Prompt:
Job Description:
headhunter-or-recruiter

Candidate A Resume:
{"data": {"awards": [], "certifications": [], "education": [{"GPA": "", "degree": "Juris Doctor", "endYear": "1994", "major": "", "school": "University of California, Berkeley School of Law", "startYear": "1991"}, {"GPA": "", "degree": "Master of Arts (Philosophy)", "endYear": "1991", "major": "", "school": "University of Illinois, Champaign-Urbana", "startYear": "1985"}, {"GPA": "", "degree": "University Fellow", "endYear": "1991", "major": "", "school": "", "startYear": "1985"}, {"GPA": "", "degree": "Bachelor of Arts (Philosophy)", "endYear": "1985", "major": "", "school": "Georgetown University", "startYear": "1981"}], "projects": [], "publication": [], "skills": ["Strategy", "Leadership", "Profitability", "Culture", "Talent acquisition/recruitment", "People development", "Performance management", "Practice development", "Business development", "Client service", "Communication", "Financial budgeting", "Partnerships & alliances", "Financial management"], "workExperience": [{"company": "Global Legal Law Firm", "description": "Led business operations, including people, communications, marketing, business development, technology, strategy and corporate development, and finance. Created and implemented plans for people, technology, and finance, leading to the creation and implementation of the firm's 1st formal and systematic training program for general matters, career-planning system for partners, attorneys, paralegals, and administrative personnel, performance-management system, compensation and bonus system, HRIS, human resources information system, access-control systems, firm budget and budgeting process, case budget and budgeting process, financial reports and review process that includes data regarding productivity, realization, pipeline, backlog, firm and case budget-to-actual variances, aging receivables, billing protocols, and other matters critical to assessing and improving firm profitability. Plans for new and expanded services, office locations, and alliances/joint ventures.", "endYear": "2023", "location": {"city": "", "country": ""}, "role": "President", "startYear": "2023"}, {"company": "BDO USA", "description": "Created and led business operations, including people/HR, communications, marketing, business development, client service, quality, technology, strategy, and finance. Responsible for 70 P&Ls, local office, regional, and national. Expanded profitable services from one to seven. Developed 10 employees into outstanding partners, one serving on BDO's board, one leading all West U.S. tax businesses, one leading all federal tax consulting practices. Recruited, hired, and developed 150 employees in 15 U.S. cities, including lawyers, accountants, engineers, scientists, and software developers. Evaluated 77 businesses as acquisitions targets, pursuing 11, bidding on one. Formed profitable alliances with scores of non-BDO businesses. Maintained the highest profitability of any BDO tax business in 15 of 18 years. Enjoyed the lowest employee attrition rate among tax businesses, under 3%. Led in several major U.S. markets. Created and led a national software business. Directly involved in providing hundreds of clients over $3 billion in tax benefits. Cross-selling: designed software to identify, market, and sell all of BDO's 200+ business offerings. Performance management: created BDO Partner & Employee Goals & Career Plan. Leadership training: led BDO Leadership Institute, a professional development program that annually assembles 30 of BDO's most promising partner candidates from across the country and every major business line for intensive training in critical non-technical areas, e.g., developing people, marketing and business development, effective presentations.", "endYear": "2022", "location": {"city": "", "country": ""}, "role": "Business Incentives & Credits Services, National Managing Partner & Founder", "startYear": "2004"}, {"company": "BDO International", "description": "Created and led this CoE of 35 BDO member firms to help all firms develop profitable R&D credit and incentives practices by providing services in their own countries and cross-referrals.", "endYear": "2022", "location": {"city": "", "country": ""}, "role": "Chair & Founder", "startYear": "2006"}, {"company": "PricewaterhouseCoopers (PwC)", "description": "Helped found and develop PwC's most profitable tax consulting practice from 1994 to 2003. Led team of 15-20 tax professionals throughout U.S. in marketing, sales, and delivery of tax consulting services and software. As an intern and on own initiative, created tools and processes to market, sell, and perform tax credit services to improve their quality, efficiency, and profitability, which increased by 50%. Developed and led national training programs regarding tax consulting services. Designed the industry's 1st software system to automate and facilitate tax consulting services to increase their profitability and client retention. Developed and led national software licensing business.", "endYear": "2003", "location": {"city": "", "country": ""}, "role": "Senior Manager", "startYear": "1993"}]}, "status": "success"}

Candidate B Resume:
{"data": {"awards": [], "certifications": ["Certificate of Excellence- SourcePRO Certified Recruitment Professional", "Recruiting Foundation- LinkedIn", "Diversity Recruiting- LinkedIn"], "education": [{"GPA": "", "degree": "PGDBA", "endYear": "2009", "major": "HR", "school": "SCDL", "startYear": "2007"}, {"GPA": "", "degree": "BA Hons.", "endYear": "2007", "major": "English", "school": "Delhi University", "startYear": "2004"}], "projects": [], "publication": [], "skills": ["Campus Recruitment", "Diversity and Inclusion", "Rewards and Recognition", "Team building and Management", "Stakeholder Management", "Technical Recruitment", "Non-Technical Recruitment", "Applicant Tracking System (ATS) Proficient", "Employer Branding", "Leadership Hiring", "Recruiting and Onboarding", "Volume Hiring", "Policy Formulation and Implementation", "Vendor Management", "Source Mix Management", "SDET", "QA", "MEAN/MERN Developer", "Java Developer", "Dot Net Developer", "NodeJS Developer", "ReactJs Developer", "Angular", "Scrum Master", "DevOps", "DBA", "DBD", "AI/ML", "Python", "Tableau", "Swift", "Mobile Developer", "Embedded C", "PHP", "WordPress", "Web Developer", "Technical writer", "Data Transformation", "Application Development & Support", "Product Analysis & Design", "Product Manager", "Sales", "Marketing", "Service Desk", "Phone banking officers", "CCE", "CSE", "Service and Installation engineers"], "workExperience": [{"company": "Jellyfish Technologies Pvt Ltd", "description": "Led a team of 6 recruiters across India and Canada. Led strategic hiring initiatives to attract talent from non-conventional and/or diverse talent pools cross-level \u2013 Leadership, Mid-Entry, Campus. Partnered with business leaders to identify talent requirements. Drove best-in-class TA systems & processes within the TA CoE with focus on \u2018candidate experience and cNPS\u2019 \u2013 application process, interview process, TAT, quality of hire, new hire induction, etc. Diversity, Equity & Inclusion \u2013 Initiated Return to Work program\u2013 Sabbatical Workers predominantly Women. Employer Branding \u2013 LinkedIn, Glassdoor, Facebook, Instagram, Campus and attained GPTW certification. Single-handedly filled several roles with optimized TAT in the Engineering function, Business Application, Program Management, and Finance team. Increased the billable resources by 80%. Initiated Campus hiring and training program to reduce the cost and successfully placed 3 batches to the different billable projects. Weekly reporting of recruiting dashboards to the CEO and COO. Expertise in recruiting for different domains like FinTech, Healthcare, E-commerce, Facility Management, etc.", "endYear": "2023", "location": {"city": "", "country": ""}, "role": "Lead Talent Acquisition", "startYear": "2022"}, {"company": "Adobe Consulting", "description": "Freelance HR consultant with Adobe Consulting and handled clients like Publicis Sapient, Bajaj Electricals, Jumper.ai, etc.", "endYear": "2022", "location": {"city": "", "country": ""}, "role": "Freelance HR Consultant", "startYear": "2020"}, {"company": "Cubical Laboratories Pvt Ltd", "description": "Guided the startup and management of a full spectrum of HR operations, systems, and programs. Worked with senior management to create HR policies and procedures; recruited employees; and developed orientation, performance management, and engagement programs. Built 10+ technical and non-technical teams (6-8 members) from scratch, including also leadership roles hiring. Hired Operations Managers and Business Development Managers at Onsite-Singapore and Thailand. Managed Kolkata and Mumbai recruitment teams remotely. Maintained a hiring hit ratio of 2:1 for many positions. Hired 150+ professionals under different technologies and roles. Owner of the \u201cWelcome Call Engagement Program\u201d which was implemented to increase the joining ratio. Owned the Diversity, Equity, and Inclusion (DEI) efforts for Talent Acquisition (TA) group. Automated recruiting and implemented Workable ATS.", "endYear": "2020", "location": {"city": "", "country": ""}, "role": "Manager-Human Resource", "startYear": "2016"}, {"company": "FranklyMe", "description": "End to End Recruitment: The whole ownership of the recruitment lifecycle for designated open positions. Sourced the relevant talent through various means like job portals, LinkedIn, Facebook Groups, Angelist, Head Hunting, referrals, personal network. Awarded as a Top Performer on successfully closed positions within TAT. Earned incentives every month on successful closures with zero drop-down rate. Partnered with various associated teams\u2019 HR-Operations, HR Data analytics, and C&B.", "endYear": "2016", "location": {"city": "", "country": ""}, "role": "Assistant Manager-Talent Acquisition", "startYear": "2015"}, {"company": "Avenues Outsourcing Solutions Pvt Ltd", "description": "Responsible for end-to-end volume hiring for BPO Services, Financial services and India Business Unit.", "endYear": "2013", "location": {"city": "", "country": ""}, "role": "Senior HR Executive", "startYear": "2009"}, {"company": "ID Data Scribe Pvt Ltd", "description": "Successfully hired Patent engineers and Transcriptionist, Legal analysts, and corporate lawyers for India and US businesses.", "endYear": "2008", "location": {"city": "", "country": ""}, "role": "HR Executive", "startYear": "2007"}]}, "status": "success"}

Candidate A Transcript:
