Latest / Mortgage Marketing Radio / Ep #55: Hire The Best People and Grow Your Team With DISC Profile

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Ep #55: Hire The Best People and Grow Your Team With DISC Profile · Mortgage Marketing Radio

0:00
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Welcome to mortgage marketing radio brought to you by the Mortgage Marketing Institute.
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More number one source for truth in mortgage marketing.
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Hey listeners, Jeff Zimper, welcome to another episode of Mortgage Marketing Radio.
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Thank you so much for tuning in.
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How's that for cool?
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All right.
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So let's get into this week's episode and today we're doing something a little bit different
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as they say, money Python used to say, no, for something completely different.
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So here we go.
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This week we have got Jay Nibblich, who is the co-founder of Wise Hire.
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What is Wise Hire?
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It is a real estate recruitment software that helps real estate teams and loan origination
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teams and companies make smarter real estate hires.
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Bottom line, it helps you make smarter hires, better hires.
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Have you heard of the disc profile, D-I-S-C?
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If not, this is going to be a revealing education and insights for you into understanding
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human personality traits.
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The disc profile has been used successfully for many, many, many years more so than other
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personality profile in the history of humankind and helping to identify people, people's personality
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traits, their values, what they're all about.
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And for our topic today, using the disc profile for a hiring, right?
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So that's real estate agents.
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If you as a loan officer are listening to this and you want to add value to your real estate
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agents, this is a great podcast to share with them.
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The website, WiseHire.com, w-i-e-i-r-e.com is a great resource to share with them.
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There's lots of great free tools and templates to share with your real estate teams.
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These are for teams, people, agents that are looking to hire, right?
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Buyers agents.
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They're looking to hire assistants, admins, marketing people.
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These are for, you know, WiseHire is for mortgage loan, origination teams, a loan officer
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who wants to add a junior, who wants to add somebody, a loan officer, assistant, an op,
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a marketing person, right?
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So if you're in a position where you're either looking to hire and want to take the guesswork
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out of hiring and hire the best candidates, or you know somebody such as a real estate
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agent or team or company that wants to hire the best candidates, check out WiseHire.com
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and listen to this interview with Jay where we unpack why using the dis profile is important
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if you want to make sure you've got the best possible candidate for the role you're looking
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to fill.
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And then secondly, we're going to talk about WiseHire's process where they'll help you
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find the right person.
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They'll help you post your job on over 60 plus job boards and through their algorithm
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and their software and their process, they'll simplify and in some ways automate, right?
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I don't want to say completely, but in some ways they will allow the cream to rise to
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the top so you're only spending time with the best possible candidates.
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So you want a higher top talent before your competition does, you want to hire faster,
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you want to hire the right people, you want to eliminate the busy work, you know, tracking
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somebody down on LinkedIn or asking somebody who do you know, right, if you're really
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looking to scale that and make sure you've got the best possible candidates that are going
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through a analysis, right, discovering people's strengths and weaknesses in advance so you
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can make sure you've got the right person for the role, check out WiseHire, w-i-e-i-r-e.com.
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It's simply a smarter way to hire and listen to the day's interview because you'll find
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it very insightful and educational and a unique story that I was unaware of about Wonder
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Woman.
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Yeah, Wonder Woman, way do you hear the history and origin story behind Wonder Woman?
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I think you'll find it quite fascinating.
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I look at her in a whole new light now.
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You probably will too.
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So without further ado, let's get into this week's show.
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AJ, welcome to the show.
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Thanks, Jeff.
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Glad to be here.
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So I brought you here kind of, you know, not probably the usual guest we would have on
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a podcast for mortgage loan officers and, you know, mortgage professionals, but probably
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a growing audience for you.
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So for those listeners, I mean, you know, it's interesting when we talk about hiring
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and what's the right profile and how do we make sure we got the right person in the
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right seat?
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That's what's really attracted me to you guys and what you do at WiseHire.
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I was actually talking to a loan officer whom I work with and he had told me he's really
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thrilled with your service in allowing him to better identify and qualify the right candidates
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for his growing mortgage team.
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So with that set up in that context, you know, knowing that a bulk of our audience is listeners
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is loan officers, but the idea is also for them to share WiseHire and the content from
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this with their agents.
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How would you, you know, answer the question of them?
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So what are you doing?
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What service are you providing for both loan officers and realtors that want to hire
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the right people?
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And our heart, Jeff, we're a profile company, you know, we excel in other insularie pieces
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that need to happen to make that a possibility, but in reality, we're about figuring out with
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some real cool science, I happen to geek out and think it's cool.
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But personality traits, real accurate science driven stuff correlates with the best
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performers in any given role.
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And so hiring of the old days was kind of indirectly hoping you figured out through interviews
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and past performance, who was going to be the best fit for the job?
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That's what it's all about.
