Welcome to Hiring Happy Hour, where
we celebrate the human side of hiring.
I'm your host, Nicole Hammond, and
together we'll pull back the curtain on
people shaping the future of work, the
innovators, the dreamers, the change
makers behind today's hiring experience.
These are the real stories
behind the dashboards.
From leaders transforming talent
acquisition to the everyday moments
that remind us why we love hiring in
the first place, to connect people
with purpose, hiring happy hours.
Brought to you by Smart Recruiters, an
SAP company, the AI powered software for
super human hiring, helping organizations
hire faster, smarter, and we're human.
Alright guests, thank you for
joining me today for another
episode of Hiring Happy Hour.
Uh, listen Up.
'cause today we have a guest
that has a great story to tell.
Um, one that I feel unless you were
born post COVID will be relevant.
I think we all have our trials and
tribulations from the COVID period.
Um, and as you think about
TA and hr, we had our own.
Trials and tribulations on top
of the norm it comes to COVID.
So she is a seasoned people and systems
leader who has spent more than a
decade shaping the future of talent.
Uh, she leads a team of 27 plus
across talent acquisition, HR
systems, data and compliance.
Payroll supporting 10,000 plus employees.
Wow.
190 plus retail sites and multiple
iconic New Zealand brands.
They're supposed to be like a rah there.
She has spearheaded major HR technology
implementations, including the
likes of Oracle Phenom, uh, and.
All while developing an AI first
approach to high volume recruitment.
Good for you.
Way to get ahead of the curve.
is our GM of Talent Acquisition Systems
and payroll at the Warehouse group.
Please join me in welcoming Kim Nicholas.
Welcome to the show.
Uh, thanks for having me.
That was lovely.
Introduction.
Hello everyone.
I mean, you
gotta get the rah rah in the background.
All the
I
just like cheering you on.
I just see like an arena
for a sporting event.
Just yelling your name,
love it.
All right.
Um, so we have Chatted and I have loved
our time and I'm so excited now to have
you here for the real deal to talk more.
Uh, and listeners out there are now
familiar with our concept here at
Hiring App Hour, so I'm going to just
dive right in, ask you the question.
Uh, Kim, what is your hiring Happy hour.
Yeah, I, uh, when we chatted it was
quite interesting thinking back and
taking an opportunity to really.
Think and see what it does for yourself,
um, as a leader, as a person, and
everything that we've been through.
Um, I think for me it's going back
to, as you said, that 2020 year.
So it's not really a happy hour, more a
happy many hours across that whole year.
Um, and it was, it was a year that really,
um, changed and grew me, the team, the
business, the country, the world really.
Um, if we think back, but at the, at the
end of 2019 and the start of 2020, before
we knew about this big thing called COVID,
um, we decided as business that we were
going to move into the world of agile.
Be one of the first retailers
globally to go into Agile.
It's super exciting.
Um, lots of reasons as to what
to do, but man, it's a big change
when you take, You know, a whole
business through this change.
Um, we were all set and ready to go.
Everybody's working in the office.
We're ready to, You know, do
four days career fair in front of
everybody and explain what this is.
Along comes COVID and we're all work
from home and we suddenly have this
change and suddenly we're closing stores.
So we've told people that
they're getting dis established.
This is about 1,200 people.
Um, we've told them they're going
through change and now we're throwing
this multitude of change at them.
Um, so.
Starts the journey there.
Um, we, fun little fact in between,
sorry, I'm going off tangent here.
Um, but we had to then change
this agile, um, career sphere type
of thing into a bootcamp of, um.
It was two days with Zoom.
So we were the first people with Zoom
is a
to go, um, Hey, can we do this?
Something like that.
Pulls people into rooms
that we can chat to them.
Um, hilarious.
Right?
And now it's one of those things that
we just do all the time and here we are.
Zoom is
yeah.
Brilliant.
Real quick before we go in, can
you explain to our listeners,
uh, and our viewers what agile
means for those that may not be
Oh yeah.
we are agile is where you've, instead
of having really a hierarchical
structure, you have more of a,
a really flattened structure.
Um, and you have, um,
tribes and chapter areas.
So you sort of split it.
If you were a leader, you would
split your leadership role
into a craft and then delivery.
Because some people are really good
at delivery and some people are
better at craft and leadership.
So it sort of splits that type of
approach and you work more in a, um,
a, a team approach to get things done.
It.
Um, yeah, so very, very cool.
Unfortunately, we're now out
of agile, just to throw that
in the mix five years later.
But we're agile light.
I think there's some really fantastic
things that we've learned through
that journey as well, which is, which
is brilliant, but it, it is a mind
shift change for Alon of people.
heard of it referred to as pods too, like
SME groups that you work with as well.
So very helpful to know.
And um, yeah, COVID could
throw a wrench in that.
So.
It does.
Yeah.
So, and I mean, it was a fantastic
journey at that stage, like I say,
but we did have to pause everything,
but we couldn't pause for long.
We stopped.
We, um, with COVID, we paused the
project, but only for a month.
Um, so we were still able to kick off
and, and hit go on the 1st of September.
Um, in between that, for the two
months prior, while we're getting
this all set up, we're obviously
going through the COVID changes.
So closing stores, setting
them up, dealing with, um.
You know, I got jealous when
people were able to take a few
weeks off and not work 'cause they
weren't able to where we were doing
sure.
massive amounts of hours.
Yeah.
Yep.
but yeah, so, so a difficult time for
many, but a fantastic time of, of growth.
Um.
Agile.
We've been, like I say, first
September we moved into Agile.
We then had to take people
through this change.
But, from a recruitment and team
perspective, having disestablished
everybody and then trying to
explain what these new roles were.
The other thing with Agile is what
they do is you don't, you're not,
if I take a, tech role, a developer,
you're not a junior developer,
mid developer, senior developer.
You're just a development chapter member.
And so people had to be okay
with then having the same title
as all these other people.
It was your contribution
level that changed,
Again another very big mindset change for
people and how we had to go through that
change process and really explain, and
we made sure we did a lot of education.
I think that was one thing that
made that change such a success,
big learning curve
for, us.
I, I think about that time, right?
And, and we all can take a moment
to put ourselves back in 2020.
Fun fact, my son was born in 2020, so like
I also have pros and cons of that time.
Yeah.
but I think what is very relevant from
a change management perspective and.
Again, change management.
Very near and dear to my heart
is you're already going through
these forced changes from COVID,
right?
We are having a different way of living
and now you're throwing on top of that
your personal plus professional way
of living is now changing with title
change, the way you work, how you're
communicated, to how you're engaged with,
I mean, I would be curious what percentage
of these individuals' lives was right?
none percent.
yeah, yeah, yeah.
But it makes for great kind of
throwing your arms up in the
air and saying, okay, fine.
Like, let, let's do this.
Right.
Uh,
Yeah.
you
Yeah.
that some of COVID and I, and I'm not
trying to make it glass half full, but
may have helped with embracing change?
I, uh, it, it, to me, the, the words of
that year were resilience and change.
There was other horror, like, You know,
but from a business, from a learning
development perspective, I think,
I think that's exactly where it is.
Um.
To, to slightly follow on the, the,
my year of craziness is the fact that
at that same stage, we then the end
of the year decided we were going
to do a big, um, lab operating model
change within our biggest brand.
So impacting about six, 7,000
people across our stores.
We just established all.
Them and put them into
a new roster network.
Of course it was the right thing for
people to then be able to apply and go
through that process and do everything.
But that in itself, again, at
that same time, within the same
year, um, was another big, big
learning curve to throw in.
You've gotta get it done and you've
gotta get it done right, because
these are people's livelihoods.
So it was just amazing.
But to your point about change
in resilience, I think that
journey prior, although.
I was shattered by the end of the year.
It really built you ready for
even that next stage of that
next big project coming in.
Um, yeah, And so it was, it was a
massive year, but great, fantastic
learning selfishly within that
as well, and for Alon of other
people within my team and business.
I mean.
Kudos to you because I think, again,
as I opened up, like this is huge.
I think whether you're in retail
or high volume and you were in
the industry during COVID, you all
experienced some sort of pivot.
hear more about how, how
did you do this, right?
I mean, you have Agile thrown at you.
You have Zoom and COVID thrown at you.
Um, and then like your
wonderful organization.
I just love how flexible.
How you're just kind of in the Sure.
