iCIMS Hacks: Merging Workflows & Tracking Offers (6/6/25)

iCIMS admins break down lessons from real-world merger projects: planning workflows, tracking offer cycles with iForms, and reporting stage-level data. Practical tips for anyone managing system complexity.

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Transcript

00:00 Alex: Welcome, everybody, to System Admin Insights. I'm Alex Marcus, your host. I'm so glad to see everybody here. As always, this is the highlight of my week, so thanks for joining us. 00:58 Alex: Caitlin is running the slides. Thank you, Caitlin. Caitlin, go ahead and, uh, let's go to the second slide. I'd like to start off with some gratitude, as always, and I'm going to share some gratitude for the space that SAI creates, because, you know, every once in a while, there's something that I kind 01:17 Alex: of want to say on LinkedIn, but, uhm, I don't I'm not the type of person to, uh, put anybody on blast on LinkedIn. 01:23 Alex: So, uh, there's a post in the general discussion space that I encourage you to check out. It has to do with the Workday lawsuit, and who is and isn't talking about it. 01:33 Alex: It's very interesting to me. Because this is one of the single most significant, uh, pieces of news that's come out in the last few weeks. 01:41 Alex: And it's just kind of interesting to see which analysts and influencers are taking it on, and which are, uh, not. 01:47 Alex: So, uh, this is a space for ultimate candor and a level playing level of, uh, directness that I think is really, really valuable and, and helpful for this community. 01:59 Alex: So I'm grateful for that. Kaitlin. Oh, let's see what else is in chat here before we go to the next slide. 02:04 Alex: We've got veterinarians. Kaitlin, I hope your kitty's okay. How'd that go? 02:07 Kaitlyn Faile: He's totally fine. Yes. 02:10 Alex: Great. Townsend is grateful for the folks that have been showing up to his office hours. Always fun to find creative solutions to complex problems. 02:17 Alex: Agreed wholeheartedly. Yeah, let's make it to the weekend, Patrick. Indeed. We're almost there. Rob says, from for the chance to start fresh each day. 02:26 Alex: Every morning gives us a new shot at getting it better, or at least a little bit better. That is, I think, the attitude that everyone in here shares as well. 02:34 Alex: And, and honestly, HR system administrators were rare breed. You know, I think we're very, very good. We, none of us, most of us, we're not trained to do this, right? 02:43 Alex: And I think we all have that sort of, um, mentality. Just dive in and fix it, figure it out. Right. 02:48 Alex: So thank you everybody. All right. Next slide, please. A reminder that we are recording the session and we'll post the recording to circle, you can find YouTube and Spotify. 02:58 Alex: The transcript is incorporated into the chat bot to enrich its responses. And only select episodes go out to YouTube, only the ones that are really the best. 03:04 Alex: All of them, all of them go to circle so you can find them there in the archive. a special conversation about merging a new business into iSIMS, which is if you've done it, I'm sure you know how complicated that to be. 03:19 Alex: And if you haven't done it, well, you may get a chance at some point. So that's going to be a really interesting conversation. 03:24 Alex: Then we'll go to general questions for everybody on the call today. Including folks who are here on our free Friday, uh, free tier in SAI. 03:33 Alex: So you get to ask, ask your questions and then we'll do some networking breakouts. And then we will do a, what we learned video, which is totally optional. 03:39 Alex: If you want to share, uh, some nugget, some takeaway that you learned on this call today. We like to share that with the world, let them know what amazing things are going on here. 03:51 Alex: All right. Next slide, please. All right. Upcoming free Friday topics. So merging new business and items. That's the next week tracking rec cycle time. 03:57 Alex: So, um, uh, somebody, I forgot who posted something about this, uh, just today. And so I think we're going to have a really good conversation that could go on much longer. 04:07 Alex: So we're going to sort of take, uh, some of the lingering questions from that conversation today and then put that as a subject for next week. 04:15 Alex: Then we're going to talk about agency management. We're to talk access on 6-20. Saving those agency bucks with the power of technology. 04:19 Alex: 6-27, we were supposed to do secret candidate, but nobody has, uh, nobody has signed up for this month. So, if nobody signs up, then we won't do it. 04:27 Alex: But if somebody signs up, let me know ASAP so we can tee that up for you. This is, uh, you get, uhm. 04:33 Alex: Bunch of SAI members piling on the test rack and giving you feedback. We create a beautiful executive summary for you with actionable steps to improve your candidate experience. 04:42 Alex: Free. Included in your SAI membership. And then, uh, is Amanda on the call? Amanda's here. Thank you, Amanda. So, Amanda helped tee up this June 18th, Qualified Product Deep Dive. 04:56 Alex: We do not get paid to feature these companies. They provide free lunch to bring a technical resource in front of this audience, and you can ask your deepest, darkest questions. 05:07 Alex: of Qualify about integrations and compliance and all that stuff that matters to us that sometimes decision makers are like, meh, I'm sure it's, I'm sure they've figured it out right. 05:17 Alex: No, you get to really hold their feet to the fire. Uh, they're really fun team too. And Amanda helped tee this up for us again. 05:23 Alex: So thank you so much, Amanda, for doing that. And PS, yes, there will be free lunch provided at DoorDash, $25 gift card for every attendee on that call. 05:32 Alex: So you can sign up in the platform. It's under the events tab. Next slide, please. 7-Day Leaderboard. Okay, this is, this is the point where I have to steal, maybe we can both steal. 05:43 Alex: Oh yeah, I'm going to replace. Sorry, I'm going to replace your share, Caitlin, for one moment. Pardon me, pardon me, pardon me. 05:48 Alex: So that was our, our leaderboard, but you know, dancing parrots don't pay your bills, do they? So, I put everybody from the, uh, Top 10 7-Day Leaderboard here in the Wheel of Fun and wherever this lands. 06:00 Alex: If you're on the call today, if you're not on the call, we'll keep spinning until we get somebody who is. 06:04 Alex: Uh, you get the $25 DoorDash gift card. Jenny's laughing. Jenny told me I should be a game show host. This is really my true calling. 06:12 Alex: Yeah. Anna, is Anna on the call? Is Anna in the waiting room? She's not. We're going to keep spinning. We've got to get someone who's actually on the call. 06:19 Anna: I'm here. I'm 06:20 Alex: here. Oh, you're here. Oh, great. I'm glad you said 06:22 Anna: something. All right. 