Our latest guest on #HRTechChat is Josh Rock, talent acquisition manager at Nuss Truck Group Inc. With locations in Minnesota and Wisconsin, the company sells and services various brands of medium-duty and heavy-duty trucks and heavy equipment for construction. Before entering the field of recruiting at organizations of various sizes and in a number of industries, Josh spent the better part of a decade in sales at JobDig Media. He brings an uncommon perspective to the podcast, and following is an elaboration on three of the many areas of interest we covered:
- In many key ways, recruiters are your organization’s ambassadors. In many instances, they’re the first representatives of your organizations that your prospective employees (and, at times, future customers) meet. As part of an effort to maximize their positive impact, it’s important to equip your front-line emissaries in talent acquisition with technology that makes them as efficient as possible in their work.
- It may be obvious, but it bears underscoring: Small organizations are more apt to adopt new thinking faster, and this is because bureaucracy has yet to set in and become an impediment to innovation when it comes to products and services or procedure, approach and process. Josh witnessed this firsthand in proposing the production of high-quality videos to help recruiters and Nuss Truck Group itself present a unified, rich depiction of the employer brand not only to prospective employees (for whom there is significant competition regionally with others in the organization’s same business), but also existing employees. Josh notes that he was pleasantly surprised by the speed with which leadership gave him the go-ahead for this program and leeway to make it happen as he sees fit.
- The mix of technology for talent acquisition is really, really important and hinges on factors such as the size, geographic footprint, and industry of the business. At Nuss Truck Group, Josh inherited an applicant tracking system (ATS) from Ceridian Dayforce and recently implemented Emissary.ai, a text recruiting software, to help anyone recruiting for the organization reach prospects via the media where those candidates are most apt to respond. (Service techs tend not to do email, for example.) In our conversation, Josh mentioned that a solution such as iCIMS or other “Cadillacs” of talent acquisition, as good as they are, wouldn’t make sense for his employer. For a similar reason, solutions such as ZipRecruiter, which may create an extra step in the recruiting process, may be advantageous for some organizations, but not for his.
As noted, Josh used to work in business development in the HCM space and knows how vendors sell their technology. He brought a fresh, interesting perspective to #HRTechChat, and it was a pleasure to have him as our guest.
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Brent Skinner 00:03
Well, hello, everyone.
Brent Skinner 00:05
Welcome to the latest HR tech chat, video podcast. We are super happy today to have with us Josh Rock, who is talent acquisition manager at NUS truck group. Welcome, Josh.
Josh Rock 00:23
Thanks, Brent. Great to be here. Yeah, yeah. So
Brent Skinner 00:26
we’ve been having a few conversations on the back channels. And we’d, and as with so many of these, we thought, you know, hey, let’s do an HR tech chat. I know you’re doing a lot of really interesting stuff. You joined a nice truck group recently. Maybe you could, maybe you could start off with you know, what is nice truck group all about what do they do and, and what is maybe your philosophy around talent acquisition. And, and I know, you have a couple of initiatives that you’ve already been able to gain some traction with, and love to get into that too.
Josh Rock 01:01
Definitely, definitely, you know, a nut truck group is a, you know, small truck dealership, here in Minnesota in Wisconsin, we’ve got about eight locations, we primarily focus on the Mack Volvo product lines, selling those products out to all different types of customers, whether it’s, you know, long haul or agriculture, selling heavy duty construction equipment, to organizations around the you know, the upper Midwest, but then not only selling those, but also servicing and making sure that they can still be out, doing what they do generating the revenue that their companies wanted, you know, to take in, and then servicing their customers. NUS is, like I said, family based, family oriented organization started with Bob, who’s still with the organization, he’s owner, President, we’ve got his two sons, Greg and Brad, helping run the organization below that. And then obviously, a foundation of great, you know, staff. I joined here, like you said about two months ago, previous to that I was with Fairview health services, one of the largest health care organizations in the state of Minnesota. Huge change, I went from an employee base of 36,000 people to 350 people. Oh, so you can imagine the change in speed and barriers and internal culture and politics that went along with that.
Brent Skinner 02:26
That’s really interesting. Maybe we could get into that employer culture thing a little bit more right now. Because as you were describing this truck group, you know, family owned, I think the father’s still, you know, so the founder, he’s still involved in that, I think, was the two sons that have carried the torch more recently. What, what are the differences? This is definitely not apples to apples, because we’re talking about two different industries and types of staff and everything. But from a super macro madness standpoint, what are some of the differences you’ve seen in player culture with a smaller sort of family owned, volunteer organization,
Josh Rock 03:07
you know, a guy like myself, who comes from that, that very siloed environment, to, you know, a organization where your hands all over everything, it’s, you know, initially getting just immersing yourself into what’s going on, where did things leave off, where are the successes, where are the failures, but then also endearing yourself to everyone as a whole. I mean, when you’re, when you’re that small, or as small as we are, the smallest things make the biggest impacts, you know, when you’re in a big organization, you know, small things aren’t even they’re a blip on the radar, they’re not even noticed half the time. But the smallest thing here can make a big, you know, impact or, you know, touch on a variety of people in a major way. And so, just navigating that getting to know all the personalities, I mean, I always go right for the gusto when I go to an organization meet the biggest leader that I can meet, usually, it’s the CEO or President, I did it at Fairview, I did it at NUS. You know, connecting with those leaders right away, even though I may not interact with them on a regular basis. You know, but just, you know, going in and say, Hey, part of the family, you know, let’s do this. Here’s my vision. And, you know, when you talked about that a little while ago, you know, for me, it’s always about engagement, you know, whether it’s, it’s the leaders in the staff, at any organization, but also the candidates, you know, finding a greater way to engage, looking at those successes and failures and how we’ve done that in the past and building upon it. So navigating can be, you know, a variety of ways to go with that.
Brent Skinner 04:41
Do you do you It’s so a couple of things that that come to mind. So one thing that you made a great point around, you know, a small organization, small things have a big impact or people notice them and that can make it can go on when I’m getting gathered from as it can go in the right direction or the wrong direction, but they can also be stopped soon, right? Where is it a large organization, a small action that may not be good, but goes unnoticed. And so I’m wondering, you know, how much of it is that the small action doesn’t affect a large organization versus it may have far reaching consequences that the large organization just struggles to? Does, it has a blind spot, just by sheer size? It doesn’t know what’s happening. Yeah. You know, you know,
Josh Rock 05:34
we talk about that some of the projects that I’ve worked on recently, you know, it’s, I usually will go in and say, okay, internalize things, because in a bigger organization, you may not need certain parts of support. But in a smaller organization, like you said, those bigger, those ripples can get picked up pretty quickly. In our team, a small change, I had to involve not only my IT support person, but their leadership, because they wanted to, you know, really concern themselves with the security of our information in our data. You know, and after I showed them what we were doing, just a quick conversation, we got that adoption really easily. But it the red flags go up really quickly, when you’re that small. You know, and so it’s just, it’s, it’s understanding that and, you know, being able to pivot, you know, easily, no, not taking anything, you know, too grandiose, or take offense to anything, because you’re, you’re learning their style, as you’re also making these changes at the same time. And for me, you know, I roll with the punches. You know, in some of these cases, it’s like, oh, you know, what, great, I’m not going bull in a china shop, like I normally would, you know, I’m going with a little more kid gloves, until I understand how things are really done in this new organization, and, you know, whose hands do I have to shake before I can, you know, move some of these things along.
Brent Skinner 06:58
It’s, it’s about, it’s about agility, you know, that agility to, to really react, respond, respond appropriately and quickly to a need, I want to go back to engagement, because that’s, you mentioned, that being a huge part of your philosophy and in, in, in talent acquisition, and in that, I mean, that, to me makes a lot of sense, right, you want to be plugged in to the entire organization is, let me share with you some not being not ever having been a talent acquisition specialist in any way myself. But just from observing it over the course of my career. One of the things that that really strikes me is that a talent acquisition, if you’re a talent acquisition, you are like, on the bleeding edge of the organization, you’re an emissary, if you will, of that employers culture of you are the representation, everything sort of is isn’t, you know, concentrated into you, as a representation to that outside external person, who may eventually become a become a member of the organization, and what the organization is all about what kind of organization it is. So, what I’m getting from, from this idea of engagement that you’re talking about being plugged in with everybody in the organization is that you want to understand that as much as possible, so that when you’re going out there, or, or, or, or working with the folks on your team as they go out there, that they might be great people, but if they’re present projecting just themselves, as opposed to the organization presenting themselves as opposed to the organization that those potential new staff get a, you may be skewed understanding or view of what the organization is that they might be joining.
Josh Rock 08:58
Yeah, you got to be really cognizant of the micro cultures, you know, you gotta, you got to know what, you know, for us what a specific location is going to be like, you know, your, your brand isn’t as grandiose as my old organization. You know, when you’ve got, you know, 36,000 employees and, you know, 12 hospitals, 56 clinics, people understand what that is ahead of time before they’re going in, when you’re a small organization, they may not know that as well. And so you need to, through an intake with the leaders ask the right questions to get, you know, a handle of what that that individual location, microculture could be. So that way you sell that, or put them put the candidate in another location that accentuates what they’re looking for or that team and so that’s the love doing that. I love getting in and asking those questions of those leaders of the staff. You know, I’ll ask the staff Why do you keep coming back here every day? Why do you like the employer, the leader, the manager that you have? So ask those questions so that I can take those bits of information back and relate them to the candidate so that way their, you know, their excitement grows about working or, you know, potentially working at that location, underneath that leader and working with that team. When you can layer all those things in there like that. It makes them accepting or you know, saying yes to the deal that much easier?
Brent Skinner 10:30
Well, they can relate. Also, they can relate to something, it’s not just this, this sort of vague blob of a an idea of who is another place I’m going to go work for it’s, you really understand what you’re getting into. And it’s, it’s not so much being as specific as possible, but just being able to paint a picture for the candidate to relate to what How is COVID. And his COVID been an impediment to that. You knew the COVID question was coming. Yeah,
Josh Rock 11:00
yeah, brands. And unfortunately, COVID is immersed in my world like crazy. Unfortunately, right now, I’ve got one location that has about 30% of my staff out, whether directly with COVID, or quarantine, because of a close contact exposure, inside the workplace or outside. And actually, you know, we’re lucky to hear good news today that one of our employees left the ICU yesterday, and maximum resting, we’ve just had it just in spades lately, it’s just not necessarily coming from work, but from the outside in. And it’s just impacted us, you know, and so, you know, we need as many, you know, being a small company, we need as many hands on deck as we can have, we can’t afford to have the State Department of Health shutting us down. Because we have such a high volume of people at that location, you know, out of work, you know, just a lot. And, you know, there’s three of us in HR, myself, my director, and our HR manager, who does more the employee relations, those two are working in tandem fever, Asli, to maintain, you know, updates with the Department of Health, leadership, the employees, so they know what they need to be doing, I’m going in and spot checking locations, making sure that we’re going through compliance, obviously, pulling people aside and having crucial conversations about why they need to wear their mask in certain places inside the locations. You know, and so we’re, we’re bending and flexing from a recruitment standpoint, it’s not hurting us at all. I’m still able to, you know, maintain engagement with candidates, keep leaders, you know, moving things forward with their open positions to, you know, continue to find those hires. So, from a process perspective, it’s not hurting us at all. It’s just the inside making sure that, you know, our staff is able to work and deliver and continue that quality of work that our customers our clients expect.
Brent Skinner 12:58
What kind of technologies are you using for communication with staff and, you know, at the various locations, and oh, they’re,
Josh Rock 13:07
they’re a little old school, here, carrier pigeon tends to be the most prominent tool. It’s, it’s usually just corporate email, anyone and face to face conversation. We’re not big into, you know, technology here. You know, like, we were talking about, you know, you and I’ve had some great conversations on the back channels, we just implemented some new tech, text messaging, you know, technology for us to engage candidates. And, you know, I was a little worried, you know, worrying about what the adoption would be like, from leaders in the organization. And once I showed them, you know, how it works, and, you know, what we did on my other organization, and how simple it could be. They, they gravitated towards it quite quickly. And then, you know, the question of cost comes into play. And we, we implemented emissary, which is really easy, they’re easy, great guys to work with. For us, it was, you know, 1000 bucks for one year, implementing technology, technology. And for us, as a small organization, I don’t need something as robust as a text recruit with icims, which is going to cost you 20 plus grand to implement when we’re 350, you know, base employee company, and I don’t need to spend that kind of money. I can use that towards other tools. And so msre was a, you know, a great middle ground for us, it got us the accessibility that we needed. I’m able to utilize the detail in you know, covering myself for reporting purposes. So it really covered a lot of bases. For us. It was very simple. It was a couple conversations, installing a Chrome extension and we went
Brent Skinner 14:46
well, so that I mean that’s super short money. For something that’s, from what I gather has been a good Quite a boon to your recruiting efforts, this helped with efficiencies and all that. So a couple things, you know, that’s almost it’s such a small organization that you work for that, you know, that that sort of a collective decision there. But theoretically, that’s almost a, you know, sort of a line of business. We say unilateral decision that could potentially be made in a larger organization, and getting a solution such as MSA, what can you just describe a little bit more? In terms of in terms of what how emissary has made? made your team more productive in terms of recruiting?
Josh Rock 15:45
Yeah, actually, I had a conversation about this yesterday with another vendor. You know, I was talking with the guys at ZipRecruiter our account in our account representative and, you know, he’s, you know, talking to me, I’ve been always pushing the envelope, right. He’s like, you know, you need to increase your job slots. And, you know, you should really be, you know, doing the invite to apply. And I said, Why would I invite them to apply through your technology, when I’m already viewing their resumes, and I see their name and email and phone number. And I can call them directly, and send them a text message directly from me, engaging them versus an invite via ZipRecruiter. Well, you know, what, this that it gives me his normal sales, song and dance. And, you know, having been an HR tech vendor for 10 years prior to becoming a recruiter, and recruiting manager, I know those techniques. And I can, it’s hard to sell a salesman, it really, you know, all my vendor partners, I always tell my guys, I’ve been on your side of the table, I did it for 10 years. So good luck. I’m looking for quality partners, you don’t need to sell me. And they’re usually pretty good about that. But in this case, you know, for us utilizing that that text messaging technology, what it does is, when I’m looking at hiring diesel technicians, maintenance, guys, they’re not sitting on their email all day. They’re not sitting on their phone all day. And so, you know, hitting them when it’s convenient for them, makes us easier to get ahold of, you know, when it when they’ve got time. And so a voicemail and a text message is a perfect complement to this demographic of candidates for us. And so, you know, by utilizing our ETS, we use de force Ceridian, and I can click on that, you know, a record, I can implement their resume right in from whatever technology I’m pulling this resume from and through emissary send a quick text message on a follow up to a voicemail. It’s super simple. I mean, I don’t know the methods of our past recruiter what they were utilizing to, to, you know, engage. But we’re seeing already a drastic increase in engagement from candidates, even if it’s just saying, Hey, you know what, I already have a job. But thanks for letting me know about what nos has. We’re getting all of that information, we’re able to retain those records, load them to their candidate file, or pipelines for later on, we can take those resumes for campaigns, there’s so much accessibility, we have a really simple decision making process for us on this one.
Brent Skinner 18:21
I am really struggling to see what the rationale would have been to add another, you know, another variable to the process with ZipRecruiter. And that’s no no knock against zipper dog, obviously. Yeah, but but I mean, you have de force in place for the ETS and the emissaries obviously, it’s, it’s, it’s somehow it’s integrated there. So you’re able to, and yeah, and you’re right, I did some demographics of depending on the industry, you’re in, right? Some demographics, it’s gonna be, you’re gonna have a tough time getting them to a computer or to spend time doing something through an app that they are not familiar with, or they just don’t want to be bothered with. Seems like this has been a real struggle. So that if I were to do there’s a lot of takeaways here, but one would be one distillation would be that there’s, there’s a, there’s, there’s a you can streamline engagement, if you can streamline the process, then your engagement will be this better way of putting it you can streamline the process, your engagement will, will rise and going back to your philosophy of engagement being so, so important. I mean, without that engagement level of engagement, they might, you know, their job. Opportunities are not exactly you know, scarce, you know, that you have competition out there. It’s not something like a like a necesitan, maybe a white collar worker looking for some, you know, a different type of of Roll over where that person where the candidate has to kind of show initiative and this sort of thing? It’s, it’s very much in the other the other direction. Yeah, that’s really interesting. You know, it’s speaking with your friend Nicole Roberts over and eh partners and my good buddy. Yeah, she’s great. And, and we did an HR tech chat with her. And it, there’s, there’s, there’s a loose analogy or a similarity here. So she has a situation where they have, I think it’s 7000 units across 15 states of affordable housing that they manage. And so they have employees, so this isn’t recruit, well, excuse me, yes, this is recruiting, so they have to recruit for these, these different locations. And so they have this geographic sprawl anyway, without COVID-19 happening. And so they need a way to make it as easy as possible for these candidates, to like, you know, for instance, a screen interview, or whatever. And so they, what they did is they, they, they deployed a point solution for video interviewing spark hire, that that totally solved that, that problem for them. And so they don’t have to, you know, obviously high value candidates who are already employed somewhere else trying to move them over, you know, the last thing you want to do is make them leave their job for a certain amount of time during the day to go to a location to do a face to face and even without COVID happening. And Nelson, it’s a necessity to do a virtual one now. So all sorts of streamlining in in how that can increase your, volume of hiring, if you’re growing to you, I want to switch gears here. Just because I’m looking at the time, I want to make sure we have time to cover this as you also have something around employer culture, that, that you are implementing, and is an initiative that’s gained some traction already. And I wanted to give you an opportunity to kind of share that, because I’m curious about what that exactly is all about.
Josh Rock 22:13
Yeah, I mean, you obviously, you know, videos, and culture videos and video advertising, those types of things have been a staple for the bigger organizations for quite some time, they’ve got bigger budgets, and you know, bigger production, you know, accessibility, those types of things. And for somebody like us, it’s just, it hasn’t been a paramount idea. And so we’ve got, you know, marketing agency that we partner with, you know, small group here in Minnesota. And, you know, I started talking with them about some of the things that we’ve been working on, you know, how do we better promote us, because I need the promotion of nos to generate applications and candidates, you know, and while we’re talking about that, you know, the idea of promotional videos came up. So why aren’t we doing ones when it comes to employment? You know, we need to show, you know, why people should come work, you know, for us, you know, show diversity, you know, we’re trucking, right. And so we’re predominantly crotchety old white dudes, for lack of a better way of putting it, you know, but we have diversity. And one of the one of the big points of pride for us is that we’re a back to back Department of Labor, hire vets gold medallion award winner, we’re the only transportation company to receive that award from the Department of Labor. And that’s huge for us. You know, we take pride in employing and retaining our military veterans. And so why are we talking about it? You know, and so that was a point of discussion. Why are we doing a video about why folks that are coming out of military should come work for us? You know, what about other folks in other areas? You know, your diversity areas, you know, Minneapolis has a large Somalian Mung community, where’s our marketing our culture videos regarding those groups coming to work for us? And resoundingly, leaders are like, yeah, you’re right, we haven’t done that. We need to do more of that. And so we were going to meet the other day. And I had to, you know, push it back because of meeting with one of the VPS. And, you know, we sat, we talked about all of these ideas of, you know, what kinds of videos we want to produce, and started to put together, you know, location ideas and staff that would be involved in how we could layer in all of these different aspects. And you could just see him just turning the light bulb He’s like, yeah, yeah, he’s getting excited about the entire thing. And in the end, I said, Okay, you know, the next step is to start marking up where the intersection of content is going to be, because I want to keep it you know, as as inexpensive as possible, but get maximum value out of it. I said, So, Wendy, where do you want me to bring you back into the conversation he goes, you’ve got exactly what you need.
Josh Rock 25:10
He goes, when you when you feel that you need me to, to look at something, send it to me. But until then go. So I’ve got the buy in that easily, and the marketing our marketing duo, we’re gonna, you know, reconnect in a week and a half. And we’re gonna start this project in two weeks, starting, you know, working with a video videographer, start, you know, looking at our casting, bring in, you know, look at wardrobe and makeup, look at our locations, we’re going to work on all of this, literally out of two conversations. I love it. I mean, my old organization, it would have taken three months to get this far. You know, so when we talked earlier about how small or how certain things can can really impact and cause issue in certain things in a big organization won’t. In this case, this is a big piece, right. And it got quick adoption.
Yeah. And quickly
Josh Rock 26:04
faced by the leadership, so I, I love it, you know, it’s it, I feed off that stuff.
Brent Skinner 26:09
That’s fantastic. I mean, congratulations. I mean, that’s, that’s, that’s a vote of confidence. And, and it is interesting, like you say that, that that initiative, so put this. So things that happen that are small, that might not be good for the organization, just inadvertently, get noticed quickly in in a small organization and in sort of tamped, tamp down or stopped before they become an issue, which is great. And also large initiatives that have the potential to, to really make a difference for the organization and amplify, it’s an already close knit, positive employer culture, those things, because of the agility of the small organization, those, those can, can be those can be implemented can be ideated. And then actually implemented very quickly, there’s very little sort of ramp up time. And that, you know, in your right, this, this all has to do with the size of the organization. I mean, there’s, this is a little bit of a tangent, but you know that, and I’m not an MBA guy, but I’m sure they’re similar. But, you know,
Josh Rock 27:35
I don’t even have my degree at Brent. I’m over 20 years into my career. I don’t have my degree, I use it actually, when I talked to the 30 plus colleges I visit every year. They’re like, hey, what kind of degree do you have? Like, I don’t I haven’t even finished it yet. Um, but yeah, you know, it’s it doesn’t take a lot. You know, it doesn’t take the MBAs to pick up on some of these things.
Brent Skinner 27:53
Yeah, yeah. And it. And you know what? That’s another conversation. I mean, I’ve heard from probably just as many people have told me, yeah, you need your MBA, and just as many people said, No, don’t get an MBA. So I don’t even know what to think. I’m not going for another degree at this point, though. I’m through with that.
Josh Rock 28:13
The first one? Yeah.
Brent Skinner 28:17
I got. Yeah, I wish I hadn’t got one. Sometimes. I’m being serious. But it was, it’s sad. But um, there must be case studies out there, though. I know, there are, I’ve heard about and heard about them on the periphery of this idea where we’re larger organizations can become more agile and act like smaller organizations, in some ways. And this is a bit of a bit of a tangent, but it would be worth looking into I think, you know, I mean, when you really think about it, this is this, we’re getting into sort of a boiling the ocean change management conversation, right now. Digital Transformation as well. Now, in terms of the those videos that I know, we need to wind down here, but I’m curious in terms of the videos, I mean, are you just are you folks just gonna kind of use off the shelf stuff like your you’ve smartphones and YouTube and this sort of thing, which, you know, there’s nothing wrong with that. Are you? Or are you looking at some sort of a platform to do this with?
Josh Rock 29:25
Well, we’re still in the discovery mode of how we’re going to deploy it. You know, a lot of it’s gonna be you know, website based, but you know, I’m gonna multipurpose things for things like, you know, mobile accessibility for, you know, on the career pages, you know, for Facebook, YouTube, because we know that different audiences digest that information, though that content in different ways. And the marketing duo and I, I’ve already seen that everybody kind of eyeballed, you know how we’re going to look at that, but it’s going to be you know, partnering with those that In the production side, on working with us to to accentuate that, you know, we’re obviously going high volume, we’re, you know, our high quality, we’re going 4k cameras, and you know, we’re using drone footage and that kind of stuff already, we already know, we have some of that already in the can. And so it’s going to be continuing to use that. Because, you know, I don’t know, if I’m going to get another bucket of funds like this to do this again, you know, for the foreseeable future. So it’s gonna be, you know, being very thoughtful, right out of the gate. And, you know, looking at the different elements, and how do we do this the right way, the first time? Yeah, yeah, yeah.
Brent Skinner 30:39
One area that we haven’t touched on, which is, which is, which is very exciting. And that is compliance. And I, you know, I almost am not sure if I want to have this as our as our last topic for today, but but there probably is, even lawyers. I mean, you know, working for a trucking company, right, in hiring for that there must be like a huge ball of wax compliance wise that you’re dealing with.
Josh Rock 31:09
We keep it really simple. You know, obviously, we do the, you know, the normal background checks, the D o t checks, you know, we’ve got random drug tests, when if somebody’s a driver, you know, those elements. Now lucky for me, as the talent acquisition manager, once they’re hired, they all get pushed over to this other bucket, you know, over to my employer relations manager, who is Megan, she takes it from there, I don’t have to, I’m the puppies and rainbows guy, I’m the careers. Um, you know, but granted, as only there are only three of us in HR, I know, I’ve got to keep my eye on it and make sure that I’m, you know, being very cognizant of the staff that I bring in, you know, and their perception of what these, you know, compliance, you know, regulations are like, so that way, they stay on the up and up with us, and we don’t have to worry about it. But yeah, we do have to make sure that we’re compliant with these things, and safety protocols and all that because of, you know, these trucks going on, you know, large construction projects or mining projects, you know, we need to make sure that we’re adhering to these things, the trainings are staying in are kept updated by our technicians, you know, so yeah, we, you know, we focus on that we do a lot behind the scenes away from the employees. So that way they can focus on doing the job and we maintain that compliance, and then when things need to come up, we, you know, share that information and make sure that they’re given enough time to complete it. So we stay compliant. Yeah, we’re very thorough, and that, you know, the good thing about that for us, is it starts with our director, my boss, Joe, he came from Burlington Northern Railroad, he knew a lot of that same compliance from his previous industry, and how do we make it easy for our staff and our leadership to manage and deal with by focusing that through him,
Brent Skinner 32:52
so it works out? Well? Fantastic. Great. That’s great. Hey, thanks for joining us today. Totally.
Josh Rock 33:00
Thanks for having me.
Brent Skinner 33:02
Yeah, yeah. And, and I know you have a Your son is doing a hockey tournament this weekend. So good luck with that. Have fun. Yeah, it’s
Josh Rock 33:13
fun. It’s fun watching, you know, we obviously we all work hard, play hard. It’s fun to you know, put it through the kids and watch them excel in the activities that they have won with. So it’ll be a blast. He’s, it’s his first road tournament. So he’s really excited.
Brent Skinner 33:25
Fantastic. I hope I hope they do really well. I hope they win all the games.
Josh Rock 33:29
Thanks, Brent. I’ll share that with what I see here a little bit.
Brent Skinner 33:33
Great. Well, have a great weekend, Josh, and we’ll talk again with you soon. You got to take care. Fantastic.