Why not embrace it changes the entire,
um, approach at the end of the year.
But, but how, how did you do this?
Oh, there's so many answers to that.
I am, I'm gonna sidetrack
to someone though.
Alcohol.
Wine.
Wine, friends.
Wine.
That's why we call it hiring.
Happy hour.
Just gotta
Exactly.
I, um, do You know, it's fascinating.
I love retail.
Like retail is one of the most, um,
exciting dynamic industries in my opinion.
Um, maybe a bit biased,
but it really is like the.
We had to, like I say, close our doors and
then, um, we were able to open some again,
but we within like five days and we were
able to then open for essential items.
We needed, um, elderly heaters,
blankets, we had babies being born.
They needed items like why
we could open and that.
So it was a whole big journey.
Our store network, they turned things
over within 24 hours, had, um, worked out
how we can have people lining up have.
Click and collect processes
have lines set up how they were
gonna work in different teams.
For the teams to come into
the office who couldn't 'cause
they're vulnerable at home.
I, it was fascinating seeing
because the store network's Alon
more structured versus, You know,
maybe the head office where you
can kind of be in a bit more gray.
But man, the way they turned
things around was just beautiful.
And you see those things and it
just pushes you to go, if they
can do this, we can do this.
It takes teamwork and it takes
collaboration, and sometimes
it does take these things to
just go, what's the end goal?
How are we gonna get there?
And how are we gonna make it work?
I think sometimes I've seen other
projects where you might even have the
same group of people, but because you've
got time and you overthink things, you
actually don't always get things done
as quickly as something just getting
thrown at you that needs to get hit.
Yeah,
And then just putting that people hat on,
people hat on and their change management
hat on, because if you don't have the,
that part of the process, you could
do really well with the consultation,
then people forget about the
fact that you've got that
next phase of process to do.
Yeah.
So it's, just, it's getting everything
aligned with the right people.
I love that.
I mean
executors in their own right.
Tell us, uh, how many people, right?
Like we talk about retail, we talk
about this decentralized model, we
talk about these individuals, You
know, putting on their people hat
and just doing and executing, which
I absolutely love, but how big,
like how many people are we talking.
Probably depends on the project when with,
I think the, again, when we're in that
agile structure, and even if we were to
think working in a, if you're gonna work
in a project, you'd work this way anyway.
You know the scrum type of mentality.
Um.
Having your core and then pulling people
in as your SME as you need to is critical.
Too many people, too many cooks, right?
Um, but have a good process flow.
Have a GaN chart.
I love a GaN chart, especially when
there's too many things happening.
A bit of, a bit of a systems and data
geek, but at the same time, if you don't.
Stick to that.
It's okay.
So you've gotta have that gray,
you've gotta have that ability
to have that ambiguity, change
things quickly and be okay with it.
Um, build bridges quickly
and don't hold onto things.
'cause otherwise you're
not gonna get through.
Um, but I think you need a good call.
You need and a mix of people, I think
a mix of thought, thought leadership,
um, different SMS that can come
in, that can really drive that.
And people who are able to have feedback.
Given in a nice way.
'cause we've also had, or should probably
had feedback given in the wrong way.
Um, but You know, where we can have
debates and at the end of the day
understand why that decision was made.
So I think if you can collaborate and
really work well as a core team, then you
can bring the right smears in as you need.
Yeah.
I love that.
I mean, to your point, dealing with
uncertainty, but having the same
goal in mind and always coming back
to that, whether your conversations
go awry or there's disconnect.
Um.
I wanna hear about your successes.
So I think what I've found with
everyone on these, um, podcasts is
you are all so very humble and you
have all done so many amazing things.
I just imagine, You know, You know,
with the little like muscle emoji
of, of what you've done these trials
and tribulations, from COVID, from
all this change, was the outcomes?
Yeah, there's um, there's Alon of
small things that when You know
when something's happened and you.
And it's succeeded has been great.
I think one of the, one of the ones I'm
most proud of, um, it's probably our HCM.
So we put in our Oracle, um, HCM system,
which for anyone that's put in ERPs
will know that it's, it's a journey.
It's a journey with ups and downs
and learnings along the way.
Um,
Quote,
but
journey
um, the, we actually
did it in budget, which.
that's, an
accolade.
