Prompt:
Job Description:
headhunter-or-recruiter

Candidate A Resume:
{"data": {"awards": [], "certifications": [], "education": [{"GPA": "", "degree": "Bachelor of Arts", "endYear": "2011", "major": "English Literature", "school": "University of Delhi", "startYear": ""}, {"GPA": "", "degree": "MBA", "endYear": "", "major": "Human Resources & Finance", "school": "Punjab Technical University", "startYear": "2011"}], "projects": [], "publication": [], "skills": ["Applicant Tracking Systems (Greenhouse, Lever, Oracle)", "Data-Driven Decision-Making", "Diversity and Inclusion", "Stakeholder Management", "Candidate Sourcing", "Performance Metrics", "Team Leadership", "University Recruitment", "Vendor Management", "Global Talent Acquisition", "Change Management", "Problem-solving"], "workExperience": [{"company": "ChargePoint", "description": "Responsible for North America and APAC hiring, open positions ranged from 90 to 300. Part of Global Talent Acquisition Leadership team. Ownership of two major OKR of Talent function. Known for stakeholder management especially for challenging departments. Got standing ovation for winning tough stakeholders in global team call. Expert of process improvement and responsible for project management of bucket list of same. Automated manual reporting saving several manhours, 12% increase in sourced hire, improving employee handover process from TA to HR, implementation of ATS, etc. Established high performing global hiring team and fostering performance driven positive team culture resulting in fast paced hiring of whole customer experience division of around 200 people within less than year, multiple successful critical hiring, niche hiring, etc. Managed team of 11, out of that 6 in North America, 5 in India consisted of sources, recruiters and coordinators. Represented TA team in business leadership meetings. Represented company in multiple university hiring and hiring events. Department hired for- Software Engineering, Hardware Engineering, Business Applications, Finance/ Accounting, IT, Information Security, Sales, Sales Ops, Marketing, People Operations, Customer Experience, Technical Writer, etc. Established regional talent function from scratch, implementing all processes aligning with global standards. Integral part of ERG formation in company and instrumental in driving them. Spearheaded change management efforts for seamless adoption of new systems or processes among employees. Identified and created recruitment and administrative performance metrics and data to analyze trends, drive change, and assess progress.", "endYear": "2024", "location": {"city": "Vancouver", "country": "Canada"}, "role": "Senior Manager, Talent Acquisition", "startYear": "2020"}, {"company": "ION Group", "description": "Implemented ATS Lever. Created multiple forms and trained interviewer community. Represented company in university hiring nationwide in tier 1 colleges. Hired 50-200 fresh graduates year by year. Subject matter expert for hiring in Client Services, QA hiring and Developer hiring. Hired niche algorithmic trading software developers with great data structures, algorithm and Design knowledge. Managed full cycle recruiting process for multiple roles simultaneously while maintaining high-quality standards in candidate assessment and selection. Trained TA team in different states in acquired companies to align team with global talent team. Effective sourcing techniques resulting in high selection ratio and lower Time to fill.", "endYear": "2020", "location": {"city": "", "country": ""}, "role": "Talent Acquisition Specialist", "startYear": "2012"}, {"company": "GlobalLogic (Acquired By Hitachi)", "description": "Started with sourcing, and was trained for passive sourcing without any paid job board or professional accounts. Utilized non-conventional and free sources of hiring like Google Group, yahoo groups, LinkedIn, networking, Promoted to recruiting team within couple of month due to multiple closures of niche roles. Gained expertise in end-to-end hiring. Developed strong relationships with candidates, fostering trust and maintaining open lines of communication throughout recruitment process. Successfully filled high-volume roles in fast-paced environment by prioritizing tasks efficiently and managing multiple requisitions simultaneously. Initiated and owned 'Welcome Call Engagement program' resulting in increased joining ratio. Efficiently handled external vendor management and actively participated in recruitment drives.", "endYear": "2012", "location": {"city": "", "country": ""}, "role": "Associate Talent Acquisition", "startYear": "2011"}]}, "status": "success"}

Candidate B Resume:
{"data": {"awards": ["Gold Medalist from Banaras Hindu University for achieving first position in B.A (Hons) Arts.", "Won third position in Dance competition held by Kashiyatra'16 - an IIT BHU Fest"], "certifications": ["Diploma in Human Resource Management - Udemy", "Fundamentals of Digital Marketing - Google", "Excel - Great Learning"], "education": [{"GPA": "8.75", "degree": "MBA", "endYear": "2021", "major": "", "school": "Birla Institute of Technology, Mesra", "startYear": ""}, {"GPA": "8.5", "degree": "B.A (Hons) Arts", "endYear": "2018", "major": "", "school": "Banaras Hindu University", "startYear": ""}], "projects": [], "publication": [], "skills": ["Recruitment", "Stakeholder/Client Management", "Communication", "Time Management", "Candidate engagement and", "Offer Negotiation", "Relationship Building", "Sourcing"], "workExperience": [{"company": "Infosys BPM", "description": "Coordinated full cycle recruiting efforts, generating requisitions, sourcing candidates and conducting background checks. Sourcing, Screening, Shortlisting and scheduling interviews. Filled more than 400 positions for clients like Arrow, EY, Jensen Hughes, ITD-CPC etc. Stakeholder Management & Vendor Management. Conducting offline recruitment drives at office. Specialized in finding top talent for finance and customer support profiles. Maintained hiring data and candidate pipeline. Offer negotiation with potential hires about compensation packages and final offer release.", "endYear": "2022", "location": {"city": "", "country": ""}, "role": "HR Associate", "startYear": "2021"}, {"company": "Ifortis Worlwide", "description": "Helped HR team build and maintain company culture focused on recruiting and supporting top talent. Created, Trained and supervised team to deliver hiring targets. Posted job listings on various platforms & social media channels to increase talent pool.", "endYear": "2021", "location": {"city": "", "country": ""}, "role": "HR Intern", "startYear": "2021"}, {"company": "People's Action for National Integration (PANI)", "description": "Recruitment and selection of community resource person and field staff. Organized documentation for recruitment and onboarding procedures. Offered assistance throughout recruitment process.", "endYear": "2020", "location": {"city": "", "country": ""}, "role": "HR Intern", "startYear": "2020"}]}, "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: You? Sure. Go ahead.\n\n'], ["Interviewer: Great to hear! Let's dive into your resume. I see you've had extensive experience with Applicant Tracking Systems (ATS), particularly Greenhouse, Lever, and Oracle. Can you elaborate on how you've leveraged these systems to improve the hiring process, specifically in terms of data-driven decision-making and enhancing diversity and inclusion?  \n\n", "Interviewee: Sure. So, um, uh, last I worked in Greenhouse, and, um, there are a lot of reports we used to pull, like, source of hire and, um, um, time to hire, time to fill, um, then conversion ratio. So these things help in, um, gauging that, uh, in your whole interview process. They talk about time to hire, then um, which step took the maximum time and then do the root cause analysis and then understand what's the problem and solve it so that you can decrease the time to hire. Same for, um, the time to fill that, you know, which steps are were there where lot of rejection happens. Say for that matter, if the rejection is happening between, um, recruiter call, like screening and hiring manager phone screen, that means screening needs to, um, get better. And then they sit with the hiring manager, talk again about the requirement, talk to them about keywords, and maybe target companies and any, um, and every knowledge around it and then improve the screening part. If the rejections are happening between the hiring managers, um, screening and then the, uh, full loop interviews, Then, uh, the calibration is the issue. Then we just, um, you know, we, uh, request the hiring manager that he may he or she may sit with the hiring team and talk about it, that why there is this gap. So this was about data driven approach, um, by using ATS, um, like, using their reporting systems. And if I talk about diversity and inclusion, again, uh, through ATS, we can pull reports where it says about the pipeline health that is it diverse or not, um, gender diverse or not, or other kind of diversity is included or not. Then we can accordingly take measures. Like, one of the measure we took around was, uh, in our internal panel, um, it was not necessarily the gender diverse. So we made a mandate that, um, it has to be gender diverse. So whenever a hiring manager used to provide us the interview panel, they have to, you know, share, um, agenda diverse panel for sure. Thank you.\n\n"], ["Interviewer: That's a comprehensive approach to leveraging ATS for data-driven decision-making and diversity initiatives. When it comes to the reports you mentioned, such as source of hire and pipeline health, how do you ensure the accuracy and completeness of the data, especially considering the impact it has on strategic decision-making?  \n\n", "Interviewee: Oh, sure. That's a very important piece. Um, uh, I used to tell it to my team. It's like garbage in, garbage out. So if we are making decision based on the these data so these data output or on the insight comes from the input we give it to, uh, the machine. So the system doesn't have their own intelligences as of now if we talk about. So, um, I used to talk to my team that whenever we put any data, we have to be really accurate about it. Like, uh, for that matter, I'll give you an example. Like, sometimes what happens is, like, a hiring manager say that, okay. I'm keeping this, um, like, requirement on hold for some time. And if the TA person doesn't go and change that into the system, that, okay, it is on hold for now. The aging will keep on going. Right? So, um, that will reflect the wrong data about that rule that, okay, this rule is open for this long, while in actual, it was on hold. So, uh, to make sure that whatever data is going into the system is accurate and correct is important aspect of it. And that, um, goes without saying that each and every member of the TA team takes care of it and be very vigilant about it and be very active on it. Um, so that's how I took care of this piece.\n\n"], ['Interviewer: Absolutely, the "garbage in, garbage out" principle is crucial in data management. Shifting focus a bit, you mentioned leading a global talent acquisition team with positions ranging from 90 to 300 open roles. Could you discuss a specific challenge you faced in managing such a large-scale operation and the strategies you implemented to address it, particularly from a stakeholder management perspective?  \n\n', "Interviewee: Sure. Um, stakeholder management piece is one important or strong point of me, I would say, in my role. Um, I give very, uh, important, uh, like, due weighted latest to communication. Communication is the key piece in stakeholder management. And, uh, what all it can do best. So right from the kickoff meeting, when you meet the hiring team for the first time, so you set, uh, everything at at place. Like, you know, you start with your, um, SLAs first that okay. These these these are my SLAs, and my recruiting team will take care of it. But at the same time, uh, recruiting is a partnership. Okay? So it's not that just the hiring. The recruiting team, uh, will do all part. We need equal support from the hiring team, the hiring managers, the interviewers. So, um, setting the stage up, setting expectations up, like, you know, following the industry standards of feedback sharing, like, within 24 hours, uh, the feedback should be in the system. And then, um, if if we have scheduled an interview and you're not able to make it, um, after accepting the invite, so it's your duty to, uh, give give your, you know, your replacement at that time so that we can take care of the candidate experience part. Apart from, you know, doing the kickoff meeting and, um, bringing everybody at, um, uh, at same, uh, ground, the expectation setting in SLAs. Um, then the approach which I take is a 3 stage approach. Like, first, I believe in listening very clearly with open ears and, um, understanding their pain areas, what exactly they want, what are the their main concern areas. Um, the second stage comes where, um, I share my research, my knowledge with them, and understanding of the candidate landscape and the candidate market, how it looks like, and share with the hiring manager and set up that trust that, yes, we know our bit, and, um, this is the insights. This is the, um, current, um, talent mapping, which um, we know and share with them. So the trust is where they know and they understand that, okay, we are coming with, uh, some background, some research, some knowledge. Then the 3rd stage come where, you know, we execute stuff and then we hear each other, like, if we are, um, not satisfying them. So we hear, um, our feedback constructively and try and improve on that side. Same way when you build that trust and, um, cater to that, then they also are ready to hear what you have to say. Like, you know, sometimes what happens is, like, they're looking for a star, a player and keep running towards that and, um, not understanding that maybe that skill mix is not not, um, that, um, abundance in the market. So, um, this is the piece which, uh, helps me in stakeholder management. Then 4th part comes is is is the data sharing. Like, you know, when you share the data with the hiring manager that, okay, we have reviewed these many profiles. Out of them, we'd screened out these many candidate, and then we just are sharing these, you know, fully filtered candidate to them. So making them aware of the process also that, um, what due diligence we are doing from our part, then they are more, um, you know, accepting and, um, understanding. So that also helps in stakeholder management. And, yeah, I guess this is all.\n\n"], ['Interviewer: Your three-stage approach to stakeholder engagement, starting with listening and moving to knowledge sharing and execution, is quite insightful. How do you ensure this level of engagement and process adherence across different teams, especially in a geographically dispersed setup like North America and APAC?  \n\n', "Interviewee: Yeah. Good question. Um, so when you set an approach and process, uh, it's always important that you do the consistency and, um, cater to everybody equally. And for that, um, I I I I believe in empowering my team. So it should not be that I'm the bottleneck, and I always do all bits and piece of it. So, um, as I said that I was managing the global team, um, sitting in North America and India, who was managing APAC. And North America, the team sitting in California, Campbell, was managing North America. So I used to empower my team, um, impart all the knowledge and all the approach with them, and keep them trained and, uh, mentored around it. And, um, I I created different swim lanes for different recruiters that, okay, this department, uh, you will be handled. So these are your stakeholders. And, um, so their level would be till director level. And if there, um, my, uh, if there is any escalation. So I, um, used to come into the picture. So I I I did this management incrementally, you can say, and keep on, um, believe in continuous improvement and continuous, um, empowering of the team and, uh, continuous um, mentoring of the team, um, where, uh, you set, um, KPIs for them very clearly that these are your KPIs. Stakeholder management is also a piece. Um, and, um, accordingly, they understand that it's not about just the execution that, okay, a hiring has come and then you have to just fill that with numbers. No. The quality matters, and, um, that will increase your stakeholder management. So so, um, keeping that, you know, regular in your team helps in managing it across the, um, across different reason, across different time zone. And I am one person which don't believe in, um, um, holding up anything. Like, if anything is pending on me, I'm the blocker. I would, um, do it right away. And I used to make myself available, uh, in different time zone as well. Like, you know, I used to be up in ISTRs as well even being in Vancouver, because I really like recruiting function, and I can't hold things up, um, just on me and, uh, keep the whole process hanging. So that helped me.\n\n"], ['Interviewer: Empowering your team and establishing clear swim lanes for responsibility is a strong management approach. Shifting focus to the technical side, you mentioned implementing ATS systems, particularly Lever. What were some of the key technical challenges you faced during the implementation of Lever, and how did you overcome them to ensure a smooth transition for your team?  \n\n', "Interviewee: Nice questions. So, um, technical as in, um, as I'm into recruiting functions, it was not like, uh, any tech part I did for the implementation. So the tech implementation was done. I would say that what part I worked for was the acceptance of it. You know? Because change is one thing which is not welcome for, uh, welcome all the time. Okay? Like, especially for hiring managers and interviewers. So they're already busy with their core work. Right? Their core work was their function. And when you change thing, it is a overburden, overhead for them. Right? So, um, making them understand the value of it that, okay, right now we are spending some time on it, but, uh, in long run, it will save immense time of them. Right? Because everything doing over email and losing tracks of it and, um, that, uh, waste a lot of time for everybody. And having an ATS, um, so making them understand the value of it that everything will be at one place. In one click, you can see different things. It will give you different insights about your team, about, um, the work, about how many team members are taking, how many interviews. So you will have a good assessment of your contribution in hiring and your team members' contribution in hiring. So I would say the, again, uh, the management piece of, uh, uh, of acceptance of the new ATS, uh, which I worked. And then, uh, definitely, on technical side, I would say that, um, I created different forms like feedback form. So I created a, um, feedback form, um, in the system, and then I gave a presentation come training to the interviewing and hiring team to tell them, like, how it is working. Like, I used that, um, scale of 1 to 5 for ratings. So what means what? Like, one means least and 5 means more. So, um, sharing them about it and where they can, um, apart from rating, how where they can give the detailed feedback. So introducing them to the different fields and how to navigate, um, across the ATS, um, for the info they need. Um, so that part I took care of during the implementation.\n\n"], ['Interviewer: Focusing on the change management aspect of the ATS implementation is crucial, especially in a field where technical adoption might face resistance. How do you envision leveraging more advanced technologies, such as AI and machine learning, within the recruitment process to further enhance efficiency and effectiveness, and what challenges do you anticipate in adopting these technologies in a talent acquisition context?  \n\n', "Interviewee: Wow. So, um, AI, ML, these things are future. Right? Every industry is is embracing it, and recruiting function has to embrace it if, uh, we want to be, um, you know, seen as a valued partner, um, with different functions. Right? So, um, I have seen different, um, tools like, uh, MetaView Notetaker, um, um, then this platform where I'm currently giving interviews. So that seems quite useful and, um, time saving. Um, so I definitely welcome these, uh, tools, these, uh, interventions and recruiting function, and I see that it will be only helpful. The challenge part is that, um, this function deals with human. Right? And we should not lose the human touch and, um, and that feel. So there always should be some personalization, but, um, using, um, AI and ML will be beneficial. The only trick point is striking a good balance that, you know, you can have best of both the world. That empathy, that human touch, um, and along with the technology, um, will make us grow in leaps and bounds. So, yeah, that's my view around it.\n\n"], ["Interviewer: Finding the balance between technological efficiency and human touch is indeed a critical point, especially in a field as people-centric as recruitment. In terms of the tools and platforms you've mentioned, like Metaview and note-taker, how do you evaluate the effectiveness of these AI-driven solutions in terms of their impact on your key metrics, such as time to hire, quality of hire, and candidate experience?  \n\n", "Interviewee: Yeah. So if I talk about Metaview notetaker, um, that's definitely a good, um, I would say, tool for both the part you you mentioned, like candidate experience and efficiency and quality. Because, see, uh, what meter view, uh, note taker does is they'll take notes, uh, of the interview and then send it to the interviewer. So many a time what happens that they hear from, um, the interviewers that, okay. I don't have time to give feedback, and I'll do it later. And then when they go on go back on, um, um, later and then they start writing feedback there, they have, you know, lost maybe critical part of the interview, uh, and then discussion. So having met of your notetaker, uh, in the picture, they'll have they can, you know, they can review the notes. They can refresh their memories by filling the feedback. That will increase the quality of hire. Right? Because when the correct feedback goes into the system, um, then the decision will be better. So that helps how, um, the note taking and efficiency, um, like, you know, uh, you do not to worry or bother about writing those notes, and the system is doing it for you. So you are a 100% into the conversation, and you are more involved. So, again, giving a good, um, candidate, uh, experience because, um, they will also feel that, yes, you are not just a machine taking notes, but you are actually involved in the conversation. Right? So it definitely help in efficiency, quality of hire, and then, uh, candidate experience because, um, candidate also feels, uh, much engaged, informed, and they have necessary tool, uh, for the interview.