06:24 Alex: No more spinning. No more spinning. All right. So Caitlin has the super secret DoorDash gift code. Caitlin, can you DM that to Anna? 06:30 Alex: Anna, congratulations. Thank you for being here. 06:32 Anna: Appreciate it. 06:33 Alex: All right. Uh, great. And with that, Caitlin, I'm going to give the screen share back to 06:39 Jenny Fair: you. 06:40 Alex: And, taking a log off, Anna. Funny. All right. Next slide, please. Cheryl. All right. Coming events. So you can see, uh, we are loading up office hours into our events space, and this has been, uh, a dream of ours for a while now. 07:01 Alex: We want to make this paid SII membership the world's best value in iSIM's consulting. So, every day of the week, you can talk to an expert, somebody who sat in your shoes. 07:10 Alex: We've got Townsend in there, who was on the TSE desk at iSIM. And just has incredible breadth and depth of knowledge about how to submit tickets if you're doing iForms or self-service iForms. 07:19 Alex: He has special expertise just in that. We've got the whole IRD team in here. I'm doing Ask Me Anything sessions once a week now. 07:26 Alex: Jenny Farrar is in there helping you decipher your content. And, uh, this is really just the beginning. So just enormous, enormous opportunities for you to get support all week long. 07:38 Alex: Next slide, please. And, yeah, that's it. So you can flip over. Actually, I'm going to go to my version now. 07:45 Alex: And we're going to go to our questions, and let me head on over to the iSIMS discussion space. P.S., if, uh, I changed the redirect on the URL, so if you're looking at looking for the SAI login, it's now both in the footer right there. 08:03 Alex: And it's up here, uh, right here. And, and P.S., while I'm here, uhm, I've been having so much fun with ChatGPT Deep Research, I really can't stop. 08:12 Alex: Uhm, and I just, like, I'm flashing back to the last time I did an RFP. And it was for reference check software, and it was like skill survey or XRF or whatnot. 08:21 Alex: I remember the end of it, I couldn't, I couldn't keep track of heads or tails, right? Let alone some of these more, uh, complicated things here. 08:28 Alex: So, these are all articles. And again, we don't take any kind of kickbacks or referral fees. So, these are all articles, uhm, created by ChatGPT Deep Research. 08:38 Alex: It spends five to ten minutes combing all of the internet and social and Reddit and all that to create these Reese. 08:44 Alex: Horses specifically targeted for ISIMs customers. So, let's find one that, uhm, I think a lot of people want to see. 08:52 Alex: Oh, yeah. Interview scheduling software. Come on, right? So, let's take a look at this. And, uh, what I'm doing with this is I have a really long, uh, uh, this is prompt engineering, right? 09:03 Alex: A prompt that I engineered, uh, uh, after multiple inter iterations to get something that always comes up pretty much like this, right? 09:10 Alex: And it is broken down by 10 key questions. ISIMs customers should ask around interview scheduling vendors, uh, rankings for ISIMs customers. 09:20 Alex: Take a ways for ISIMs customers and comprehensive analysis, right? Um, and these are all the biggest players here. I've also invited these vendors if, um, cause I'm going to start putting these on LinkedIn too, and I'm going to add mention the companies. 09:32 Alex: And if they have a factual correction, if something here is factually just wrong, this is not true, um, I'm going to insert a comment that says the vendor responds that X, Y, and Z is actually the case. 09:44 Alex: But other than this, I have not put my thumb on the scale in any way, shape, or form. This is pure AI results, right? 09:51 Alex: Questions you should ask followed by rankings that break it out by these categories. So I hope that is that this makes it so much easier for you to ask the right questions, to get those conversations started. 10:06 Alex: And the end goal for all of this is that I want companies to hire us to hire you to advise and bring the human element to. 10:13 Alex: Right? That is our RFP advisor product that has sort of been in the works for months now and we're, we've had people reach out and say they're available for it. 10:22 Alex: Go into SAI and indicate which of these products you have used. Right? Because that's where we're going to look. When somebody comes to us and realizes, hey, not only do we have the information, but we want to talk to actual people who have used the software that we're considering. 10:36 Alex: Alright, enough of that. Enjoy. Umm, I'm going to do something like 15 product categories. Umm, I think we've got 10- or 11 in there right now is a treasure trove of useful information. 10:48 Alex: Alright, let's go to our live call questions and we- We'll start with Ariel. Are you on the call, Ariel? Ariel's no. 10:59 Alex: Yes, I, I don't know why my participant list is not alphabetizing folks. Ariel, hi, how are you today? 11:07 Ariel Hsieh (she/her): Good, thanks. How's everyone? 11:08 Alex: Oh, fantastic. This is a really juicy question here. Like I said, this is probably something we can focus on in a 15 minute block next time, but I want to start the conversation today. 11:18 Alex: Go ahead and talk us through this and what you're looking for. 11:20 Ariel Hsieh (she/her): Um, yeah, we're currently doing actually a really big internal project, uh, under the umbrella of pointers, mover. Um, and, uh, one of the things that, um, the person in charge of the race requisition cycle is. 11:40 Ariel Hsieh (she/her): Having, um, questions about is just kind of some benchmark. And trust me. So, I was, uhm, kind of looking to see, you know, if how people, other are custom requests. 11:54 Ariel Hsieh (she/her): Are using Isense, are tracking this data, and also if- umm, anyone's willing to dare, umm, their data about- Okay. I'm like, what industries are in. 12:04 Ariel Hsieh (she/her): Um, I shared- Good. The information that we, uhm, came up with just- from, uhm, one year's worth of data. The last year from, uh, September through. 12:17 Ariel Hsieh (she/her): . . . . . . . . Yeah, kinda looking to see, umm, what their- companies are looking at so we can kinda see w- where we back up and wha much areas we need to lo 12:28 Alex: For Dell, I know you had- something to say on this. 12:41 Cordell Ratner: Okay. I think Ariel has opened up a topic for, for one. 12:49 Alex: Okay. What else here? Oh, oh, oh, oh. 12:52 Ariel Hsieh (she/her): I think he made it 12:53 Cordell Ratner: yourself. Sorry, I was, I was meeting. Okay. I I had, I I think that area has, uh, opened up and this. 12:58 Cordell Ratner: If you of this the opportunity for one big, beautiful, odd cat. That's for you. They could even be system- agnostic about, uhm, the- the cycle times of, of job accident. 13:10 Cordell Ratner: next night. I see that you've given us some time in another. meeting. Uhm, I, I'm my, uh, area of my. 13:17 Cordell Ratner: spoke with my people and they, uh, depending, and they'd like to- hear a little bit more about- about this there, uhm, eagerly- they're happy to provide- some data, uhm, we would like to, umm. 13:32 Cordell Ratner: not keep it all with Ariel though, my, my. the proposal would be, perhaps, uhm. Alex, uhm, you could- If there are significant enough. 13:45 Cordell Ratner: people that are interested in. And providing, uhm, data that areas like. For, uhm, maybe your team could synthesize it for us since- you are the chat GBT Guru now. 13:57 Cordell Ratner: Umm, and provide us with averages across the board, and maybe we have a deeper dive into maybe where we're- organizations are having difficulties during certain times, 14:14 Alex: you know, how we all can figure out, you know, 14:16 Cordell Ratner: faster ways to do things, or better ways to do things. 