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That's why the 90 day probationary period exists too, because we pretty much know we're
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just guessing until we've seen them for the first couple of months.
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So we're trying to bring in and doing so, scientific predictive measures, if you will, that
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says, look, we know what the best look like in this role.
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This person looks like that.
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This person doesn't.
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Not going to tell you do or don't hire, but it's about identifying better performers
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right up in the beginning of the process and giving you something to hang your hat on,
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so you know this person can sell.
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This person can be a great admin, this person's great at whatever these different roles are.
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So the agents real quick, the reason loan officers are interested in us, if teams and brokerages
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don't have good agents, they don't sell.
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They don't convert.
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They don't find people that need loans.
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So the more effective the teams are at getting agents that know how to sell, the more they
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need loans, the more people they have to handle.
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So everybody is interested in making sure you've got a top producer in that position.
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So are you saying then that some loan officers are using wise hire, the disc profile specifically
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to find better agent partners?
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We haven't seen anybody use it yet for that relationship because that relationship is
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not an employment one where I need them to do it.
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We do see them using it for their own growth, so that loan officers or the organization's
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looking to bring on more loan officers, we're seeing that loan officers may be looking
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to bring on administrative assistance or some staff underneath them to help in a team's
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sort of mentality.
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But then we're seeing the majority of that use for them saying, I want my agent partners,
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I want to recommend this to people who are growing that team because I'm as interested
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from my business standpoint in them growing out a great sales team because the more they
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sell, the happier we all are.
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So they're referring and recommending people if not using it for their own growth.
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Yeah, very smart.
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So you said something earlier about, you know, I forget exactly what you said, but basically
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you're saying, we know who the right people are, you know, to hire for a particular role
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and let's just say a sales related role.
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So that could sound like a bold statement, but you sound pretty confident in saying that.
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There we are.
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I mean, my profile is one that's not great on detail, so I tend to just say, yeah, trust
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me.
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So back that up for those that are not necessarily trusting of me because they don't know me,
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I found it in our metrics, the parent that owns the profiles back 18 years ago.
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So we've got about 15, just a little under 1500 consultants in 32 countries right now.
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So we spend a lot of time growing over these last almost 18 years.
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We've worked with 10,000 organizations, some 6 million employees profiled those 1500
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consultants are using these on the ground in those countries, in the organizations helping
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with all kinds of different hiring, coaching, succession planning, things like that leadership
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development.
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So we have a really big database and a hell of a lot of experience looking at what correlates
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with best performers in a variety of roles.
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So when we say we know what the best looks like, it's statistics.
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We've got thousands of buyers agents, thousands of VSAs, loan officers, administrative
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assistants with performance metrics, and we looked at it and compared them and said, you
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know, what correlates scientifically, look, the better their performance is in this sales
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role, for example, because predominantly usually people are coming to us looking for sales
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first.
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They love getting admins and operations and support staff, but in the end, their first
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impetus is let's get salespeople that are really going to help us grow this team.
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We know what it looks like, and we can help them.
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There's way more to the higher than that, obviously we would always say any of these profiles
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should never be more than 25 or 30% of your total decision, the backgrounds that you should
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do, a really good background check, reference check, one or two deep, not just hate what
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fraternity brothers of yours should I talk to to see if you're a great guy, really doing
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things like that.
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Interviews, all those things are still very important, but we're here trying to give you
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some guidance into those intangible things that drive performance.
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It's funny when I'm up in front of the crowd, I'll say, tell me why you're successful.
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Nobody raises their hand and says, my degree, my clothes, my, some will say my experience,
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you know, but the majority of the answers are intangibles.
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My drive, my determination, my competitiveness, my assertiveness, and these are things that
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are intangible.
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How do you see these in an interview?
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Yeah.
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And we're putting numbers on them so you can see them, and then you can use that to make
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a better decision.
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When you say you're putting numbers on them, you're talking about from the disprofile?
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Correct.
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Yeah, the wise hire was founded to take the profiles from Intermetrics and put them in
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the hands direct to consumers, not needing to go through one of our master consultants,
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but the job hiring manager themselves in the smaller organization can say, hey, I've only
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got five, one, 15 people on the entire team, I'm not going to be able to get a consultant
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to come in and help me with this.
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I need something that's direct to consumer.
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So that's where the benchmarking in this simple interface came in on the wise hire side.
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So they could just sign up and not have to understand a 22 page assessment.
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Just look at single scores.
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Let's do this then for those listening, because I know some are probably familiar with
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the disprofile.
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Some have a person, you know, and then there's, well, I think I wasn't that, that thing
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I took a while ago, so if you could, you know, summarize what is the disprofile all
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about?
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And when somebody asks you with disprofile, what the heck is that?
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What do you say?
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Yeah.
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Discs is four letters of the four core dimensions of behavior.
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It was created by a doctor at William Marston at Harvard.
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The very famous psychology also created the lie detector and created the Wonder Woman
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character, probably they're not.
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Wait a minute.
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Whoa, whoa, whoa.
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He created the Wonder Woman character.
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Very interesting guy.
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Yeah.
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You ever noticed that the last so of truth is one of her supreme weapons.
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Get out.
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Guy created the lie detector.
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Come on.
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That's crazy.
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He was a huge woman's right advocate.
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This is around 1926, 1928.
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And he was a huge woman rights advocate.
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Thought the generation of today was done.
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There's no way that the guys that he hangs out with, they're going to start to receive
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respect women at the level that he thought they should.
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So he said, I'm going to invest in the next generation.
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And little kids, how do we teach little kids?
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What do they look at and follow?
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Comics.
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So let's create the first female superhero and Wonder Woman, who by the way, when I talk
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about the disc model, is the only one that has high DIS and C. It's impossible otherwise.
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So he created this research study that looked at normal people, the emotions of normal people
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was his seminal book.
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And he realized there's these quadrants that you can look at for behavior and he titled
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them the D for decisiveness, I for interactiveness, S for stability or stabilizing and C for
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cautiousness or conscientiousness.
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So that's what disc stands for, DIS and C. And those four quadrants handle how we make
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decisions, how we interact with people, what pace we prefer stability, you know, faster
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slow and how detail oriented or conscientious we are to details.
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Wow.
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That's a great explanation, by the way.
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I'm still taking it back by the Wonder Woman.
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That is really an amazing story and I love the fact that, you know, he wanted to create
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a positive role model, particularly, that's very groundbreaking for women, right, way
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back then.
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You know, he's a study in dichotomy because at the same time, he and his wife and his
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mistress co-lived together for the majority of their adult lives.
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So she was the muse for Wonder Woman.
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She well, you've noticed the other piece that Wonder Woman has are the metal bracelets
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to deflect the bullets.
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Every picture seen with the three of them, this German mistress is wearing these big
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hammered metal bracelets on her wrist.
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Who's bullets is she shielding?
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I don't know.
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It's a crazy, interesting guy, but when we talk about disk at wise higher, by the way,
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it's a little bit of a misnomer like Kleenex.
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We actually use three separate tests, they're psychometric assessments, but outside it's
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gravel, that's so waste.
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It's these personality assessments and they look at the what, the why and the how, what
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natural talents does a person have based on how they think and make decisions?
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That's a guy named Hartman from Yale and MIT.
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Why are they motivated to use those?
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It's a slew of PhD studying that in a totally separate field from Edward Spronger on to
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Rokiege looking at the seven core values or motivations and how do they prefer to use
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them.
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That's where Marston and the disk comes in, but because disk is in front, people just tend
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to truncate the entire thing and just say, oh, my disk profile, but it's really looking
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in three different sciences, three different veins of the individual.
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Okay, so let's get back into how do we use this in a practical sense, whether it's real
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estate loan officer.
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I've been asked this question before and I might have asked this to you last time we
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talked, but people are attending to use the disk profile, at least what I've seen,
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up front and close and personal is to find that perfect candidate or the ideal candidate
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and they tend to, like in a sales job, one would tend to believe that the higher the
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DNI, the more successful a sales person is that belief, perception, whatever, true.
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No.
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Okay.
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So can somebody say, hey, we're looking for salespeople, we want high ds and i's and that's
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how we're going to be successful.
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So you hear that, right?
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How would you steer people or how would you get them to better understand how to use the
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disk profile for a sales oriented position?
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We get it almost every day, absolutely makes sense and it's probably the most common mistake.
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The reason why it exists is because if you're left to interpret a 22 page report or 72
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or if you were to actually be allowed to print the whole thing, you're overwhelmed and
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you really don't have the expertise to do it and that's the mistake that we see a lot
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of people making is, subjectively, I want a super high DI.
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I'm good.
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Let's hire them.
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You have to look at a couple of variables, one, just because that's the how part, that's
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why I said the what, the why and the how.
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We can hire two salespeople that have identical disks, but if their motivations aren't right
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for sales and they can be drastically different, we watched managers, sales managers scratch
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their heads and go, these two look exactly the same.
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Well, yeah, they do, but one's got a Volkswagen engine and the other's got a Porsche.
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They're not the same on all measures and people use sales just too ubiquitously.
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It's like saying you should go into medicine, okay, does that mean you should work in a laboratory
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at a hospital or be in the ER or be a nurse or a doctor.
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Sales is super wide ranging, so 100% D, 100% I with no S and no C will be great for that
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massive, you know, like put your knee on their throat till they say yes, sales position.
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Yeah.
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We called it back in the J and J days, but that doesn't work in a consultative sale.
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If I'm selling intangibles, that doesn't necessarily work.
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If I have to be more consultative, my D has to come down and my S has to come up a little
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bit.
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If I'm selling technical products or more engineering or governmental things, my C has to
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come up.
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So there's a wide variety.
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We have about 120 benchmarks on the wise higher side and I would say there's 9 or 10 different
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sales benchmarks depending on who you are and what you're selling.
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Loan officers can't be 100% D and I because you can't work in a situation where you're
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just all shotgun, pure aggression, make it happen, let's get it done and have no appreciation
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for processes, paperwork, detail.
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I mean, okay, so I was off by a decimal point.
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Yeah, it's so wide, you know, $500,000, $50,000, you know what I mean, right, right, right.
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And of course, let's not forget all the guidelines and rules and regs that one must have here
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too.
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Yeah, 10S will go crazy in that situation because there's so much governmental regulation
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that they're going to just want to pull their hair out and go, why don't we do the selling
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cell phones and the kiosk on the street corner?
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Sure.
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15 minutes, sales cycle done next, but not for Loan officers, you just can't, a D is still
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very important, I is very important, but it has to come down into that 70 range, let's
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say some specifics here for a Loan officer, probably a 70, 75 D, 70 to 80, I, you can't
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have a 99 or 100 I, why, you got to shut up and listen to the customer, you know, that
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S, which normally the hunter gatherer is a 20, it better be coming back up into that
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50 range so they can deal with that regulation and the C can't be a 10 either unless they're
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lucky enough to have to do none of the transactions themselves and turn it all over to somebody
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in support.
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Okay.
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So then how much of a person's natural style is coachable?
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Can people change?
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And there's of course the adaptive style as well.
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So maybe talk about that if it's relevant.
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Yeah, disc is interesting because you have a two different scores for each of these
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dimensions.
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There's what you naturally tend to do when you're not thinking about thinking.
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Breathing is our best example in training, so it's just saying who you really are.
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Yeah, it's authentic as Marston called it, but we oftentimes because it's behavior, we
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try to adapt it.
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We say, ah, you know, I need to be a little more or less, that's called adaptation.
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You never hire for adaptation.
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Unadapted.
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I'm nowhere near as good as that if it was naturally what I was good at and it just zaps
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my strength.
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We always use the stock boy.
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I need a stock boy that can stock shelves, ideally he's six feet tall to reach the top
21:52
shelf all day.
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I look at somebody and say, well, you're five, 10, but if you adapt and stand on your
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tiptoes, you reach top shelf, you're higher.
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I love it.
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Good example.
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What if you get him a stool?
22:02
Exactly.
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Well, the problem is that person who's on their tiptoes is not as stable, not as good
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as a person on their flat feet and by, you know, lunchtime, they're dead, they're zapped.
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So you always hire for natural scorers, never adapt because people can only adapt for
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so long, right?
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And then they're going to fall back to the natural and they'll get exhausted adapting.
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You can't do it for more than minutes.
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The example we use is breathing.
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I can think about breathing.
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I mean, some yoga class, if I ever took one of those or something, some zen thing and
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all right.
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The moment I get distracted, I don't stop breathing and pass out.
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It reverts back to subconscious control and my body keeps breathing.
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Adapted behavior is the same.
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As long as I'm exerting mental energy to remind myself to be this, hold that pole over
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to the right, I'm okay.
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But you're talking two minutes, five minutes, 30 minutes.
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And then somebody says something and Boeing, you let go of the pole and it goes right back
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where it wants to be.
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And I forgot.
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Oh, yeah.
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I'm a natural tendency is to be a super high D.
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And so I just bark something out about, come on, let's go.
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Aside from me, wait, not.
23:11
That's so accurate.
23:12
All right.
23:13
So back to my original question is, you know, because I see a lot of disprofiles in the
23:16
coaching of loan officers I do and it's all over the map, of course.
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So how much of this is, you know, coachable, if you will, are changeable to recognize, you
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know, can somebody see that, you know, I need to do better in this category or adapt
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here.
23:32
Is that possible?
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Or is people's like, you know, that's it, DNA.
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The tolerance to answers, the tolerance for adaptation is around 20 points, maybe 30
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max.
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If you have to sit in your desk and say, all right, I got to remember to do this.
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And it's just changing a little, right, 20% or less.
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That's okay.
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And probably doable, not ideal, but doable.
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Can I permanently change from this low D that I am or lower to a high D?
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No, I can't.
24:00
It's glacially dynamic, we call it.
24:02
It changes over three, five, seven, ten years, slowly.
24:07
But I can't go into a coaching program.
24:10
Disc is the most utilized and studied behavioral model in the history of the human race.
24:16
You know, 1926 when he started working with this, nobody has been able to come up with
24:21
a program that rewires the neural networking of a 40 year old that's been in place for
24:26
40 years in a week or a month or a year.
24:29
And if you have to put somebody into a 12 month long coaching program, what's the point?
24:34
Why are you doing that?
24:35
They're not a good fit.
24:36
What do you advise then if we take a look at our roster of people, let's say, and I realize
24:41
I've got a predominant percentage of people who, well, I'm reluctant to now say this,
24:46
but I will.
24:47
Let's say my perception is I have people who have the wrong dis profile for the role.
24:53
My perception is that my problem, my perception, and it's no dude, what you need to do is figure
24:58
out how people can be successful in the role with the dis profile they have.
25:03
Or is it really, you know, there are people who won't be successful in X role because
25:08
of their profile?
25:09
A little bit of both, it's degrees, really.
25:12
My first book was called What's Your Genius.
25:15
And it's the summary of a seven year, 197,000 person study globally.
25:20
The very top performers all had one major trade in common and it's that they were authentic.
25:26
They knew they sucked at this and they changed the way they went around that objective by
25:32
making sure they didn't have to use it.
25:34
So let's say you're in sales.
25:35
If you're an A, B, or C, break them out that way, like good to great, you're in the right
25:40
seat or you're an A player, you're not.
25:43
If you're really far away, you're going to know it because they're probably profiling
25:46
this person because they're struggling greatly already and there's just too far away.
25:50
I can't turn you from a high SC into a high DI.
25:54
If you're in the middle, you're that B player, well, you can adapt a little bit and then
25:59
also maybe change the way you're going about the job.
26:03
So can I take somebody and give them an assistant?
26:05
Can I get somebody to offload where they're weak and some systems?
26:09
Is there software?
26:11
There's some other thing that we can do.
26:13
In realtors, we see buyers agents doing this all the time.
26:17
They're great service sales people but not really great hunter prospectors.
26:23
It's the growing trend in real estate, getting somebody on the team in an ISA role who augments
26:29
that.
26:30
They'll take those cold calls, dial 110 Fizz bows for sale by owners and say, hey, are you
26:35
interested?
26:36
Can I get you on the schedule at two o'clock next Wednesday and then the buyer's agent
26:40
who's not great at prospecting takes over?
26:43
So that's someone who's augmenting where they're weak and still doing the job but they're
26:47
doing a slightly different job in a different way.
26:49
If you're too far away, if you're so far off track of what you are, I'm not going to
26:54
be able to help.
26:55
You can't change the job that much and you really just didn't own role and probably need
26:59
to be thinking about other employment in that organization perhaps.
27:02
We had a guy in a loan officer role who was a high SC, struggling, dying, just bottom
27:08
of the rankings as far as sales go and you imagine, super high SC, super analytical.
27:15
The values had nothing to do with economic, hated it and eventually the organization moved
27:20
them over into an analyst role.
27:22
So they didn't fire them.
27:23
They just said, you're a whole lot better over here where we need help.
27:26
Aren't you move over there to that side?
27:28
And loved it.
27:29
Sounds like the right move.
27:30
That's awesome.
27:31
Okay.
27:32
So speaking of the values, I'm glad that I got a chance to talk to you because I think
27:37
that's a part, at least for me personally, that tends to get glossed over but I think
27:41
it's very relevant when you're evaluating the person for the role.
27:43
Like in the case of we're talking about sales here, right?
27:46
Somebody who's got a high economic value on this scale, on this chart that's provided
27:51
by the disk profile, one would think that that would mean, obviously, they're money motivated,
27:56
right?
27:57
And that's hopefully good for sales.
28:00
Yeah, if it's a variable plan, which almost all sales are, we do see, again, there's
28:06
a few sales roles that 80% of it's ace in maintenance and there's 20% growth.
28:11
Not here.
28:12
You know, the realtor is usually 100% commission, loan officers, significant percentage commission.
28:17
Economic is the first place in all the studies we've done, the most amazing correlation.
28:21
I mean, like not to say nothing else matters, but the higher it is in a commission role,
28:28
if it's a majority commission, the better it is.
28:30
And economic isn't just money, I would retitle it ROI in trainings.
28:36
I'll do that and say it's really about a meritocracy.
28:39
It's a person who wakes up and says, I love the culture where the more I do, the more
28:45
I get, and they're okay with the less I do, the less I get.
28:49
What kills them is to go to a job and say, here's 50,000, here's 100,000, you can be the
28:53
best in the company.
28:55
You're going to make the same as the guy on the worst.
28:58
Now, he'll be fired next year, but he's still made the same you did, right?
29:01
It's like it says, I'm looking at an actual profile right now.
29:05
They're very competitive.
29:06
So if they're high on the economic scale, competitive, which is good, to your point about
29:11
sales, right?
29:12
It's like you got to get after it, there's competitions.
29:15
Is anything on the values chart there, any red flags or things to look out if somebody's
29:20
going to be in a variable sales role?
29:23
The top three that we see are economic should always be in first.
29:27
It's a big red flag.
29:30
I'll take a slightly different deer and eye or an S or C. If that's not in first and
29:36
high, that's my biggest red flag, probably the second and third can be split either or
29:41
between individualistic and political.
29:45
Political oftentimes people get confused about, and they're like, he's just a loan officer.
29:49
He doesn't lead people, he's not the manager.
29:52
Great outside salespeople have high political because a great salesperson actually leads
29:57
the sale.
29:59
The prospect, the prospect, thinks they're in charge, but a good salesperson is managing
30:04
that prospect all the way through.
30:07
An individualistic usually works out pretty well because they enjoy the freedom that most
30:13
of the time sales offer.
30:15
Not quite as high in loan officers because they're not really outside hunting, gathering,
30:19
driving around sales folks as much.
30:21
An individualistic could go down and still be okay, but economic political for sure.
30:26
Very interesting.
30:28
I'm looking at this profile right now of a particular person.
30:30
Looks like they have a great profile for being a loan officer.
30:35
That is awesome.
30:36
Can't wait to tell them.
30:37
If those are from the bottom and like altruistic, regulatory, aesthetic, all those were super
30:44
high.
30:45
That gets more into an ops role, operations, or support or something like that, right?
30:51
Exactly.
30:52
Okay.
30:53
So, how do you usually advise somebody?
30:55
You said earlier, 25-30% of the hiring decision should be the disc profile.
31:00
I was surprised that that seemed low to me, and maybe I need a little correction.
31:05
There's so many other variables that we'll never be able to measure.
31:09
What's their overall attitude, which is just this umbrella for characteristics?
31:13
It doesn't.
31:14
Can't that be BS?
31:15
I mean, come on, right?
31:16
If we're interviewing salespeople, they interview well.
31:18
They're supposed to interview well.
31:19
Exactly.
31:20
I just really like that guy a lot or that girl a lot, man.
31:23
Just really liked her.
31:24
We really connected really well.
31:25
Well, I guess if you connect well, that's probably sign of somebody who's got a decent
31:29
eye, right?
31:30
Right?
31:31
Most likely, yeah.
31:32
I mean, well, there's an old saying that sometimes the last thing a bad salesperson sold
31:36
was themselves.
31:37
Yeah.
31:38
Exactly.
31:39
Okay.
31:40
So, 25-30%.
31:41
I'm just taking that on.
31:43
I'm just kind of chewing on it for a bit.
31:45
Because for me, I'd be looking at like 50% being like, okay, who's this person?
31:49
What's their role?
31:50
Bank, D.I.
31:51
Good.
31:52
Okay.
31:53
Not too high on the SC.
31:54
Cool.
31:55
Good.
31:56
To me, it's always the front filter.
31:57
I don't know why we would put that at the very end after you've invested hours of your time
32:02
to do something else.
32:03
But after the front filter, we do look at attitude.
32:06
But those are things that we can't necessarily measure because it's a little ubiquitous.
32:11
It's everywhere and everything under one umbrella.
32:15
So I want to see how positive are they?
32:18
Background does matter.
32:19
I mean, I can't just necessarily drop somebody into a sales role if they've never been in
32:23
banking or finance.
32:24
They don't even know anything about the origination process, training.
32:28
Most of the time, having a degree is something that people want.
32:31
So these are all variables when I get into the interview.
32:34
Just because they've got a great profile doesn't mean that you don't walk into somebody who
32:39
shows up wearing a purple suit with green socks, who thinks it's fine to chew with their
32:44
mouth open and say, this is dad.
32:48
You know, I'm from Atlanta or I'm from Boston.
32:53
I mean, there's all kinds of subtle other things that actually can be very important in the
32:58
process that totally can make a big difference.
33:01
And we're not measuring IQ.
33:02
And that's an important thing.
33:04
These are not cell phones, no offense to cell phone folks that are listening.
33:08
But you know, I'm not selling chicklets out of a push and a heart.
33:12
This is ice cream.
33:13
This is important stuff that's complicated and it takes a high degree of intelligence and
33:16
usually a bachelor's degree or more to understand what you're doing.
33:20
Absolutely.
33:21
Okay.
33:22
No, that's good.
33:23
All right.
33:24
Let's transition into how people are using your service.
33:25
So, you know, you know, I've talked before and I told you, as I mentioned earlier, there's
33:28
a loan officer who's using your service, which helps find the right candidates integrating
33:34
the disk profile into the kind of prescreening, you know, process, right?
33:40
So can you talk a little bit about how that aspect of your company works?
33:43
Oh, yeah.
33:44
So, it's about, that's all I talked to the very beginning about other antillary pieces.
33:48
So sourcing is something that we had to become very good at.
33:51
You know, we'll have enterprise accounts with all 60 big job boards, indeed, zip, monster,
33:55
career builder, you name it.
33:57
So we'll put a job up there instantaneously.
34:00
We syndicate it to everywhere.
