I got to do. And then they just do it. And that’s right.
[00:52:27] Darrin Carr: And some of the things that, um, well, if I might jump back a bit on how you build your assessment process on how you build your hiring process before we run out of time, I could cover that.
[00:52:36] Because some of that will help in the onboarding process. If
[00:52:39] Chandler Saine: that’s hit it.
[00:52:40] Darrin Carr: Okay. So, yeah, you you’ve, uh. So it’s super important to, uh, to build out, um, you know, to decide, you know, what those touch points are going to be with all of your internal stakeholders. And like I said, I recommend three to five candidate touches.
[00:52:54] It can be an assessment and a, you know, well, I’ll just give you, there’s phone screens, there’s a video interviews, there’s formal interviews, there’s assessments, um, they’re like, you know, predictive index or disc, um, there are you know, uh, panel interviews with a couple of people. Um, um, they’re, you know, in depth interviews, um, and then maybe, you know, the one that I think is it’s it takes time and it’s, um, a lot, but it’s job shadowing.
[00:53:21] It’s having that person that candidate come in and sit next to the person who’s doing the job for an hour or two or three and. And there you get real insight. You’re asking, Hey, what do you think about this? That’s, you know, this person is doing the job. Just did that. What do you think about that? What would you do differently?
[00:53:34] What do you think went well? What did it, um, you know, what would you, how do you think you might, uh, react to the, this, at this point in the conversation or in this process, how would you improve the process? So it is figuring out who does what in that process. Um, uh, and then if you’re working with an agency to make clear, you know, what parts that you are doing, um, uh, but, you know, to decide and standardize.
[00:53:57] You know, who is doing what throughout the process and who is asking what you, I, it’s, I think helpful. Uh, one thing that I’d recommend, it’s a little structured, but you know, if you have three people interviewing at the same candidate, perhaps you have a little bit of a different twist on each interview, this person’s maybe focusing in on, um, culture and this person’s interviewing on sales skills.
[00:54:17] Uh, there’s some common questions that maybe should be asked at the same time, though, so you can compare answers for consistency when you meet at the end. Something that I’ve learned in corporate. Is to help eliminate groupthink is to have those top five negotiables and to rank them one through five at the end of the interview All right, and then uh, let’s say you talk to five candidates.
[00:54:35] You’re ranking each candidate one through five of what you What, who you would choose. And then you’re meeting as a group and you don’t have this group think, uh, that occurs. You’ve got written down the order in which you would hire that person, and you’ve also got him ranked and all the important, uh, attributes that you’re hiring for.
[00:54:52] So it’s pretty structured, but I think it is really helpful. Like, oh, you picked him as number one, or her as number one. Well, I did this and it, I think it promotes a really good. Um, debate. So obviously everybody should have, you know, the job description and their assignment in terms of what they’re, you know, they’re asking about.
[00:55:10] But, you know, I would, uh, you know, set up that process. And the way I’ve described, I compare at least three to five candidates. Nothing brings clarity like comparison. You might think number two is great until you talk to number four. And then something number five says sheds light on an answer. Number one said, and it really kind of helps crystallize things in your mind.
[00:55:29] So. Um, that’s a brief skinny on, on the structure of the assessment process, but I think it’s something that perhaps not a lot of people do as much as if they might.
[00:55:40] Chandler Saine: I think that’s big. I think like even just a simple one of asking the same question multiple times to see if someone’s lying. You might get, catch someone, catch someone in a, in a little white lie.
[00:55:51] Darrin Carr: Oh yeah, police do it all the time, right? So
[00:55:54] Chandler Saine: yeah, that’s pretty smart. Yeah, I like that, that and the job shadowing. So the jobs, the job shadowing is to see their skills, I’m guessing, like to kind of understand like what they’re, what they bring to the table. It’s like, And then just the assessment part is like, yeah, I think, so like, what are the, did you say the negotiables or the non negotiables, like the things, the attributes that you need to see in this position?
[00:56:20] Is that what you’re saying? Like, that’s what you’re comparing in that part?
[00:56:22] Darrin Carr: Yeah, that’s right. Your top five most, three to five most important things you need out of that candidate. And you’re ranking them one through five, you know, five being, you know, the highest score and get in together and meet as a group for everybody who had a contact point with that candidate and you’re comparing answers.
[00:56:38] And, like I said, it kind of eliminates group think, uh, eliminates people agreeing with each other just to agree with each other. If you’ve got your own thoughts, I
[00:56:49] Gino Palomba: like
[00:56:49] Darrin Carr: that.
[00:56:50] Gino Palomba: We got one question here from Kobe. You guys drop some amazing gems on the slide. Darrin, if you’re taken back to when you were 21 years old, would you start off working corporate or would you take another route?
[00:57:00] Darrin Carr: That’s a great question. I have never been asked that before. I might ask that of, uh, I might ask that in my interviews. Um, I was, I was never a huge corporate person, but I’ll say this. It gave me a lot of structure and it taught me how to run a meeting. And I had a lot of great mentors who, uh, who were highly structured.
[00:57:23] Um, and so, you know, I didn’t enjoy all parts of it, but it really, I think, did set me up to have, uh, more structure as an entrepreneur. So I would say I would continue and I would do it as I did it before.
[00:57:38] Gino Palomba: Nice. Yeah. So how can Darrin, the listeners that are watching the recording are watching now, how can they, we got your email here.
[00:57:44] Is that where they can reach out if they’re interested in some of your. Um, services. Is there a website or is there somewhere they can reach out?
[00:57:50] Darrin Carr: Yep. Yep. Um, so you can, um, uh, my website is, uh, you know, uh, www dot carrrr talent dot com c a r r t a l e n t dot com. And my phone number, um, is 641691. 2 9 9 0 and then the email is a, it’s a good way as well.
[00:58:13] So any of those three methods, Darrin giving it all out today.
[00:58:17] Chandler Saine: If you guys want to get, get someone put on, then there you go.
[00:58:22] Gino Palomba: He’s, he’s the man with the plan, but thanks for coming on today, Darrin. Is there any last things you want to leave the listeners? Um,
[00:58:29] Darrin Carr: I, I would say if I had to wrap up, uh, you know, the conversation, I would say three, you know, three important things to hiring well, or, You know, be proactive with, uh, reaching out to candidates to, you know, getting your game plan together with that hiring blueprint.
[00:58:43] Number two, hire for hustle culture and aptitude. Um, and, uh, and then when you’re in the process of hiring, you got to be aggressive and responsive and just incredibly tight labor market. Candidates are gone in hours or days, not weeks. You need to move quick. For
[00:58:59] Chandler Saine: sure. Higher advice. That’s right. Uh, people, people make, make everything better.
[00:59:05] If you get the right people in there, it’s a, it’s a game changer. That’s for sure.
[00:59:09] Darrin Carr: Without a doubt. Yeah. Yeah. And then you hold those gems tightly. I’ve got a couple of them right now that I can’t imagine what my business would be without it.
[00:59:17] Gino Palomba: Yeah.
[00:59:18] Darrin Carr: Appreciate this opportunity guys. Very much. This is for
[00:59:20] Gino Palomba: sure.
[00:59:21] Thanks again for coming on, Darrin.
[00:59:22] Chandler Saine: I appreciate you, Darrin. So guys, we’ll see you guys next week and I guess we’re, we’re rolling out.
[00:59:30] Gino Palomba: My
[00:59:30] pleasure. Take carrrre.
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