The Hiring Landscape

Episode Transcript

(00:01):
Welcome to Pulse of the Region,brought to you by the Metro Hertford Alliance.
The Metro Hertford Alliance collaborates with investorsand partners to elevate the Hartford region
through economic development work, convening thecommunity and providing chamber support for the City
of Hartford. Learn more about theirmission and how to get involved at Metrohartford
dot com. Pulse of the Regionis produced in partnership with oak Hill.

(00:23):
Oakhill was originally founded as a schoolfor the blind in eighteen ninety three.
Oak Hill has provided holistic, personcentered services for individuals with disabilities for over
one hundred and thirty years. Withempowerment and independence as its guiding principles.
Oakkill works in partnership with the individualsit serves to provide residential education and enrichment

(00:45):
opportunities. Learn more at okillct dotorg. Now here's your host for Pulse
of the Region, KATEE. Bawman. Hello, Hello, and welcome to
Pulse of the Region. I'm yourhost, Kate Bauman, here with the
show that highlights all of the greatthings that are happening throughout our Hertford region.
And you'll see today is day one, the first time that we've been
doing this with video recording too,So I'm going to apologize to our guests

(01:08):
in advance that they are the guineapigs for this show, but very excited
to have them here with us today. And before we introduce our guests,
would love to give a little teaseron the topic today we are getting the
pulse about the hiring landscape and specificallyhow tech related industries are handling the boom
and the demand for employees. Sothrilled to have our two guests here today

(01:30):
with us because when we're talking thehiring landscape, these are the two people
to talk with and they're coming,i'd say, across the pond from us
from Ireland, which is wonderful.So first, would love to introduce from
the Macin Group. He is thefounder and the chief executive officer, Andy
Mackin. So Andy, welcome toPulse of the Region. Kate. It's
an absolute pleasure, fantastic. Well, it's a pleasure to have you and

(01:53):
also you are joined by your colleaguealso with the Macin Group. She is
the chief chief operating officer, SoFionaly Fiona, welcome to the show.
Thank you very much, Kate,delighted to be here as well as thank
you fantastic And I know that dependson when people are listening to the show,
but I have to say we arerecording this leading into Saint Patrick's Day,
so it's kind of fitting to haveyour fabulous accents on with us as

(02:16):
we record this here and Mark,some people would say you probably can ry
much. I mean maybe maybe not, you know, the magic of the
media, right, Absolutely fantastic.Well, in all serious, really glad
to have both of you here withyour expertise today. And first things first,

(02:36):
Andy would love if you could justtouch a little bit on, you
know, sharing who is the MacinGroup? Cool? Well, the Macin
Group, Kate, is primarily aprofessional services B to B business. There's
two two kind of pillars to thebusiness, which really is on one side,
we've got an environmental health, cityconsultancy and training business and that was
the founding business when I started thebusiness back in two thousand and four.

(02:59):
Okay, so then we started therecruitment business, the global business in twenty
fourteen, So that's the staffing andrecruitment on either side. So that's primarily
what the MACT Group consists of okay, fantastic and Fiona, how long have
you been with the organization? Well, Kate, I came in in twenty
nineteen as an mansion consultant. Atthat point, Andy had seen significant growth

(03:23):
of the previous year or two particularly, and I came in to help Andy.
I guess at that point really takea deep dive into the company and
have a good look at where itwas at in terms of its development.
Okay, So I came in initiallyfor three or four months, and then
that brought us up to Christmas oftwenty nineteen, and then Andy asked me
would I stay on? So Icame back then in twenty twenty as the

(03:44):
COO exciting. I was delighted.Nice, Well, that is fantastic and
certainly a very interesting time for thehiring landscape, is interesting time for everything
back in twenty twenty, and youknow, so really today kind of want
to start and this is going tobe a vary big question and to start
off with, but would love tohear from both of you and Andy want
to I'll put you on the hotseat first, but if you talk just