34:02
So it goes out to the wideest shotgunning possible.
34:06
As they come in, it was unintentional.
34:09
But just the process of having them complete a 13 minute assessment, screens 40% of the
34:16
people that press the button, let's say on, indeed, oh, I'll take that job.
34:19
We'll email them for five times in five days, one email a day for five days, saying, hey,
34:25
you never finished this assessment, again, takes 13 minutes, they still won't do it.
34:29
So right away, we're screening out those.
34:31
They're just not serious.
34:33
They hit a button and we're hoping to get a job and lazy.
34:35
So you never even saw them.
34:37
You never even had to mess with them.
34:38
You could look in there and see resumes if you really wanted to, but why?
34:42
Then it's screening the 60% that do make it to that floor two or the second level.
34:47
And we're putting them in a rank ordering from zero to 100 based on that assessment and
34:51
the personality.
34:52
So again, you screened the lazy ones that couldn't even open the front door, push versus
34:57
pull.
34:58
You screened the majority of the people below 70 or 60.
35:01
They're there, but are you really going to take the steps to then invest all of that
35:05
labor of talking to them, interviewing them, background checks?
35:08
So you're probably only looking most likely at the top 20% at that point.
35:12
Then you know, this is good hunting grounds.
35:15
Think about it like a salesperson.
35:17
These are the people that I'm now considering qualified prospects that I'm going to take
35:22
my time to go get.
35:23
And then you do your thing from there, resumes up there, profiles up there.
35:27
There's all kinds of little tools to track them and keep notes and you can email them
35:30
and things.
35:31
The majority of it is, how do we get as many people to apply as possible?
35:35
How do we screen them?
35:36
So you're only going to get your time involved as a salesperson, if you think about it like
35:40
that, with the best juiciest, most qualified suspects.
35:44
What's the wise score?
35:46
How does one arrive at that?
35:47
We look at those three assessments and there's just some proprietary algorithms that weigh
35:51
those differently depending on the benchmark and summarize them into a single score.
35:56
Because again, our customers don't want to become experts in profiles.
36:00
They want us to do that and simply go line them up for me from one to 100 and then move
36:05
over and let me go to work.
36:08
And so to kind of clarify what you said earlier, essentially part of your service is, right?
36:13
You're looking for a particular position to hire.
36:15
You guys even have help with job candidate description templates and based on the role
36:21
of the position, some questions to ask and basically it's within one click, right?
36:26
You click a button in your job bottom.
36:28
We post all these different job boards and then they go through the process you've just
36:32
described and you focus on the top 20% to save yourself a lot of time and, right, ideally
36:37
get the best candidates.
36:38
Yeah.
36:39
So I'd benefit.
36:40
We didn't necessarily think, but it sounds silly we probably should have.
36:45
We find in the best candidates don't last long.
36:49
And so if you got 50 resume, so think about the typical person that's listening to this.
36:54
You got 50 or 100 resumes.
36:55
What the heck are you going to do with that?
36:57
You're going to look at 100 resumes in a day and by the time you've looked at 10 or 20,
37:01
have you really done a service to the 50th resume?
37:04
They start breaking them up and I'll chunk them out today.
37:06
I'll look at 10.
37:07
If it's three, five, eight days before you get to the 99th person that applied, who may
37:12
be the absolute perfect person for you, they're gone.
37:17
They might have either gotten another job or they're not wanting to hear from you eight
37:20
days later.
37:21
They're like, dude, I applied to you eight days later, like you care about me.
37:24
So we want to put that juiciest prospect in front of you, in front of everybody else.
37:29
So you go to them first.
37:31
So that's how people are using it.
37:32
It's about getting as many as you can to apply and then figuring out which one of these
37:37
should I invest my time in first and who's the one that I want to get in front of first.
37:41
So I don't lose them to some other job because I guarantee you they didn't just apply to
37:44
your job alone.
37:45
Very cool.
37:46
You also have a hiring coach.
37:47
If somebody's looking for some additional help hand holding, how do I make this work
37:52
for me individually?
37:54
Absolutely.
37:55
Those templates you talked about, we craft them based on those keywords that resonate
37:58
with the personality type.
37:59
We're using actual words in there, one that are SEO proven.
38:03
We know that the people, let's say looking for loan officer jobs or buyer's agency, they
38:07
search keywords.
38:09
So we know, let's put these in here and then we're using words that attract them.
38:14
You're not going to attract, you don't want to attract and have people applying that
38:18
aren't ready for a competitive environment that's fast paced, aggressive with a great
38:22
commission structure that's variable and you know, it actually makes people that aren't
38:26
a good fit kind of go, ew, I don't like some of the words in there that doesn't sound
38:29
fun.
38:30
Good.
38:31
We don't want you.
38:32
No offense.
38:33
It's not right for them or us.
38:34
Right.
38:35
Right.
38:36
You know, I was looking at some of the testimonials in your site and I was going to ask you
38:38
the question of like, how do you measure success, right, or how do your clients tell you
38:42
that it's working?
38:45
I mean, I can see some of the comments here for example, from a realtor team in St.
38:50
Louis where she received over 800 resumes, which of course is overwhelming, but because
38:54
of your service, you could sort them by date and score thereby getting to those best fit
39:01
candidates.
39:03
But any other commentary you want to provide around either where there's anecdotal or
39:06
you guys have some type of metrics for measuring, you know, how do you know you're successful?
39:11
I have a retention.
39:12
Obviously, the subjective stuff about the comments, we have a net promoter score that we ask
39:17
everybody to fill out and we're consistently high up into those 8s, 9s and 10s.
39:21
You know, would you recommend us to somebody else?
39:24
Most importantly, it's the retention, you know, we don't have contracts.
39:28
It keeps us honest.
39:29
If you didn't love us last month, you shouldn't use us next month.
39:32
And so if we have turnover or churn, we know that we didn't do the right job for those
39:37
customers.
39:38
We're at about 95% retention.
39:40
We have 90% that stay 5% that close because we, but it's called good churn because they
39:49
got the job filled and they don't have another job to hire right now.
39:53
The vast majority of those, that 5% that fill the role and leave because most of them fill
39:58
the role, but they're constantly hiring, you know, I'm going to be looking for an agent
40:01
every month for the next 12 months kind of thing or an admin this month and I say the
40:06
vast majority of those that say, I'm done.
40:08
I got it.
40:09
I don't need anybody for the next three months, they'll suspend their account.
40:12
They all come back.
40:13
So there's about 5% that we're just not a good fit for.
40:16
You know, they come in and say, I want the perfect buyer's agent who's got five years
40:21
of experience and 10 sides and I will only do this, I'll give them 29 days to find them.
40:28
And we actually, you know, sold those people right up front, we're not a good fit for
40:31
you.
40:32
Go use Craigslist.
40:33
Craigslist.
40:35
I don't know if there's got to be a lot of sifting and sorting to find talent through
40:39
Craigslist.
40:40
You want a beer fridge for your garage, it's great place to go.
40:44
Exactly.
40:45
That's awesome.
40:46
All right.
40:47
Well, this has been really awesome.
40:48
A great education for me, I've learned a lot and I'm somebody who's got my nose and
40:52
people's disc profile's every day.
40:55
What I love is you encourage people to go to your website, right?
40:59
And use some of the resources that are there.
41:01
You want to talk about what they might find on there?
41:03
I mean, I see you got a new e-book available, but where would you like to use recviewable
41:08
just to the Ysr.com?
41:09
Yeah.
41:10
W-I-Z-E-H-I-R-E is Ys with a Z and just go on up there.
41:14
I mean, it's a completely virtual company.
41:16
So everything's designed to be user friendly right there online every once in a while,
41:21
so I'm going to say, can you email me a brochure and we're like, no, it's online.
41:26
Everything's there.
41:27
We got some great tutorial videos.
41:29
The resources are free.
41:30
Go to the resources tab.
41:31
You can download job descriptions and start playing with them and use them however you
41:35
want, but there's great chat features in there.
41:38
We can get online and answer questions.
41:39
You have customer or not, doesn't matter, right?
41:42
Absolutely.
41:43
Very cool.
41:44
And if somebody hasn't done a disc profile, what are their options for doing that?
41:49
Go to Ysr with a Z and right there on the landing page, you can take a free disc all day
41:54
long.
41:55
Yep, I see it right there.
41:56
That's awesome.
41:57
Very good.
41:58
Cool.
41:59
We put links in the show notes for those listening to the web page and the resources page.
42:05
So everybody can connect with Ysr and I just check them out, whether you're a real estate
42:08
agent and you're listening to this by way of a loan officer, make sure you get back with
42:12
them and thank them for the info.
42:13
Check out Ysr and if you're a loan officer and you're growing a team or a leader at a
42:19
particular company and you want to hire better people, whether it's for ops, loan officers,
42:23
whatever, check out Ysr because as you've heard, they're going to save you a lot of time
42:27
frustration and get more of the right people in the right positions at your company.
42:31
So, Jay, man, I thank you for this very much.
42:34
Appreciate your time.
42:35
Oh, man.
42:36
Questions all mine.
42:37
Thank you.
42:38
Alright, everybody, for listeners, once again, if you haven't yet subscribed, please do
42:40
so.
42:41
Leave us a positive comment.
42:42
I always look into your feedback and I appreciate you listening until the next time you make
42:49
it a great day.
42:50
Bye for now.
42:51
Thanks for listening to Mortgage Marketing Radio.
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One more truth in Mortgage Marketing, get more free training and resources at MortgageMarketingInstitute.com.
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