Is very surprising.
yourself
Yep, yep.
Imagine.
in.
Yeah, I know.
Um, but also we, and we did go out of
time a little bit, um, but I think the
really good thing again with teamwork
is you, with produce as well, you
should have stop start moments and,
You know, working in sprints and.
Sprint cycles and, and retros and
all those things are, are really
good, especially with tech or
Sure.
types of, of systems.
And I think we stopped, we looked,
we went, actually we can't,
especially with an, an HR system,
you can't just, oh, well it's 70%.
Okay, let's go.
Um, so we needed to make
sure it was, it was working.
And we still went live only with
MVP in the core and we we're
adding on modules as you go.
Um, but I think it was, it, it was
again, a journey through Alon of change.
We wanted to make sure we could impact
people, um, enough for them to be
impacted and want to use the system.
Um, and I, You know, there's a,
there's some learnings I took outta
that process as well, but at the end
it was really nice to see it, um,
come to light and come to light with.
Everything has a few issues.
Some, I don't wanna sugarcoat it,
but yeah, it, it was a good success.
So that was, that was
one of the nice ones.
Um, and then taking those learnings
and being able to put them into some
of the projects that we've rolled out
since, um, has, has really helped.
I love that.
I love that.
Um, one of the things that we
talked about when we last spoke was.
Your candidate engagement journey.
Um, and I would love for you to kind
of share those numbers of, You know,
where you went from, no candidates to
massive candidates, um, as it relates
to that progression and that success.
'cause in my mind, um, you should
also be very proud of that.
Mind you, Oracle is the
platform, the foundation there.
But building upon that, to your
point and continuing to optimize,
uh, tell us a little more about that.
Yeah, we, um, so we use Smart Recruiters.
We don't use Oracle recruiting for
our recruitment side of things.
which I am gonna Flex Smart
Recruiters 'cause I do love them.
and it's a great ATS for us.
but the integration that we, so within,
over the last New Zealand's been a very.
I know a lot of countries have,
but we, are currently in very
high volumes of candidates.
back in 2021 where the market just went
crazy, we had about 95,000 applications a
year at that stage, which was really low.
now we've got up to 225,000 applications.
But with less jobs and less hires.
And so you've gotta manage that.
I mean, those are our customers
and, customers are our candidates.
So at the end of the day, we need
to make sure that experience,
that journey for them is, there,
um, I'm very lucky.
I've got a fantastic head of TA
who really drives the team and, and
we work really closely together.
Um, and EX is absolutely
her passion as well.
So it's, it, it definitely helps
having the right people on the team.
Um, but we, we've.
We just make sure that we wanted to really
drop the time to hire, drop the applicant,
processing time so that at the moment
also in the economy, it's not great.
And retail's not doing great either.
So if we're not looking after
our candidates, they're not
gonna wanna shop with us.
So it was really a big thing of how
can we make an impact to the business
when we're not the ones that decide
the product goes in store, but we can
help the experience of who comes in.
Yeah.
Um, And so we've, we've really
changed and, and dropped that hugely
over the, the last little while.
Um.
We also within that implementation from
candidates and more that onboarding
experience for when people are hired.
So we've gone from great that we've been
able to drop that candidates for people
who aren't approached, but obviously that
onboarding and making sure people come
in correctly and they can do that is.
Just as important.
We know that a good onboarding
means higher engagement.
Um, And so we've done an
implementation as well as, with
Smart Recruiters into Oracle.
we built like a, payroll platform
that took a bit of time to build
in between so that we could have
notifications if things weren't in
there correctly to the hiring managers.
We just smoothed over a lot of those
journeys so that time was, quicker
for people to be able to get in.
And I think that sort of
helped with that hiring.
I mean, you hit on so
many great things, right?
We think about, first of all, your
brand being very well known in your
country, in the regions, and then to
your point, those first impressions.
I think application is
the first impression.
Onboarding is that second, first
Yep.
And it is so important as you
think about representing your brand
in every aspect of the business.
Um, and it's phenomenal
to see with those huge.
Numbers and high volume that you're
still able to manage, uh, You know,
with automation, ai, et cetera, but then
also have those touch points, um, and
build customization to support it too.
Uh, I, I, I love it.
Thank you.