(04:05):
about some of the general trends thatyou're really seeing kind of in the workplace
right now, I think, especiallyas it pertains to hiring, if you
could, if we could start there, and again, sorry, we probably
could talk for thirty minutes just aboutthat topic. I definitely know I Fiona
could anyway for sure, because she'slike the guru and all this. But
I think general for me, themajor trends that we've seen and talking to

(04:28):
a lot of our clients as wellaround hiring, the lack of time a
lot of companies have for actually goingthrough the hiring process because it's such a
tight market and the role is thatpeople are looking for are changing like really
really quickly in terms of the speedof technology that is coming into the general

(04:49):
industry anyway, So people think thatthey have this amount of time to get
the hiring talent that they're looking forand then to realize that really don't have
as much time as they need.That's why I'm not going to blow our
own trumpet in this, but Ithink that's why you do really have to
look at it. Taking in areally good agency in terms of helping you

(05:11):
plan that growth with your company,and a good hiring company that actually will
will help you bring all of thatto fruition. So I think time is
the big thing. The company isnot having enough of it to really dig
down deep and get the right talentthat they want, Like everybody wants it
yesterday, and it doesn't happen thatway. So if you think you want
to be hiring in three or fourmonths time, you really should be looking
now, if not probably a coupleof months back. So that'll be one.

(05:35):
And then I think just the landscape, depending on what particular role you're
looking at, there are certain rolesin the industry there are definitely more harder
to hire for. We will getthem, but it'll just take that a
little bit longer steadly. Kind oftwo really ones that I would see just
the type of role you're looking for, so to be wary of that.
If there's businesses looking at hiring,I would say, look, have a

(05:58):
good deep dive into what you're atlooking at for your hiring, the roles
you're looking for, and then geta proper plan in place and then a
proper company to help you with ifyou don't have that expertise in that area.
Okay, great advice there and greatthoughts. I fewna anything else kind
of that you'd like to add inthere and just you know, again looking
kind of the workplace as a whole, is you know, really, what
are you seeing across the board?Yes, well, Kate, I suppose

(06:25):
we're in a sort of a fortunateposition in many ways because we have a
global presence and we're able to see, i guess from a bird's eye view,
particularly where we're sitting here in Europeon the edges of Europe. We're
able to sort of see what's happeningacross Europe and right across the United States.
And we have employees and you know, a lot of employees in the

(06:45):
United States and with employees all acrossEurope as well, So we're able to
see to our kind of varied anddiverse client based the pressures that companies are
facing on one side, on theclient side, but we're also seeing a
huge shift on the candidate and employeeside. Doubtedly, the pandemic had a
massive, you know, intrinsic impactthere, so coming out of that,
I think we've seen shift in termsof the dominance more on the employee side.

(07:11):
I think employees and candidates are morein the driving steat than previously.
So with that being said, Ithink that you know, It's no secret
that there's been a huge shift interms of trends. Clearly the whole you
know, working from home, remoteworking, hybrid working, these are things
we didn't really talk about to thisextent five years ago, so that's put
a lot of pressures. And ofcourse, undoubtedly the shift in terms of

(07:33):
the technology landscape, this whole racetowards AI and cyber cybersecurity, and you
know, the semiconductor field as weknow we'll touch on later. There's a
massive race towards different types of talentthat we saw two or three years ago,
and there are huge skilled shortages acrossthose landscapes. I love the word
you use there for you on arace, because I really do think it

(07:54):
feels like you have to put yourtrack sneakers on and ready to go,
because it is at that point youare still chasing. So I definitely want
to talk about that more here today. And if you know, you brought
up another great point on looking atwhere you guys really have a global perspective
and you know, working across severaldifferent countries and would love to you know,
kind of a lot of the itemsyou just talked about, is are
you seeing those similar trends here inConnecticut. You know, always love to

(08:18):
take a look at the global lookand then hey, what does it look
like here in our backyard? AndI know you guys do so much work
here in Connecticut and specifically the Harvardregion. Yeah, I would say that
there are very common threads running throughall regions, even as I said globally,
and there would be those top threadsin terms of the likes of remote
working and hybrid working. That wholeshift towards a more flexible outlook towards what