\n\n"], ['Interviewer: The use of Metaview Note Taker to enhance both the interview process and candidate experience is a strategic application of AI to achieve multiple goals simultaneously. As you look to integrate more of these AI-driven solutions, what criteria do you use to select which tools to adopt, and how do you ensure they align with your overarching recruitment strategy?  \n\n', 'Interviewee: Okay. Um, I would say the cost, uh, plays an important, um, role here that and and the scaling as well. Like, if you are, uh, so every company has different challenges and different, um, and they are at a different stage in that company life cycle. You know? So, um, it is, uh, quite dependent on, um, the company. So if your company is, um, at some scale, so you have to evaluate, um, ask for them that, you know, the cost involved, what return on investment ROI you are getting out of it. And you will have to measure that quality of hire, the efficiency, the, um, the, um, the candidate experience, um, to to cater for that. Like, okay, you can do, say, a test run and, um, meaning companies do provide demos and, um, uh, test subscriptions for these AI tools. So use that tool, evaluate your, um, matrix around it, and how it held it. Does it really change? And what percent does it change? The the the impact it is having, is it, um, you know, um, good enough to invest that amount? So that will be the approach, you know, cost versus ROI.\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: Yeah. Yes.\n'], ["Interviewer: Great! I see from your resume that you've had extensive experience in end-to-end recruitment, particularly in the finance and customer support sectors. Can you walk me through a challenging recruitment project you managed and how you utilized your stakeholder management skills to ensure its success?  \n", "Interviewee: Yeah. Sure. So I have filled more than 400 positions for clients like Arrow, EY, uh, Jensen Hughes, and IDD CPC. I was mainly recruiting. As I said, it was for customer service and finance. So we had, uh, approximately 50 to 60, uh, target per month. And sometimes we had the bulk hiring for which we used to, uh, which was very challenging for us. So I usually made sure that I had the pipeline ready. So for that, I used to initiate the sourcing process beforehand and maintain a pipeline of the talent pool so that we don't have any shortage of the profiles so that we can complete all the targets that we get monthly.\n"], ["Interviewer: That's quite an impressive volume of positions to fill. Maintaining a talent pipeline is crucial for such high-volume hiring. Can you tell me more about how you engaged with stakeholders, both internal and external, to ensure that the hiring process was efficient and that the quality of hires met the client's expectations?  \n", "Interviewee: Yeah. Sure. So, internally, we, uh, actually, I with and my manager and my whole team had this meeting in the morning and where we decided how we are going to, uh, complete it throughout the day. And internally, we, uh, set we used to set the target. And with the external stakeholders, uh, I usually, uh, used to maintain the hiring data, which I used to update the on a daily basis. And once or twice in the week, I used to update them with the hiring data on the call. So all the stakeholders were really updated on whatever is going on, uh, with the candidate pipeline and how many we have recruited, how many are in the process, and how many are offered. So that's how we managed everything, and, uh, we had 1 on on 1 on 1, uh, you know, calls with the stakeholders and clients to make sure that they are also updated on the same.\n"], ['Interviewer: It sounds like you had a very structured approach to communication and data management. Given your proficiency in Excel, can you describe a specific instance where you used advanced features of Excel to analyze hiring data or to create reports that helped in decision-making for the recruitment process?  \n', 'Interviewee: Yes. So we usually, uh, like, I have used Excel only to make the reports, and we had multiple clients. Like I said, I used to manage Arrow, uh, Jensen Hughes, and ITD CPC. And before that, when I was hiring for customer service as well, I was, uh, working with Honeywell and other clients. So, uh, 2 Excel reports, I used to make the report where it was clearly mentioned that for the month, how much we have achieved our target, how much can how many candidates are offered, how many are still in the progress. And so that that made actually a clear report and they were clear on the numbers that how many we are expecting in the next month or the coming months. So we have the pipeline there as well. So on that basis, they were also able to, uh, you know, give us the numbers that how many numbers we have to complete, we have to, uh, meet the target. And they were also, uh, you know, uh, content on the fact that how many numbers we have already completed. So that was a report that really helped us to make the decisions on that.\n'], ["Interviewer: That's a great use of Excel for tracking and reporting on key metrics. Now, considering your experience with offline recruitment drives, how did you ensure that the candidates you met at these events were effectively tracked and managed in your candidate pipeline, and how did you integrate this data with your existing online recruitment processes?  \n", "Interviewee: So as, uh, through clients, we're getting the numbers. Like, how many numbers we'll be getting? How many what are the requirements for the particular process? Like, uh, in, if I talk about finance, it was g l a p a r and different, uh, you know, process for which I was hiring. So for each process, for APAR, GL, for customer, for CS as well, uh, we were getting the numbers that these are the particular, uh, requirement that we have to fulfill. So we were also sourcing online, uh, through our direct team through, uh, Nokri, and we will also had our vendors. So we will also, uh, connecting with vendors on 1 on 1, and they were helping us, uh, in sending the profiles online. So we are we were getting the list beforehand, uh, you know, before the offline recruitments that we had, um, in our offices. So before that, we got the list of the candidates and they were, uh, online. They were they were invited for the offline office recruitment rights. So, uh, that was the, uh, thing that we used to manage the offline recruitment drives. And when we met the candidates, we made sure that the screening process, uh, is done smoothly. And there only we did that test screening process shortlisting, and we, uh, schedule the interviews as well. And they have when they did the interviews, then we ask the candidates to, uh, uh, come to the office next day or we'll update them online. So they were updated online through the mails, whether they are selected or not.\n"], ["Interviewer: It's clear that you've developed a comprehensive strategy for integrating offline and online recruitment efforts. Given your experience with vendor management, can you discuss how you evaluated and selected vendors to ensure they provided high-quality candidates, and what metrics or KPIs you used to measure the performance of these vendors in the recruitment process?  \n", 'Interviewee: Sure. So, uh, like, we had dedicated vendors for each process. Like, uh, we had dedicated vendor for CS, for customer service, for voice process, small voice process, and also for the finance, like accounts payable, accounts receivable, general ledger. All these profiles, we had different vendors which were dedicated to these particular profiles. So, uh, we used to connect with them 1 on 1 on the call, and they used to provide us the list. And we also used to update them that what are the candidate pipeline that we are not using anymore or the candidates that are not selected. So we used to, um, remove that from the list, and we updated them regarding that. And whenever we had the requirement, we asked them to, uh, send us the list, whatever they had. And within 1 or 2 days, they used to send the list of candidates. They sourced really well. And once we get the we got the candidates, we used to screen them, should do the interviews, after interviews. We updated them regarding their selection. Yep.\n'], ["Interviewer: It's great to hear that you had a structured approach to vendor management, with dedicated vendors for specific profiles and regular communication to ensure the quality of the candidate pipeline. Can you tell me about a time when you had to address a performance issue with a vendor and how you managed to resolve it while maintaining a positive working relationship?  \n", "Interviewee: So, uh, yeah. As I said, there were many vendors which are dedicated to a particular profiles, and we were handling multiple profiles for multiple processes. So there was a time when we had the bulk requirement, and a lot of update was also required. So, uh, we used to have this meeting, uh, where we connected with all the vendors. And in one go, we we used to update them regarding the candidates so that they'll, uh, just update them in their report or in their Excel sheet, and that will reduce the confusion that we had while updating and, like, creating a lot of calls 1 on 1 with different vendors. Instead of that, when we had bulk hiring, we used to connect with all the vendors at once, and we updated them regarding the position of the candidates.\n"], ["Interviewer: That's a strategic approach to vendor management, especially during high-volume hiring periods. By consolidating updates in a group setting, you not only streamlined communication but also ensured that all vendors were on the same page. Can you discuss how you monitored the performance of these vendors after implementing this group update strategy, and what specific improvements or changes you tracked to ensure the vendor's performance met your expectations?  \n", "Interviewee: So, yeah, uh, there was a lot of times when when we had the these candidates from the vendors, which were very difficult candidates. Like, we can say, like, uh, after all after the whole process, like the sourcing, screening, getting the candidates, um, document verification, interview schedule after all that. Even the when the candidate is selected and even when the open negotiation has been done, even after that, a few candidates were not responding or there will be candidates who were troublesome. So we used to, uh, you know, communicate this with the vendors. I used to communicate it with the vendor on the call. And even on through the mails, I used to update them that, uh, please don't provide such, uh, candidates or such profiles, which are so troublesome that, uh, we, uh, spent our whole month, you know, interviewing, screening them, shortlisting them, doing document verification, releasing offers, and then we are not hearing from this. Those this was a challenge that we were facing and we are facing with the vendors. But I we made them clear through the mails that what are the problems that we are facing. So they were also focused on the profiles that the kind of profiles that the company is looking for. So they were all sending only those profiles which were appropriate for the company and which will not waste the time of the company anymore.