14:19 Alex: That's really interesting. Well, my first question, uh, Rob, if you don't mind, does- Isim's have a resource for customers that would give them, uh, a way to benchmark this particular metric. 14:29 Rob Bursee: Uh, when you say resource, are you- what- what is your definition, I guess, there? 14:38 Alex: Uh, so I'm- I'm saying anonymized, aggregated data by industry that shows, um, basically people want to know how they're doing. 14:47 Alex: We're doing better or worse than the- than the average core industry. 14:50 Rob Bursee: So, you know, that they do have an off. Um, offering for insights plus, offering for advanced analytics and what have you, and they do have that in their offering. 14:59 Rob Bursee: Um, but I- I do want to say, you know, I- I as a customer prior to my time at ISIMs, you know, had- had this very same challenge. 15:07 Rob Bursee: And I approached it a little bit differently. If you don't mind, I'd like to share, you know, some of my approach. 15:13 Alex: Yeah, 15:14 Rob Bursee: please. Because, uh, again, we were looking at the entire cycle time, but, you know, we approached this a little bit differently, and we actually approached this based upon every stage. 15:23 Rob Bursee: Of the phone. So, thinking about, you know, the time that the candidate's sitting in, you know, applied status, and how long it took the recruiter to get them out of that bucket into the next TA phone screen, you know, and rejecting those that, you know, again, it's kind of creating the SLAs at each. 15:40 Rob Bursee: So, thinking about, okay, apply stage is 48 hours, 48 business hours, like two days. No more than two days should they sit in that status. 15:50 Rob Bursee: And then the TA phone screen, so they may book on the recruiter's calendar. You know, up to five days out, but ultimately, you know, it's engaging there. 15:59 Rob Bursee: So once that phone screen has taken place, they should be in that, that status, again, no more than two days. 16:05 Rob Bursee: And then moving on to the hiring manager level and the interviewing obviously the hiring managers take a little bit longer. 16:11 Rob Bursee: So we set an SLA of like seven days there. And then for the offer stage, the same thing, thinking about offer approvals and all of that, again, setting another SLA there to look at it at seven days to. 16:24 Rob Bursee: Overall attack the, uh, the problem. So, you know, holistically looking at the end-to-end process, our process time and the reason we took this, this strategy, strategy and approach was because our overall process was taking up. 16:38 Rob Bursee: Words of 80 days and in our industry that I was in at that point in time, we were losing the battle for talent, if you will. 16:47 Rob Bursee: So again, kind of taking that approach, and we did this back in 2018 to 2019 and we went from 80 days roughly. 16:55 Rob Bursee: Down to eight. Overall. 16:58 Alex: Whoa. 16:59 Rob Bursee: I mean, it was a, it was a tremendous turnaround. So again, you know, like looking at, you know, best in class and it's, it's again, you know, really being realistic when you whiteboard this out to say how long should. 17:09 Rob Bursee: The candidate be there and how long should it take the recruiter to grab that candidate in it at that initial stage and move them to the next stage. 17:16 Rob Bursee: You know, what's reasonable? You know, and you've got to start somewhere because I will say the recruiters, you know, they were a bit wide eyed or like, you want me to do it how fast? 17:25 Rob Bursee: So this is, again, it's, it's. Time consumption, right? But again, it's, I always, I always leave with that approach of being 1% better. 17:32 Rob Bursee: It's like, you got to start somewhere and try to improve your process, improve and approve. So again, get, you know, breaking it down by SLAs in each stage of the process. 17:43 Ariel Hsieh (she/her): Yeah, that's a, that's a great point. And, um, the project that we're doing is encompassing that. So there's everybody leading the different part of it. 17:54 Ariel Hsieh (she/her): So, um, they're kind of looking at, like you said, we're looking at requisition times, then we're looking at, um, you know, candidates. 18:02 Ariel Hsieh (she/her): Like, um, like apply through, um, like interview. And then so, yeah, we are kind of looking at it from each stage of the funnel. 18:10 Ariel Hsieh (she/her): Um, and yeah, it would be great, honestly, if, you know, that could be a whole nother thing that we could all, you know, clap. 18:17 Ariel Hsieh (she/her): And share on those kinds of numbers are, yeah, we are pretty long there as well and trying to see again, like, they're digging into which parts are taking, you know, super long as it's certain, you know, uh, and is it certain parts of the business that, you know, they're requiring way too many of. 18:33 Ariel Hsieh (she/her): Provals are way too many interviews or so on and so forth. Um, but yeah, I just specifically raised the requisition part here just because that was the one that that section leader specifically said that he was having trouble finding like other data to compare. 18:49 Ariel Hsieh (she/her): Um, versus I think. Um, I'm not sure. I think maybe the other streams were able to kind of find some, some benchmarking there. 18:59 Ariel Hsieh (she/her): But we just had trouble finding it for this requisition process in particular. 19:04 Rob Bursee: Absolutely. And what industry are you in? 19:06 Ariel Hsieh (she/her): Um, we're. Satellite Telecom. So, yeah, so we do, like, residential, like we provide, like, we do it kind of all, we build the satellites, we provide the residential broadband service, and then we also do government contract work as well. 19:22 Rob Bursee: Okay. Yeah. And again, industry. That matters, right? You know, because every industry is a little bit different, you know, and of course, my past industry was healthcare. 19:29 Rob Bursee: So, you know, healthcare, it's, it's, it's an understaffed area. So, if you're not first, your last essentially, when it comes to getting the, you know, I can't get it into that offer stage. 19:40 Rob Bursee: So, and I, and I think Jessica kind of called it out there in the, in the chat here, you know, like hiring managers was our biggest bottleneck and they didn't realize that it was them that was basically causing all of the losses essentially, because staff. 19:53 Rob Bursee: Having agencies were beating us because hiring managers are sitting on candidates too long. 19:58 Ariel Hsieh (she/her): Yeah, we definitely are seeing a lot of differences to, like, on country as well, you know, different countries that are taking longer, um, and things like that. 20:07 Ariel Hsieh (she/her): Um Yeah, because that's another part that we haven't, we don't even talk about items really because with ISMs when we went live in 2023, that was actually the first time that hiring managers were responsible for coming into the platform. 20:22 Ariel Hsieh (she/her): And then it goes to like a TA manager to review, but we're obviously we're seeing a lot of disparity between hiring managers that are coming in and, you know, they actually do have all the information and all the justice. 20:39 Ariel Hsieh (she/her): And so it's a very, that's a very quick process versus somehow, I mean, it was coming in and they have, you know, nothing or bare minimum. 20:48 Ariel Hsieh (she/her): Um, but we actually don't even, that's another kind of like a separate like initiative. It's like. What is happening in that before stage even of the hiring managers trying to figure out, you know, what wrecks they need, what information they need before they even come in and raise it in items. 21:05 Ariel Hsieh (she/her): Um, because that could be the difference between like. The PAM needing to spend two weeks or something going back and forth with the hiring manager to get all the details before they can even put it through approvals versus it coming in ready to go and then one day later it can, you know, you And then 21:23 Ariel Hsieh (she/her): I start routing. But that's even another piece of, we don't even act that nice and slow that pre-work. Um, that's kind of been tough for us as well. 21:34 Rob Bursee: No, totally understand that. I mean, that's, that's an equal challenge I feel like across. Everyone's organizations in, in regards to that funnel and really attacking those stages and, and understanding like where are your bottlenecks, right? 21:46 Rob Bursee: It could be in the, uh, in the initial approvals. It could be in the offer approvals and it's a lot of areas that people just- I don't know until you start tracking it, right? 21:55 Ariel Hsieh (she/her): Right. Yeah. I don't come from recruiting per se, but when I look at, like, you know, an average of 12 days from recreated to rec approved, like that does seem like 12 working days. 22:03 Ariel Hsieh (she/her): That does seem quite long. That's, you know. Over two weeks. Um, so me, I'm kind of like, oh, that does seem really long, but I don't know, you know, is it? 22:15 Ariel Hsieh (she/her): Actually, I'm not, you know, we don't really know, like, our most other customers aren't, you know, our size or so. 22:21 Ariel Hsieh (she/her): What in a tree are they doing it in five or are they, you know, doing it 22:23 Alex: in 22:24 Ariel Hsieh (she/her): 15? Um, so that's kind of the information we owe. We're trying to get up. 22:29 Alex: Some enthusiasm for bringing stage into a search output. That would be, that would be 22:37 Rob Bursee: useful. I think you can pull all candidates. I mean, that, that's essentially how I created the same reporting. I think Cheryl had mentioned, like, the Excel. 22:43 Rob Bursee: Cause that's how I started it as well at my organization as I would export the reports on a daily basis. 22:50 Rob Bursee: Or which candidates were in each stage to understand how long they had been in that stage. Cause the, the timing, like, first in, or last in. 22:59 Rob Bursee: So you can, you can pull the timing, but then you have to create, like, a pivot table to understand, you know, like, what. 23:04 Rob Bursee: What is the conversion, right? How long have they been in this stage? So that way we could see if they've been in there longer than two days, it read flag for the recruiter as like, Hey, this has been too long. 23:16 Alex: Mm 23:16 Rob Bursee: hmm. And then we ended up, you know, creating a day. What data warehouse and with SQL and we automated the entire process to be able to have real time reporting. 23:27 Alex: Very cool. 23:29 Ariel Hsieh (she/her): Yeah, interesting with, you don't really have that for the record process. Like, we really only have a folder and that's it. 23:36 Ariel Hsieh (she/her): So, um, yeah, that was also kind of part of it. Like, how are people, you know, what's the best way? 23:44 Ariel Hsieh (she/her): Like, I was pulling, you know, recreation, first impending to last in approve. Uhm. But, you know, we really only have, like, those few job folders, too, to kind of work off of. 23:56 Ariel Hsieh (she/her): So, we don't necessarily even capture, like, umm, it's hard to even get that granular data of, like, the approvals. Like, they want to know, you know, who is- They, in what order, or when, and even drilling into those approvals reports are, like, very difficult. 24:16 Alex: called it. Any other thoughts on this? All right, Ariel, thank you so much for the question. 24:28 Ariel Hsieh (she/her): Thank you. 24:29 Alex: Alyssa, are you on the call? 24:32 Alyssa: Yes. 24:33 Alex: Hi, Alyssa. How are you 24:35 Alyssa: doing? Good. 24:37 Alex: Great. Want to talk about your question here? 24:40 Alyssa: Yes, so we had a. Okay. So we were looking to cancel their request. I've been told that's not possible and should be coming out soon in the summer release. 24:54 Alyssa: Uh, but I did get mixed feedback on whether. Not when the interview that was scheduled. Um, that's tied to the request is canceled. 25:07 Alyssa: Will the feedback reminders still go out? Or will those 25:12 Alex: be? 25:13 Alyssa: Um, stop from going out. 25:19 Alex: And I'm just curious, what was the scenario? 25:22 Alyssa: The recruiter accidentally selected the wrong person on the, um, interview invite. Bye. 25:28 Alex: Got it. 25:32 Alyssa: And then realized after they sent it, but they added the feedback form to the invite. So now it requested them to complete the feedback form as well. 25:41 Alex: Mm, yeah. Any thoughts on that? 25:52 Vivian Larsen: I thought that I have on that is that usually these types of system notifications are triggered by an event. And there's no way to kick- Thank you. 25:59 Vivian Larsen: And so the event, they're very binary. Um, 26:02 Alyssa: so 26:02 Vivian Larsen: if the event that triggers them happened, there's no way to back date going in on triggering the event. Um, so it doesn't surprise me that you're not finding an easy way to cancel this. 26:14 Vivian Larsen: Because it's kind of like, once the genie is out of the box, there's no way to put it back 26:17 Alyssa: in. 26:19 Vivian Larsen: So, uh, the only thing that I have ever seen in this kind of instance, um, had a really bad event notification we built for a customer, um, that. 26:28 Vivian Larsen: Caused all kinds of havoc is, and we couldn't take them back, was just, we sent out kind of like an apology, um, blast to all the folks that got it. 26:37 Vivian Larsen: So, um, you know, sorry, this message was sent in error, you know, something along those. That's really the only answer that I would have for you in this particular scenario. 26:48 Alyssa: Alright, thank you. Yeah. I have 26:52 Angela Biehl: a minor addition to that, and maybe somebody here will have a solution, but we set up for our feedback for. 26:59 Angela Biehl: Or interview scheduling. We have smart teams conference rooms at our headquarters, and we set up those rooms as interviewers, instead of as people, instead of as rooms, because their 27:12 Alex: availability. 27:14 Angela Biehl: It's based on the outlook scheduling. Huh. So the only way, and it was the only workaround I could think of to make that work to see if it was busier available, but it sends, you know, it creates a lot of junk mail around that and shows it as empty feedback. 