Hi everyone professor, Uglow here. So going forward, I'm going to add these audio notes to each of the slides on the power point presentations that I post for you each week. Similar to the type of lecture that you would experience if we were in class together. So the nice thing about this format is that you can listen to them at your convenience and wind them and pass forward them. And re listen to them on areas that you want to go over again. So we will start this week with these Chapter two notes and that's what we will do going forward. So one of the most fundamental responsibilities of an HR professional would be that of recruiting talent. This is much more difficult than it sounds because in order to be good at it, the HR department and the HR professional really has to have an understanding of what's going on in all aspects of the business. For example, you might have somebody from marketing come to the HR department and make a request for a new hire. And unless you really understand what the marketing department does and what their objectives are and their visions and goals are, it would be really difficult I think to find them the proper talent. So the point is that the HR department, unlike other departments, really needs to have a a big picture understanding of the organization. And I will say that in hospitality, I don't think this is a area that gets enough attention in terms of possible career paths. And I highly recommend it as an option for you when you get out of college or even when you're in college for your internships. So what recruiting involves is identifying potential employees and encouraging internal employees as well to consider opportunities that may be posted. Organizations that hire from within tend to have much better retention of their employees and they have higher satisfaction ratings as well. So once the applicant applies than human resources really needs to have a system in place to be able to screen those applicants efficiently. As we enter into what some might say is a downturn in the economy and there are going to be more and more applicants for positions and the ability to screen those applicants is going to become even more important. Let's talk a little about the factors that are going to impact the demand for hiring employees. And generally speaking, they're categorized into two different segments, external factors and internal factors. Let's talk about external factors. 1st I think the best example of an external factor that would impact the demand for employees or hiring would be the economy as a whole. We've been very fortunate really for the last 10 years or so and that we've had an extremely strong economy that's resulted in low unemployment. Unfortunately that's changing right now because of the pandemic. We really entered into a precipitous downturn in the economy, really starting in March and April and that resulted in tremendous numbers of layoffs, particularly in hospitality, as you know. So when that happens, there's not going to be the need for hiring. In fact, the HR professionals job might change and really evolve into someone who is looking for ways to let people go or downsize other external factors that can impact demand might be aging population. So right now, as the baby boomers are getting into retirement age, those positions are going to be opening up for younger workers. And another example would be, technology displacing the need for workers at all. Internal factors would really be decisions made within the organization that would impact hiring decisions. For example, the CEO announces that there are new goals and visions for the company that might require an entirely new department or business to be opened up. In that case they're going to come to the HR department and say, ok, here's what we need and then the HR team goes to work. A company's reputation can also drive candidates to or away that company. That's one of the reasons why companies spend so much time talking about how they're one of the greatest companies to work for. It's a great marketing buzz line to be able to say that, but the reality is they know from a business point of view that if you have a great place to work, you're going to be able to attract the best talent for those positions and you're going to be able to keep your workers longer. So just like any other department within an organization, the HR department is going to have to engage in forecasting. And so what are they forecasting? They're forecasting the need for people. Some HR departments don't really do much of that and instead rely on other departments to share that information with them. That's known as bottom of forecasting. And that's really where management will ask their teams to submit their needs for the upcoming period. So for example, there may be a I don't know, director of housekeeping. And that person has several managers or supervisors reporting to her and they essentially tell the director what they think their needs are going to be for the coming period. They put together a report and then they submit that to HR. The benefit of this approach is that really, it relies on historical data, so they're typically going to be looking at what happened last year, maybe the year before. And maybe make some minor adjustments in their recommendations. Trend analysis, on the other hand is going to be much more statistical. And a great example of this would be, when Hera's, which as you all know, is a gaming company, but it's also clearly in the hospitality area as well because they own hotels, they really were one of the first companies in the gaming industry to bring into their business models. This idea of statistics and data analysis, I have to tell you that the casino industry in particular was really old school in there approach much more reliant on the bottom of forecasting models. So trend analysis is something you're going to find that the larger companies will definitely be doing. So Marriott, Hilton Hyatt companies like that, they are very much involved in this. And really what it does is that it looks at a much larger picture and a much a broader set of factors that are going to drive analysis, which in turn will help with forecasting. And one of the ways that they do this in the primary way I should say that they do this is through the use of software programs that are specifically designed to help managers with forecasting. So I'm going to commit to you throughout the semester to assist with your learning and really to help you understand these concepts is to provide as many as examples as I can. I remember very clearly when I was in college, which was quite a while ago, but that the material could get a little dry from time to time and sometimes I have a really understanding wealth, how does this impact what I'm going to be doing? So I'm going to try to incorporate examples into these slides and into my audio presentations as much as possible. So here's an example of that. So to understand what we mean by trend analysis, let's look at an example, let's say that you've been asked by your employer, which happens to be a 500 room hotel property, to forecast the number of workers that you're going to need for the summer. Las Vegas, where I'm from is interesting because during the summer that tends to be one of their weaker periods, but for most of hospitality summer is Going to be peak season. And so, forecasting workers is going to be significantly important. So one of the things that we do first is we're going to look at, well what happened last summer. And we're going to look at our occupancy rate because occupancy is going to really drive what type of laborers required to satisfy and take care of those guests. So we look at that prior period and let's say that in our example here, we learned that there was an 85% occupancy rate. So we simply take the 85% multiply that times 500 rooms. And we can see that we had born in 25 rooms that were occupied during that period. Last year, there were 659 employees on staff. I'm just pulling that number out of the air. But so you can see how the calculation works. We would divide 425 into that number and we would come up with the number of 1.55 employees per room. Which is a really helpful number when you're trying to forecast what your staffing levels might need to be. So if you don't have that number of people, you may come to the HR department and say, okay, we think we're going to be a little short for staffing. Here's what we think we need, which we'll talk about in a few slides as far as how you do that. And then HR will go to work. But you also know that you've got to look at the occupancy rates between last summer and this summer to see if there's trending going on. So right now we would we would recognize very quickly that the trending is going down. And so trend analysis will also consider however, that there's a specific reason for that and that's the pandemic. And the question is, is it going to be around next summer? We don't know. And so many people think that it will be, and if it's not. If it is, then this trend may be applicable to the staffing decisions we make at that time. So let's say that we look at that period between last summer and this summer. And we see that the occupancy rate is only 42%. So it's less than half of what it was before. Again, because of the pandemic, we see that only 210 occupied rooms were there. And based on that, We can see that 1.55 employees per room is certainly going to be too high. So this is really probably the most in depth that I would ask you to to engage in in terms of let's say, a math problem. But I want you to understand how trend analysis works. And really, again, big picture is that it relies on a much more detailed model that considers many other factors other than just what happened in the prior period. So once you understand what the need is, then the question becomes, where are we going to get those people? What are we going to use to satisfy that demand? And so this is what we do when we start talking about forecasting supply, forecasting, the supply of human resources within the organization is crucial to be able to satisfy that demand. Here are the ways that you can do that. The first thing you're going to have to do is look at what your current inventory of workers is. This is usually very easy to do because you've got schedules and other profiles that you're going to look to you to see who does what. One of the things that you may have noticed, especially having done your internships or if you haven't done them, you will learn, this is this idea of rotations. More and more in hospitality workers are being asked to cross train and obtain skills in a variety of different departments. One of the reasons for that is so that they can very easily shift their focus into another department when the need arises. So you should consider that when looking at your internal supply and that is, are these people cross train? Because that might represent a much more powerful use of those workers. We can also look at the skills of those workers, not so much their titles, but what do they actually do? And what skills have they obtained while they've been with the company or what skills do they bring into the company when they were hired? Some examples of that would include certifications, some technology skills, how often they're trained? I've often asked whether or not, I think that hospitality professionals or students such as yourselves that are entering into the workforce if you should be getting certifications. And I think the answer is definitely yes. Particularly if you can get those certifications while you're a student at a much lower price. I will tell you that when a HR professionals looking at candidate A and candidate B. And candidate A has certifications, that's definitely going to weigh very heavily on them in terms of whether or not they might higher that candidate A in that case. Other the fact is that we would look at in terms of knowing what our supply will be like for human capital would be looking at promotions, layoffs and retirements. We are entering into a period in your organization where more and more people are being promoted or being laid off? Such as in the example I gave last slide. The answer is yes or no. Then that has to be factored into whether or not you actually have adequate supply. And then transfers as your company expected influx of transfers from the location that might be closing. This is very common in hotel and restaurant industry. The property that's no longer successful is put out of business, taken off line as we say. And then many of those workers are going to be transferred or repositioned or realigned into different parts of the organization. So these are the four main factors that I'd like you to know for this course. There are others and you can look in the book to see which ones those are. Personally, I really enjoy the recruiting process. It's very satisfying to be a part of somebody's career trajectory and to also be able to solve problems of the organization by hiring great people. So if you talk to HR professionals, I'm fairly certain that they will tell you that one of the most satisfying parts of their job is recruiting talent. What that is is the process of identifying and hiring the best qualified candidate which might be internal or external for a job. They can see in the most timely and cost effective manner. And that definitely is a mouthful there and it's a lot easier said than done, particularly when we talk about cost effective. It can be very expensive to recruit talent, particularly if you're working for an organization that uses outside services to do that. And that by the way is becoming very, very popular today. In fact, I will say that some organizations have completely outsource their HR departments to third party organizations. And so when they do that, they have to really look closely the companies that do that. The outsourcing is it really cheaper? You know, probably it is if you consider all that goes into having a department within an organization, but again, it's very expensive to outsource it. So some believe that recruiting for hospitality organizations is much more complicated due to how important it is that our our people deliver excellent guest service. It's really pretty hard to know if somebody is going to be good at that in an interview. And so I I always recommend to people and I've interviewed many, many people in my career. And for my for myself, really the most compelling factor that we would look at is talking to people that have worked with these folks in the past. That's really probably the best way to determine if they really are in fact great with guests. Everyone is going to tell you how great they are in an interview. That's the nature of an interview. And just because somebody has a degree from a great university or a designation behind her name, it does not mean that they're going to be a great delivering guest service. The other thing that we will look at too is do they have a lot of experience. If they do, and they have been at these organizations for fairly. Stable amount of time, then I think we can assume they probably are pretty good at delivering that guest service. Remember this. Companies that are the most successful at filling high employee needs are those that concentrate their human resource efforts on recruitment, career development, culture orientation and communications. These are crucial, particularly in industries where there's high turnover and retention costs such as in hospitality. Frankly, we do definitely have more turnover than other industries, particularly in the food and beverage area. So I would say of those four factors, cultural orientation is going to be key. Your generation in particular is very attuned and very concerned about lifestyle and part of that I should say it's going to be where they work. Is this an organization that values their people? Is this an organization that is a fun place to work that cares about their workers? Or is it really just lip service? So later in this course, we're going to be talking about techniques and approaches that you might consider when you're going after a particular age, demographics, for positions that might be available. Another thing you're going to learn from me as a professor is that I'm much more concerned with, your understanding of concepts than I am of you memorizing terms. I cannot remember a time when an employer told me that they were impressed because a candidate was able to regurgitate terminology. That is just something I've never heard. So I'm not going to ask you to memorize tons and tons of terms. Of course there's going to be basic knowledge you have to know. I mentioned that because if you look at the slide, there's 11 steps on this particular slide or 12 steps. I'm not going to ask you to memorize that. What I want you to recognize though is that there is a process in place and these processes are going to really vary depending on the company you're working for. Clearly the very first thing you have to do is understand what the job requirement is. Because if you don't understand that it's going to be really hard to develop the program in which are going to use to recruit those people. So this goes back to what we talked about a few slides ago and that is, have you clear understanding of what again, my example was marketing, what their needs are? What their objectives are, what their goals are for the year and the kind of person that they're really looking for? So take a look at this flow chart that I've created, which is replicated from the book and just have an understanding of the big picture of how this is done. There may be a multiple choice question or something on the exam that will ask you to talk about one of these steps, but I'm not going to ask you to memorize them and regurgitate them. It's just not something that's going to be helpful to you. Again, you need to understand that in summary on this slide. The companies have processes in place and depending on the organization, they're going to vary a little bit here or there. And the factors that will determine that will be things like the speed in which they need a candidate, the skill sets required the economy, how much money they have. And so all of this can really change depending on those factors. So this is definitely an important slide and I will try to point out to you during the entire semester through these audio lectures when I really want you to focus on a particular slide. And this is one of those slides, and the reason for that is because in the HR department you're going to be asked to engage in an internal recruiting and external recruiting. And as you can see from this list here, there really quite different in terms of their approach. So let's talk about internal recruiting first. This is going to be when you've been asked to try to find talent within the organization. Just the fact that you're doing that is going to benefit morale within the company. So many organizations will tell you that this is the first place that they go. I personally am a big fan of this. I think it's the right thing to do. You want to reward your people, you want to recognize their achievements and you want to be part of their growth trajectory. And this is really one of the best ways to do it. Even for the person not being hired, other people see this, that's what we've got other staff members, and that begins to have an impression on them as well. They begin to say to themselves, this is a company that cares about us. And they're really tries to find candidates from within first, and sometimes we do have to go outside the organization clearly. But even the recognition that you're trying to do that is impressionable with the other worker. Managers can better assess these candidates, why? Because they've worked with them. Many cases, they may have had years of working experience with these people. That's worth an incredible amount. Think about that. Having worked with someone for two years or having spent 3 or 4 hours in an interview with someone, which you think is going to be able to give you a better idea of this person? Well, clearly it's going to be the former. Secession is reinforced, the company's career advancement commitment. So again, it just shows that, this is what you can do, this is what your career might look like, what your future might look like because we're going through this process. It can definitely be less expensive because you're not having to spend as much time looking for the people. You can just walk down the aisle and knock on their door, send them an email. Reduced training costs because the people that you're hiring from within are already part of the corporate culture. They probably understand what's important to the organization. They've been through the training, they understand the values that are important to the organization. And so as a result of that you're not going to have to spend as much time and effort training those people because they've already been trained in that respect. Now they might incur new training costs because of the new position, but it's going to be very narrow and very specific. And then finally faster process to hire. They're already in the system, they already have an employee ID number, etc. So I'm a big fan of internal recruiting but sometimes the skill set required for the new position cannot be found internally. Sometimes you'll have folks internally just that don't that are very happy with where they're at and they don't want to move up or they don't want to move across. And then we go outside and that's called external recruiting. One of the benefits of that, is that it really does bring quote new blood to the organization. What does that mean? Fresh ideas, new perspectives. Maybe you're looking for a person that's maybe more educated because as you probably all know. The younger workers entering into the workforce have a higher level of education than those that were being hired from my generation and my parents generation. In fact, women make up more than half of the college student population across the country now. And when my mother was young, she said that she was the only one that she knew who was in college. So that's clearly changed. That's what I mean by bringing new blood. It's really new perspectives, new approaches, new levels of information, new education. Bring opportunities to learn about the competitors. So I think this is somewhat, I don't know, maybe you could say a little self serving. Are we bringing the external candidate in because they're the best candidate or because we really want to size up the competition? Because we know that this person worked for the competitor? Well, hopefully it's a little bit of both, but I think you have to recognize that we are in business and one of the big challenges in business, is to understand what your competitors are up to. And I've seen many an example where I hire a person because I want to be able to get to their, into their brain and learn about the competition. Which was there prior employer? The text book talks about organizational self reflection. How does that work? Well, when you bring in outside talent, they are going to have a different perspective of your organization that you than you did. It's like I used to always tell my students that, when you tell someone you went to UNT, that probably doesn't seem that exciting to you because you've been here a while. And maybe you grew up in Denton, maybe you're not that impressed by it, but people outside of it, outside of you and to you are very impressed by and they're very interested in learning about people who who came from UNT. So, the point I'm making there is that sometimes you really don't appreciate or understand what people around you are outside the organization think about you. Internal politics. Look, we could spend whole semester talking about how complicated politics can be internally. I'm not talking about politics like presidential elections and such. I'm talking about people being lets say, concerned that they're being jumped over by their the guy down the hall for a position that's a political problem internally. Or the fact that, the new hires are making more money than I am, that would be a political issue. So, bringing in a new person outside could potentially minimize political concerns because this is someone that they don't know and it's not a person that's been there for a while, that they have to compete. It can be hiring external competitor. I'm sorry, recruiters can be a great way to advertise what the company does and again, to get out there and discuss in the community and in the industry what you do. And then finally, this could also result in reduced training costs. If the person coming into the organization is already highly trained. One of the most disappointing things that you can do in HR has spent tons of time and money on someone you hire them and then they immediately leave. That's not that uncommon and it's tremendously disappointing, not only from a more morale point of view, because you just spent all this time and effort on hiring somebody, but think about how expensive it is. Most people would agree that it takes 3-6 months for a new worker really to have the skills necessary to be efficient at their job. And even then, they're certainly not going to be likely to be as efficient as someone that's been in that position for many years. So, finding the right person is crucial, and the best way to find the right people by far is through referrals. So, people who have worked with this candidate before, people who understand this candidate from having worked with them, let's say, on a project. Or because of the reputation in the industry, those are all tremendous assets that you would look to in helping you make a hiring decision. Here are some other places that you can find great people. Certainly university career fairs are fantastic. I would encourage all of you to go to those every time they are offered, even if you're not actively looking for a job, because it represents a networking opportunity. One of the lectures that we're going to have in this class is going to be about networking and how to position yourself for the best job when you get out of college. I will just say one thing and we'll get back to the slide. And that is that one of the most frustrating things about graduating from college is that you get out and then you ask yourself, okay, well now what. And then you and just about everyone you know are out there dropping resumes into positions, many of which are the same positions that your neighbors going for. If you have a plan when you're a junior or a sophomore, it's going to make that process much, much easier for you, much less stressful. And I've got some really good techniques and strategies on how to position yourself in a good place so that when you graduate, you've got multiple offers, all of you should have a LinkedIn profile. That profile should be up to date and it should be professional. Why? Because this is a really popular place for companies to go when they're recruiting talent. I can give you many, many examples of fortune 500 companies, who have hired candidates strictly from there lengthen profile, at least that's how they got the conversation started. Clearly there was an interview process, etc. But that's where they found them, trade journals and trade shows. These are industry specific opportunities. Great way to network. That's our fantastic sources of human capital for hiring because they tend to be very mature, very disciplined, highly organized. I love hiring veterans, I love working with and they're fantastic. And then here's some other examples as well. There's a long, very, very long list of different sources for hires that you can look at on page 99-100. You don't need to know those for the exam. What I do need you to know for the exam is that the best place to hire someone is from a referral from someone who you trust. So what a recruiters actually look for. So, this is important, not only for you being the recruiter, but for you being recruited. Listen, hospitality, it's all about the personal factors, these are the so called soft skills, right? Is the person who warm? Are they enthusiastic? Do they have a professional experience? So they exude confidence? This is number one on the list for virtually all recruiters in hospitality, this is the first thing they look for along with someone who has experienced. One of the nice things about being in hospitality, is that you have a lot of opportunities again at least up until recently. Or work experience, so you can get out of college and have three or four different pieces of hospitality experience on your resume. So, if you can combine that, which is your experience with these personal factors, you're going to be a really desirable candidate. There are other factors that are clearly important to, is just someone who has the right degree. Is this someone that seems like they can hold down a job? I always tell my students to try to stay in the position for at least a year before you make a change. That's a pretty easy thing to explain. You can say, look, I was in college, I work the front desk for a year and now I'm moving into this department, that's easy to explain. But if you're changing positions every 2-3 months, that might be a little bit challenging for someone understand. Also recruiters will do a digital dive or do a search on the candidate and they're looking for information that might not come up in a traditional interview. Who are they hanging out with? What are they doing in social media? Can you've heard about so many people who have lost their careers, who have made statements online that they may or may not progress. This is the real deal. So, I personally don't have a social media presence. It's not because I don't believe in it necessarily, it's because it's very time consuming and I'm very busy and I have a lot of things to do and I just choose to use my time in a different area. But most people in this class probably have a fairly active social media presence. Understand that your potential employers are absolutely looking for things in your social media portfolio platform and they're also doing other searches. So, keep that in mind. And I would recommend you do the same if you're recruiting someone or trying to hire someone. Strong communication skills. Can you stand before someone before a group in front of the guests and confidently take a position, explain a concept, make a critical decision It's absolutely essential that you can do that and this is a little harder to learn. This is going to take practice, this is going to mean breaking outside your comfort zone. I will tell you a story later about how tremendously introverted I was when I was your age. I was so introverted and afraid of public speaking that I would literally try to find ways to get out of it, meaning I would drop classes or I would call in sick if I felt like I was going to be asked to public speak. That really held me back for a while and I was able to overcome it because I understood that it was holding me back. So being a strong communicator, particularly in hospitality is essential and it will absolutely mean the difference between someone getting a job and someone not getting a job, all else being equal. After that, then they look at accomplishments and grades. Frankly speaking, hospitality does not value grades or GPA as much as other industries, let's let's say such as finance. The reason for that is because again, it's all about soft skills. You may have someone that was a B student but is fantastic at communication and that person will absolutely be taken over the A student again, all else being equal. So again, how are how are hospitality professionals may be a little different than other industries? We rely very or we look for very much people who are good on the soft skills side of things. A premium is placed upon candidates who are cross-trained. So if you can come to an interview or if you're looking at a candidate, if you're in HR and you look at someone who has worked in housekeeping, who's worked food and beverage, who's worked operations, that's a very desirable candidate. Because it could be that person's skills can be used down the line in other areas that may not be the subject of the interview in front of you. Hospitality prefers candidates who are culturally aware and well traveled. And I have to say that we are probably, when I say we the hospitality students are really the best in the business at this. We have an incredibly diverse student body population, speaking multiple languages, having been to many, many different countries. That is so important today in hospitality because think about all of your guests who are from different countries and different cultures and if you understand those people and you can relate to them, you're clearly going to be able to give them a much better guest experience. I can tell you I didn't even have a passport until I was 20 years old. That really is fairly unusual today with college students, they're usually very well traveled and as a result they are much more culturally aware. Advanced degrees are going to be required for middle and senior level managers more today than ever before. So many students have come to me and say Todd, should I get a masters degree or an MBA? And the answer would be, if you have aspirations for higher management, general manager things like that, then you absolutely should consider an advanced degree. Finally, candidates who are open minded to working in different departments. One of the biggest turnoffs right, is a candidate who might be sitting before you saying look, this is all I'm going to do, this is all I'm really looking for. That suggests this person is inflexible. It's one thing to know what you want in life and to be passionate about it, but I don't think you really want to be talking in terms like that in an interview. And I think you might be turned off if you were interviewing a person like that. So being open minded and being open to new things is clearly something that people are looking for today. So in our last slide, let's talk a bit about what not to do in an interview. This is for your own personal benefit and also something you should be very concerned about, if you see someone else do this in an interview that you're conducting. Pretty much the worst thing you can do in an interview if you're the candidate is to arrive late. It really suggests that you are not taking the process seriously. Think about it. If you can't arrive to the interview on time, what is this probably going to be like once you've been working for the organization for awhile? Usually we think that people are on their absolute best behavior in the interview process and maybe presenting a side of themselves it's slightly different than the reality. Thiis to me is a- you're pretty much out of contention as soon as you arrive late, there's really no excuse for it. One of the reasons why I do take this series when we're in a normal classroom setting and a student arrives late is because I am very concerned about them developing bad habits and so I do require students come to class on time and be prepared when we began. Lack of preparation. They really don't understand the job or the requirements of the position that they're interviewing for. Can you believe this? Can you imagine? Absolutely this happens. Why are they there? Because they need a job. Because there they were told that they should apply for this because their friends sent them over. Big mistake, please, please spend about an hour or more researching the company and being very up to date on what the position is about. There's really nothing more impressive to me when I'm interviewing a candidate then someone who comes in and has an understanding of what the company is involved in and what they're looking to do in the future. That really tells me that this candidate is serious and has done the preparation necessary for the interview. You don't want to be on your phone, put your phone away, turn it off and don't take any calls. I don't think that many of us need to be connected to our phones every minute of the day. I think we can put it away for an hour, an hour and a half shows that you're focused, you're not easily distracted. Again if you're on your phone or playing around with your phone, either during the interview or which would be terrible or even before people noticed that and then wonder is this person going to be doing the same day once there with the company? Hjghly presentable, no wrinkled clothes, dress professionally, don't dress provocatively, don't wear heavy perfumes or colognes. Things like that nature. Just very professional. If you don't know what to wear, dark-blue and black are always great colors. Professional, no wrinkled clothes, very presentable. Again you want to be putting forward the best example of yourself. And then finally make sure your resume is up to date. Bring a hard copy with you. Don't assume that the interviewer has a copy that they were going to be bringing to the interview, bring a couple extra copies of your resume. Please make sure it's up to date. It doesn't say June 2019 on it. It says August 2020 or something very close to it, up to date. And then if you have a LinkedIn profile which I highly recommend that you do and you can have a free profile while you're in college. In fact you can have a free profile when you're out of college. It just doesn't have all the features that you might want, so that you can actually refer to it during the interview process. And also you can understand that the interviewer probably has seen it and therefore you know what they know about you. So I hope this these audio notes were helpful. I love to get some feedback from you. I know that some of your other instructors are doing, video Zoom calls and things like that, which we will be doing a little bit later in the semester when we do our review sessions. But I just think this is a much better use of both of our times, in terms of learning the material and being able to refer back to it later. Also, most importantly, perhaps giving you all the flexibility that you need right now to be able to study when it's convenient for you. So with that I will say, have a great week and I look forward to talking to you down the line.