(08:43):
employees really want. That definitely hascaused employers and companies to pause. What
I would say is that then thereare different constraints and needs across different jurisdictions
and landscapes. For example, inyour region, like there's a lot of
manufacturing goes on in Connecticut, asopposed to we'll say we would see different
constraints we say, down around Bostonor Massachusetts where there's a lot of life

(09:05):
sciences featured in that area, similarto corp. Actually we would have a
huge presence in terms of biofarmers andlife sciences. So some areas and some
industries are I suppose have different issuesand maybe they have less issues perhaps their
own talent hiring, and then otherindustries there in that race as I described,

(09:28):
So, I suppose it really doesdepend on the industry, and but
there's still common threads that runs througha not a lot of the kind of
global hiring landscape. I would definitelysay that, Okay, fantastic and Andy,
anything else you'd like to add inthere, just as it pertains to
Connecticut kind of you know, andwhere do we fit in really the global
scope? Well, I think whatwe've seen in Connecticut is and it's a

(09:50):
very varied state in terms of it'sgot a bit of everything. Kit.
I think if you only alluded toit there in terms of manufacturing, we
would be bigger that and the heavyside of industry. But it's got us
life sciences, it's got it's kindof financial sector and slowly ensure but the
IT kind of sector is really startingto grow there as well. So again

(10:11):
across different industries, every industry isfinding different things at different times because the
different types of roles. One thingI will say though, and I did
a keynote back in twenty twenty forthe macrospace, and I think at that
time we were looking at one ofmy key points on the landscape for hiring
was that at that particular time,there was something like the fourteen thy one

(10:31):
hundred vacancies in Connecticut alone, vakingthe cross every sector, but the reckon
within the next five to ten years, they will be sixteen to twenty thousand
jobs that they didn't know what theywere actually going to be applying for.
Those jobs have even be created.So here we are now twenty four four
years on and as Fiona said,AI cybersecurity, digital transformation, all that

(10:52):
kind of stuff is really evolving ata rapid pace and there's new roles coming
out of this all the time.Definitely. I guess what I would add
is in terms of Connecticut, whatwe're certainly seeing is Connecticut is deemed as
a very attractive state from out ofstaters and even people moving across from Europe
into the United States. Connecticut sceneis very attractive because of its proximity to

(11:13):
Europe and also it's transport links inand out of the state, and that's
something of course that we're that attractedus to the region. Amongst other things.
It's it's very central and it's veryvibrant, and I think for us
certainly it was somewhere where we didwant to set up. We wanted sort
of to pitch our tent, we'llsay, in that kind of northeastern corner,

(11:35):
and we feel there's a lot ofpositivity and there's a lot of action
being done on the ground in termsof bringing in I guess investment and as
well as as talent, fresh talentcoming into the region and certainly highlighting the
positives in terms of the talent availablewithin the region. It's it's very rich
in that in that regard. Thankyou so much, Fiona, appreciate that

(11:56):
that insight. It's always great tohear, you know, from someone and
not from Connecticut. You really yourperspective on what our industry and what our
talent looks like here. And youknow, want to go back to kind
of the tech space and you know, both of you have touched on it's
certainly a huge growing industry and youknow, if we can first talk about
just really how these changes are impactingthe workforce within the tech industry, and

(12:18):
Andy you touched on a little bitjust from four years ago, how many
are we hiring now versus then ifyou could shed some further light there and
just really what is the industry dealingwith on a day to day basis today.
Well, a very good example ofthat, kid is like one or
two of our clients in Connecticut whowould be on the manufacturing side are now
hiring for tech roles that they wouldhave never envisioned hiring for ten years ago

(12:41):
because all the equipment machinery that they'regetting now it all talks to each other
at a rapid pace. So youknow, I need programmers instead of electricians
and fitters to do the donkey workor the maintenance work. It's no guys
programming, it's no guys who arereally been trained to a high high spec.
So that's just one area where wherewe've seen the change that the roles

(13:03):
are evolving at a really rapid pacein terms of the qualifications that are needed,
the type of roles that are beingare being needed to support those industries.
So that that's one that we've seenreally really kind of cop perfect.
And you can you talk a littlebit about we have all these new jobs,
what are individuals, what are companiesdoing to kind of fill this demand?

(13:24):
And you know, again we goback to the race. You know,
besides putting on your track sneakers.What else are companies really you know,
how are they approaching this? Iguess they're a little bit more proactive
than maybe they were in the past, and certainly now that we've come through
the pandemic, when there was probablya sort of a speedier approach to over

(13:45):
hiring perhaps during the pandemic. Wethen obviously saw the fallowout from that.
Things kind of recovered and you had, you know, the kind of mass
layoffs, unfortunately across a lot ofthe tech industry, and then I guess
a lot of that was due toprimly due to over hiring, and perhaps
also just the change in direction thatsome of these top tech companies has gone

(14:05):
in recent years. So I wouldsay there is a bit of a rebalancing,
a bit more of a harmonizing now, but with an eye to realizing
that whilst one has to always havea certain degree of over hiring, they're
being a little bit more targeted andstrategic. And I'm also looking at various
models, which is kind of wheremac and talent comes into. So there's
a greater uplift in terms of staffing, in other words, providing contingent or

(14:30):
contract workers that can come into acompany offer the flexibility of coming in and
staying for six months or twelve monthsor two years to enhance the onboard capabilities
and come out again. And that'svery often where we do a lot of
our work in terms of bolstering orsupporting big projects. A lot of these
tech firms have and sometimes they infact ask to convert our contractors so they'll

(14:52):
actually hold onto them at the endof the period. But it gives companies
and flexibility. So we've seen alot more open mind this, I guess
in terms of these big technology companiesin looking at different ways to boost their
capacity and their capabilities, but withoutbeing caught on the back foot or without
over hiring to the point that theyhave to offload, which is not good

(15:13):
for anybody and grow, you know, the kind of crushes morale. So
and I suppose there'll be more strategicin terms of looking further down the road.
And also what we've found is thatcompanies are more inclined and very much
more aware of the need to upskillthe workforces that they have on board.
It's always better to keep the guysyou have and upskill them then you know,

(15:35):
lose them to a competitor. Andhave to try and backfill roles because
that does weaken a culture and weakenthe knowledge bank and side. So that's
the kind of retention plans and workforceplanning. I think there's far more thought
and care being put into them postpandemic. Okay, and that's great for
you, and because I'm glad youtouched on the upskilling and also you know,
we'd love to hear from each ofyou and what's happening just in the

(15:58):
workforce development and you know, youlook, you have all of these jobs,
these new skills where I mean truthfully, four years ago, there weren't
many people going to school for thesetypes of you know, types of education.
So what are you seeing that's beingdone? And also kind of what
are you doing to work with yourclients and your partners to make sure that
they're kind of ahead of the gamethere as well. I'll throw that out

(16:18):
to whoever wants to take that onefirst, Yeah, feeling if you want
to kick off, I don't mind. I guess the companies is sort of
leading into what I am leaning intowhat I just was saying there that I
think that there's a far more heightenedawareness around protecting skills because there's a notable
skills shortage in the direction that we'regoing in, which is towards further and

(16:41):
more immense digital transformation. So we'relooking at companies now that are embracing AI
across all sizes of companies. Notablythe larger companies are definitely on board that
much faster. And there is,again I use that term, that race
towards being the top company or thefirst company to you know, have an
impact or create the latest new gadgetor the latest new service that revolves around

(17:06):
AI. So there is there's definitelyan awareness in the top companies, particularly
or you know, I would saybroadly, but certainly the companies that have
more money to spend, shall wesay, or to invest, there is
an awareness that they need to keepupskilling their workforces and that can be difficult
because, as Andy touched on earlier, you know, we have people in
college going through you know, doingengineering degrees, doing data science degrees,

