Hiring is too important to get wrong.
Honest lessons for those who care enough to do it right.
I did not plan to end up here either.
My name is David Weinstock. My childhood goal was to be a Hotel General Manager. That changed when I was put in charge of hiring the front of house team for a new hotel opening using a pilt compensation structure. I was hooked. Recruiting chose me more than I chose it.
A little over a decade later, with a few stops along the way, I am a Vice President of Talent Acquisition with an MBA in Business Analytics. Not a bad arc for someone who started college taking a math class that did not count for credit.
These days my work lives in numbers. I translate talent acquisition metrics into the language executives actually speak. Most Board Members are not losing sleep over your Source Channel Efficiency. They want to know how fast new hires get productive and whether recruitment costs are under control. That gap is where I spend my time.
This space is where I think out loud about that work. The frameworks, the financials, the things I got wrong before I got them right. Worst case, you learn from a mistake you do not have to make yourself.
I am also a father, a horrible golfer, and a serial hobbyist. Expect some musings from outside of work too.
Conference and podcast speaker in Talent Acquisition
RL100 inaugural U.S. Cohort, one of the first 20 members
Strategic Advisor to RecTech and Job Boards
On my mind lately
Metrics and Analytics
Conversion over vanity
I came to analytics late, after an MBA forced me to take the math seriously. I think about the metrics that actually predict hiring outcomes, the ones I wish someone had handed me earlier, and the ones I have stopped reporting because nobody was reading them anyway.
Tools and Tech
Notes from my perspective
The TA tech market is loud and most of it is noise. I think a lot about what I have actually used across sourcing, interviewing, programmatic advertising, and background checks. What I would buy again, what I would have skipped if I knew then what I know now, and what I am still trying to make work.
All Things Ashby
Tips, tricks, and quirks
I implemented Ashby as one of the first five customers to go live on multi-brand functionality, standing up a single instance across 16 distinct company brands. I think about what I have learned running it at scale, the integrations that worked, and the one off learnings nobody warns you about.
Helping Others
Paying it forward
I think a lot about the people who took time they did not have to help me along the way. Who picked up the phone, who answered the email, who told me the thing I needed to hear even when it was not what I wanted to hear. I try to do the same when I can. Not because it is a strategy, but because that is how this industry actually works.
The Second Mile Newsletter
Everything I learned and continue to learn by going two miles when only asked to go one.
(pretty please? 🤷♂️)