{'pairs': [['Interviewer: Hello and welcome to the AI interview! This interview will consist of basic questions about your background as well as some high-level questions about the skills you listed on your application. Ensure that you minimize long pauses during your responses, otherwise you may be cut off prematurely. Are you ready to start the interview? \n', 'Interviewee: Start the interview? Yes. Yes.\n\n'], ["Interviewer: Great! I see from your resume that you've had extensive experience in leading business operations and driving profitability. Can you walk me through a specific example of how you implemented a new system or process that directly led to increased profitability during your time at the Global Legal Law Firm?  \n\n", "Interviewee: Firm? Uh, yes. Uh, thanks for the question. Uh, when I got to this firm, there were about 18 people, and I'll start with one example from in the people area. Uh, the way in which the firm had been doing, uh, recruiting, onboarding, and training performance management. Really, the entire HR process was very basic. And frankly, the the owners of the firm didn't have any time to really focus on it. So I instituted different processes for each stages of that in terms of recruiting, in terms of, uh, the interviewing process. Uh, previously, one partner would interview somebody and the next day the person would show up for work there. Uh, that to me wasn't the best approach. It was I thought it was better to give the candidate an opportunity to see and meet more of the firm and its people, uh, as well as get other people at the firm invested in the success and evaluation of of each candidate. Uh, so we changed that. We grew from 18 to 29 people in, I think, 3 months, maybe 4. That was one thing. There was no performance. I'll just give one more example. Uh, there was there were they were doing good job with 1 on ones on a regular basis, but there were no uh, criteria objective criteria by which people were all being measured. As a result, the paralegals, the attorneys, uh, and the administrative staff didn't know really how they were performing. So when I got to that firm and talked to the employees, one of the biggest things they said was they liked working there, but they really they didn't know how they were doing even though I knew some of them were doing really well from the owner standpoint and some were not doing well. So I instituted a process, uh, by which each different type of employee was measured by in terms of certain competencies and in terms of different activities that they routinely performed a significant amount of time on. Uh, and that process is I think really helping. It actually performance and their, uh, performance the and their their, uh, performance improvement. Thank you.\n\n"], ["Interviewer: That's a comprehensive approach to enhancing HR processes and performance management. Shifting focus to the financial side, could you elaborate on how you restructured the firm's financial reporting and budgeting systems to improve transparency and accountability? What specific tools or methodologies did you introduce for this purpose?  \n\n", "Interviewee: For this purpose. Uh, so there were a couple of things. When I got to the firm, one of the first things I did was I looked at the financials. They were using QuickBooks and, uh, in looking at it, I was looking at their prior year, which had which should have been closed but wasn't. Uh, so I started in late March. Uh, there are calendar year taxpayers. So 3 months had gone by. The 2022 had not yet, uh, the books weren't closed. And in reviewing what was in QuickBooks, it was clear they I understood why they weren't closed. It was very unclear what was going on. Uh, and even by June, I had been there for 2 months and they still weren't closed. There was an external bookkeeper. So one of the things I did, uh, I was the president of the firm, not the controller or the CFO. And as a result, I wasn't going to spend all of my time doing that. That wouldn't have made sense. So I looked into outsourcing this, uh, these processes, and I considered also in sourcing it. And when I was lucky enough to recruit successfully, the CPA for the California Society of CPAs, which I thought of as a great get because I feel like, you know, if you can get the person doing 2 counting for the accounting professionals in California, you probably got the right person. And she was a fantastic fit, uh, and had been with a number of organizations that that, you know, the firm that this firm that we're talking about had when I left 29 people. Uh, she had been at firms with 800 people. So she really knew what she was doing and she was very excited about the opportunity and working with a growing company again. So that was one thing to do just to get the financials right. With respect to some tools and processes I put in place, the firm f it had been around for about 15 years. They never did a budget for the firm, and they never did, uh, case budgets. So I developed a template for the firm's budget, uh, and I also put in place a template and processes for developing budgets, uh, for actual cases or legal matters, uh, so that the firm could look at the ROI of their clients of different types of matters, etcetera. Uh, thank you.\n\n"], ["Interviewer: Your approach to financial management and the strategic hiring of the CPA is quite insightful. Regarding the development of case budgets and ROI analysis for clients, how did you integrate this data-driven approach into the firm's decision-making processes? Were there any challenges in getting the team to adopt these new methodologies, and if so, how did you address them?  \n\n", "Interviewee: Stem. Great questions. Thank you. Uh, so when you have budgets, you obviously can then look to see how you're performing against them, which we did on a monthly basis, uh, depending on the cases. I mean, this process was just implemented and and we we've so we didn't it was going smoothly. I mean, getting people to adopt, people who had been doing legal work for 10 years, 15 years, who had never done a budget before, those types of people sometimes will feel like, why am I doing this? This is just taking up my time when I could actually be billing for work, which I totally understand. I felt that way as a professional 30 years ago when I started. Um, you know, I was like, well, why do I need a work plan even since I know how to do the work? Why do I have to plan it? Uh, but, obviously, if you're going to work with others, having a work plan and a coordinated approach can be much better. It reduces risk in case you or somebody else on the team isn't available. So like a like a good work plan that's implemented properly, uh, the budget serve to bring the team together, help them with accountability, uh, help us reassess what type of services made sense. Some of the services we're offering, uh, like the firm had been dabbled in collections business for for years on and off. And the the results of this made it clear that that was an area that the firm could pursue, uh, from a financial standpoint, uh, if it wanted to. Like, it made sense to do that from an ROI standpoint based on just the the budgets and the return on investments shown by looking at budget to actuals with respect to just the costs and the return on that particular type of matter. The the biggest pushback really was from 1 of the there were 2 partners who owned the firm, and one of them this is kind of going a little bit of field from the financial angle. But the biggest issue at the firm was one of the attorneys wanted to grow from the 18 people that I came in when they that they had when I came in to 900, uh, attorneys. Uh, whereas his partner, his elder partner who had actually started the firm, uh, was more like, well, why don't I just, you know I would do better if I only had 10 attorneys or 5 attorneys because I can manage that. So I think he had I think he had gone through the, you know, 10 years of trying to manage a a small law firm and wanting to grow, but finding it very challenging to find the right people, uh, especially because as I suggested before, he didn't have the right recruiting process in place, the onboarding processes, the training. There was no training at all done there in a systematic manner. Of course, there was one off training, uh, and there's tons of value in that, but it just isn't this type of efficient and effective investment in the people of the firm to both help with recruiting and make sure you've got your future leaders. So the biggest problem really was getting him, not necessarily on board. He understood the value of it. But to get him to just support a lot of these things because he was more like, why should we grow? I kinda want smaller. And that was those the the 2 guys love each other, uh, but they just have this different sense for where they wanna go. So that was probably the biggest issue. But, uh, but we but it worked out. We he went along with it, and and it's it's working out really well. Thank you.\n\n"], ["Interviewer: It's clear that the budgeting and ROI analysis not only enhanced financial management but also influenced strategic decisions on firm growth and service offerings. Given your experience in managing such a significant change, how do you approach the measurement of leadership effectiveness, and what metrics or KPIs do you find most valuable in assessing leadership performance within an organization?  \n\n", "Interviewee: Great questions. Uh, and you're very articulate. Thank you. I wish I could answer as articulately as you do. Uh, with respect to measure and leadership, there's different types of leaders. And here I would look at it as it's it's rare to find somebody who's good at everything you need somebody to be good at at in a professional services firm environment or probably in most environments. Uh, And as a result, you you would ideally have a team of leaders, some of whom were really good at certain things and able to focus on those things and then have other people who could take care of, have the time and the expertise and experience to do some of the other things. So the areas that I think of being very important, uh, I'll I'll mention a few. 1 is people. You you need to be able to create the future leaders of the firm and there's a lot to be involved within that. So I'll I'll keep this at a high level and then maybe you'll have some follow-up questions to go into more detail. Uh, so people are very important. Practice development, working on the business and not just in the business, that's very important. So some of the processes we were talking about, some management tools on the finance side. What are the things I did with Global Legal, that law firm we were just talking about, and in my prior it really throughout my career, was developing the tools and processes necessary to make the the day to day work of the employees lower in risk, way more efficient and effective than than not than not having these tools, which I found very common at the the firms that I've been at. They kinda have different people doing different things, which I really support in terms of creativity. But certain things you wanna standardize, uh, and then, of course, listen to your people and change it so that everybody's using what what is collectively and by leadership agreed to be. This is the most efficient and effective way for us to serve our clients, uh, or to win new work or or to track our our metrics. So I would look at in terms of leadership evaluation, I would look at their performance regarding people, regarding the practice. I would look at business development, uh, in including marketing in that thing. And so how prominent in the market are they? So so people practice business development, marketing. You need somebody to be very good at finances, and then you need everybody to understand finances to some extent. So when I was, uh, at a firm called BDO, I had a team of about a 150 people throughout the country in 15 different offices, and we would have monthly calls. Uh, I mean, I had regional leaders, different partners who that I had hired and and, uh, got admitted to the partnership over, you know, after a number of years. Um, and what we would do is make sure that our people understood the financials So they understood that every hour they worked contributed to the financials in this way. So I would review with them every month the national financials so they could see, okay. Here's where we are in terms of revenue. Here's where we are in terms of gross profit, etcetera. Uh, so finances are very important. And then strategy is very important too, of course, uh, which I would and technology is I mean, all of this stuff is important. So I would look to leaders in all of those categories. If I had to pick a financial metric by which to measure somebody, I would pick in a professional services context. I would probably pick gross profit. Uh, it it just depends on your role. Like, as president of a law firm, I needed to look at the net profit, of course. Uh, but if you're a larger firm, oftentimes, like like, take a BDO, I wasn't responsible directly for the insurance premiums where the firm was paying. And that that was affecting net profit, but not gross profit. So measuring me and the hundreds of other partners at at the the firm on the basis of the insurance premiums wouldn't have made sense. So gross profit is probably the financial metric. But, again, just to wrap up, uh, people practice, business development, market prominence, financials, and strategy slash technology. Thank you.