\n"], ["Interviewer: It's clear that you've taken a proactive approach to vendor performance by providing detailed feedback on candidate quality and responsiveness. This level of communication is essential for maintaining high standards in the recruitment process. Can you tell me about a specific instance where your feedback led to a significant improvement in the quality of candidates provided by a vendor, and how you measured this improvement?  \n", "Interviewee: I assure. So, uh, uh, there was a time when we have when I was getting a lot of candidates who were really troublesome. So I updated all the vendors where where we get into such candidates. So I updated them, and they were also interested in knowing that what what are the kind of candidates candidates that we are not interested in. So, yeah, we had a call also where we updated them that these are the kind of candidates which are causing trouble, which are wasting the company's time. So we are not looking for such candidates. And also the candidates with more than 3 months of notice. Because 2 or 3 months of notice period, they were also troublesome because, uh, they were, uh, you know, having offer in hand or something like that, which was causing, uh, no delay in the hiring targets achieving the hiring targets. So that was the reason, uh, how, uh, why we communicated this with the vendors. And then when vendors also improved their candidate pipeline, they also focused on the candidates with, uh, more or less than 15 days or 1 month on notice period or or the candidates who are, uh, immediate joiners because we had the bulk hiring and the necessity of the profiles at that moment urgently. So that's how vendors also understood and provided us better candidates after that.\n"], ["Interviewer: That's a great example of how targeted feedback can lead to better outcomes. By specifying the desired notice periods and candidate responsiveness, you were able to influence the quality of the candidates being submitted. How did you track the change in the notice periods and responsiveness of the candidates provided by the vendors? Did you use any specific metrics or reports to measure the impact of this feedback on the recruitment process?  \n", 'Interviewee: Yeah. Like, after this communication with the with the vendors, we used to get the candidates. We focus on the candidates with less than 1 month of notice period or the immediate joiners. So what happened, uh, that after this, because the candidates were immediate joiners, we were able to achieve our targets, uh, early. Like, uh, like, even if we are having 40 to 50 targets, with the immediate joiners, we were uh, able to get 30 to 40 targets per month. So that was the reason, uh, why we communicated this with the vendors. And due to the improvement of the candidate pipeline and due to the improvement of the candidate profile and and the candidates who are serious, who are active, who are responsive, Because of that, we, uh, were we were able to achieve our targets, and we were also able to, uh, you know, provide, uh, good candidates to our clients.\n'], ["Interviewer: Achieving such significant improvements in target fulfillment is commendable. It's clear that your feedback had a direct impact on the efficiency of the recruitment process. In terms of candidate quality, how did you ensure that the candidates with shorter notice periods or immediate availability still met the necessary skill and experience requirements for the positions, and what methods did you use to verify this before presenting them to the hiring managers?  \n", "Interviewee: So, uh, once we had the candidate pipeline of the candidates with less than, uh, one one month of notice period or who were immediate joiners, We used to do the proper screening. Sometimes we did online. Sometimes we did offline in the recruitment during the recruitment drive at our office at Infosys. So, uh, we were having this proper screening process where we made sure that all the highlighting, uh, you know, requirements of the jobs are met before we send those candidates for the in, uh, job interview. So once they, uh, pass their screening process and once we made sure that they had all the documents that were necessary, uh, for the process, then we, uh, schedule the interview with the with our managers, and they took the interviews. And after properly assessing their, uh, you know, uh, their skills. Only after that, they proceeded with the selection process. And after the background checks, document verification, we had this one on one call with them, offer negotiation with them, where we made sure that they were okay with the offer that we are providing from our company. So once everything was set, only then we proceeded with the onboarding and process offer release process. So that's how we made sure that the candidate has all the skills that are required for the job that he has to perform.\n"], ['Interviewer: Your approach to screening and ensuring candidates meet the job requirements is thorough and essential for maintaining quality in the hiring process. Given your experience with both online and offline screening, can you share how you adapted your screening process to ensure consistency and fairness for candidates, regardless of whether they were screened online or in person at a recruitment drive?  \n', "Interviewee: So, uh, because all the candidates that we had, you were receiving either from our, uh, direct sourcing team or through the Naukri profiles or through the vendors. So we were collecting the profiles from all the sources that were available to us and from all the sources that we could source from. And after that, we had this phone screening first where we used to screen all the candidates, uh, no matter what the source is from where the candidates, uh, we have selected from. So, uh, we used to do the phone screening first where we make sure the candidate is responding responsive. We had this response from the candidate. He's active. He's sending his documents, and, uh, he's available to join within the required time and everything after only after that, we did the proper screening face to face screening, it was. And we used to do that, uh, uh, online as well as offline. So most of the time after COVID, we used to start, uh, doing it offline only so that we have this conversation face to face with the candidates where we can properly, uh, you know, connect with them and properly understand their, uh, you know, their communication skills, their other skills that are required for the job. So, uh, yeah, we make sure that the screening is done. Before COVID, we make sure that it was done online and it is done properly on the phone as well as on a video call. And even if it was after COVID during the, uh, during our 2 pill drives at office or anything like that. We also made sure that we are the screening is going as, uh, same as we're doing it online. So there was no difference online or or offline because we are we were doing it face to face.\n"], ["Interviewer: Maintaining consistency in the screening process, whether it's conducted online or in person, is crucial for fair candidate evaluation. Given your experience with both methods, how do you ensure that the criteria for evaluating communication skills and other job-relevant competencies remain consistent across different modes of screening, such as phone, video, and in-person interviews?  \n", 'Interviewee: So, uh, like, uh, at Infosys, I used to there was a process for all the, uh, you know, profiles that we were hiring for. Like, for finance, like, apart from c s, c s, we were only doing the phone screening and the video screening, offline screening after that in scheduling interviews and documentation, everything. But for finance, we also have the test. So for different, uh, profiles had different processes that were that involved that was involved. So we used to take the test first. Once the candidate passes the passes the test, only after that the screening was done. So at that point, only for the finance profiles, we make sure that, uh, the candidates already had the knowledge and skills that are required for the job. And after that, we used to, uh, communicate with the candidate to understand, uh, the skills of the candidates in person. And after that, we after the screening is done and they are shortlisted, I used to send them for the in, uh, interview schedule. So once the interview was done and once the candidate was selected, we went for the document verification and background check and offer negotiation and offer release. So that was the process. So the test which, uh, showed that all the skills and knowledge is already, uh, you know, the the candidate is capable of doing that. Capable the candidate has a capability of the skills. Candidate has all the knowledge that is required for that particular job.\n'], ["Interviewer: Implementing a test as part of the screening process for finance profiles is a solid strategy to ensure candidates have the necessary technical skills. When you're evaluating these tests, how do you standardize the scoring or assessment to ensure fairness across all candidates? Additionally, how do you handle situations where a candidate may perform exceptionally well on the test but doesn't demonstrate the same level of competence during the in-person or video interview?  \n", "Interviewee: Yeah, sure. So during the test. There was a criteria that the candidates had to meet. Like it was something I think 60% was there which carried was you know supposed to pass. So once the candidate has cleared the test and it was same for everyone. So on the test basis a lot of candidates were selected for the you know, move forward for the screening process. And once we had the candidates who have cleared the tests mostly what happened the candidates were cleared the test working capable of you know, clearing the screening process also, but only few of them who are for voice profiles supposed that they're having this voice profile for years or something and even for finance they were some of the candidates some of the profiles which were voice process not for non-voice. So for voice process, it was in a very necessary for us that we checked the communication skill of the candidate. And for that abuse to do the screening and even if the candidate has the technical skill, but the communication is not well, he's not able to communicate his knowledge communicate his ideas Thoughts with the managers. So they were not selected up to that process because in that particular job, it was very necessary the candidate because candidate has to speak a lot communicate with people a lot and tell them regarding that process. So if the candidate is was not able to communicate. Well, we didn't, you know proceeded with the other processes and the candidate was not selected any further. Even if the candidate has a cleared the test. Yeah.\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:
writer

Candidate A Resume:
{"data": {"awards": [], "certifications": [], "education": [{"GPA": "", "degree": "Marketing and Communications Fellow", "endYear": "2020", "major": "", "school": "Columbia University", "startYear": "2017"}, {"GPA": "", "degree": "Master of Fine Arts", "endYear": "2020", "major": "", "school": "Columbia University", "startYear": "2017"}, {"GPA": "", "degree": "Bachelor of Arts", "endYear": "2008", "major": "", "school": "University of Michigan", "startYear": "2004"}], "projects": [], "publication": [], "skills": [], "workExperience": [{"company": "Siegel + Gale", "description": "Conducted in-depth competitor research to inform strategic initiatives and refine brand positioning for prominent clients including Hertz Corporate, American Express, and 3M, among others. Developed comprehensive brand narratives and foundational strategies, leveraging insights to craft compelling brand communications that resonated with diverse audiences. Collaborated with Fortune 500 companies and startups alike, tailoring messaging to align with each client's unique identity and market positioning.", "endYear": "2023", "location": {"city": "New York City", "country": "USA"}, "role": "Senior Writer, Brand Communication", "startYear": "2022"}, {"company": "Overit Media", "description": "Executed multifaceted content strategies across various platforms, including blog posts, social media, and other digital materials, for clients from healthcare to home services to SaaS. Spearheaded foundational strategy work, integrating market research and industry insights to drive impactful storytelling and brand engagement. Cultivated client relationships and facilitated in-person and digital workshops to align content initiatives with overarching business objectives.", "endYear": "2022", "location": {"city": "Albany", "country": "USA"}, "role": "Senior Brand Analyst and Content Strategist", "startYear": "2021"}, {"company": "White Glove Financial", "description": "Directed content strategy initiatives, overseeing the development of a comprehensive style guide and content calendar to streamline messaging and ensure brand consistency. Championed financial advisors in client acquisition and retention efforts through targeted content creation, leveraging SEO best practices and data analytics to optimize content performance. Provided editorial oversight, meticulously editing and monitoring content efficacy to maximize reach and impact.", "endYear": "2021", "location": {"city": "Birmingham", "country": "USA"}, "role": "Managing Editor, Financial Content", "startYear": "2021"}, {"company": "Capital Group", "description": "Demonstrated meticulous attention to detail as a contract copy editor, ensuring accuracy and adherence to brand standards across print and electronic materials for American Funds.", "endYear": "2021", "location": {"city": "Birmingham", "country": "USA"}, "role": "Copy Editor (Contract)", "startYear": "2021"}, {"company": "Peacefully", "description": "Spearheaded content strategy and development for a first-of-its-kind estate management platform that delivered comprehensive guidance on end-of-life planning and helped people solve financial questions. Led a dynamic team of writers to produce content on finance, estate management, and senior lifestyle topics, driving traffic to and refining the estate management platform. Cultivated strategic partnerships and contributed to product development initiatives that helped Peacefully find financial footing as a benefit offered through Prudential.", "endYear": "2021", "location": {"city": "", "country": ""}, "role": "Head of Content", "startYear": "2020"}]}, "status": "success"}

Candidate B Resume:
{"data": {"awards": ["Two Emmy Nominations Lizzie McGuire", "Gracie Allen Award", "Streamy Award for Best Interactive Experience Valemont", "Environmental Media Award"], "education": [{"GPA": "", "degree": "Bachelor of Science (B.S.)", "endYear": "", "major": "Film & TV", "school": "Boston University", "startYear": ""}], "projects": [], "publication": [], "skills": ["Screenwriting", "Concept Creation", "Content Development", "Team Leadership", "Scheduling and Timelines", "Public Speaking"], "workExperience": [{"company": "Various", "description": "Developed multiple original and IP-based television series and film projects for networks and streamers. Collaborated with creative teams to assemble pitch materials, including live presentations and leave-behind packets. Crafted and delivered final pitches to networks and streamers, both live and via Zoom. Worked with both domestic and international partners. Managed writers, providing guidance on story development and script writing techniques. Met with production and creative execs, to facilitate notes, discuss pitch strategy and television market trends.", "endYear": "Present", "location": {"city": "", "country": ""}, "role": "Executive Producer", "startYear": "2013"}, {"company": "Various", "description": "Identified areas for improvement within existing scripts and series, giving detailed and precise notes. Collaborated with writers, network and production execs to implement changes. Ensured a single voice and brand vision. Utilized strong communication skills when interacting with clients or colleagues both verbally and written. Collaborated with marketing and brand teams across multiple locations to ensure quality standards and consistency of brand voice was met.", "endYear": "Present", "location": {"city": "", "country": ""}, "role": "Story Consultant", "startYear": "2012"}, {"company": "Freelance", "description": "Developed episode pitches and wrote scripts for domestic and international television shows with a focus on developing compelling characters and storylines. Participated in brainstorming sessions with writers' rooms to develop ideas for upcoming episodes or seasons of a show. Provided feedback on story arcs, character development, dialogue scenes, plot points, pacing, structure during table reads and script reviews. Proofread drafts of scripts submitted by other writers for formatting errors or inconsistencies in story elements. Edited existing scripts for clarity, accuracy, consistency of tone, and adherence to legal guidelines. Utilized software such as Final Draft and Celtx to format scripts according to industry standards.", "endYear": "Present", "location": {"city": "", "country": ""}, "role": "Freelance Script Writer", "startYear": "2010"}, {"company": "Novelmore & Adventures of Ayuma -- Playmobil", "description": "Developed and wrote two YouTube series based on existing toy IP. Created original characters and dialogues that resonated with viewers across multiple demographics. Worked quickly and efficiently to bring both series in on time and at budget. Generated fresh ideas for episodes through brainstorming sessions with creative teams. Oversaw casting decisions for voice actors.", "endYear": "2022", "location": {"city": "", "country": ""}, "role": "Head Writer/Creator", "startYear": "2019"}, {"company": "Mao Mao -- Cartoon Network", "description": "Managed a team of writers, providing guidance on story development and script writing techniques. Edited drafts from other writers, offering constructive criticism to enhance quality of work product. Generated fresh ideas for episodes through brainstorming sessions with creative teams. Utilized strong problem solving capabilities when addressing creative challenges or conflicts during production process.", "endYear": "2020", "location": {"city": "", "country": ""}, "role": "Head Writer", "startYear": "2017"}, {"company": "World of Warcraft Animated Series -- Activision/Blizzard", "description": "Developed the first ever World of Warcraft animated series for Activision/Blizzard. Collaborated with Blizzard's internal writing and gaming teams to maintain story unity and brand standards.", "endYear": "2019", "location": {"city": "", "country": ""}, "role": "Executive Producer/Creator", "startYear": "2017"}, {"company": "Valemont -- MTV/Verizon", "description": "Designed and ran the Alternate Reality Game (ARG) for MTV/Verizon's Valemont. Collaborated with other producers to create an innovative, entertaining experience. Established overall project schedule based on series story data. Crafted additional content, including in-game blogs, Twitter accounts, and SMS messages. Ran a live Twitter experience during the last show broadcast, with all improvised content. Attended planning meetings and interfaced with internal departments and clients to resolve issues.", "endYear": "2010", "location": {"city": "", "country": ""}, "role": "Transmedia Producer", "startYear": "2009"}, {"company": "Various", "description": "Created and edited content for various types of publications, including books, blogs, and websites. Researched topics related to book projects to ensure accuracy in facts and information presented. Work includes three middle grade novels for existing book series, as well as marketing copy, blogs, and an educational short story for various nonprofits. Organized outlines and notes into cohesive drafts according to client specifications. Adapted writing styles according to individual project requirements while maintaining consistent brand messaging across all platforms.", "endYear": "Present", "location": {"city": "", "country": ""}, "role": "Ghostwriter", "startYear": "2010"}]}, "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. Yes.\n\n'], ["Interviewer: Great! I see from your resume that you've worked extensively on brand communication and content strategy development. Can you walk me through a specific example of how you tailored messaging for a startup client, and what key factors you considered in that process?  \n\n", 'Interviewee: I worked for a startup called Peacefully, which helps individuals work through end of life necessities and\n\n'], ['Interviewer: That sounds like a challenging but important project. How did you approach the tone and style of the messaging for Peacefully, considering the sensitive nature of the services they provide?  \n\n', "Interviewee: Yeah. That was a that's a great question. And I, uh, what we did was we focused on being we looked around, first of all, competitors and saw how, uh, the other businesses that were in the same space spoke because, uh, one way that we recognize to stand out was have distinction in our brand voice. And we recognized that there was, uh, a lot of coldness in their tone. So we really worked on being as empathetic as possible, especially as you mentioned given the sensitive nature of the work. And so we looked at every communication on Instagram, etcetera, and made sure that it sounded like a human being, and that it also sounded like it was, um, even though we were providing necessary information, it was put in such a way that it was considered of where a person may be in their life in terms of potentially having just experienced a loss.\n\n"], ["Interviewer: It's clear you put a lot of thought into that process. How did you measure the effectiveness of this new brand voice and messaging approach, particularly in terms of user engagement or feedback?  \n\n", 'Interviewee: Yeah. We primarily looked at reviews and actually we interfaced a lot with our, uh, with our client base because, essentially, we were pretty small and we and the first couple people who are using the platform were, um, were essentially the first. So we were able to communicate directly with them. Some of them we actually knew personally. And we got a lot of important feedback about how the flow of information and questions was designed. Uh, we and we we, uh, of course, we were cautious of the fact that the sample size was not huge and but we did insist that people were unsparing in their criticism and then we factored in their feedback. And as time went on and we got more and more feedback, we were then able to test the changes that we were making against, uh, how people were feeling about the content.\n\n'], ["Interviewer: That's a very hands-on and user-centric approach to feedback. Shifting focus a bit, I'd like to discuss your experience with SEO best practices. Can you describe a particularly challenging SEO problem you encountered at White Glove Financial and how you solved it?  \n\n", "Interviewee: Yeah. Our goal at White Glove Financial was to write new content that would live inside of a platform and, uh, that we had built. And, uh, actually, we had acquired it. We had acquired it from another company, but then we were refining it for our needs. Uh, the company was, uh, the the goal of the company was for financial advisors to stay in touch with clients and recruit new business. And, uh, one of the ways to do that is basically to be introducing topics to people that were, um, that were sufficiently interesting and but would also lead to the conclusion that they could not master the subject themselves. They had to speak to a financial adviser. So what we did was we would have content that lived on our own platform, but we would share it on social media. And I would say the challenge with Facebook social media is, first of all, just from a back end standpoint, they are skeptical of platforms like ours, so we really had to be rigorous in conforming to their, um, their proprietary standards, um, because if you were too boring, uh, in your in any aspect of your content, it would not share that content widely, and it was really working against what we were trying to do for those financial advisors. So suffice to say that that that course that position required a crash course in Facebook SEO in particular, uh, now Meta, but we weren't really primarily using Instagram as much as we were trying to use Facebook because we recognized that that was more in line with where the customer base primarily was interacting on social media.\n\n"], ["Interviewer: It's interesting how you tailored the content to not only be engaging but also to drive a specific action. Given the challenges with Facebook's algorithm and standards, can you elaborate on some of the specific strategies or techniques you found most effective in ensuring your content was both engaging and compliant with their standards?  \n\n", "Interviewee: Yes. I would say the way to do that within Facebook is that you're essentially just answering line by line as you probably know, um, both, uh, a subject title and then an article title. And so what you would do was, of course, you'd have the article title be something that would be outward facing and engaging. But then sort of the subject title would be, uh, basically a keyword rich thing that Facebook would recognize, um, as something that should be shared widely if someone was, uh, the type of person who was reading, for example, a lot of financial information on Facebook or even the Wall Street Journal, for example, we recognize. Those are the types of people who, um, were, you know, a big part of our demographic. Because the whole point of the financial advisor situation is that you are trying to get people to realize they don't know enough about a subject. And on that end, ultimately, um, while the content was while the goal of the content was this was definitely to be clear, It was also to emphasize the many pitfalls of trying to manage financial, uh, advice and, uh, management of one's portfolio by oneself. So the the goal was definitely not to be, um, muddy, but it was essentially to communicate the the the the crucial importance of getting these decisions right and how also how much of a relief it is when those decisions have been outsourced to someone who is ostensibly a professional because essentially, the financial advisor's pitch is that you don't, um, you know, you don't get get into a limousine with someone who's never driven before, and if you've never driven before yourself, you don't just get behind the wheel of a car and start driving. Um, and and ultimately that, um, while on a surface level, financial decisions are simple from the standpoint of just investing in index funds has has been the operative wisdom for 20 to 30 years. There are also so many decisions underneath, uh, retirement investing. For example, um, management of one's home and estate, education saving and spending, etcetera, um, and then the tax implications of all that that one should be thinking about. And and the goal was to emphasize how a holistic approach like that is so much more advantageous than just thinking, oh, I'm gonna buy um, whatever index fund at a regular price and blah blah blah, and that's all I need to do to be in a good situation financially.\n\n"], ["Interviewer: Your approach to content framing and targeting is quite strategic. Shifting back to the technical side, could you explain how you approached the technical aspects of SEO, such as on-page optimization or site structure, to ensure the content you were creating for the financial advisors' platform was not only engaging but also highly discoverable by search engines?  \n\n", "Interviewee: Yes. Although I think I've kind of done that a few times, but I I guess basically, uh, when you're working, uh, in the back end in meta and you are it it in some part, this was a collaboration with with the, uh, people who had built the platform that we were then using at White Glove, which was, um, which, as I said, was proprietary, but would also allow financial advisors to not only share content via social media, but also keep track of their clients and prospects. It was basically one big dashboard. So, uh, but that the some of the decisions about how to optimize, uh, and get plugged in directly to Facebook and what they needed were being handled by the back end developing people who, uh, who were a separate team, and I was not necessarily a part of that team. They did ask me what what they would love to from me would and I was very simple in my response, which is just, hey. We need, um, we need stuff that looks professional, and we need stuff that looks like it's coming from the Wall Street Journal and other, uh, outlets that people trust because we just don't wanna look like, well, a very bad version of NerdWallet, for example. Um, so but but I will say that, uh, the most of the decisions for how to optimize, um, from a digital standpoint were, uh, were being handled by the back end development team because the goal was not to go viral on Facebook necessarily. The goal was to be much more, uh, personal and and informative and not really trying for fireworks, but really trying to simply just look professional and those that required, um, just building a system that talked to Facebook and answered all the questions and and looked like it was a professional outlet.\n\n"], ["Interviewer: It's clear you had a strong focus on the user experience and the credibility of the content. Given your role in ensuring the content's professionalism and trustworthiness, how did you collaborate with the development team to maintain a balance between the visual and functional aspects of the platform, especially in terms of SEO considerations?  \n\n", "Interviewee: Well, the platform was I there's a little bit of a lack of overlap here because the SEO considerations were, um, you know, but they were basically internally handled. And then when it came but when it came to actually, uh, the design of the of the interface itself, um, that it was important that financial advisers would have an easy time navigating that because those were our direct clients. Uh, we weren't dealing with people who were trying to reach financial advisers. We were dealing with financial advisers and and those people can be quite conservative in in their approach. So I would say the the abundance of focus was placed on simply having an easy to use professional looking sort of Charles Schwabbe type interface that, uh, the type of people who were our direct clients, which as I mentioned, were very conservative, basically mid market and small market financial professionals who were just trying to grow their business from 5 to 7 to 9 to 13. Uh, they could be sharing content on Facebook that was not just, hey, I'm a financial advisor, come talk to me, but was professional looking, um, and also, um, and also content that they could trust and that and that emphasize the right content goals, which is let's just get people in the door and start having a conversation regardless of where they're at in life, and especially if they're at a turning point in life, like getting their first job, getting married, etcetera.\n\n"], ["Interviewer: It's interesting to see how the focus on user experience and trustworthiness extended to the platform's design and functionality. Given the conservative nature of the target audience, how did you approach the content strategy to ensure it resonated with financial advisors and helped them achieve their business growth goals?  \n\n", "Interviewee: That's a great question. It was definitely something that we handled using, um, what what was happening at White Glove while I was there was we were leasing a a content platform, uh, that was widely used, um, and that we were paying a lot of money for, but that allowed advisers to share paywalled content, which was kind of the, uh, opportunity benefit that was being promoted to financial advisers and consequently to their clients, the type of people who, um, basically the incentive would be I'm gonna follow financial advisor x on Facebook because by doing so, I'll be able to read stuff on Forbes and Barron's, etcetera, uh, financial outlets that pay well their content. Bloomberg would be another example. Um, and we were getting away from that. We were we were having to do it ourselves. And so, um, so we we actually had an opportunity to spend 3 or 4 months surveying our current client base of financial advisors and asking them the type of content that they think would be good for their audience. Now we also recognize that they wouldn't necessarily be the best judges of that. Um, for example, uh, we got a lot of feedback about not including or even bothering to write anything about cryptocurrency. That's, you know, that's it was a type of thing that, um, that financial advisers were tired of hearing about, but at the same time, from a from a conversion standpoint in terms of bringing in new clients, it tested extremely highly after the fact for being the type of thing that that people were actually coming in the door and talking about. And that became particularly true as time went on and as we have now reached the point where there are Bitcoin ETFs and soon to be ether ETFs. This is the type of thing that, um, that at least the younger client base of financial advisers work with are definitely interested in diversifying their portfolio and especially given the state of the market right now, uh, in terms of being at an all time high. So, um, so to some degree, we were able to, uh, modulate and control the type of content that financial advisers would see and particularly the stuff that they wouldn't see, but it was also part of my job and our role as a company to convince them that the topics like LGBTQ would be another example that they might consider to be, um, outside of their purview and also potentially politically hazardous are also exactly the kind of things that a, get interest from people, and, b, may potentially grow a client base because, of course, with the younger generation, there are also more gay couples and things like that, and it's and it's financial advisers. Uh, once they use the platform would recognize that if they shared content about that, they could control who got to see it, um, and and and also who didn't get to see it so that they could be less conservative in their approach.\n\n"], ["Interviewer: It's fascinating to see how you navigated the balance between the financial advisors' preferences and the actual audience engagement data. Given the success of introducing topics like cryptocurrency and LGBTQ finance, how did you measure the impact of these new content areas on the financial advisors' client acquisition and retention?  \n\n", "Interviewee: That was just something that we would reach out, uh, after 6 months, uh, of being on the platform. Actually, we did a small survey at 3 months and then a bigger one at 6 months. And, uh, in addition to the daily feedback that we would be getting through private channels, things like emails and chat, etcetera, that we were, uh, that we were keeping in contact with financial advisers. But we also did a concerted survey to see how these people were feeling about their content. And then, um, and, of course, also ask them to rate the effectiveness of certain content. There were also it's was not a huge client base of financial advisors, so it was the type of people that our account team regularly interface with. And I would say it was a priority of mine to, um, to route as many of those calls over to me as possible and or to be interacting with, uh, the 2 women who were in charge of the account base to hear the anecdotes about how certain content was performing and others not. Um, you know, the the there was never it was never surprised that backdoor Roth conversions were of interest to people, but, uh, it was it was, um, heartening to hear that, uh, social issues were driving as much of the conversation.\n\n"], ["Interviewer: It's clear you had a comprehensive approach to gathering feedback and measuring the impact of the content strategy. Given the success of this approach, how did you use these insights to further refine the content strategy and potentially explore new areas of focus for the financial advisors' platform?  \n\n", "Interviewee: Well, I think you just answered the question. We we I would say it's not easy to say how we did that. Uh, that's just what we did. I mean, we we would, um, we would continue to write about basic issues, but, um, I think we recognize that what is a Roth IRA was not the kind of thing that would get the same feedback as something that was a little more incendiary, especially given that we were using social media. So I would say, um, I actually think from the beginning, we bit off a lot of of, uh, news verticals and\n\n"], ['Interviewer: It sounds like you were able to identify and leverage the power of engaging and sometimes controversial topics to drive engagement and conversation. Given this shift in strategy, how did you ensure that the content remained informative and valuable to the audience, even when discussing more incendiary topics?  \n\n', "Interviewee: Well, I wouldn't say we ever got 2 incendiary, but I would say that, uh, we we worked closely with a, uh, with a company that, um, uh, hired writers on someone's behalf when you were in charge of a team, and they turned out the the you were able to work with the same writer. You didn't get new ones all the time, so we were able to basically say, oh, this is our financial expert and they really get, uh, how we're writing, uh, how we're trying to write in a certain quasi journalistic tone, but but mostly on the informative side of things. And and then when we threw that person, um, a maybe more incendiary topic, and I don't think we ever did anything too incendiary, they knew to write it in our kind of brand voice because that was what that company in particular specialized in. And then I was there as a final judge of whether, uh, the content was adhering to our copy and voice guidelines.\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: Yes.\n\n'], ["Interviewer: Great! I see from your resume that you've worked on a variety of television and film projects, including the World of Warcraft animated series. Can you walk me through the process of developing a concept for a new series, from the initial idea to the pitch stage?  \n\n", "Interviewee: Sure. So you start out, with a concept. Usually, it's a theme. From there, you move on to, coming up with some characters. And you place those characters in a world. And with World of Warcraft, you had a world that already existed, so you could start with using all of the Warcraft races, characters and, sides and factions, to help create the whole process. And then once you sort of have these characters working, you can come then sort of come up with the, the mission of the show and then you create your pitch deck and you pitch it.\n\n"], ["Interviewer: That's a comprehensive overview. When it comes to character development, how do you ensure that the characters are not only compelling but also fit within the established lore of a franchise like World of Warcraft?  \n\n", "Interviewee: You work with people who are very aware of the, and familiar with the, the brand that you're working with. Also, you do a lot of research, and, whether that's reading or watching things, to become familiar with the the brand itself. And then also you create characters that feel like real people. Just because they're an orc doesn't mean that they don't have thoughts and feelings. And then you give them all a want, which is sort of the biggest thing in writing in characters. Is, giving them something to sort of go after and then an obstacle in front of them.\n\n"], ["Interviewer: Given the importance of maintaining a character's depth and motivation, how do you approach the writing process to ensure that these wants and obstacles are not only clear to the audience but also evolve over the course of a series?  \n\n", "Interviewee: Well, that is where planning comes in. That's where, it's called, you sort of think that the outline is for an individual script, but you also sort of build what you call the arc of the series. And in that, it's sort of you look at the series as a whole and kind of plot out your character wands over the course of the series. And then when you're working on individual episodes, you make sure that you address that so you're sort of moving the character across the, game board. For lack of a better term, to get to the end result at the end of the season.\n\n"], ["Interviewer: It's clear you have a strong grasp of both character development and series planning. Shifting focus a bit, could you discuss a specific challenge you faced while working on the World of Warcraft animated series and how you overcame it, particularly in terms of maintaining the brand's integrity while still introducing new elements?  \n\n", "Interviewee: Oh, sure. So when you're working with a brand that's established, it can be difficult because, again, they have sort of these, deep roots, that have, been out there, and your audience In a lot of shows, you don't have to worry about what the audience will think because you're telling them who these characters are. But with something with an established brand, they already know who these characters are. And then you also have this, vast canon, of established rules, of established history, and so that can be really difficult, to address. And so for me, I broke down all of these issues into smaller pieces. So I didn't feel like I had to tackle everything as a whole. I always had sort of smaller, goals and aims that I would hit for each character. And then I would also reach out to, people who worked there to make sure that I was still sort of aligning with, the brand voice. And the longer that I worked on it, the easier it was where I knew I was hitting the brand voice. Because now I had had, my own experience working there and working within the company.\n\n"], ["Interviewer: Your approach to breaking down the challenges into manageable pieces and leveraging internal expertise is insightful. Now, let's delve into the technical skills you've listed on your application, specifically screenwriting. Can you discuss a unique aspect of your screenwriting style that you believe sets your work apart?  \n\n", "Interviewee: Oh, sure. I think that, for me, screenwriting is a, very intuitive thing. I think of it as sort of I always refer to it as the beating heart. Plot is important, but your characters and who they are. People don't relate to plot They relate to people. And so all of my work is very care forward. Even if you can't relate to what's happening, you can always to who's on the screen. And even if that character is an orc or a squirrel, or, you know, a 72 year old alien or the sun. There's always something in it that's relatable and So\n\n"], ['Interviewer: Given your focus on character-driven narratives, how do you approach the initial stages of a new script to ensure that the characters are not only relatable but also capable of carrying the story forward in a compelling way?  \n\n', "Interviewee: that always goes back to the idea of outlining, making sure that your characters are sort of, pushing things forward. And for that, you really want active characters. You want characters who are not reacting to things, but are taking charge and making choices. And the reality is you also need to make sure sometimes those choices are incorrect because that's what makes it interesting and that's what makes it compelling is having those characters mess up a lot. That's also what makes it relatable. So, yes. So having those, like, active characters making choices, propels everything forward. To the end result.\n\n"], ["Interviewer: It's clear that your approach to character development and narrative drive is quite deliberate. Shifting focus to another skill you've listed, content development, how do you typically approach the process of developing content for a new project, and what role does audience analysis play in this process?  \n\n", "Interviewee: For content development, it's sort of thinking of, like, what is the the aim of the project. Are you trying to sell a story? Are you trying to sell a product? Are you trying to evoke a feeling? There's a lot of different, aims for content when you're producing that online. And, so that's sort of how I approach that. I forget what the second part of the of the question was.\n\n"], ["Interviewer: The second part was about the role of audience analysis in your content development process. How do you ensure that the content you're developing resonates with the intended audience, and do you have any specific strategies for gathering and incorporating audience feedback during the development phase?  \n\n", "Interviewee: Well, it's really tough. Generally, you don't have audience feedback during the development phase because you can sort of it's death by a 1000 paper cuts. Because not everybody is going to like everything. You can't have focus groups, but, it the really the key is sort of knowing your audience beforehand. And, making sure this is where things like theme and character play a great role. If you're writing for kids, making sure that like, the issues that are facing your characters are relatable to kids. The reality is your audience is going to have some some sort of through time with some some different outlooks in the sense of the technology will change and the language will change, but the feelings don't change. And so if you make sure to sort of adhere to those themes and your characters having these relatable moments, your audience will come along.\n\n"], ["Interviewer: Given the challenges of incorporating audience feedback during development, how do you personally validate whether the content you've developed is resonating with the intended audience, especially for a project with a significant lead time before release?  \n\n", "Interviewee: Again, it goes back to this idea of of themes. There are sort of only so many themes out there. And, you know, a kid feeling left out or, you know, a bad breakup, it doesn't matter if you're in the year 2048 or you're in 1790 2. The feelings of those are always going to resonate with your audience. The other thing is, you know, sometimes there are new challenges that audiences face. And so a lot of that is research. A lot of that is going online, going to where your audience will be hanging out, whether that's looking at Reddit or looking at TikTok or you know, finding these sort of niche niche places, and sort of listening to how they talk, listening or watching, sort of what they watch, know, your audience may have, like, specific, shows that they enjoy. So, like, watch those shows and try to figure out, like, oh, what is it that they're relating to this? And I think what a lot of places get wrong is they get hung up on the stuff versus the feeling because the audience wants to feel something. That's why they always come back.\n\n"], ['Interviewer: Your focus on the universality of themes and the importance of understanding how and where your audience engages is insightful. Shifting back to your screenwriting skill, could you discuss a specific technique or tool you use to ensure that the pacing of your scripts is engaging and effective, especially in terms of balancing character development with plot progression?  \n\n', "Interviewee: Oh, sure. I think that a lot of that comes in the in the outline process, which is part of screenwriting even though it's not, like, technically sitting down and writing your screenplay. And, one of the things that I do personally is, once I'm sort of done crafting my outline is that I read it out loud. And reading it out loud, you can sort of tell where the lows hit. And when you're reading something, it's forcing you to engage with it. And so if you find that you're getting bored with it, then it's you know that it's boring and it needs more or the pace needs to pick up or there's there's a there's a point missing. So that's a technique that is super useful in making sure that, your pace, and timing and action is working But, honestly, over sort of the the course of my career, I've been doing this long enough where I can just I just know because it's my experience.\n\n"], ["Interviewer: Reading the outline aloud is a great practical tip for assessing pacing. Given your experience, how do you handle situations where there's a difference of opinion on the pacing or structure of a script, particularly in a collaborative environment, and what strategies do you use to resolve such conflicts while maintaining the integrity of your vision for the project?  \n\n", "Interviewee: Well, it depends who's in charge. Usually, on every project, especially in television, there is one person in the writer's room who it's their vision. So if I am working for them, I may push my idea but I also will respect, I'll respect the boss unless I think it is something that is, actively harmful, and then I will stand my ground. If I am the boss, I will listen to feedback. I will even well, sometimes, it's called sort of pitching out. We'll pitch it out to sort of see where it ends up. And see, like, oh, maybe that is actually a a a better choice, but we need to sort of follow the story down the road a little bit. If the entire writer's room is agreeing, but, the brand or the, network is disagreeing, Sometimes, you know, we'll stand our ground. Sometimes, we'll we'll compromise. I usually I try to make everyone feel heard, because I think that's important. And, obviously, if they're bringing something up, there's a reason for it. But if I am the person in charge, I am also interested in always the best idea because if it's my name on it, then I get credit for it. But, but sometimes sort of the the I'll I'll let them pitch it out and follow their ideas down the road. And, generally, we can see then whether it's the better idea or not. So, again, willing to compromise because I'm only one brain, but also my level, of experience and knowledge is usually greater than lot of other people.\n\n"], ["Interviewer: Your approach to handling differences in a collaborative environment is very diplomatic and strategic. Now, let's dive into a more technical aspect of screenwriting. Could you explain how you use the three-act structure in your screenplays, and do you have any specific techniques for ensuring that each act serves its purpose effectively?  \n\n", "Interviewee: Yes. Outline. Outline. Outline. You'll you'll know in the outline. That's why some people just will start writing, but your outline will tell you exactly, like, where you need to go. That's your road map. That's your skeleton, that you hang, your your tree your Christmas tree that you hang all of the ornaments on. So that that will sort of give you everything that you need to to go and do. Also, sometimes, breaking each act out and just, like, looking at one act at a time, can also, like, oh, is this enjoyable? Does this feel whole? Does this feel like there is a, a cliffhanger? There are certain screenwriting, tools. Some people use something called save the cat. I don't like to totally use it, but there are places where I think it's super useful, especially, when you talk about that, you know, act 2 dark knight at the soul, making sure that you kind of, hit those marks. Because what happens is that people sometimes, they just don't have anything kind of happen, and then it all happens at the end. And you wanna make sure that your your, your action is sort of plotted out, but that it still slowly grows over time. And that is, again, like, partially outlined and then, you know, looking at those active breaks to make sure that, it's getting to where you need to go. Also, I find that if you are having a problem with act 3, that means that you have a problem with act 1 because act 1 is sort of asking a question and act 3 should answer it. So if you can't answer it, chances are you probably weren't asking the correct question in act 1.\n\n"], ["Interviewer: Your emphasis on the importance of outlining and using the three-act structure as a guide is a solid approach. Given the complexity of the projects you've worked on, how do you manage the interplay between the overarching series plot and the individual episode plots to ensure a satisfying balance of closure and continuity for the audience?  \n\n", "Interviewee: That's a combo pack of you want to do something called it's called breaking the season. Which is essentially, I actually personally apply the 3 action structure of the outline to an entire season of episodes. So if I have a a 13 episode order, the first 3 episodes will be act 1, the last 3 will be act 2, and the 7 in the middle will be I'm sorry. The first 3 will be act 1. The last 3 will be act 3, and the 7 in the middle will be act 2. And then I sort of plot all of my, my characters need to be up here? Do they need to be down here? And then I sort of individually assign out kind of the plot, and the character wants and needs and obstacles in each episode. And then we individually outline those episodes. If I am working alone like I did on novel more, that's easier because it's all in my head and I've done it all. If I'm working with a writing staff then it's I sit down with the writers. I talk about sort of the issue. We may work on the outline together or I may give them the outline. And then, when they bring it back, I'll give appropriate notes And then there's probably a certain point where I will just go in and, do a do a quick polish ideally just to make sure that it's it's where it needs to be. And because I'm the boss, that's usually a pretty quick process. Again, because I've been doing it for a long time, and I'm the one ultimately responsible for the entire voice of the show.\n\n"], ['Interviewer: Your approach to structuring a season as a three-act narrative is a unique and effective way to maintain a cohesive story arc. Given the dynamic nature of the entertainment industry, how do you stay updated with the latest trends and audience preferences to ensure that your content remains relevant and engaging?  \n\n', "Interviewee: Oh, that's a good one. I don't I mean, I do. The problem is that whatever the audience is watching currently, it's gonna change in a year to 2 years. But whatever I'm working on now won't come out for a year to 2 years. So trying to chase what the audience is currently doing is not helpful. You do wanna sort of be forward thinking, this is where it helps to really know who your audience is Are you writing for kids? Are you writing for bridge? Are you writing for tweens? And then looking at kind of the emotional issues that your audience faces, and then writing towards that. Because the thing is once you're project, once your series is ready to be pitched, or once your screenplay is done, you can kinda go back and put in the kind of, things that will make it more current. But, you can't chase and what the audience is looking for right this very minute. Because, again, by the time your stuff comes out, it'll feel old. Because it will be 2 years out of date because that's, you know, the minimum it takes. To, get something from idea or script stage to out there. The audience to see.\n\n"], ["Interviewer: Your perspective on staying true to the core emotional issues that resonate with your target audience, rather than chasing current trends, is a valuable insight. Now, let's shift our focus back to your screenwriting skill. Could you discuss a specific technique or tool you use to ensure that the dialogue in your scripts is both natural and serves the story effectively?  \n\n", "Interviewee: Sure. I've listened to a lot of people talk. That's super useful. Everywhere I go, I'm doing research And, you can sometimes you know, if you're worried about slang, just being online and sort of, like, against seeing where your target audience is hanging out and then, like, listening to them, or seeing what their talking about. But, again, that sort of falls out of favor pretty quickly, so I don't like to rely on that. The other thing to make dialogues sound natural is you read it out loud. And reading your, your screenplay out loud, even if you're doing all the parts, or sometimes you can, like, host a what's called a table read and have your your friends read it, really gives you the sense of what it sounds like, and does it sound like people talk. Or those characters, how they talk?\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: