Hello, I hope everyone's having a great day.
This is YQG In Bloom and I am your host, Tracy Martens.
Now today this podcast is sponsored by Auntie Aldoos Kitchen.
Now my husband and I love Auntie Aldoos and their wonderful coffee shop in the Windsor
and Essex County area. Alex offers a huge variety of hand pies, pastries, soups, savory
pies, you name it, she's got it. I personally love the chicken pot pie and her hand pies.
The peach is amazing. She also offers a lot of coffees, lattes, teas, you name it, she
has it. And the beauty of Auntie Aldoos Kitchen is they are all locally sourced products
that she uses including the roasted beans for the coffees in the espressos. So make sure
to stop in Auntie Aldoos Kitchen if you're in the Windsor and Essex County area and
make sure to follow them on Facebook and Instagram. Now today I'm talking to Christian
Saab and he is the brains behind CPG recruitment.
It's me. Thank you so much.
Thank you for having me. How are you?
What made you start this company?
Short story or long story?
Either or, both. I was an engineer at Chrysler. I wanted to have a business for myself. I started
a higher end mobile detailing business. We did cars, boats, RVs for, you know, such 70%
of my customers were upper wealthy business owners. So for two and a half years I would
interact with business owners 70% of the time and I was very curious about what they did
for a living, how they made their money and I was learning all the different ways. I was
probably 23, 24 years old so I'm learning all these different industries and I wanted
to know what was the difficult part about their industries as well and after a couple
of years I've asked them the questions of, you know, why you got into your business and
how do you make your money and what's the biggest headache in your business? There's
always a unique answer for the first two questions but some way, shape or form everyone
was saying the same thing of what's the biggest headache in your business and if you take
a while to guess what that is, it's people. And from the guy that doesn't have any employees
and says I don't trust people so I don't want to hire them all the way to the guy who has
1,000 employees and he says my biggest headache are people. So after a few years of keep on
hearing that I said, you know what, there's got to be something there. I was searching
and searching for, you know, like how do you unlock that problem of people? Because the
detailing business was a fun business for me but I knew it wasn't forever. I knew it
was going to be a five year play and then I'm going to be looking for what's my forever
business and it just to me seemed like the biggest problem out there in every single
business in every city across the world, they're all saying the same thing, people, they need
people. So from there it was just a matter of just kind of studying that problem, studying
the problem. Now at that point in time I didn't know what I was going to do whether recruiting
or training, right? I didn't know. But I was studying the problem and I found that the
Achilles heel was, could never find the right people. Because you'd hear some people say,
you know, I'd hire somebody and after three months they'd leave me or a few weeks or whatever.
So you know at first I thought is it like the onboarding, is it the training? But really
I then really figured out that the Achilles heel of this whole, the success of building
a team was did you find the right person in the first place?
Well, that's hard to do. That's a full time job.
Yes. So that's where I said, you know what, recruiting. Let's get right into it and I
aced it. Within the first two weeks of starting the business I got my first customer and the
first invoice was 40 grand. So I was very happy. I'm like, I knew I hit, like now it's
26 years old at the time. So I knew I hit something where clearly the problem is that
it's important that businesses would pay that. Right? So I knew I was in the right place
and this was just about five years ago. And fast forward to today, you know, we've got
about 15 people in our organization and here we are, you know, got a nice place and we've
got most importantly out of all of it is every single customer that we've ever had has been
happy. I could proudly say I've never taken a cent from anybody and disappointed.
Now I was going to ask you what made CPG stand out above the rest. But right there it tells
it. It's your dedication to the businesses and to the people as well to make sure that
it's a really good fit and you're not like the usual recruitment or personnel place where
you hire them and you're paying them. This is basically you're connecting them.
Yes. So there's there's two types of recruitment staffing companies out there. There is a difference.
So staffing is the temp agencies where a business will say I need to borrow a bunch of people
on a contract, send them in, done time and place. Great. And then there's recruitment
companies where where the the street language is headhunting where the people that are just
matchmaking. So there's many businesses that you can use both models. One model is very,
very, very good at finding you 50 people like by tomorrow. Yeah. You can don't ask me to
do that. I'm never going to do that. Right. They're very good at that. Those are there's
a lot of very good agencies around here that are very good at here's the volume. Here's
the people you need it. You got it. For me, it's finding the right person. And yes, there
is a difference. The problem is when someone goes to a temp agency and they tell them,
yes, we could find you the right person, but they're using the same strategy for volume.
You can't do that. There is a finesse. You can't ask the facility that builds Honda civics
to build you Ferraris. You cannot do that. But you can ask the facility that builds you
Ferraris to builds you Honda civics because you need to make 1500 a day, not one perfect
car a day. Right. So there is a big difference. And but both could work together. So.
Yeah, no, that's that's where I fit in is businesses call me when they need help building
their team and they just want to hire somebody and not have to deal with it anymore. And
that's the right persons here and they could focus on building their company. Now, do you
deal with larger businesses or my range is anywhere from, you know, I've got customers
that have only four or five employees all the way to 700 employees. Oh, yes. That's
great. So cross Canada and the U. S. Multi locations. Now, the people that are in the
States, do they hire from Canada or do you guys have a company over there? We find Americans
for Americans, Canadians for Canadians. And if the scenario brings it that, you know, obviously
being here in Windsor, the Detroit area, if if somebody is willing to do a visa for
someone in Canada to go to the States, it's not a problem. But but no, our infrastructure,
I got staff in the States and I got staff all the way here. So we're good. That's awesome.
Now, did you have a hard time finding staff myself personally? See, for me was and I imagine
this is actually a problem for many people. So I've always found the right staff for the
time of that of the business. What for me, my scenario, the business is growing and growing
and growing at a very fast rate. You know, five years ago, it was just an idea. And then,
you know, we've come this far to where we are today. Sometimes the business could surpass
the employees that you have. So I myself have had to let go of people, replace people, bring
them in. But but I've had people that have stayed along the way. So I think my my longest
lasting employees now three years, everybody has a chapter, a person has a chapter and
a business has a chapter. And sometimes the chapters, they line up together, sometimes
they don't. And that's what my customers see. That's what every business has to deal with.
Because as the business evolves, everyone has to evolve with it. And if there isn't
that same path going forward, at some point in time, you have to tie it up. I always find
the right people, though, for the time that I'm in, because it's always a problem and
a solution. It's like, OK, my business went to this level now. And the problem I had with
the previous person that couldn't make the cut to now, this is what was missing. So now
let me find the person that could fill that void and start the new chapter.
Well, sometimes finding new people or letting go old people and finding new people. It's
that learning curve. You you really are able to finesse the perfect person for your job.
Working with the same businesses all the time, you really get to understand what they are
looking for and what they need to make their company company happy.
Yeah, and it's funny because people they're always saying it's very hard to find people
and I think it's the easiest thing ever. It just it just took a little extra time, probably
about three years of trying to figure out how to do it. But I obsessed over the topic
and now it's it's it's fun. It's good. We meet people all the time. We're always talking
to people that are trying to advance their careers and it's it's a fun topic. It's a
fun topic, right?
It makes you think because a lot of businesses, whether they're small or big, they just figure
okay, I have HR so HR can go out and find me the people. But they're also dealing with
other problems within the company. This is something you really need a full time worker
to find you the perfect person, even if it's for the smallest low level job because those
people are the beginning cog.
It's funny you say that because you know, people think recruiting and automatically
they start thinking of everyone in HR. To me, so incorrect.
Exactly.
So incorrect. Like put it this way, the best recruiter is the business owner. Because the
business owners are attracting people to come and work for them, right? Any management is
a recruiter. The fact that HR always gets bucketed with the whole recruitment thing
did never made sense to me. I'm an NGO. I have zero HR background. I know nothing about
HR. As a matter of fact, I probably have broken every single HR policy out there. The recruitment
is not HR. It has nothing to do with it. If you actually use some HR principles, you'll
never find the right person. No.
It's just that simple. Recruitment is all about putting two people together that truly believe
they could be each other's solution and enjoy working together. That has nothing to do with
HR. So, you know, like I said, the business owner is the best person to recruit because
they're designing the team that they want to be with.
Exactly. But they're too busy to go out and look for them because they're running a company.
That's when they go and they ask HR to work on it. So, I host these recruitment and retention
seminars. And I usually have about anywhere between 40 to 60 HR professionals at once.
It's a one hour long lunch and learn that I do every couple months. And I always ask
the question, is anyone here in HR that's working on a position and has no idea what
the position is about? And at first they're shy. And I'm like, listen, the sooner you
acknowledge that you don't know what a position like for an HR person is working, trying to
find a millwright and ask them, do you know what a millwright even is? And at first, then
they start, I make them comfortable and then they start putting up their hand and it looks
like I have no idea what a millwright is.
Exactly. Let's talk about it. Let's figure it out. Teach me, right? So, that 99% of
the time an HR person has no idea what the position is, right? That's the biggest mistake.
So, I find that businesses, especially the bigger that they get, they lack the communication
with each other. They just kind of bounce it off to the next department. I think HR
has this magic wand that could just pull people out of anywhere. But really the best recruiter
for a position is literally the hiring manager, the person who that person will be reporting
to. That's the best recruiter. So, everyone needs to be all hands on deck with the recruitment.
Obviously, reality comes as no one has the time for it.
All right. Nobody has the time for it. So, that's where my business exists. Where I come
in and the first few weeks, the first two weeks of onboarding a customer, we're actually
not sending them a single person. We're not even recruiting. The first two weeks is us
getting to know them and obsessing over the position and obsessing over every hiring manager
who they are as a person. Where's the business going? What do they actually need as far as
not just a job description, but as far as a persona, personality. It's very important.
So, I make my customers, I tell them, listen, everything's for you and it's tell me what
you want. You want them short, tall, young, old, you name it. I don't care. It's the environment,
right? Because I've walked into businesses where everybody's age is roughly like 50 to
60. So, why would I put a 20-year-old with them?
Exactly.
Why would I do that?
Exactly.
HR would tell me otherwise. Nope. Get in the strip. Well, guess what? This person, the
20-year-olds eventually going to either make all these old guys look bad or they're not
going to fit in or whatever. Maybe it's just, you got to put people that belong together.
It's like friendships, right? This is where I challenge some of the HR principles. They
say, well, at work, you make all these rules of who should be working together and who
shouldn't be, right? Whereas, it's like when you go home, you have a friend's list. You
have people you like and people you don't like. Well, that's human nature. Human nature
always wins, always, every single time. So, I'm a big human nature guy. So, when I walk
through a business, I understand what they do for a living. I walk around. They show
me what they do to, as far as, you know, how they take care of the customers, all that.
But what I'm doing is I'm walking around and I'm reading personalities. I'm talking to
every single person. Like, when I do a walk-through, every facility, I seem like the nicest guy
ever from the front desk person. Hi, what's your name? What do you do? How long have you
been here for? And reading out, listening to their tone of voice, their energy. I'm walking
through the offices. Do I hear noise or is it very quiet? Or is there a little bit of
pace and people are moving and it's fast-paced and things are going? Is it loud? Or is it
a very, you know, independent type of a role? So, it's like I look at all these things where
it's like that's the environment that you're in. And from there, once I understand the
environment, I understand the people and I understand the direction of the business and
what someone wants from there, it's the world's easiest thing to find someone that fits in.
Because now it's like all I got to do as I meet people, it's like, you know what, I
could see them fitting. You know, we have that human instinct of you could see someone
like fitting in. You know what I mean? And that's great because a lot of the other companies,
and I'm not bashing companies because they're good at, like you said, they're good at what
they do. They're good at what they're needed for. But with you, your goal for the company
is longevity. And you're willing to also, I like that, you're willing to look at the
older person as well because most of them, it's almost like they look at age first and
then they'll look at experience. So, they figure, okay, I'm going to get the younger
person that's going to last there for 40, 50 years. Are they really probably not? They're
not going to retire from this company, especially if they went to a C-10 page agency. It's just
going to be short term. And I like the fact that you're looking at who's going to be the
better fit and the age as well. I like that. Absolutely. 100%. Every aspect of it matters,
right? So, even now on the job seeker side, our interviews are very unique where it's,
we really want to understand that person's situation and we tell them, because when you
get someone signing up for an interview, their automatic goal is to try to make, try to guess
what you want to hear and just make them sound perfect, right?
So what we do, and it's a massive advantage for us is we tell them, well, listen, we're
here to help you and we have multiple positions. What is it you actually want? Because you
may be applying for this position, but it may not be a fit, but I might have something
else that would be even better for you. It will make your personal life even better.
That question right there makes everyone very relaxed and then they start telling us, well,
this is my situation. This is why I need to leave my current job and it's because I need
this, this, this or whatever and we start getting to know their personalities and that's
where the matchmaking starts happening at another level rather than just reading a resume.
I myself have probably read two resumes in my whole life and I probably just skimmed
over it real quick and I've never hired, 15 employees have never looked at a resume.
I never even asked for it.
And I love the places that are looking for jobs and it has to have a cover letter. Okay,
so basically you're telling me that I need to tell you everything you want to hear, but
you don't know anything about me. You know my education and you know my job history.
There's some very outdated strategies out there and obviously the resume still has to
happen, but when all of them look the same, it's like, it's a very interesting time right
now that we're in. I don't know if you were watching the news a couple nights ago. I think
it was last night. I said Windsor actually has the highest unemployment rate. Did you
see that?
Yes, I did.
I'm at 9.1%. And at this point I feel like I have enough data to call it fact from my
end, from the data pool that I've been making, is that the talent in Windsor doesn't match
the jobs in Windsor. So I've relocated, I relocate people almost every month from across
the country to come here. I've probably, I feel like I might win the award of the guy
who's relocated the most people to the city in the last year.
Well you need to start up real estate as well then.
Okay, yeah. I actually have some realtors. They call me and they're friends of mine.
They say, I got someone who's in London or in Toronto and wants to buy a house here in
Windsor, but they need a job. So I do it. Right? But I've relocated. We got a guy who
just moved from Alberta. He just, this weekend actually, he just moved in from Windsor as
a mill, right? So the point that I was going to make is that the jobs that are in Windsor
compared to the talent pool in Windsor, they don't match. So jobs are actually being filled,
but there's so many people that are still left that now it's like there's less jobs
than there is people, right? So it's a very large problem that's taken decades to bring
us to this point. And I personally think it's because it's the lack of diversification of
industries in the city. We have all these, think of, you have to look at the universities
and the colleges here and think of all the programs that they have and then look at the
actual industries that are here. You've oversaturated on certain industries. For example, engineering,
oh my God, like oversaturated that to the point that you ruined an engineer's life.
They ruined it. They were not, I think someone got greedy from the, and I'm not afraid to
say it, someone from the education system got greedy and said we could bring in a ton
of people to sign up for a master's in engineering program. They made a ton of money, good for
them, but they ruined people's lives. I see people coming into my office every single
day. There are very smart people that have a master's in engineering that have to go
back to their country because they've been here for a year trying to find a job and no
one will hire them. And on top of that, forget about the students. Let's talk about, I'm
an engineer myself. So when I graduated in 2014, my starting salary was $71,000. I ended
up making about a hundred grand in my first year because of overtime. Great, awesome,
at 22 years old. Even if I just made the 70, at 71,000 at 22 years old, it was awesome.
I was living for like $500 a month. It was fantastic. I love my life. My gosh, I don't
know what happened. But now you could hire an engineer right out of school for $45,000,
$50,000 all day long. They undervalued the market completely, supply demand. That's simple.
So rather than diversifying, now I feel like they're doing the same thing with accountants.
Now I'm seeing all these, a wave of people coming in for a master's in accounting or
a program they got out of the college there. And watching a couple of years, there's going
to be a problem in that industry. But they went so engineering heavy because of the old
castle and all this stuff. I was going to say that.
What about the trades though? They just looked at engineers, well, what about the mill rights
and what about, like no one knows how to work with their hands anymore.
No. Right? And no one focused on that. So now every company that comes to me, they're
like, I have an aging workforce. They're going to retire in the next five years. And I can't
find a young 20 year old that knows how to weld, that knows how to plumb or be an electrical,
be an electrician, et cetera. Right? So I think it all, it stems from the education
system, it stems from the direction from way up politically that they mismatched the entire
industry. They didn't look at the whole picture. They didn't look at the whole picture. And
now, now we're finding people from outside of Windsor to come and we're filling these
jobs. These jobs, we are finding people for them. But unfortunately, some of the times
they're not here in Windsor. Well, I think the problem also with the educational system,
like you said, the university and St. Clair is they want to bring in students, international
students, they're big on that, thinking that they're going to go back to their homeland
and work and do that. But they're staying here and they're trying to find jobs here.
And like you said, then it's oversaturating. Like my son, he's a carpenter. Or he just finished
his second session of schooling, but he started right with the union and they're looking for
people and he could be anywhere. He's worked in Surnia. He's worked in Chatham. Carpenters
are in demand and there's not a lot of people going, I think we need more tradesmen. They
need to look at the trades instead of the higher ups. But that's even just with what
we have. Well, what about, what about all the other industries? Like I think, I think we
lack industries here. We've got to, it's either you're going to go out and eat and drink,
or you're going to go and work at one of these factories that are here. What other jobs do
we really have? Exactly. Like you got the odd, you know, one or two software companies
that are here. You got, there's maybe a few recruitment companies that are here. There's,
you know, obviously in the healthcare, healthcare is there as well. But I think that's something
that's going to take decades to fix. And I like being part of the solution. I feel like
I'm part of the solution every day because at the end of the day we have businesses that
need people every day. Like that's there. So it's funny because they say, okay, unemployment,
there are no jobs, but I talk to business owners every day. They're saying I can't find
the right person. That's the key word. They can't find the right person. It's not that
they can't find people. They get hundreds of applicants every single day, but who is the
right person? And then you start adding in the cost of doing business. Being in business
is not cheap. A lot of businesses, I'd say most of the businesses, nine out of 10, don't
have the luxury of bringing someone and paying them and training them over the next six months
to a year. Well, and they don't. But that's also the problem. Like you say, we have, we
have a ton of people that want the jobs. So they're hiring them and they're training them.
They're wasting all this time training them, spending the money and taking people from
one job to another to train these people for them to not work out to do it again and again
and again. And it ends up costing the businesses more money and then the businesses are struggling.
Yep. And people are all connected. So inflation goes up and makes a business very tight, right?
Businesses very tight. That means they can't, they lose the luxuries of having training
programs. Now it's like, no, we're tight right now. We need to find the right person so we
can make money. No training. Turn key, right? So that's obviously where I fit in. That's
where things have been good with my business because that's, that's the problem that I
solve. But now businesses, they're like, we need the right person. So it's unfortunate
for all these junior people that are here that they're the ones skyrocketing the unemployment
rate. But it's a scenario where it's extremely hard to fit. There's only a few businesses
here that have the luxury to bring someone in and give someone a chance and have them
learn over the next year. Yeah. No one, no one else could do that. Small businesses
can't do that. You're talking the businesses that could do that or any of the big names
like the Vista print, the, the Jameson Chrysler, any business that's a multi-billion dollar
company that's here. They're the ones that have that luxury, but there's only, you can
count them all on a couple hands. There's not that many of them, right? The rest of
them are small businesses that need the right person. And from there, that's where it comes
to finding the right person that just doesn't happen to be here. And that's why I think
it's great that you are helping the HR people to realize that they need help as well. And
I think you could train other recruitment companies to think like this because we need
it. I mean, to even all these people that we have here, they can't find jobs. Well,
maybe find them something in London or something in Toronto. They might have better fits in
brand for you know, I'm glad you bring that up because even for me, like I grew up in
Toronto and I moved here for work. I think people feel like, you know, they have to
stay home. It's okay. Go for a little adventure. The work isn't here. Go somewhere where it
is. Yeah. Right. And I've told people to leave. There's a good group of people. I said, you
need to leave winter. You're not going to find work here. You need to go to a market
where it's way easier and just you can get a job tomorrow. Right. I think what will the
interim will fix the solution is people that are here that can't find a job here. They
need to acknowledge that maybe this isn't the market for them. And then, and vice versa
with with businesses and with through the education program, we really need to take
a look at what we do have here and actually build talent for it. Right. I think there's
a mismatch. But I'm not the complainer where I'm just sitting there saying, you know what,
there's a mismatch and just yelling about it. And I'm like, there's solutions for it's
actually not hard. Like when a company tells me I need to find the right person, give me
a couple of weeks, I'll find them for you. Like it doesn't take along with us. It's
with within a month, the job is taken care of. We found them though. They would have
been suffering for a year trying to find someone and within a month, I would I'll take care
of it for you. But sometimes the answer is look outside of the city. So that's just the
unfortunate part of Windsor right now. It's going on with it. I think it's the lack of
diversification and the education system isn't paying attention to the industries that
we have. Once that happens, I truly believe that, you know, this could be the best one
of the best cities in the world by far. And sitting here talking to you, it makes so much
sense why I this morning I watched your Ted talk. Yes, he did a Ted talk a month or so
through. Yeah. And it was all about making decisions. And basically your job is about
that. And I think people need to learn learn from you a little bit more like, tell me
about that talk. It was it was so good. I couldn't even do it justice. Well, thank you for the
compliment. But I'm not that great. But I'll try to be I strive to be at least it made
me sit there and think I sit to my husband as we're on their way. I'm like, it's about
decisions. Oh my God, it's so easy. So it really is. So I'll kind of do the mini Ted
talk right now where the average day human being makes anywhere between 33 to 35,000
decisions. Okay, now most of those decisions are simple decisions like you chose to wear
that shirt today, right? And that necklace or which side to which which chair you're
going to sit in this one or this one, right? It's those decisions you don't even realize
you're making. So they add up fairly quickly. But once in a while, you got to make a decision
that's actually important. And in order to make an important decision, there's two types
of decisions. You're either going to be impulsive or you're going to be confident about it.
The impulsive ones, if you're lucky, you could say, you know, you gambled a little bit and
it worked out. But most times it's a gamble. And most times it doesn't really work out
that well, right? Every I think every impulsive decision tends to be a little bit regretful
after the fact that way. Right? So so then the key is how do you make more confident
decisions with the decisions that are more important in your life, right? Such as getting
a job if we're going to keep it to this topic, right? Getting a certain type of job or or
where can you find that job, right? Or even then I actually personally like the word job.
That's why I'm in I name my company careers people growth, CPG, it's careers. Everyone
should strive for a career every single time. It shouldn't just be a job. A job is just
to survive and pay the bills. A career is you're building a life. And there's no point
of just living survival mode your whole life might as well try to build a life for yourself.
So focus on careers. I think that's step one where how could you start your career? How
could you continue your career? What's the next step for your career? So then now it's
how do you build the confidence? Confidence doesn't come from an internal like I'm like
I'm a very naturally confident person, but I still make stupid decisions. And so the
confidence hand in hand. They don't go ahead. A confident person doesn't mean they made
a confident decision. Okay, just like how someone is super, super shy. They still have
to make decisions every single day and they're confident in their decisions, right? So with
that said, how do you get confident is studying, studying about the topic, doing homework.
There's a lot of people say that this is what I want to do, but then they don't even look
into it. They just say it because someone they may have heard something that triggered
their mind to go in that direction, but they never actually did the work, the homework.
So for me, before I got into this business, I was running a car wash, like I said, and
for two years, I spoke to over 500 entrepreneurs, asking them those same questions over and
over and over again. What do you do for a living? How does your business make money?
Explain to me the actual business model for it and explain to me the biggest headache
in your business, right? For two years, I asked over 500 people that. So now I have data.
I have data when I had almost all 500 people tell me people are my biggest problem. How
confident do you think I was about getting into the recruitment business? It's pretty
damn confident. I was pretty damn confident when it was right there in front of me, right?
Over time, but it took me two years of obsessing about business and thinking like, what's going
to be my next business? What's it going to be? What's that next step? And I was patient
for two years. Now I was asking these specific questions because I was looking for an answer,
but I didn't know what that answer was going to be. But over time, the data told me. So
data drives every single decision, every decision because the beauty about data is it's not
opinionated. Has nothing to do with which side of politics you live on. It has nothing
to do with what you think about something. When the number is clear, there's no debate.
Like the data is the data. If you have accurate data, all you have to ask is where do we get
that data from? And can we trust it? If we trust the source of the data, everybody of
all walks of life will agree that 45% of people like vanilla ice cream and 30% like chocolate.
So the numbers, like there's no debate, right? So when the numbers are clear, now you can
just make a decision just like that. It's the easiest decision ever. So that's how you
get confident with it. And that was what my TED Talk was all about is with every important
decision, just take the time and just look into it a little more.
A little bit on topic, a little bit off topic. What I like about you is you said, I had this
company for a few years. I knew it wasn't going to last. Not a lot of people realize
that you can take the time and do stepping stones and maybe start this job or start a
different career to test it out and to wait for a little bit until you know exactly what
it is you want to do and figure it out and make informed, conscious decisions. They just
figure that they need to go to school, have a career, and they don't realize that they
can take the time in between to make sure that's what they want to do.
And my interview question that there's no way in hell an HR person is asking it, when
I interview with someone, I ask them this, I say, what's your life like at home? And
what do you not like about it? I want to know your personal life. And then they're like,
what do you mean? It's like, well, tell me about your personal life. Why are you trying
to get a new job? There's something not right. I want to know what is bothering you at home.
And the moment you know that, then you can start coming up with a solution for it. And
then that's where you can start thinking about, okay, well, we've, for some reason,
someone invented this whole thing about like work life balance and that work is separate
than your life. It's all together. The dumbest thing I've ever heard in my life, whoever
invented that literally ruined society. It's the dumbest thing that they planted, even me
growing up as a kid, like it's like, oh, you want to find a job that gives you work life
balance. What the hell are you talking about? You're going your life, you're alive when
you're at work, right? Like this, you're alive, you're present.
That's part of your life. It's part of your life. So what do you mean separate? What are
you talking about separate? Right? It makes no sense when someone is a true happiness
is what I find that they're enjoying their day at work and it's part of their life. And
not only is it part of their life when it's time to actually punch out and you're leaving
work and you're going home, that job gives you the home that you have. If you're dreaming
about a better home, get a job that gets you the better home. It's all connected. The job
is even if anything, the most important thing about your life, because that's what's going
to give you the luxuries that you want to have in life, whatever they may be for every
person. So it is 100% not separate. And the first thing anyone should do is look at what
life do they want to have and then find a job in a career that will give them the life
that they want to have. A lot of people, they think they do it the opposite way. They go
get a job and they think that job is going to give them enough money to get their dreams,
but then one day, fast forward 30 years, they realize they didn't accomplish anything because
they had the wrong job the whole time and never gave them enough money or enough time
or enough freedom to be able to do the things that they wanted in life and then that's when
a midlife crisis happens.
Exactly.
Because they realize they didn't get to accomplish the things that they've been trying to accomplish.
But at step one, you focus on what do we want to accomplish and you always ask yourself
that question. I've been asking myself that question for the last eight, nine years, constantly.
What is it that I want at home and is this business giving it to me? Even today, even
in my business, I think of, okay, well, maybe I should structure the business a little bit
differently because it'll make my home life a little bit better and I always think about
it and they're connected. That's kind of my advice to anybody out there who is looking,
who's unsatisfied with the work that they're in and they need to just focus on what is
it that is at their home that they need to fix. Then you ask, does my work fix that problem?
If it does, great, stay with it, commit to it. If it doesn't get a new job or move or
whatever the answer is. That's what we do all day long is we try to find people's problems
on both sides, the business's problem and the job seekers problem and they have to be
a solution for each other. I really like what you say and I think a lot
of it has to do with people have fear and you help them alleviate that fear of maybe
changing careers, finding what's going to make them happy at home, at work, whether
they're going to be moving or not. I really think we need to have a lot more people out
there helping people find jobs and businesses find the right people. I really do appreciate
you for being here today.
No, thank you so much. It's like my last little thing is just like how at home to make this
extremely relatable. Happy wife, happy life, right?
Exactly.
In a business, happy employee, happy life.
Exactly.
That's it. That is it and life gets better from there.
Well, thank you so much, Christian, for being here. I really do appreciate it. Again, today,
this podcast was sponsored by Auntie Aldo's Kitchen and she is famous for her amazing
hand pies, baked goods, pastries and she's located in the Windsor-Esteaks County area.
Make sure you like, subscribe and comment on this podcast so we can continue to make
more podcasts that you love. Again, my name is Tracy Martens and I want to thank you for
joining me for another episode of YQG In Bloom. You guys have a great day.