27:28 Angela Biehl: Right. Uh, and in many instances, when interviews are canceled, there's still feedback notifications going out for canceled interviews, and that is something that we've escalated with Isms as well. 27:43 Alex: It's an interesting approach. I've never heard that one before. 27:49 Angela Biehl: I'm hoping other solutions, if somebody can figure out the 27:51 Alyssa: whole 27:51 Angela Biehl: piece of smart teams, interview scheduling, hybrid interviews. We're still working on that with I.T. and I. 27:57 Alyssa: just 28:04 Alex: says that she uses that method for outlook and booking conference rooms as well. So, we'll count it. Alright, any other thoughts on Alyssa's question here? 28:16 Alex: If not, Caitlin, would you take over the screen share for a moment, please? We'll do our mid-meeting announcements and then we will move to a conversation about emerging businesses in ISM. 28:27 Alex: So, I-R-D, we are the- See you guys in ISM's ROI experts turning your recruitment technology into a high yield investment. 28:34 Alex: That button, there, on the website, takes you to V2.0 of our cost per higher calculator, which is umm, a lot of fun and it will keep you estimated values if you don't know some of the values. 28:47 Alex: And then on the other side- you can go to the website and see it, but it'll show you anticipated cost savings of optimizing various aspects of your process. 28:55 Alex: So, I encourage you to check that out. That's a free resource. Next slide, please. And our professional services include, among other things, dashboard, optimization, temporary managed services, and strategic ROI advisory services. 29:10 Alex: Jenny Fair would love to talk you more about those, uh, opportunities. You can reach her at Jay Fair at integral recruiting.com. 29:18 Alex: Next slide, please. And, oops, our paid membership includes all sorts of goodies. There we go. So you get over 10 hours a week of consulting office hours, moderated ISIMS discussion space. 29:38 Alex: A find a member feature where you can, you can search our member base here over 300, uhh, members now. Umm, you can search them by industry company size specific ISIMS product utilization. 29:48 Alex: ATS adjacent product utilization. So if you're looking at a particular event. particular event. Or you can find somebody who has used it. 29:54 Alex: Right. All sorts of goodies in there. Over 40. Shurm PDCs available annually. And, uh, Jenny Ferris sitting on a 10% discount code, secret discount code. 30:04 Alex: So if you DM Jenny, she'll give you that code and you can, you can sign up. As soon as you'd like, we'd love to see you here. 30:10 Alex: Next slide, please. I think that's it. Actually, great. All right. So you can stop screen sharing, Caitlin. And I will hand the mic to Vivian, who's going to talk to us about merging companies into your items. 30:22 Alex: Before we get started, I have a very first. Paul here, which is, have you done this? Have you been a sysadmin involved in merging a new business into an ATS? 30:31 Alex: Your options are yes, with ISMs, yes, but not with ISMs. And no, let's see who's in the room today. What level experience we have at this. 30:39 Alex: We've got 50% of folks responding. Give it five more seconds. ends. Okay, great. 30:56 Alex: So we have one-third of folks in the room have done it with ISEMs and two-thirds have never done it. So that's what we have in the room. 31:05 Alex: Today, I have a couple of other polls teed up, viving whenever you're ready, let me know. 31:10 Vivian Larsen: Alright, so, the reason is that I'm asking this question of everybody is because this has actually come up in my office hours quite frequently over the past couple of months. 31:18 Vivian Larsen: Um. it's one of the questions that a lot of folks bring to me because it's part of a discussion that it is a technical discussion at first. 31:25 Vivian Larsen: Um, and it's kind of important when you're going through this type of experience where your organization is merged. A new business and now you're trying to figure out all the things to bring them in to really understand all the moving parts before you start building anything. 31:41 Vivian Larsen: Um, in almost every instance where I would run into an optimization. And a customer was trying to do a merger of another technology. 31:49 Vivian Larsen: Um, a lot of decisions were still on the table when they got to the point where they were being asked to build anything. 31:57 Vivian Larsen: And that is a really. Big mistake in every instance. So I want to kind of prepare everybody if you're ever in this situation for some key things that you should really ask before you move forward with building. 32:10 Vivian Larsen: Um, and so. First and foremost, for those of you that have had experience with this, can you think of some of the gotchas or things that came back to bite you during the conversations to build the other organization into your application? 32:25 Vivian Larsen: The tracking system. Anybody want to share? Sure. 32:37 Kaitlyn Faile: Sure. 32:39 Vivian Larsen: Katelyn, you've been through this. 32:40 Kaitlyn Faile: Oh, yeah. And from several different sides as well. Um, and I will say, especially when the existing organization has its own set of workflows, you need to sort of. 32:52 Kaitlyn Faile: What about the workflow piece first? Are they joining your workflow? Or what's going to happen with that? Like, how do you make up for that? 33:00 Kaitlyn Faile: Because we've seen. From several different angles, how that can fall apart and cause. Issues. So that's one of those strategic type questions that needs to be had before anything is built or changed. 33:11 Kaitlyn Faile: To understand both sides of the process. One of 33:14 Vivian Larsen: the other gotchas that I frequently see when it comes to this kind of thing as well is a miss. Understanding of the new organizations data table. 33:22 Vivian Larsen: So everybody's got and this is probably the biggest gotcha that I've seen organizationally and workflows is a huge piece of that, but. 33:31 Vivian Larsen: If you think about. The way that your system is set up to filter and you're trying to show or high data on individuals dashboards. 33:39 Vivian Larsen: Now you've got a completely disparate group that may be using a different H. R. I. S. Maybe using a different. 33:45 Vivian Larsen: Umm, data warehouse and although position code, job code, they're kind of the same thing functionally. They have different names and might have different numerical structures and different, like, overall fun. 33:59 Vivian Larsen: So when you're trying to show dashboards for folks and you're trying to filter what they shouldn't shouldn't see, the first big thing that you really need to spend a lot of time. 34:12 Vivian Larsen: You a lot of time deep diving into is data structure, and then the next is process. So data structure being like, am I bringing department over in his department a one to one match in the new organization? 34:25 Vivian Larsen: Do they have departments? Or do they have job codes? Or do they have cost centers? Or do they have something else? 34:30 Vivian Larsen: The, you know, procurement areas was one that I saw that was like in Lawson, which was kind of a left field one. 34:35 Vivian Larsen: Um, yeah, Rob offers offers are usual. Really, really tricky, um, when you're having this kind of a situation because now you build all of the previous systems, our groups templates in your system. 34:48 Vivian Larsen: Um, so there's a lot of moving pieces. Um, and I don't want to talk at you for the next ten. 34:52 Vivian Larsen: It's because anybody had an experience doing this. And do you want to talk, Ariel? Um, do you want to talk about what you found or if there's anything that was a big takeaway for you? 35:10 Ariel Hsieh (she/her): Yeah, sure. Uh, this is Ariel from Vise that, uhm, yeah, I just put in one of the big issues for us. 35:14 Ariel Hsieh (she/her): Um, we kind of had to do ours in stages. Um, and- it was one of those things where they wanted to, you know, thump that their ATS. 35:23 Ariel Hsieh (she/her): So the company that we acquired, they were using heart recruiter. Um, we told them, okay, yes, we can bring you into Isoms, but like, you were, uh, to Caitlin- point, we were like, you're gonna go into our workflow. 35:34 Ariel Hsieh (she/her): Um, but a big issue there was like, um, we, in Workday, we use job management and, uh, they use position management. 35:44 Ariel Hsieh (she/her): So that was, um, uh, tough one to reconcile because, again, they wanted to sunset their ATS, but they were still using a different, like, orbit as their position management system. 35:55 Ariel Hsieh (she/her): They were still using other onboarding, like a different onboarding software. So, and those systems are all, you know, going to be, continue to be active for X amount of time, while other, you know, like, while the onboarding team was trying to reconcile and while, like, the- nst team was trying to reconcile 36:14 Ariel Hsieh (she/her): , so all of those kinds of moving parts were difficult, so, uh, we kind of ended up doing, like, um, like, okay, we're going to start with this kind of, like, short term solution of implementation where we were just like. 36:25 Ariel Hsieh (she/her): What do we need, you know, um, we built in kind of, like, new iForms just for, you know, okay, if it's within, you know, if these requisitions fall under, like, illegal entity, uh, underneath, like, this new company. 36:39 Ariel Hsieh (she/her): Then, you need to provide all this other information that, you know, we need for orbit, and then, at a certain point, we would bring them all the way through the process, but it stops at it. 36:48 Ariel Hsieh (she/her): Offer. And then, that would transition into, like, we created a new user. Umm, that could come in, and they're like, okay, all of the offer is being made for people being hired to, entities within this new organization, that gets, like, transitioned out, and then they're doing all the offer and all those 37:04 Ariel Hsieh (she/her): preamporting, like, background. Reference check, et cetera, like, right to work was being handled outside the system by another team. So we kind of did, started with, like, this kind of, like, shorter term where we brought in most of it, what we could, and then walled those Other pieces are getting fleshed 37:20 Ariel Hsieh (she/her): out still, then we're going to do a second stage once that part gets figured out, and then fully integrate them into our process. 37:31 Ariel Hsieh (she/her): But I think that was just. Kind of like a very delicate dance of just between all of the different systems and them being, being active, needing to stay active for a different length of time. 37:42 Vivian Larsen: I heard a lot of common gotchas in what you just talked about. Um, one in the. One of the biggest beasts of figuring these kinds of situations out is when do you sundown the previous organization's previous system and when do you start and what does your cutover look like? 37:59 Vivian Larsen: Is there a time frame where your users are going to continue in the previous ATS for the previous org to get them to interview or to get them to offer it? 38:07 Vivian Larsen: And then from that point forward, they're migrated into Isims and the final hire happens in Isims. And what does that look like? 38:13 Vivian Larsen: Is it like a two-month time frame? Is it a four-month time frame? How long does your contract with that other ATS last? 38:20 Vivian Larsen: And do you need to consider that system being shut down and them no longer having access to your users? So you highlight a whole bunch of those things, believe it or not, in what you just described. 38:31 Vivian Larsen: Um, one of the things that I frequently also see as a big gotcha that folks don't re- only taking the consideratio migration. 38:41 Vivian Larsen: Uhm, when you're thinking about merging another system into, uh, into another system, you've got mismatches. Fields are gonna be named different. 38:50 Vivian Larsen: They're gonna be in different places. You might. Kind of drop down field on the previous system and it's a text field. 38:55 Vivian Larsen: Another, which actually isn't a bad scenario, but if it's the reverse, it's a problem. Uhm, so you find that mapping can be a bit challenging as well. 39:04 Vivian Larsen: And. The instinct that I've seen a lot in a lot of admins is to just rebuild all of the other fields in ISEMs, which isn't a great way to do it. 39:13 Vivian Larsen: Because when you do that, you hit your field limit and then reporting becomes real tricky because you might have. Similar pieces of information with slightly different labels. 39:22 Vivian Larsen: So then if you're trying to report on, you know, something along the lines of, you know, candidates social number or candidates national ID number, it's one format in the other. 39:32 Vivian Larsen: And so you've got to be very careful with mapping field to field when you're doing this kind of work. And so data migration is the temptation when you start meeting. 39:45 Vivian Larsen: These programs is to always just migrate everything. And so the previous organization has every single piece of data they can ever possibly want. 39:53 Vivian Larsen: And I encourage everyone to really heavily weigh what the outcome of that mass migration. Would be in your system because more records equals, you know, more load. 40:04 Vivian Larsen: And it can cause systems, all systems, doesn't matter what kind of system you're working with to slow down. And then it can also cause a lot of pain when you go back to report because data. 40:12 Vivian Larsen: It isn't all matching and it isn't the same, um, in the long run. So has anybody run into that kind of a challenge with data migration and, you know, what stories do you have to share about that? 40:23 Tawnya Fairchild: If this is Tanya from Fujifilm, so I I look at this from kind of two different perspectives. So I was not involved in our original implementation, but I was with the company and then I brought on several companies in the last couple years. 40:38 Tawnya Fairchild: Every time I see a red. SMA from our original data migration. I'm like, Oh, why did we do that? It's a TXD format. 40:44 Tawnya Fairchild: Missing half the data. So definitely thinking through, like, if you are migrating the data. What, you know, what, what's the per. 40:52 Tawnya Fairchild: It's going to serve in the system. How are you going to potentially report on it in the future? I think that would have helped kind of clean up our system a little bit. 41:01 Tawnya Fairchild: Um, and then similarly, and it kind of ties in. To a lot of these gotcha, but like have the tough conversations up front because I sims is so customizable, you can just be like, yeah, sure, we'll do it that way. 41:14 Tawnya Fairchild: And then five years down the road, you have to do a huge cleanup project because now it's not functioning. Because, you know, you didn't kind of think through the implications long term. 41:25 Tawnya Fairchild: Thank you. 41:26 Vivian Larsen: Appreciate that. Anybody else have any experience with the data migration that you wish you didn't do? 41:32 Rob Bursee: I wanted to, to kind of chime in here a little bit about the, uh, about the people migration, I guess. 41:39 Rob Bursee: Bringing the people over and all of that and kind of hitting on what you were talking about earlier. Something that we did was we could actually- created separate login groups for the other organization to bring them in so we had their recruiters, we had their hiring managers, but we repurposed or, shall 41:55 Rob Bursee: I say, reused the same fields but made the values. The same, essentially, so mapping it, but giving them what they were used to seeing in their other platform, so that way we had a runway to get them used to a merged process and gave us time to actually do enablement, so. 42:12 Rob Bursee: Once we actually made it through that entire transition period, we could actually move everyone out of that new login group that we created back to the standard login group, and then basically decommission the old login groups, but that way. 42:25 Rob Bursee: They could still see in the drop-downs what they needed to see, what they saw in their old platform, without having to create new custom fields, and-and basically running out of custom fields in your platform because you- you're- limited to so many, so in that aspect, you know, like reusing the same 42:42 Rob Bursee: fields, the same drop-downs, but- for us, we used internal versus external, and they used, uh, outside versus inside, and like, it was- it was weird stuff. 42:52 Rob Bursee: I'm like, alright, well, we'll just repurpose the same way map it one-to-one, but at the end of the day, you know, once they learned the new process, it was- you know, it was- it was a clean cut, if you will, and- and the data didn't have to- to change anywhere. 43:05 Rob Bursee: Or else, because the same reports were the same reports. They just saw something different when they logged in versus the current recruiters and hiring managers when they logged in. 43:15 Rob Bursee: Awesome. 43:16 Vivian Larsen: That's a- so that's actually a really great point. Umm, whenever you're doing this kind of work, it's always a great idea to migrate everybody into a unique login group and then merge them later down the road so that you can do testing to make sure that everything- you move over correctly without impacting 43:34 Vivian Larsen: your live workers and the folks that are actively in your system. So the new login group approaches is a great way to do it when you're working within a production environment. 43:42 Vivian Larsen: If you have a test environment, it can be a little bit easier. Umm, to do that kind of testing, but it's still, you gotta copy from test, from prod to test, so you still gotta build it in prod and then test it and test. 43:53 Vivian Larsen: So, umm, kind of along those lines, one of the other things that, I frequently see as a gotcha in, when it, especially when it comes to, So, I'll kind of give an example. 44:06 Vivian Larsen: I had a customer who was a large government organization and they had very varied business lines. Um, so they had a defense contractor that did military, um, equipment and surplus, and then they had a group that did building maintenance for defense organizations. 44:24 Vivian Larsen: So, like skill sets. Of the kinds of people that they would be recruiting were vastly different, um, in, in the different models. 44:32 Vivian Larsen: And one of the challenges they had when they bought an organization that did this kind of, uh, did the maintenance was. 44:39 Vivian Larsen: That their process was mainly geared towards a skilled work exempt type of employee. And the new org that they were bringing in was union. 44:48 Vivian Larsen: And it was hourly. So the majority of their process was. Completely different. And their candidate sourcing was completely different. And so. 45:03 Vivian Larsen: In that case, what we found was really helpful because in The other organization, it was hiring manager driven recruiting. So permissions were vastly different between the two. 45:11 Vivian Larsen: Um, what we wound up doing was making the recruiters making the hiring managers a child of the recruiter. For this new organization. 45:21 Vivian Larsen: Instead of putting them under the limited access or the regular hiring manager group because of what they needed to access and it became a lot easier for permissions wise for us to kind of cut and paste what they needed to do. 45:32 Vivian Larsen: Um, and then it also wound up being really important for us to do, um, a separate branded portal for them. 45:40 Vivian Larsen: So, completely different as far as the external facing piece of it. It looked totally different from the outside. So, has anybody ever had to merge, even if it isn't with, because of a merger or an acquisition, has anybody ever had to merge some very disparate processes within Isems? 45:59 Vivian Larsen: And how did you do that? 46:05 Angela Biehl: I'll share that we had a similar situation where we acquired a smaller company, and it was so complex that, We ended up merging them into our processes because we were unable to make it work, and we had the similar situation with, uhm, the hiring manager versus recruiter driven and, and created a new 46:26 Angela Biehl: access for them as well. But we, we were unable to maintain their, their system set up and combine it with what we had at the time. 46:37 Angela Biehl: So we, we unfortunately, We had to, to re-haul the way that they were managing recruitment. 46:44 Vivian Larsen: That's, it happens sometimes. Uh, one of the biggest questions that I always encourage customers when I would get involved in one of these projects to ask is, Just, Is the squeeze, where is this, the juice works, the squeeze. 46:56 Vivian Larsen: Like, completely going through the effort of jumping through all these hoops to completely recreate a process in your system that works in another system. 47:05 Vivian Larsen: For the sake of, of keeping everybody comfortable with what they know, is that effort really worth your time? Or would you be better spent training them on the new process? 47:16 Vivian Larsen: So, you know, that's, it's a hard question. And ask because people are comfortable with what they're comfortable 47:22 Angela Biehl: with. 47:22 Vivian Larsen: But sometimes, you know, just completely retraining folks is the better way to go in the long run for your entire system. 47:29 Vivian Larsen: And do you have something to add to that? 47:32 Angela Biehl: and just that the team, once they saw the way that our process worked, um, was really thrilled with the changes. 47:39 Angela Biehl: It took some training and communication and change management. But, um, all in all, it was, it was successful. 47:48 Alex: Yeah, it's great. Yeah. I have one last question that I want to move to. One more, uh, member question. Um, we're thinking about timeline. 47:54 Alex: You know, we've had customers come to us and say like, okay, we're, we're cutting over and, uh, you know. The contract's over in three months. 48:01 Alex: Can you help us? Umm, what is a reasonable lead time for a major change like this? If you're staring down at a, at the end of your country. 48:12 Alex: The contract coming up, like, what are your thoughts on that? 48:17 Vivian Larsen: So, I really think it varies organizationally and by complexity. Umm, I'll say I have never seen one of these successfully done in less- than three months. 48:26 Vivian Larsen: Umm, and when I say successfully done, I'm talking minimum viable product. Right. So, just, umm, if you think about some of the other conversations we've had here today, phase- those were mentioned. 48:41 Vivian Larsen: So, phases are a great way to make large changes in any system. Phase-1 is just get them in your system and get them functional. 48:50 Vivian Larsen: Phase-2 is- is how to, we make sure we are accounting for all of the nuance. So, I mean, always following the 80-20 rule of 80% of your work needs to be what you focus on getting in, and then the 20% outline. 49:06 Vivian Larsen: There's with all of the nuanced pieces can get in later. Usually focusing on the 80% in your first phase, and then focusing on the 20% in all of the moving parts of them. 49:18 Vivian Larsen: And the second phase is the, the best approach that I have personally seen. 49:21 Alex: That's great. And Paul mentioned, I'm sure organizational bandwidth has a lot to do with it, too. Of course, you know, with, you know, the, the, the desire may be there, and the vision may be clear to somebody, but if you don't think, I have the people actually allocated to the work. 49:34 Alex: That's another story. It's a great call out. Yeah. 49:38 Vivian Larsen: People always underestimate the lift on 49:39 Alex: this type of thing. Yeah, they 49:41 Vivian Larsen: do. So having a really good, like, outline of all of the moving parts and tasks. For your leaders, as they tell you to do this, is a lifesaver for some of the system admins that I've worked with going through this. 49:53 Vivian Larsen: Um, the one that I was mentioning in the defense cart and the contractor, she had a project plan that was the. 49:59 Vivian Larsen: Most crazy one I've ever seen in my life and it had every line item and accounted for how much time every line item would take. 50:05 Vivian Larsen: And it saved her bacon because she was originally given three months to do it and it wound up taking nine. 50:10 Vivian Larsen: So, and she could go back to. And be like, this took, like, I told you at the beginning, this was going to take a lot longer than you thought. 50:17 Vivian Larsen: So, um, just clearly outlining the tasks and advances is always critical for any project. 50:23 Alex: That's great. Well, thank you so much for guiding that conversation. Super interesting stuff. If you're looking at doing a project like that, Vivian has office hours every week. 50:31 Alex: You can hop in there and talk to her more about it. Alright, now we're going to hop back over to our general question. 50:36 Alex: Cheryl, you had a question on offer and counter offer tracking. 50:39 Cheryl Callaway: Cheryl. Sorry about that. Um, yeah, so I was just wondering if anybody wants to talk about, um, like, how they may have this set up. 50:56 Cheryl Callaway: Uh, we want to look at probably tracking offers, and then counter offers, and some of the counter offers can be, you know, four or five of them. 51:06 Cheryl Callaway: And I was trying to stay away from a field group, um. Only because I hate reporting on that. However, it might be the only option. 51:16 Cheryl Callaway: Uhm, figured I'd ask to see if anybody else has multiple, uh, fields for this or offer tracking, just, um, like. 51:24 Cheryl Callaway: How did you do it? Pros and cons. on. This 51:33 Vivian Larsen: is a place where the power of an eye form is- right? Because it doesn't count against your custom tracking. And you can send it to other stakeholders. 51:45 Vivian Larsen: So, 51:46 Cheryl Callaway: if you create 51:47 Vivian Larsen: a private, well, from a reporting perspective, it would have to be public. But if you create an eye form- umm, with sections on it 51:56 Cheryl Callaway: for 51:56 Vivian Larsen: the various parts of the people that are involved in your, your umm, offer encounter, offer process, and then have those changes in iterations tracked, and then sync the last set of features- The last field on the bottom of the form and that syncs to the offer amount field, um, or an offer amount field 52:29 Vivian Larsen: in your system so you can report on it in the offer details tab or you can report on it in the form. 52:35 Cheryl Callaway: Well, I'm excited you didn't think about that. 52:36 Vivian Larsen: Yeah, I form sorry. People don't really think of I forms for this kind of thing, but they don't go against your custom field numbers. 52:43 Vivian Larsen: And if the form itself is built properly, which Townsend can chime in on, um, meaning that the fields themselves you would want to be. 52:54 Vivian Larsen: It's a really good tool. It just, it's a little different from a reporting perspective. You'd want it to be a recruiting or a flow form. 53:01 Vivian Larsen: And this instance, do you have any unique instance for everyone? Um, and then you'd want to make sure as a recruiting work flow form, it is. 53:06 Vivian Larsen: And all of the fields that you need are searchable. 53:10 Cheryl Callaway: Right. 53:11 Vivian Larsen: Sections are optional, whether you would want a section or not. Um, sections are if you have a specific person that would be responsible, um, that is coming from the job. 53:20 Vivian Larsen: So if you're going to do a section, you want to make sure that the, um, section. The section is some, the person that would be responsible for the section is someone that is on the requisition, like the hiring manager or the recruiter or something along those lines. 53:32 Vivian Larsen: If they're an outside of the system user, like an apparel person or someone who would 53:36 Cheryl Callaway: not 53:37 Vivian Larsen: necessarily do anything. In your process, you wouldn't want to do sections that way. 53:41 Cheryl Callaway: Got it. Got it. Yep. Nope. That makes sense. Um. I think this might work because I know they said that worst case scenario. 53:49 Cheryl Callaway: Um. We could report on, you know, the first offer than the last. The final offer, but would love the details in the middle. 53:57 Cheryl Callaway: So I feel like that I form would be the details in the middle. Mm-hmm. Yeah. Nice. Okay. Yeah. No, that's a great idea. 54:03 Cheryl Callaway: You didn't think about that. Thank you. 54:05 Alex: Thank you for the question, Cheryl. And now we'd like to give everybody an opportunity. To get together in small groups and do a little networking. 54:12 Alex: If you need to drop, thank you so much for joining us today. Hope you have a restful and restorative weekend.