\n\n"], ['Interviewer: Your approach to evaluating leadership across these key areas is quite comprehensive. Given the emphasis on standardizing processes and leveraging technology for efficiency, how do you balance the need for standardization with the potential for innovation within a firm, especially in the legal and professional services industry where tradition often plays a significant role?  \n\n', "Interviewee: That's a great that's a fantastic question. And there's always some tension there. But the key here's a quick story when I started and it was 1993. I was still in law school. I did an internship with with a with pricewaterhousecoopers PWC. And the in the project I was assigned to was the first one of its kind under some new law and nobody had developed any procedures. They told me as an intern read the tax code go out and get the information you need and report back and this was like, I was out there for two three months interviewing software Engineers about what they were doing and how it met the legal requirements or didn't meet the legal requirements. And then I had to quantify the extent to which they were performing certain activities or investing certain costs now in certain types of activities and expenses So I put together some tools from my media use so that I didn't have to for example as I'm interviewing all these people. I wanted to have an agenda so I could make sure the person I'm interviewing new out what I want to talk about before the meeting started. I wanted because I need to get information from him or her about the activities they were performing and how they met the various legal test. I just wanted a template for the interviews so I could ask the questions I need to ask. Also, I needed to document their activities on various projects and that was an activity that I thought I could do or I could maybe do with them or they could conceivably do it if they wanted to so that was something I tried. I just let them know. It's like one of the things we need for purposes of this project is we need to get certain information from your brain and in the documentation at the company. into a memo and I'm happy to interview you I mean we can do it together or I mean here's a template you could use if you want to fill it out and then we could talk about it whatever you want to do and and Thankfully really a lot of them wanted to do it on their own on their own time and they would they would fill it out. I would look at it. And then I'd go back to them with questions I would have because that's you know. A lot less than I expected but some of the time of course there was in for you know garbage in garbage out sort of like they didn't quite get the right information I needed but boy that made it way more efficient. So to make this long story short short order. the I put together these tools. I put a number of other tools as well. Just so I could get my job done. I put all this together and then a manager, you know, I was out on my own this whole time and then I go back into the office where I hadn't been it was like my first time in the office since I was headed with this firm and the firm the manager said hey who told you to put these materials together and you sort of bald me out and I was like, oh shoot. I guess I shouldn't have done that all though. I was thinking I don't know. What I mean, how could I not have put this stuff together just seemed like you know, no brainer. So I was like, I didn't know what to think about it a year later. I interned with the firm for a year part-time during the my last year law school when it ended up working their full-time the following year and I got assigned to one of these projects that I had done the first one of with a number of other people, but I was working on my own. And I and they said well, hey we want you to this project. Here's our materials for for us that we're using nationally on these projects and I'm looking through them and I'm like, oh my gosh, these are the materials I put together and and what I learned from that was that you should always make sure to have a culture. All in which everybody at every level has a voice and has you know, it can can make sure that any even complaints. I mean you and you have to encourage that as a leader. It's like look, I want you to complain. I mean ideally you'd complain and then say hey here's an idea of for fixing my complaint. But you know when you hear about a complaint something's not working right and it could be the employee but it could also just be you need your processes slow or maybe you don't even need to do it in the first place. So you have to have a culture in which everybody feels not only like they can tell you what's wrong what they don't like but that's kind of their job their job is to make their job better and easier and your job is to make sure they feel comfortable doing And so I told that story because I really learned from that that even though the my particular manager had kind of told me I shouldn't have done that. I learned a year later that that was actually very beneficial to that firm. And so I wanted to you know, I was like, okay, I've got to make sure everybody you know, I'm not just gonna be like, okay, here's how we're doing it. We're doing this for the next for the rest of our lives. You've got to make sure your people understand that you didn't hire them just toWant them to become you, I mean your job. I used to tell people, you know, if I had to summarize my job and two words. It's to replace myself, especially in the Legal Professional Services context. Thank you so much.\n\n"], ['Interviewer: Thanks for taking the time to interview with us! The time allotted for our interview has come to an end. We will reach out to you with next steps shortly. Please click the end interview button to end the interview.', 'Interviewee:']]}

Candidate B Transcript:
{'pairs': [['Interviewer: Hello and welcome to the AI interview! This interview will consist of basic questions about your background as well as some high-level questions about the skills you listed on your application. Ensure that you minimize long pauses during your responses, otherwise you may be cut off prematurely. Are you ready to start the interview? \n', "Interviewee: Great. Let's start with your experience at Jellyfish Technologies.\n\n"], ["Interviewer: Great! Let's start with your experience at Jellyfish Technologies. You mentioned implementing a Return to Work program for sabbatical workers. Can you elaborate on how you designed this program to ensure a smooth transition back to work for the returning employees?  \n\n", "Interviewee: Programs in which we are predominantly targeted women candidates. Well, specifically, we create a job posting on, uh, job portals, portals, specifically on LinkedIn, and on our career page, where we want to, you know, all the software engineers, those who have taken the sabbatical due to maternity or due to some other reason, those who would have taken the break, at least they should apply, and they can start their career with our with Jellyfish Technologies, where we train them on respective, you know, where we brush up these skills and train them on the respective technology, then place them on the different available projects. So that's how I designed the return to work program at Jellyfish Technologies. That's a thoughtful approach. In terms of the training component for\n\n"], ["Interviewer: That's a thoughtful approach. In terms of the training component for re-skilling, how did you assess the effectiveness of the training programs to ensure the returning employees were ready for their project assignments?  \n\n", 'Interviewee: And, uh, continuous feedback and open approach while implementing the training at Jellyfish Technologies. We have weekly assessment surveys where we can easily gauge them how they are performing in the training, whether they are understanding the topics which are impacted by the trainer in the training. With regular assessment, continuous feedback, open communication are the key to assess the training of the returning candidates. I see the emphasis on continuous feedback and assessment. Shifting\n\n'], ['Interviewer: I see the emphasis on continuous feedback and assessment. Shifting focus to your ATS proficiency, you mentioned implementing an ATS at Cubical Laboratories. What were the key criteria you considered when selecting and implementing the ATS, and how did it impact the recruitment process?  \n\n', 'Interviewee: To streamline the recruiting process. And while implementing the ATS at Jellyfish Technologies, I, you know, emphasized on the main features. 1st of all, you know so, uh, UI. UI and UX, especially the UX of the ATS should be comfortable and, uh, you know, easily accessible to anybody in my organization, especially my recruiting team. Apart from that, it should have all the features like, you know, uh, I can generate maximum as number as pipelines in the ATS. Along with that, you know, there should be a column for each and every stage. So each stage should be clearly defined, like, from from round 1, round 2, round 3, or for joining candidate. So it will and then I should at least take out the report to data analytics and reporting must be there, must be an important tool while implementing ATS, and it will help all the stakeholders, those even are far away, uh, you know, from the location. They can easily access the data, how the recruiting team is performing. So I think these are the most important features. Your focus on UI, UX, pipeline management, and reporting is\n\n'], ["Interviewer: Your focus on UI/UX, pipeline management, and reporting is insightful. Regarding the reporting feature, what specific metrics or KPIs did you find most valuable in assessing your team's performance and the effectiveness of your hiring initiatives?  \n\n", "Interviewee: Metrics because it will tell us whether we are closing the position within the turnaround time or not. 2nd, quality of hire. We access the candidate for 1st 3 months with how the candidate is performing within the organization. So quality of hire is the key metrics. Apart from that, number of successful positions closed. So how many positions my recruiting team has closed within, uh, 1 month or within 2 months on a quarterly or biannually basis. So these 3 are very key important features. Along with that, How many, you know, uh, I will see the complete funnel, like, how many interviews they have aligned and how many candidates have gone through with the interview process. And at last candidate, you know, net promoter score. So NPA's experience of a candidate is also very important. I appreciate the detailed breakdown of key metrics. Shifting back\n\n"], ['Interviewer: I appreciate the detailed breakdown of key metrics. Shifting back to your experience with remote recruitment for Cubical Laboratories, could you discuss some of the specific challenges you faced in managing remote recruitment for multiple locations and how you overcame them?  \n\n', "Interviewee: IoT home automation startup. So I held them in their remote recruitment. Uh, so I used various, you know, sources for the same. And it was a start up, so I used WellFound, AngelList, uh, which was known as AngelList formally. So now it's WellFound. So I use that. Along with that, I use LinkedIn, Nokri, and other means of channels to, you know, hire people from remote locations, specifically from Singapore, Thailand, Mumbai. So these locations have hired candidates for cubicle laboratories. The challenges I have faced is the time, uh, you know, time difference of India time zone and the other time zone, but I successfully managed while, uh, you know, scheduling the interviews within their specific time zone. And apart from that, uh, I think everything went smooth. And, yes, we conducted interviews. And, also, we conducted interviews, uh, through virtual channels. So I make sure that, you know, we have all the video tools available with us. And we successfully manage them while being a head office in India. We successfully manage them by, you know, with open communication, biweekly meetings, you know, open call meetings at everyday, scrum meetings. So this is how we help, you know, and hire remote organization at cubicle laboratories. Managing different time zones can indeed be a logistical challenge.\n\n"], ["Interviewer: Managing different time zones can indeed be a logistical challenge. Given your experience with video interviews for remote hiring, what specific criteria did you use to evaluate a candidate's fit for the company culture, especially when they were not physically present at the office for the interviews?  \n\n", 'Interviewee: Candidates. Uh, you know, usually, I ask psychometric questions, situational behavioral interviews, questions which actually help me to understand whether they will be deculturally fit in the organization or not. So the questions like whether they have, you know, done stakeholder management or not, whether they have successfully handled any challenge with the, you know, with difficult, uh, difficult stakeholders or whether so, basically, I ask question related to their experience, skill set, and behavioral interviews helped me a lot in understanding, uh, the candidate on perspective of culture fit. I see how psychometric and behavioral questions can be valuable for assessing cultural.\n\n'], ["Interviewer: I see how psychometric and behavioral questions can be valuable for assessing cultural fit. Now, let's delve into the technical skills listed on your resume. Can you explain how you've leveraged your technical recruiting skills to identify top talent in highly specialized fields, such as AI or blockchain development?  \n\n", 'Interviewee: Yeah. You know, uh, candidates. So first of all, it is very important the person, you know, uh, should know, you know, should have, you know, command either on computer vision, if we have a computer vision engineer opening, or on command on NLP. So a person who has trained the model from the scratch, uh, has been valuable to my last organization where I hired AIML person. Along with that, person should have good knowledge about TensorFlow by Torch and has successfully, well, you know, made the project from the scratch. So these help me these are the key important features for an AI person to, you know, for in the first screening call. Given the emphasis on practical skills with TensorFlow or PyTorch, how do you\n\n'], ["Interviewer: Given the emphasis on practical skills with TensorFlow or PyTorch, how do you assess a candidate's ability to work on complex projects in AI or ML during the interview process, especially considering the need for hands-on experience in addition to theoretical knowledge?  \n\n", 'Interviewee: Rank these kind of platforms with us where we access the candidates on their technical skills, where we give them the live, you know, assessment. They need to finish that assessment within that time frame. And along with that, uh, we have, you know, interviews with our hiring manager, those who are already being senior into AI ML technology. So they access the candidates. Also, first, well, that is practical assessment, technical assessment, which you need to complete. 2nd, the interviews with the senior AI ML engineers will help us to understand whether the candidate is technically fit for AIML role or not. Utilizing platforms like HackerRank for technical assessments is a practical approach.\n\n'], ['Interviewer: Utilizing platforms like HackerRank for technical assessments is a practical approach. How do you ensure that the recruitment process for technical roles, especially in AI or ML, remains efficient and does not result in a high candidate drop-off rate due to the rigorous evaluation methods?  \n\n', 'Interviewee: Have, you know, uh, positive candidate experience. For that, we make sure that, you know, uh, there would be just 3 rounds of interview. The first will be like the screening where we access the candidate on general technical skills and the projects he has done in AIML. 2nd, we conduct technical assessment, and it will not be very lengthy one. Although, we just want to understand the how he is doing and on the basis of what he what kind of projects he has completed so far in his last organization. And 3rd, the last final round with the hiring manager who has been, you know, with the organization, uh, so long in AIML. So these three process, I we will make sure to have, you know one week lengthy one and after that, we want to provide the feedback right away to the candidate so that, uh, he knows that he has been selected or where he need to, you know, evaluate and learn more. Maintaining a clear and concise interview process along with prompt feedback is\n\n'], ['Interviewer: Maintaining a clear and concise interview process, along with prompt feedback, is crucial for a positive candidate experience. How do you balance the need for diversity and inclusion in your hiring processes, especially in technical fields where underrepresentation is a common challenge?  \n\n', "Interviewee: To implement diversity and, uh, inclusion in the organization, space we need to have the remote you know, we need to target the diverse workforce. So diverse workforce can be there if you have inclusive culture in the organization. So to, you know, to have the diverse workforce, it's better to, you know, to have hire candidates from, uh, different locations so they they so that they all can work together and understand the harmony, you know, cooperation involved. Along with that, uh, we, like, introduced, uh, uh, programs where we have, you know, we hire people, those who have, like, been handicapped, physically challenged ones, and we also implemented programs, return to work programs for sabbatical moments. Along with that, we open positions for LGBTQ community people. So all these things, you know, we implemented, uh, like, I implemented in my last organizations to focus on diversity and recruiting. Implementing targeted programs for underrepresented groups is commendable.\n\n"], ['Interviewer: Implementing targeted programs for underrepresented groups is commendable. How do you ensure that your recruitment outreach and sourcing strategies are inclusive and reach a wide range of candidates from different backgrounds and communities?  \n\n', 'Interviewee: Channels like job portals, which are accessible to every group, LinkedIn, which are accessible to worldwide. Along with that, there are NGOs which has been associated with underrepresented groups. So we usually contact them. And along with that, we did campus hiring where we target, you know, where we re ask the universities to, you know, we will ask the universities to let their, you know, physically challenged and LGBTQ community people to apply. Because since we really want to have all of them at one place and work together for a better future. Utilizing a mix of public channels, NGO partnerships, and targeted camp\n\n'], ['Interviewer: Utilizing a mix of public channels, NGO partnerships, and targeted campus hiring for underrepresented groups is a comprehensive approach. How do you measure the effectiveness of these initiatives in terms of the diversity of your candidate pool and ultimately, your hires?  \n\n', 'Interviewee: You know, effectiveness of these, uh, recruiting efforts by the number of people join the organization since we had open positions, like, 12 open positions. I spent specific time frame. So make sure the Alltel open positions will get people joined within the time frame of 3 months. And are they assimilated in the organization well? Are, like, may welcome you to work for the current workforce, have that desired mindset to welcome those people. So we conducted workshops, events so that, you know, we make them comfortable and we make them a part of the organization. Focusing on the onboarding experience and conducting workshops for new hires from\n\n'], ['Interviewer: Focusing on the onboarding experience and conducting workshops for new hires from diverse backgrounds is a thoughtful way to ensure inclusion from the start. How do you plan to leverage technology or data-driven insights to further enhance your diversity and inclusion initiatives in the recruitment process?  \n\n', 'Interviewee: Certainly. John. How do you intend to use technology or data driven\n\n'], ['Interviewer: Certainly. How do you intend to use technology or data-driven insights to improve and further enhance your diversity and inclusion initiatives in the recruitment process?  \n\n', "Interviewee: Told that onboarding experience should be should be there to welcome all the diversity and inclusive candidate. So for technology, we conducted, you know, an onboarding, orientation, induction sessions over the, you know, uh, video channels like Skype Meet. Along with that, we send them welcome bags, welcome kit, and goodies to their respective home via couriers. And along with that, we technology and data driven insights, like, we used to like, we have HRMS at my, uh, last organization where we like, the all the cushions, like, the, uh, it's kind of AI chatbot, HRA chatbot, which was there to answer all their queries or if they have any issue issues related to the employee policies, employee handbook at one place so that they can access all the data altogether. So HRMS helps me a lot to, you know, uh, for the effectiveness of this diversity and inclusion program. Especially for the remote workforce. Leveraging HRMS with AI chatbot functionality for employee support.\n\n"], ['Interviewer: Leveraging HRMS with AI chatbot functionality for employee support and policy inquiries is innovative. How do you plan to use the data collected through HRMS to specifically measure and improve the experience of diverse hires within the organization?  \n\n', 'Interviewee: The questions? Certainly. How do you envision using the data collected through\n\n'], ['Interviewer: Certainly. How do you envision using the data collected through HRMS, specifically to measure and enhance the experience of diverse hires within the organization?  \n\n', "Interviewee: No. From the data I collected through HRMS, uh, where we conducted survey, how's their experience. So first, we conducted surveys where we ask question whether they are able to get all the information from our HRMS or not, whether they are able to under whether the HRMS able to solve their problem or whether they the information is readily available to them. In case if still they have some issues after, you know, understanding their viewpoint and service, we try to, you know, enhance the HRMS who are vendor partner along with that. We like, being in HR, so I'm all always there for them to answer all their queries. Engaging in continuous feedback loops through surveys and then actively working to\n\n"], ['Interviewer: Engaging in continuous feedback loops through surveys and then actively working to enhance the HRMS system based on their feedback and needs is a strong approach. How do you see AI and automation playing a role in reducing bias in the recruitment and HR processes, especially when it comes to decision-making and policy implementation?  \n\n', "Interviewee: So I think AI has, you know, really helped us a lot. It is completely unbiased. It gives us the result on the basis of the, like, model we have trained the AI. And, yes, it has provided the relevant information and the, you know, required information to all the candidates. So I think it's an amazing tool. AI's unbiased nature is indeed a significant benefit. How do you\n\n"], ["Interviewer: AI's unbiased nature is indeed a significant benefit. How do you ensure that the AI models or algorithms used in your HR processes are regularly audited and updated to maintain their fairness and relevance over time?  \n\n", 'Interviewee: Sure. So we basically, you know closely coordinate with the vendor hrms implementation window where we whenever we change any policy or when they Whenever there is a need where we need where we can enhance our candidate or employee experience. So we keep on you know, integrating with our winter partner those of that hrms implementation organization. So we call that implementation person to change that specific things. So this is an ongoing process in my last organization. We keep on doing it, you know after every quarter.\n\n'], ['Interviewer: Thanks for taking the time to interview with us! The time allotted for our interview has come to an end. We will reach out to you with next steps shortly. Please click the end interview button to end the interview.', 'Interviewee:']]}

Preferred Candidate:


Prompt:
Job Description:
marketer

Candidate A Resume:
{"data": {"awards": [], "certifications": [], "education": [{"GPA": "8.9", "degree": "M.A", "endYear": "2023", "major": "", "school": "Kalinga Institute of Industrial Technology", "startYear": ""}, {"GPA": "6.9", "degree": "B.A", "endYear": "2020", "major": "", "school": "Amity University", "startYear": ""}, {"GPA": "6.8", "degree": "12th", "endYear": "2017", "major": "", "school": "Sant Nandlal Smriti Vidya Mandir", "startYear": ""}, {"GPA": "9.0", "degree": "Sr. Diploma", "endYear": "2013", "major": "", "school": "Bangiya Sangeet Parishad", "startYear": ""}], "projects": [], "publication": [], "skills": ["Critical thinker", "Research", "Interdisciplinary collaboration", "Brand management", "Digital marketing", "Content development", "SMM marketing", "Data analysis", "Effective communication", "Team management", "Adaptability"], "workExperience": [{"company": "Elista One", "description": "Led brand management initiatives, overseeing marketing strategies, product development, and brand positioning to drive market growth and enhance brand visibility. Implemented data-driven decision-making processes to analyze market trends, consumer behavior, and competitor activity, resulting in a 15% increase in market share within the first year of implementation.", "endYear": "2023", "location": {"city": "", "country": ""}, "role": "Brand Manager", "startYear": "2022"}, {"company": "ChaiTimeMovies USA", "description": "Executed comprehensive digital marketing campaigns and managed social media platforms to increase audience engagement and promote brand awareness. Utilized targeted digital marketing campaigns across multiple platforms, resulting in a remarkable 68% increase in social media reach within seven days, highlighting the efficacy of the strategic initiatives deployed.", "endYear": "2023", "location": {"city": "", "country": ""}, "role": "Contract Digital and Social Media Marketing Manager", "startYear": "2023"}, {"company": "Amazon North America", "description": "Provided support to customers, drivers, shippers, and Delivery Service Partners (DSPs) to ensure successful deliveries, aligning with Amazon's delivery support vision. Implemented proactive communication strategies, resulting in a 20% reduction in delivery-related inquiries and a 15% increase in customer satisfaction ratings within the first quarter of implementation.", "endYear": "2022", "location": {"city": "", "country": ""}, "role": "SDS Virtual Associates", "startYear": "2021"}, {"company": "Amazon India and North America", "description": "Delivered exceptional customer service experiences through virtual channels, addressing inquiries, and resolving issues to ensure customer satisfaction.", "endYear": "2021", "location": {"city": "", "country": ""}, "role": "Virtual Customer Service Representative", "startYear": "2020"}, {"company": "AND E-Commerce Pvt. Ltd.", "description": "Developed high-quality content and implemented digital marketing strategies to enhance brand visibility and drive online sales growth. A notable 30% surge in online sales growth within the first month of implementation.", "endYear": "2021", "location": {"city": "", "country": ""}, "role": "Sr. Content Developer and Digital Marketer", "startYear": "2020"}, {"company": "TECMONKS", "description": "Led content development efforts and oversaw digital management strategies, driving engagement and optimizing digital platforms for improved performance. Achieved a remarkable 48% improvement in addressing client inquiries and resolving issues, underscoring the effectiveness of the implemented strategies.", "endYear": "2022", "location": {"city": "", "country": ""}, "role": "Sr. Content Developer and Chief Digital Management", "startYear": "2021"}, {"company": "AEGA Services & Solutions", "description": "Provided freelance editorial design and editing services, alongside consultancy in digital marketing, to diverse clients, ensuring high-quality deliverables and effective marketing strategies. Achieved an impressive client retention rate of 85% over a three-month period, showcasing the satisfaction and trust garnered through consistent excellence in service delivery.", "endYear": "2021", "location": {"city": "", "country": ""}, "role": "Freelance Editor, Digital Marketing Consultant", "startYear": "2020"}, {"company": "Affnosys India", "description": "Assisted in content writing tasks, gaining practical experience in content creation and digital marketing strategies. Implemented SEO techniques resulting in a 25% increase in organic website traffic within the first two weeks of the internship, demonstrating proficiency in optimizing online content for improved visibility and engagement.", "endYear": "2019", "location": {"city": "", "country": ""}, "role": "Intern", "startYear": "2019"}, {"company": "Creamson Intelli Private Limited", "description": "Contributed to digital content management and development projects, gaining hands-on experience in content creation and management processes. Spearheaded initiatives on Elsa, an English Learning app, augmenting content by an impressive 35% and enriching visual elements to optimize app development and user engagement.", "endYear": "2019", "location": {"city": "", "country": ""}, "role": "Digital/Content Management and Development", "startYear": "2018"}, {"company": "Pivotal Consultancy Services Private Limited", "description": "Completed a content writing internship, gaining foundational skills in content creation and copywriting. Achieved a 90% accuracy rate in grammar and syntax, showcasing meticulous attention to detail and commitment to producing error-free contents.", "endYear": "2017", "location": {"city": "", "country": ""}, "role": "Intern", "startYear": "2017"}, {"company": "Creation Cradle", "description": "Participated in a content writing internship, honing writing skills and learning content development best practices. Improved writing speed and efficiency by 40% during internship.", "endYear": "2017", "location": {"city": "", "country": ""}, "role": "Intern", "startYear": "2017"}]}, "status": "success"}

Candidate B Resume:
{"data": {"awards": [], "certifications": [], "education": [{"GPA": "", "degree": "Bachelor of Business Administration", "endYear": "2011", "major": "Entrepreneurial Business Management and Marketing", "school": "University of Wisconsin\u2013Eau Claire", "startYear": ""}], "projects": [], "publication": [], "skills": ["Marketing Operations", "HubSpot Administration", "Marketing Automation", "Account-Based Marketing", "Demand Generation", "Email Marketing", "Data-driven Insights", "Social Media Ads", "Website Management"], "workExperience": [{"company": "PlainID", "description": "Reported to the Director of Marketing managing our marketing technology enabling a team of 5 to execute marketing objectives increasing revenue by 30% and influencing $7M in new pipeline across 50 opportunities. Collaborated closely with sales teams to develop targeted campaigns, resulting in a 177% increase in Sales Qualified Leads. Optimized marketing automation platform resulting in a 50% increase in lead generation, adding 10,000 new contacts. Increased Marketing Qualified Leads by 60% and improved Marketing Qualified Lead conversion by 100%. Supported international teams in the US, EMEA, and global campaigns with a $2 million budget. Successfully implemented and maintained the HubSpot-Salesforce integration, achieving 0 sync errors and 0 duplicates within the first 30 days, improving customer engagement and data accuracy. Implemented ABM platform Demandbase in less than 3 months, achieving 1 million impressions per month and 70%+ account reach. Launched ABM campaigns that drove 50% growth in customer engagement and 36% growth in Marketing Qualified Accounts. Enhanced form conversion rates by 5% through landing page optimization and implementing form completion technology using ZoomInfo.", "endYear": "2024", "location": {"city": "", "country": ""}, "role": "Marketing Operations Manager", "startYear": "2023"}, {"company": "Illusive", "description": "Administered HubSpot platform as the primary administrator, optimizing landing pages and website for demand generation campaigns, resulting in a $12.5 million marketing-influenced pipeline. Managed web development and marketing operations, yielding over $100k in annual cost savings. Achieved 100% of Sales Qualified Leads goal from marketing efforts, contributing to a 20% increase in new logo opportunities. Increased website traffic by 50% Year Over Year, with an 80% increase in view-to-submission rate. Facilitated a team of 6 in executing cross-channel marketing campaigns, leading to a 20% increase in lead generation. Launched and managed 6sense ABM platform, resulting in over a 100% increase in account engagement, accelerating account velocity. Achieved a 130% increase in email click-through rate through strategic lead nurturing and retargeting campaigns. Owned marketing reporting and provided optimization recommendations that track key performance indicators and identify areas for improvement.", "endYear": "2022", "location": {"city": "", "country": ""}, "role": "Marketing Operations Manager", "startYear": "2020"}, {"company": "Modus", "description": "Implemented campaigns, landing pages, emails, and web assets improving operational efficiencies by 45%. Assumed 100% of marketing operations and HubSpot web development expertise saving over $100k annually. Implemented and managed 6sense ABM platform leading to a 100% increase in account engagement.", "endYear": "2020", "location": {"city": "Minneapolis", "country": "USA"}, "role": "Marketing Automation Manager", "startYear": "2019"}, {"company": "Parqa", "description": "Led optimization of marketing automation initiatives, resulting in over a 50% increase in pipeline and achieving form conversion rates exceeding 25%. Enhanced email engagement rates by 50% through the implementation of targeted content and personalized messaging, effectively resonating with the audience.", "endYear": "2019", "location": {"city": "Minneapolis", "country": "USA"}, "role": "Senior Marketing Automation Specialist", "startYear": "2018"}, {"company": "Freelance", "description": "Effectively coordinated and managed inbound marketing processes alongside web development projects tailored specifically for small and medium-sized businesses, resulting in a remarkable 50% growth in business and facilitating expansion into new geographic locations.", "endYear": "2018", "location": {"city": "Minneapolis", "country": "USA"}, "role": "Digital Marketer/Web Manager", "startYear": "2014"}, {"company": "Synecore Technologies", "description": "Served as the administrator for a HubSpot Certified Partner Agency and key accounts, effectively managing client relationships and implementing strategic marketing initiatives that resulted in a remarkable 100% increase in revenue.", "endYear": "2012", "location": {"city": "Eden Prairie", "country": "USA"}, "role": "Marketing Specialist", "startYear": "2011"}]}, "status": "success"}