(17:29):
and all sorts of electronics engineering,and they don't know what their job is
going to look like in three orfour years time. By the time,
you know, where we're training peoplefor jobs that we don't know whether this
is the right skills for the jobsat the end of the road. So
what that's is that we need tobe and I think a lot of companies
are getting on board of this.We need to be in a constant state
of lifelong learning. It is notsomething that just finishes in college. And

(17:53):
I would encourage and I often talkto groups about encouraging them, and we
do it ourselves to keep that mindsettowards learning. It is you have to
constantly have that lifelong approach to bepopecially upskilling, boating on new qualifications,
boating on new skills, but skillsthat are relevant to the practice that you're
utilizing every day. Not necessarily niceto have. I mean, they're a

(18:15):
luxury, but it's about identifying thosegaps and deficists continually. So it's some
of our crew here even are doingtraining that's only been developed in US six
months ago. Okay, we're constantlytrying to keep up on that kind of
treadmill, if you like. AndI will just add to that as well.

(18:37):
Ok in that and Fion kind ofalluded to it in our comments there
that companies really need to look deepin within themselves in terms of the talent
that they have in the company atthe moment, because, as Fiona said,
loyally to a company is very hardto get. You don't get people
staying with companies for fifteen, twentytwenty five years. I think the average

(19:00):
cycle, I think the last studywe read up in Fiona, I think
on average is about three years ifsomebody will spend with a company before they
evolve and move on. Whereas ifyou're upskilling with the skills that are changing
all the time, you're keeping thatperson for longer, You're keeping culture safer
for longer, You're keeping the actualknowledge base that they have within the company
for longer. So it allows youstrategically to plan any handovers, any upcoming

(19:25):
training, any movement within your organization. So that's a key point as well.
I think companies need to see,Okay, we've got this bank of
talent here, the roads are everchanging. What's the landscape going to look
like in twelve months time or twentyfour months time or thirty six months time.
We have somebody here that could actuallypotentially move into that field or even
a little bit of upskilling, Willthey have an interest to go and do

(19:48):
more, because that's the way it'sgoing to be and Fiona said it again,
like there's people in three and foura year degree courses or college courses
that are p going to be irrelevant, but the time they qualify, unless
they're going into unless they're going intoa specific area, like if it's an
engineer, they'll always be engineering,but even that industry is evolving. For
a doctor, but if you're goinginto collect general studies where you're going to

(20:11):
keep an open mind, that degreecould be practically irrelevant, but the time
you finish it, because things arechanging so fast. I think Stephen Cobby
said a couple of years back thatthe then digital transformation was happening, happening
at such a rate that you nearlyhave to retrain yourself every two years because
what you learned four years ago willbe obsolete. So that's that's not going
to slow down anytime soon. Wedon't think, no, not at what

(20:34):
I would just add to just Andy'spoint there case as well as the need
for companies to recognize that when they'rerecruiting that they need to really be on
the lookout for people with adaptability,that ability to be able to take on
sort of you know, new directionsor again, it's all about growth and

(20:55):
having that open mindset. So beingadaptable is a super skill to have,
and that's flexibility. It's a mindset, I guess really it's it's just that
kind of way you approach life.And companies really really value people that we
won't have transferable skills that are willingto you know, to to upskill and
constantly learn, but that are adaptableand to some extent go with the flow
because there's a huge amount of disruptionacross a lot of industries today or lots

(21:19):
of big tech companies. So thatis that's a that's a big skill,
that's a big deal. We likewe like that and andy kind of growth
mindsets, those all purpose players.I guess you're looking for open minded You
know they're got freaked out having togo back and you know you have people
that would say, but I havea degree in engineering or have a degree
in you know, data science,but you can't. You can't stop with

(21:42):
that. They're the fundamentals and that'syour core learning, that's your core qualifications
or credentials. That starts to blow. It's like, you know, you
get a certain point, you provethat you can do X, Y and
Z can research. But now youneed the maybe more practical elements. And
with these new technologies we all haveboth there were, So it's a constant
deferation of definitely, definitely and oneindustry. And for Annie, or if

(22:07):
it was you that mentioned, ormaybe both of you, is the semiconductor
industry is something that is also seeingyou know a lot of changes, you
know, kind of within this space, and so kind of first, Annie,
you know, if you could talka little bit just high level overview
on why is this boom really happeningwithin the industry. You know, I'm
sure a lot of what people arealready familiar with, but I always think
kind of great just to refresh onstate of the state of where things stand

(22:30):
there, kid, I am goingto defer that question to my good colleague
because she's semiconductors for the last threeor four years, so she knows it
better than I know. He's reallythrowing you under there, No, but
I guess Look, the thing is, semiconductors are in everything. I mean

(22:51):
the chips, yes, you knowthat I used to to process digital information.
They're in everything we used today,from household gadgets and items to cars
to medical devices. You know,the Internet of things. This this kind
of semiconductor push, and it isan immense industry. We know that now,

(23:14):
I guess, and it's only gettingbigger. I mean, it's it's
just increasing at a human months rate, and it's it's so competitive, and
I guess that's what's brought us downthe pathway of the two big Chips Acts.
Therefore, the US Chips Act andthe EU or the European Union Chips
Act, which all themselves are suchmassive regulations and I guess really are are

(23:37):
are designed to protect that supply chainresilience and in the case of the United
States, to do more around Iguess kind of the national security and having
less you know, I suppose froma protection point in terms of being you
know, keeping away from China,I suppose really and the kind of China
and their advancements in terms of thechip industry in the US I would be

(24:00):
similar as well. They'd be alot concerning the protection of that supply chain
in terms of the flow of chips, and also to protect that kind of
sovereignty or the autonomy in terms ofproducing chips in Europe. And it allows
those various access goes really allow foryou know, taking hold of the future
really in terms of that supply chain, and without a shadow of a doubt,

(24:23):
you know, this is where andacross this is all tied up with
AI and digital transformation. This isthe direction the whole world is going and
globally this is going to become moreand more important and therefore the jobs that
fill these you know these companies,they're they're just growing as well exponentially,
so we're seeing a change. We'reseeing a change in terms of the types

(24:44):
of engineers that are being required.A lot of specialists within that field in
terms of engineering, a lot ofdata scientists. There's this whole knock on
effect. This is definitely not goingto go away. And again it's about
protecting that supply chain and being moreresilient both in the United States and across
Europe to produce home wrong goods ifyou like, and and that you know

(25:11):
that that interaction with the likes oft s MC in Taiwan and and you
know China. So we're trying toreally bolster that those industries across the USA
and Europe. And that's really alot of the a lot of that's where
the driving force is coming from.Demands without a shadow of it out,
so we're seeing our clients there.You know. Again, it's just this

(25:33):
is a field that we're getting moreand more clients within, and it's it's
sartainly going to keep growing, There'sno doubt about that. And if you're
look at even at the at thechip industry itself, kid, in the
last four or five years, thesize of the chips that are now producing
are like some of them are downto the size of molecules. The blood's

(25:56):
blood. It's wild big. Icould potentially and I read someone recently on
a white paper, I think itwas a study with Lori l or something
one of them, but they hadactually designed the chip that could go under
the nail of a person and itcould change color, so your nail did
never have to be painted a gaindoh my goodness. No. But that's

(26:18):
just the kind of depth and thesize, and so you can imagine the
expertise that are needed to fabricate those, to work on those, to engineer
those, as Fianna said, ischanging evermore all the time as well.
That's that's what the demand, thedemand for talent is not going to stop
for any of those industries because it'sevolving in such a rapid pace as well.
Definitely, Well to close there,we have a couple of minutes left,

(26:41):
and you know, I just wantto take one last question. And
you've touched on it throughout, butreally your advice to employers, and you
know you've touched a little bit andyou know, being being flexible, kind
of looking at things in a differentfrom a different vantage point. But is
there any other advice you'd have,you know, for employers, why not,
Funa, I'll give you that one, and then Andy would love for
you to chime in their tail.Sorry, Andy, I'm plenty of second

(27:02):
there, but you you ditched itoff to her before, so you're here
now, that's true. That's true, right, Well, I would say
it really is. It's very important. I think I think employers are becoming
certainly in the last few years,they're becoming a heightened awareness around really listening

(27:23):
to what candidates and employees want.The whole landscape across benefits, for example,
has shifted the whole discussions on thingslike work life balance, you know,
diversity and inclusion. These are allhot topics now they were always important,
but the voice of employees has certainlycollaboratively and collectively become far and ouder.

(27:48):
And these these are the you know, these are the most important components
of any organization are the people.And it's it's a full elish company really
that doesn't listen to the voice ofthe people on board. And you know
a lot of people nowadays are justlooking for flexibility. We just want to
be able to live our lives combineboth work and normal family life or whatever

(28:14):
we do outside of work. Andreally it's all like sometimes I don't even
like that term work life balance becauseto me, it's all life. People
are, you know, realizing asimportant things that are on the minds of
employees. Well being is another veryhot topic. People have been through so
much in the last few years.And you know, the world is a
kind of it's a great place,but there's a lot going on in terms

(28:34):
of negative news as well, andpeople are under a lot more pressure.
I mean, you know, thecost of living has risen. There's a
lot of pressure on people. Soemployers have to remember to get your best
and to enable as leaders, toget your best from your workforce and from
your people, you must allow themto be able to live in a way
that's conducive to working in a positivefashion. So that's one thing I think

(28:56):
that we're seeing very much in thelast few years. List appreciate that,
thank you and Andy. Anything toadd there. Yeah, Just on top
of that, I would say justto give themselves plenty of time for what
they think they're going to be,Like, don't be looking at hiring in
two or three months simon thinking you'regoing to have a pleasure of You might
get a platter of candidates, butthey'll probably be unqualified for what you're looking

(29:18):
for. I give yourself as anorganization plenty of time to actually roll into
the roles you want. So setit a nice play. Engage with a
company like Macan or whoever it maybe. Because there's a lot of experience
and knowledge within our ranks in termsof helping companies plan their their their growth
work or plan their actually workforce interms of how they're going to ramp up,
when they're going to ramp up,and have potential candidates to come at

(29:41):
the right time for them. Sothere's a lot of value in that.
But I think just proper planning aroundwhen you want to hire. Don't be
leaving it at the last minute becauseit's like anything else, Kid, if
you leave everything to the last minute, you're just going to be scraping the
barrel. If you want to reallyif you really want the top talent and
a really good talent that's going tobe with you for a while and to
grow with your organization, do properplanning perfect it never will never fail to

(30:03):
deliver goods for you if there's agood, proper, proper planning around it.
Fantastic. Well, thank you bothfor all of the insight, the
advice, uh, the ideas today, really appreciate it. And Andy,
where can people go to learn moreabout MAC and Talent? I think if
you log onto ww dot Mac andTalent, they'll get it. They'll get
us there the group, they'll getus there. Yeah, we're pretty much

(30:23):
everywhere now LinkedIn. We're very veryvibrant and LinkedIn, so they'll find a
skit absolutely and we'd be delighted totalk to anybody like We've enjoyed our journey
to Connecticut so far, and it'sit's really only the tip of the iceberg.
We feel there's a lot of there'sa lot of good things for MAC
and in Connecticut going forward definitely,well, we look forward to having you
back here in Connecticut hopefully soon andback to Hartford definitely. So thank you

(30:45):
both for being here today. Reallyappreciate it. Thanks Kate with pleasure of
course, of course, and forall the details about today's show, you
can visit Okay Metro Hertford dot com. And again I would like to thank
you for listening. We'd love togive a big shout out to our show
partner, Okill and again I appreciateyou being here with us today. I'm
car host Kate Bauman. Go outand make it a good day here in Connecticut.