I think the other biggie, just to,
before I forget about it, You know,
my mind kind of jumps everywhere
when we're chatting away, but,
We're
gonna go everywhere.
That's what
we do.
the, I think the other
thing, like, tech's great.
Is obviously great.
There's some, I mean, pros and
cons if you put it into quickly and
people dunno how to use it and all
of those types of things, which is
another whole hour conversation.
But, um, one of the things we really
drive, 'cause we're a very lean team.
Um, so for 7,000 hires a year,
like I say 225,000 applications,
we're a team of nine.
we have to really drive
our hiring managers.
We, the, hiring managers drive their.
Middle part of the recruitment processes,
they're the ones that are interviewing
and phone screening and having those
reference checks for their stores.
Every store is different, every
brand's different and the needs.
So we, really pushed a lot on training.
How can we train and push and drive our
hiring managers to really understand?
'cause recruitment's not
their bread and butter.
For some of our small stores, they
might recruit only once in six months.
Our big store's a lot like Christmas Peak.
Obviously we.
Some stores do 20 to 30.
I mean, we're talking 2000 hires
in
in
three months, right?
So that goes through.
But the actual training, the
understanding, the, gaining their
build on EX and why it's so important
was also a, big one for us that
we really wanted to focus on.
'cause without their help, the
numbers wouldn't have been, there.
And we are seeing across industries,
not just retail and not just
high volume hiring managers, more
engaged in the hiring process.
To your point, it's not their
day job, but it is a role
that they should take pride in
Hundred percent.
appropriate times.
I'm a hiring manager and.
I do it because I have to
practice what I preach.
But I think share with us, You know,
training is important, but what are those
touch points where you truly do see that
engagement and what drives them, right?
What
do they feel ownership of?
That truly helps to get the shorter
time to hire and get them to engage
in those points in the process.
Oh, a few things are coming to mind.
I think the, um, the one thing is the
fact that AI is great for people that have
Alon of that in the screening process.
We've got part, so we're still quite
heavily involved with, with some of
those sort of aspects, but we can
help hiring managers get the, um, You
know, maybe the top candidates that
we would recommend they go to first.
I think the, the interesting thing
is how o one of the bits that we've
really pushed is interviewing.
Has to be, and I think really
will come up Alon more.
Again, it always is critical and has been,
but where we've got ai, where we've got
people creating cvs out of AI agents,
they can read AI comments and screens.
'cause we can, we've all
got stories of that too.
Um, you can't just ask the question
of, tell me a time when, because
trust me, they can read that they know
that they've been given an answer.
Deeper question.
Like what did you learn from it?
What would you do differently?
How did that work for you?
That they won't have prepped, that you
could really get that, that understanding.
Yeah.
Um, and we also really pushed Alon
on just reminders of attitude.
Now, I know that sounds
silly, Alon of people know it.
We're a youth recruiter.
We are people's first jobs.
Um, attitude matters.
And I've got a fun little story.
One of our.
Not only brand.
I remember a home manager
just saying to me, uh, last
year said, You know what, Kim?
I always used to go for somebody that
had to have sales experience, they had
to have, um, experience selling laptops.
He said, but I listened to you.
And I went in and I met somebody
and she was a young girl.
Um, come out of still in
school last year of school.
But she was, there was just
something about her and she's
like, she's my top salesperson.
She had no experience, but
she went in, she wanted it.
She was a learner.
She learned, and I was
like, love that story.
Can we just put that on a
poster and send it to everybody?
Throw everything out.
Go with your gut.
Go with your gut.
No, it's, it's true.
I mean, I think we find across a
number of companies that they are
weary to engage hiring managers, and
one of the main reasons is they can't
control what a hiring manager's.
Says what a hiring manager writes.
And so of course there's
guidelines, right?
We can put rules of engagement, we can put
friendly reminders, we can enable them.
but at the end of the day, we
have to hold our hiring teams and
our hiring managers accountable.
I love that story because I think
sometimes hiring managers also
too, wanna follow directions, okay?
Hiring process.
You're gonna get me top
of funnel candidates.
I'm going to interview them, I'm
gonna provide my feedback, and
then we're gonna hire someone.
But then they get that person and they're
like, well, that's not what I need.
That's
not who I want.
Or While this person rated higher, I
have a better feeling about X. And so
making it more conversational, making
it a little more flexible, and to your
point, seems like what everyone does at
the Warehouse group is just allows for
that conversation, that flexibility at
in the hiring process.
absolutely.
And I think we need to have trust.
I mean, our hiring managers will
make mistakes, but how can we.
Support them through that
and make it a learning.
and they run their own businesses.
I mean, retail stores are, many
businesses, so they, have to be
able to drive that themselves too.
And, we need to give
them that trust, I think.
Yeah.
that.
But yes,
that.
we've all got some fun stories, I'm sure.
Oh, Kim, you have achieved so much.
Thank you for going back to the COVID
days, but sharing that amazing story
of overcoming trials and tribulations
and going beyond to kind of leverage
that time of change to through more
change, uh, and outcomes that are just.
blowing, right?
Like candidate engagement hires.
I'm sure if we went into the topics of
quality candidates, retention, it would
all be there, even with seasonal hiring.
but I wanna switch and
talk more about you.
Uh, let's see.
What drives Kim to be the
amazing leader that she is?
Uh, and tell us outside of work, thinking
about personal, thinking about getting
outside, what is your happy hour?
What brings you bliss?
Yeah, I am.
I mean, I. Probably
should say kids, right?
No, I don't, You know, um, no, they do.
My, my kids are great.
So I've got two, two boys, nine and 11.
Um, they keep me on my toes.
They're fantastic.
It, it's brilliant.
Um, and it's nice to see their
growth and everything, but I, um,
I play hockey, so, um, yeah, I, I.
Keeps me active.
Um, and it's, it's something that
can just take you away from work.
Otherwise we can sit in
there for hours on end.
So you go out, I can tell me
to go for a run and I probably
won't 'cause it's on my own.
I'm not that type of person.
Put me on a hockey field.
I'm like, yep, I'm there.
My friends are there, I'm there.
Um, and yeah, it's brilliant.
So I, I just love.
Um, Kim, you don't know this, but,
uh, every person that I speak with, I
kind of source information internally
from our teams that work with you and.
going to say it.
They said, look out.
She is badass.
Like she is just a power out there.
So while I see this beautiful, like
gentle Kim right here, I am picturing
you with that hockey stick and out
on that arena, just wrecking it.
Good for you.
Uh, no, it's good.
And you need to wish me luck 'cause I'm
putting my name down for New Zealand
for Masters and busy going through
Can
trials and processes, so
like
I wish we could vote.
No, it does come down to skill obviously,
Oh,
but voting would be fair,
I mean, that's a fair
application process, I would say.
You know.
Yeah, so that'll be fun.
send you all the luck and
Thank you.
what?
Bringing it back to the kids, that's
what makes you a better parent.
Yeah,
Right?
we we're a sporty family.
It's, it's great.
I can,
Yeah,
these days, kids can get on too many
devices and all these things and yes, they
still have it because we not need them to.
I'm with you.
but getting out and about is so important
and that mental health that while
we're still going through all this,
we talked about change and resilience,
you actually can't deal with resilience
if you don't have your mental health.
Okay.
I'm with you.
And it's a good reminder because
I think all of us that work hard
and starting the new year with new
goals, um, cannot forget that, right?
We need
Yeah.
US time to be better parents, to be
better professionally, and to your
point, just to mentally be well.
Yeah,
I'm
matters.
I'm with
Yeah.
just got back from Japan.
Um,
Fun.
it was amazing.
It was amazing.
And
Fuck.
people here, and I'll speak for
the US 'cause that's where I live.
Um, we try to have this.
Way of living and, and take this mindset.
But there, I call it a state of mind.
It's permanent.
It's how they have always done things.
It's how they do things.
Um, and it is so genuine And so.
and kind and thoughtful, I'm
trying to bring that back.
My kids, like I, I'm hoping this cultural
experience brings them to a better place
in their world and their adventures.
But, my zen is gone And so I'm trying
to get it back with every moment,
That's brilliant.
Yeah.
you though, you do need to put New
Zealand on your bucket list and come over.
You really do.
And I'll take Island, which is a
beautiful winery island, so we'll.
We'll,
I'm in, You know, I went
for, um, the millennial.
My mom was a flight attendant, and I
brilliant.
Zealand on her flight.
I will go back.
My husband says if he could
pick anywhere to live in the
world, it would be New Zealand.
And I'm
sure
look.
of your candidate growth was
because everyone wanted to move
to New Zealand after COVID.
Like, I am, I am down for a visit.
I think we need reconnaissance here.
I think so.
I think that'll happen.
all right, Kim, we're gonna switch
into the final and my favorite
part of this called this or that.
Are you ready?
I think so.
Let's see.
No judging people
Okay.
No, no judgment.
Hey, you are allowed to clarify answers.
You are allowed to go off script.
I mean, this is for you about
go,
all things.
All right?
First one, resume or LinkedIn profile.
oh,
LinkedIn profile.
Okay?
Okay.
All right.
Next one.
AI or no?
Ai.
Uh, can we do combo
Sure.
I'd rather have ai, but not all ai.
You need to have that human factor.
Amen.
Amen.
We, we talk about AI automation
with that human touch at the
right point.
yeah.
If you don't have automations
or ai, you're gonna be falling
behind, but human factor.
Yeah.
Yeah.
the way.
Um, find me or find you.
find me.
I mean, recruiter perspective, like
high volume, I would, yeah, find me.
All
Yeah.
path or whatever comes my way.
I'm, whatever comes my way, girl.
Me too.
It has been.
It's just I, yeah,
It's great.
No,
you to
go for it.
Hey, love it.
Um, all right.
interview or live human.
Life human.
Yep.
is one of my favorites and I
love hearing people's responses.
Reward or recognition.
Recognition
Okay.
me.
Okay.
Good manager or fun job.
Good manager.
I think you can have a fun job,
but if you don't have the right
team around you, it's not gonna be
fun and you're not gonna enjoy it.
Yeah,
you're not gonna be motivated.
Yep,
I hear you.
I hear you.
All right.
Uh, ooh.
Four day work week or work remote.
four day work week.
I couldn't work remote.
I am such an extrovert.
I need people around me.
Put me in the office any day.
I love it.
I love it.
Um, all right, beach or mountains,
Uh, I live in New Zealand.
It's gotta be a beach.
but your mountains are right there,
We do have lots of good mountains.
Yes.
Yeah.
And I love going for hikes
and I love mountainous things,
but something about the water
Yes.
around.
with you.
I I'm a water girl too.
All right.
Uh, and my favorite question,
wine, beer, or spirits.
Uh, is there an all of the above option?
No, I'm a, I'm probably more
of a wine girl, but after
a hockey game, oh, nothing.
Bits a copier.
Okay.
And, uh, local winery that
we should all look up.
Anything in New Zealand.
New Zealand wine.
Beautiful.
Yeah.
Yeah.
It depends if you want reds
or whites, but anything in New
Zealand, you will not go wrong.
Trust me.
I love it.
I love it.
Oh, Kim, um, this has been epic.
I absolutely love this and I am hearing
a trip to New Zealand to do some live
podcasts is coming in our near future.
Absolutely.
Thank you.
Um, tell people where can they find
you, where can they connect with you?
Yeah, on LinkedIn, definitely come connect
with me more than happy to chat away.
Um, email, wherever I, I, I'd love
to connect in with people and if
anybody wants to chat, um, and
often around in different events
in New Zealand and Australia too.
I mean, even if you wanna go watch her
play hockey and qualify for the team.
I shouldn't have said that, should I?
Oh, I love it.
We'll see.
I'll let You know how I go later in.
I would like a snippet, please.
I would like to snippet
to see you being a badass.
I, I really would.
I really would.
thank you.
This has been amazing to our listeners,
I hope that you learn from this.
I think we can all resonate with
the COVID period and how we pivoted.
Um, And so hopefully there's
something that you've taken from Kim's
experience and the warehouse group.
If you have more questions, please feel
free to reach out to her or myself.
Um,
Yes.
you again.
This has been another episode of Hiring
Happy Hour, and we will see you next time.
And that wraps another
episode of Hiring Happy Hour.
Thanks for tuning in and for
believing like we do that hiring
isn't just about filling jobs.
It's about the impact we make.
To catch more stories and show
notes, visit hiring happy hour.com.
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Until next time, stay curious, stay
kind, and keep humanizing hiring.
Cheers.