Candidate A Transcript:
{'pairs': [['Interviewer: Hello and welcome to the AI interview! This interview will consist of basic questions about your background as well as some high-level questions about the skills you listed on your application. Ensure that you minimize long pauses during your responses, otherwise you may be cut off prematurely. Are you ready to start the interview?\n', 'Interviewee: Yes. I am. Great.\n'], ["Interviewer: Great! Let's start with your experience at Elista One. You mentioned increasing the market share by 15% through data-driven strategies. Can you elaborate on the specific data analysis techniques and tools you used to achieve this? \n", "Interviewee: Started with, uh, different clients there. 1 of the client was a interior designer client, and his market share was in India was almost 5%, and he wanted to increase it to more customer. We started with, uh, creating his web page, uh, sorry, website and social media accounts. Then we started promoting all his different, uh, work that has he has done before, including his past clients and hotel renovations and some of the out site city work, which includes uh, starting with the 3 BHK, 2 BHK, and the 1 BHK apartments and these projects. Uh, we started forcing all of this work previous portfolio of his into the social media account and started interviewing clients. We did some, um, one of the work was, uh, one of his, uh, employees started working on their website and I developed the content, created a narrative and helped the brand to achieve its goal of positioning in the market. Uh, most importantly, I gave it a very good face to start with the attachment with this customer, the reliability the brand has, and, uh, the majorly products that he has been selling, which is the 2 BHP and 3 BHP apartments, and also create a unique product line for him, which is renovating of modular kitchens. This all, uh, accumulative work started to refolish, uh, started to redesign his portfolio we got more clients and leads after creating this website of his and the content for his social media and also, um, redesigning his brand again. That's a comprehensive\n"], ["Interviewer: That's a comprehensive approach. How did you measure the effectiveness of these strategies, particularly in terms of data analysis? What metrics or KPIs did you focus on to evaluate the market share increase and the overall impact of your digital marketing efforts? \n", "Interviewee: It, we started seeing the increase in followers and leads we were getting on Instagram. There were a lot of comments that we are getting. Our key features was to reach as much as the audience we can reach in the specific age group, which is, uh, above 20 5 50. Between 2550 to attract new homeowners or people who are starting to invest in real estate. Uh, we started leading, uh, great, we started getting great leads through Instagram and through Facebook. We started And and people looking for different types of real estates and everything. Then we saw a very good spike in the web site because of the content we started creating and we started, um, mostly we started writing contents about it, the blog post, the interviews that we have taken. And after, uh, recite, after reaching to a certain level, after working through like a portfolio, people started inquiring about the work he has done, the work the company has done with the previous clients, including how he has comments we were getting or the emails we are getting. People were also started stepping on the office and other questioning about it. That was a great, uh, effect that we got, uh, as a great result that we got from the world. Um, if I tell you about the KPI, uh, we saw reach around 6,000 to 10000 people from one reel, uh, at least 5% of increase in social media. And we got, uh, at least 5% of increase in social media. And we got, uh, at least 5% of increase in social media followers, including the YouTube and including Instagram and Facebook. And there were a lot of leads that were stepping into the office physically, and we're getting emails and requests from the other social media accounts. Impressive use of\n"], ["Interviewer: Impressive use of social media and content to drive engagement and leads. Moving on to your technical skills, let's dive deeper into your expertise. Starting with brand management, can you discuss a complex challenge you faced in maintaining or enhancing a brand's image and how you overcame it using your skills in brand management? \n", "Interviewee: Let's take an example of one of our client. Uh, he works in a event manager. I used to work in Alista 1, client who used to work in event management. The problem problem with the brand enhancement or managing the brand was the client. The client wasn't available all the time. He, uh, he takes all the The client wasn't available all the time. He, uh, he takes all the government jobs, uh, government events, government work. And it was very, very difficult to rebrand it in a very, uh, Gen Z way to look because his brand was the brand, the brand logo, the black motto, and everything was very far behind the internet and it taking it to the social media and explaining how social media works and how we can express the brand and bring more customer to the brand by the help of content creation and social media was very difficult. The conversation between the brand and the brand is always been a very difficult part of the job. We have to explain the brand how they have to lose whatever their uh, understanding about the brand is very difficult because they they have been growing this brand in a certain mindset and then being an outsider and explaining and advising them brand, helping more customers, more eyes on the brand is going to be the difficult conversation you ever do, especially when it's a brand working for the government agent. They have specific rules, specific guidelines to follow, and you cannot just make content based on your ideas. You have to understand that the brand is also taking some steps that helps them gain the, uh, numbered customer till now. You cannot affect the change totally. You cannot change the brand totally so that they lose the potential customer they have right now and to attract the future customer. So this conversation has always been the very difficult one, but I, uh, from my skills what I have understood because I worked in this place in a for a very long time that the conversations should be just not putting the changes into them, but also understanding what the brand has been doing for last few years or since it has started. So joining both these ideas, join the traditional ideas the brand used to follow and new innovative ideas, uh, bringing them together and compassion them into a very good dialogue is very important as a brand manager. Works they are going to handle and also keeping Understanding the balance.\n"], ["Interviewer: Understanding the balance between tradition and innovation in brand management is crucial, especially in sensitive sectors like government-related events. Shifting focus to your digital marketing skills, particularly SEO, can you describe a situation where you had to significantly improve a website's SEO performance? What were the specific challenges, and how did you address them to achieve your goals? \n", "Interviewee: Well, starting with SEO, the the the problem I always get is to redesign the website or the landing page or maybe the blog. Because, uh, the volume of keywords are increasing every day, and I have to match the content with the correct tags, with correct keywords, with the correct volume. And to keep up with the trends, this few categories are very difficult to maintain as a digital marketer. So I take help of few tools like Semrush and, uh, Google Trends, Google Console to understand what the markings are going on with the website. I help take help of the content creation, like write writing down the content. I do all the content myself because understanding of the website, the customer they are looking, and I will change every day, like, sorry, change the content every week to understand which content is getting more views, which content it's, attraction and how to, uh, how it will be upgrading the content more and more, and especially with the help of different people in the team. I always go back to the website designer, I always go back to the people who has worked before. And with the help of them, we create a very good narration to the brand. We help to create the content aligned with the keywords, aligned with the train trends, and, uh, it help us to distinguish be between being jargon in the website and being unique in the website. We don't want to be like the same brand, every brand is talking about, uh, innovation, technology, and how AI is helping us. We want to be a different voice. So these things help us to understand how we are taking a stand as of being a very particular voice through this content creation rather than being, uh, repetitive and jargon and almost the same as the other brand or the next person. So SEO becomes a very great, uh, tool for us to understand where the trends are going on, how to follow the trends, and when to differentiate from the trends, and how to rank as a very unique voice in the website or in the Internet and how to attract more customers or more reader or maybe more, uh, followers through this being different from other. Um, one of the greatest achievements that we have been doing through keywords is for one of the client who was a media in the media industry from the media industry. And he had 0 followers, 0, um, uh, 0 keywords, we understood how sorry, the demographic we could able to change the entire scenario in 2 weeks. We've got more followers, we got almost 10 ks views on his Instagram channels, we got more followers, we got almost 10 ks views on his 10 ks views on his Instagram channels, we got more than 100 subscribers on his YouTube, and it became a great achievement in my career and for the brand also. So it's very different and very important to understand where to stand, how to stand, which trends to follow, which trends to ignore, and how to be a unique voice in this entire thing. So this became a greater, greater help understanding SEO, understanding the keywords, understanding the keyword volume, understanding which words or which things, uh, which important phrases are aligned with your brand and which are not. Your strategic approach\n"], ["Interviewer: Your strategic approach to SEO, focusing on content relevance, keyword optimization, and trend analysis, is commendable. Now, let's delve into data analysis, another critical skill you've listed. Can you describe a particularly challenging data set you had to analyze? What made it challenging, and how did you go about extracting actionable insights to inform your digital marketing strategies? \n", "Interviewee: I would like to take an example of chai time movies one of the work that I have been done for a month. The most challenging part of that was China movie was integrated with different Media company. They had they had the same to say audience. They were integrated before now try time movies came to me and they explained that how they want to be different from their viewers in us and focus on Indian viewers and the most difficult part was they already had the fan base which was particularly in US particularly focusing on the US region and they were collaborating with different media company which was situated in us and then focusing on India within a month was a very difficult and very challenging work. So I asked them that if I can get the data of their viewers. Have been catering for all this years and I could review what are the probability that they could have a greater or seen maybe not less but greater or same approach was India and Bangladesh. One of the difficult point was to explain them that how you us we use customer new content differently than Indian customers the every eval. Mission every understanding of the data was purely dependent upon Indian Society rather than in US Society there. They have to shift the entire content Creation in accordingly to the Indian Society rather than how they were making in us. So the so the understanding of the data was what the four key features that I came up with the data focusing on issues like us issues US immigration unemployment should be shifting to more traditional ways of India issues. For example, working on religious attributes working on how normal human being in India suffer from traffic and laws your or the Discrimination or the gender bias shifting that is Shifting views second is to portrayal of Indian in the market there. Content previously was based on us. They were us places. They were us workers or actors acting on so we have to totally change the place and actors into the Indian word second. The war language is they can shoot they shot using so that the Indians should understand that this content is catering to them doesn't have to be all the vernacular language at the first word. It's very interesting if you use Hindi and Order and Tamil Nadu. Sorry Tamil into that because more of the people will attracted to the vernacular languages. Second include infusing religion or rituals or maybe some important segment from Indian background or traditional or culture because that's how people are drawn towards that so I went back and researched in different type of contents produced in India for catering for Indian customers only such as the Royal stag shorts films and there were some contents created by YouTube. Content created in YouTube by YouTube users and I went back and analyzed the four components that I talked about was different from the my clients. We went back to the content. We recreated every script we understood how to implement the Indians of the world in the program and then we came back and we started working on the continent this analysis of the data different from US market to Indian market was very very important for all of us me and the brand to understand where we are going with the content. If we if we haven't done this if we haven't made the important changes his idea of coming to India being a Us Creature coming to Indian catering to Indian Community or society would be a failure. So understanding this data and analyzing what are the things that he needs to implement? What are the things he needs to this cut from his cut or deduct from his content was very essential and I think I did a pretty good job becauseIt was a one project and we could only do this much in this little bit of time and the client was very happy. We were very happy with the results.\n"], ["Interviewer: Your approach to adapting content for a new demographic by deeply analyzing viewer data and cultural preferences showcases a sophisticated understanding of data analysis in digital marketing. Given your expertise in SMM marketing, could you share how you've leveraged social media metrics and analytics to refine a campaign? Specifically, what metrics did you prioritize, and how did those insights lead to adjustments in your strategy? \n", 'Interviewee: So I will talk about a work I did with Yuma. Uh, she is, uh, she is running an agency in UK. She has a lot of brands, uh, she works with. And the most difficult part of her of her creating content was, especially in social media marketing, that she did not understand how to cater all the brands and still keep her voice different. Uh, let me be a little more explanatory in this section. It sounds like you were\n'], ["Interviewer: It sounds like you were tasked with a complex challenge of maintaining a unique voice while managing multiple brands. In tackling this, what specific social media metrics did you focus on to ensure each brand's content resonated with its target audience, and how did you use these metrics to adjust your strategies? \n", "Interviewee: So we focus on the work. Mostly for example, if the company or the brand is selling curds and hair product we focus on mostly on the customers that are working towards the hair product and looking towards the hair product for example graduates or Google form. These are the places where people started questioning few things like my hair is falling out and my things I cannot take care of my hair. So we were starting targeting this product specific product to specific customer. We started working on different Google forms and started Distributing to understand. What are the customer we should be targeting most for which brand if I'm selling let's sick and I started targeting men that will be totally not a great campaign. So we started celebrate Distributing more and more Google forms. We started creating more questioning in the Instagram with the polls and everything to explain to understand what our customer wants. One of the biggest question biggest campaign we have done till now for calls and length is that we started tiktok video. The client posted the tiktok video with the pool to understand. What is the next product the customer want to understand? The customer voice is the greatest part of the brand Innovation. If you don't understand the customer voice the brand will not really understand to the customer accordingly. So we started the poll we I started reaching to customers through DMs and we started answering the question in the comments. We let a campaign called ask me anything about the hair or it was something like that. We came out of better tagline. I promise I don't remember right away and this started questioning us and we started posting that online whatever the question that we're having and they started answering them. We started releasing whatever the orders we had. We started releasing elected with them that if you have any issues or any problems, or you want to find a new product, please comment down in a social media and as a manager, I understood the brand what they are working with what the helping with what they are targeting and I started replying to them. I started managing the comments and started making a Excel sheet out of it the problem how we can resolve it. What are the answer that I give to the problem? What are we can promise and how we can answer them so brand has this loyalty with the customer and the customer had the Loyalty with the brand this conversation is very important right now in social media because now when you can touch the brand the brand is somewhere else the customer somebody somewhere else social media is a place or the platform that connects the brand with the customer and having a very lucid conversation or maybe even trying to make a conversation with the customer makes a lawyer Blaze and it helps the brand to grow further being a loyal customer. So go further and have customer and the customer to be believed that the brand is not just to make money out of them but also to sell and product that will benefit them and it's legit because there are so many websites so many Brands popping up here and there and you being a unique voice is this is how you can you make be a unique voice and this is how your social media manager can help you understand your customer and help you understand how you will be different and unique in this because social media platform is one platform where the brand meets the customer and the customer meets the brand and this management is very important and very necessary for any brand to have a particular conversation particular understanding between their customer or their is no where else they cannot communicate or connect with the customer and know the feedback. This is the best way they can do and I think the social media manager has a very very important role in to this.\n"], ['Interviewer: Thanks for taking the time to interview with us! The time allotted for our interview has come to an end. We will reach out to you with next steps shortly. Please click the end interview button to end the interview.', 'Interviewee:']]}

Candidate B Transcript:
{'pairs': [['Interviewer: Hello and welcome to the AI interview! This interview will consist of basic questions about your background as well as some high-level questions about the skills you listed on your application. Ensure that you minimize long pauses during your responses, otherwise you may be cut off prematurely. Are you ready to start the interview? \n', 'Interviewee: Interview? Yes.\n\n'], ["Interviewer: Great! I see from your resume that you've had extensive experience with marketing operations, particularly in optimizing automation platforms and implementing ABM strategies. Can you walk me through a specific instance where you integrated Salesforce with HubSpot at PlainID, and the challenges you had to overcome?  \n\n", "Interviewee: Yeah. Um, so I joined Plan ID, and they had a HubSpot and Salesforce set up. There was a sales ops person who had set it up. Um, but I noticed when I was auditing the system that there was a lot of sync errors between HubSpot and Salesforce. Um, and there was a lot of duplicates. Um, so I went through and eliminated all of the sync errors and, uh, eliminated all of the duplicates. I made sure that the leads were flowing through the systems from, uh, our website and our offline campaigns, um, all the way through HubSpot to Salesforce. And, uh, I made sure that the, um, you know, lead tracking was set up properly and leads were getting added to campaigns properly so that we could do multi touch attribution. Yeah. So I would say probably, like, 60 to 70% of leads we're getting through, um, when we were doing offline campaigns, um, before I joined. And, um, you know, I meticulously went through each campaign, um, as we uploaded the leads into the system and make sure that they weren't getting any sync errors so that they could be properly added to Salesforce campaigns. So that, yeah, we could track our marketing results.\n\n"], ["Interviewer: That's a significant improvement in lead tracking and campaign attribution. When you were resolving the sync errors and deduplicating the data, what specific strategies or tools did you use to ensure a smooth integration and data cleanliness between HubSpot and Salesforce?  \n\n", "Interviewee: Yeah. Um, a combination of the dedupe, um, wizard with HubSpot as well as a marketplace software solution that allows you to do bulk deduplication, um, using HubSpot. Um, we had lean data set up on the Salesforce side to do deduplication. Uh, so the problem was in HubSpot, um, when you uploaded a lead that was a duplicate lead in Salesforce. And it wasn't, um, syncing properly. Um, you had to figure out why it wasn't syncing properly, um, using the audit tools in HubSpot. And then, uh, fix those errors so that they could sync. And then you could, um, merge them or dedupe them.\n\n"], ['Interviewer: Interesting approach with the combination of tools. Shifting focus to your work with Full Circle Insights for multi-touch attribution, could you explain how you configured Full Circle Insights within the existing Salesforce and HubSpot setup to track the customer journey more effectively?  \n\n', 'Interviewee: Yeah. We set up 3 models, um, with full circle insights so that we could do multi touch attribution reporting in Salesforce. Um, we used a first touch, last touch, and a multi touch model. And that was, uh, so that we could build reports and dashboards based on these models. Um, we had a multi touch attribution reporting dashboard, um, that allowed you to see, uh, you know, lead first touch, contact first touch, MQL first touch, opportunity first touch, and then, of course, um, you know, the last touch for each one and multi touch for each one. This was really helpful in identifying which campaigns were performing well. We also, um, upgraded our full circle insights instance so that we could include digital touches. And we were implementing that towards the end of my tenure at plan ID.\n\n'], ['Interviewer: The use of different attribution models is quite insightful. When you upgraded to include digital touches, what were the key challenges you faced in capturing and attributing those touches accurately, especially considering the integration with HubSpot for online engagements?  \n\n', "Interviewee: Yeah. Um, some of it was budget constraints and, um, building a business case for it. Some of it was implementation time, um, working with Full Circle. They, uh, helped us implement a AWS or not. I think it was Google Cloud, um, instance so that we could track anonymous, um, users data and then, um, setting up the reporting and campaign automation in Salesforce using their their, um, object tool. So, um, we could track, you know, all of the, um, digital touch points that came in, especially from anonymous visitors. Um, this was all mostly done in Salesforce. Um, so, uh, the HubSpot integration did not exist. It does not exist, um, for full circle insights. But this allowed us to track, you know, the first touch. Uh, somebody comes in from a LinkedIn ad or a, um, Google ad or something like that. If they don't fill out a form, they remain anonymous. Um, so but, you know, if a, you know, a year goes by or something like that, and then they um, fill out a form on our website, we can track that, um, data all the way back to when they first, uh, hit our website from, uh, Google Ad, for example. Um, and that is all done with the full circle digital touch product that they have, I can't remember what it's called.\n\n"], ["Interviewer: The implementation of Full Circle's digital touch product sounds quite complex yet impactful. Given the limitations with HubSpot's integration in this context, how do you envision enhancing the integration between HubSpot and Full Circle (or similar attribution tools) to streamline the process of tracking and attributing online engagements more effectively?  \n\n", "Interviewee: Um, we're we're using HubSpot for our lead source data. So if somebody comes in, um, there's an original source tracking process in HubSpot that allows us to, um, fill out our, uh, lead source field, um, that is synced to Salesforce. And we have workflow set up to automatically assign those lead sources. Uh, so, you know, if somebody comes in from uh, organic LinkedIn, um, we'll know that. Um, we're also using tracking URLs on everything. So I implemented that when I was there to make sure that, you know, all of our organic social traffic is getting tracked, um, properly, and all of our organic search traffic and all of our offline campaigns and stuff like that. As far as making sure that HubSpot and Full Circle are working together, I don't see an integration right now. Um, that's why we're using FullCircle's digital touch points, um, product, um, to do that use with their campaign attribution tool. Um, that was sort of a necessary piece of the tech stack that we needed, um, if we wanted to do attribution reporting with full circle, um, inside Salesforce.\n\n"], ["Interviewer: Your approach to leveraging HubSpot's lead source data for initial attribution is quite strategic. Considering the reliance on Salesforce for detailed attribution through Full Circle, how do you ensure data consistency and accuracy between HubSpot and Salesforce, especially with the ongoing campaigns and lead nurturing activities?  \n\n", 'Interviewee: Yeah. Um, the sync errors were removed, like I said, from, uh, when I started. Um, and then ongoing maintenance of those sync errors, uh, is important. And then making sure that our fields are synced, um, to Hubs or from HubSpot to Salesforce properly. Uh, so, like, lead source information, tracking information, conversion information, um, is is synced properly and the leads are syncing properly. Um, that is sort of how I was maintaining it. And then making sure that, uh, you know, the proper leads are getting added to campaigns and auditing and maintaining the sync issues between HubSpot and Salesforce. Um, I also set up a custom object in HubSpot for Salesforce campaigns to sync, um, back to HubSpot so that we could see you know, make a list of, um, those that were added to a Salesforce campaign and the, um, campaign statuses that allowed us to, um, build out, uh, you know, on nurturing campaigns and lead lists and and things like that based on Salesforce campaigns. We did a lot of events, uh, and offline marketing using Salesforce. And so that data was mainly, uh, set up and maintained in Salesforce. And so the the, um, project there was to make sure that we were getting, uh, that information back into HubSpot, um, as best as we could.\n\n'], ["Interviewer: The ongoing maintenance and sync process you've described are crucial for ensuring data integrity. Shifting focus a bit, let's talk about your experience with the Demandbase and 6sense ABM platforms. Can you compare the implementation and use of these two platforms in terms of their integration with your existing systems, particularly HubSpot and Salesforce?  \n\n", "Interviewee: Yes. So 6¢, uh, basically requires you to have Salesforce. It works with their, um, you know, accounts in Salesforce. Um, one of the problems that you run into with 6 Sense, HubSpot, and Salesforce is, uh, accounts don't sync, um, from HubSpot to Salesforce. Um, there's a lot of duplicates that are created. And so it's important to maintain, uh, you know, your duplicates in HubSpot, um, when it comes to account based marketing. There's a lot of them usually at the beginning. What I found is that you can build a list of accounts that hadn't synced, um, since you had deduped, and then you can just remove them because there's no way to merge accounts right now with HubSpot. So that was, uh, you know, part of the process of keeping data up to date, uh, with 6 Sense, Salesforce, and HubSpot. Demand based, uh, again, we had to work with domain based to make sure that we weren't creating duplicates. At first, when we set up the system, it was creating duplicates, um, in their end, and then, um, it would create syncing issues with our account scoring and lead scoring, um, from demand based, um, to Salesforce. And so we had to work with them to make sure that that was set up properly and that we weren't creating duplicates in demand base. The there is no integration with 6¢ or Demandbase and HubSpot, but there is integrations with, um, Demandbase and Salesforce. Um, so if you make sure that, um, your data is is flowing properly, there are no duplicates, and there are no sync errors between Demandbase and HubSpot and Salesforce, um, then typically you have, uh, you know, good clean data.\n\n"], ["Interviewer: Managing account and data integrity is indeed crucial for ABM platforms like 6sense and Demandbase. Given the challenges you've faced with account syncing and data cleanliness, what strategies or tools have you found most effective in maintaining clean and synced account data across HubSpot, Salesforce, and these ABM platforms?  \n\n", "Interviewee: So we're using Salesforce and Demandbase. I'll talk about that. Uh, we did. That would it would create an account in demand base and then sync it to Salesforce, um, using, uh, you know, the duplicate algorithm based on the account name, address, and phone number, um, I believe. And we were using Salesforce as our source of truth. And so, uh, uh, if an account was in Salesforce and, um, we could sync it to demand base and, um, all was good. Sometimes accounts would come in from demand base, um, that works in Salesforce. And so we would have to make sure that the account was created in, um, Salesforce. And then, uh, it would, um, sync back to demand base, and then we could do our lead scoring.\n\n"], ['Interviewer: Using Salesforce as the source of truth for account data and leveraging the syncing process with Demandbase for account creation and management is a solid approach. How about with 6sense and HubSpot? Given the limitations on direct integration, how do you ensure that the data and insights from 6sense are effectively utilized in your HubSpot workflows, especially in terms of identifying and engaging with high-value accounts?  \n\n', 'Interviewee: Can you repeat the question?\n\n'], ['Interviewer: Certainly. With the limitations on direct integration between 6sense and HubSpot, how do you currently ensure that the data and insights from 6sense, especially regarding account engagement and intent, are effectively utilized in your HubSpot workflows to target and engage high-value accounts?  \n\n', "Interviewee: Um, so we had all the fields mapped from sixth sense to HubSpot account and and leads. So if there was like an intense score or a qualification score on the account that would come in from six cents and we use that intent data to feed into HubSpot. And then we could do lead scoring in HubSpot. If we wanted to or you could use sixth senses your main lead scoring tool. and as far as accounts coming into sixth sense they would sink between the two based on. The Domain in HubSpot, and so if the domain was the same in sixth sense as HubSpot and those accounts with sink there was there wasn't a lot of sink errors as far as I remember. It's been a little while now. But um, yeah, I would look at Making sure that your accounts and your leads and your data is thinking properly from six cents to HubSpot.\n\n"], ['Interviewer: Mapping the intent and qualification scores from 6sense to HubSpot for lead scoring is a strategic use of data to enhance your marketing efforts. Given this setup, what specific metrics or outcomes have you tracked to measure the effectiveness of this integration in terms of lead quality, engagement, or conversion rates?  \n\n', "Interviewee: um, we increase accounting engagement by You know quite a bit. It's been a while since I've looked at the data, but you know when you set up a system, it goes from 0 to you know. 100% pretty quick but the intent data coming from Sixth Sense allowed us to hone our marketing and sales efforts on accounts that were heating up and then we could trigger, you know, workflows and and nurturing campaigns and Target. SDR Outreach emails account base marketing tactics, you know. From HubSpot or yeah from HubSpot. And sales loft or Outreach depending on which tools you're using. So giving an account, you know, an intense score allows you to focus your marketing and sales efforts, basically.\n\n"], ['Interviewer: The use of 6sense intent data to drive targeted marketing and sales efforts is a significant strategy. In evaluating the effectiveness of these targeted efforts, what methods or tools have you used to attribute engagement and conversions back to the specific campaigns or initiatives that were driven by 6sense data through HubSpot?  \n\n', "Interviewee: Yeah. We're looking at, um, account engagement scores. Um, and, you know, are they increasing month to month, quarter to quarter? Especially at our target accounts, you know, so you can pull a report in 6¢ to see how those accounts are engaging and, um, which accounts are engaging, which ones are increasing. So we pulled those reports. Um, and then we also looked at our conversion rates, uh, from, you know, our ABM display campaigns, um, and to see, you know, are they are they improving over time? Um, are they, um, you know, are there target accounts converting? You know, our high intent accounts, um, converting, that kind of stuff. Um, so yeah. You can look at conversion rates, uh, using, um, 6¢ tools.\n\n"], ['Interviewer: Thanks for taking the time to interview with us! The time allotted for our interview has come to an end. We will reach out to you with next steps shortly. Please click the end interview button to end the interview.', 'Interviewee:']]}

Preferred Candidate: