Hiring therapists for in-home child care is challenging because it's not a suitable role for everyone. Many candidates are surprised by the difficulty and realize they are wrong for the job only after being hired.
Steffanie Chaviano, VP of Talent Acquisition at Autism Learning Partners, has spent eight years solving that exact problem at scale across 60 regions and 16 states.
In this episode of Talent All Stars, Steffanie walks through the two-step interview process ALP rebuilt from scratch, why they introduced a realistic job preview before candidates ever speak to a recruiter, and how AI automation freed up her team to focus on the work that actually requires a human.
You'll also hear:
Connect with Steffanie: https://www.linkedin.com/in/schaviano/
Learn more about Autism Learning Partners: www.autismlearningpartners.com
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[00:00:00] Steffanie Chaviano: If it feels uncomfy, just force yourself to lean into it, because usually those uncomfortable conversations, if you don't have them, it's actually a disservice to that other person.Â
[00:00:12] Dave Travers: So what does it really take for your business to attract world-class talent today? I'm Dave Travers, President of ZipRecruiter, and on Talent All Stars, we shine a light on the people and the day-to-day processes behind recruitment and retention at some of the world's most influential businesses.
How do you attract and qualify candidates for a role that could be really challenging? One where most people just aren't cut out for the real day-to-day work for autism learning partners. That's the key challenge as they recruit therapists to work with children and families inside their homes, and today, you'll learn exactly how they do this. In my conversation with Steffanie Chaviano ALP’s VP of Talent Acquisition, Stephanie walks us through her two-step interview process and shares her journey from hospitality to recruiting, why she took a pay cut, how she's risen through the ranks, and the AI in manual workflows she's using to fill ALP's pipeline with high-quality talent at scale.
So let's bring her in. Steffanie Chaviano, welcome to Talent All Stars.Â
[00:01:11] Steffanie Chaviano: Thank you. Thanks so much for having me.Â
[00:01:13] Dave Travers: So excited to have you today. So I wanna start before we get to Autism Learning Partners and everything you're doing today. I wanna start farther back before you, or just as you started thinking about talent acquisition and maybe HR broadly for the first time.
How did that start, and when was the moment as you started to do that? When did it become clear, like, oh wow, I could see myself doing this for a long time? This feels like the right thing for me.Â
[00:01:39] Steffanie Chaviano: I actually went to college in Napa, and so naturally, I was working in hospitality. Um, I was working in hotels for a number of years, and I really loved it, but knew that there is a little bit of a different direction that I wanted to go, actually started pursuing my master's degree in industrial organizational psychology, which is like psychology of organizations, and I thought I wanted to do maybe recruiting or training and development.Â
I wasn't sure, but I got a job at a staffing agency in Napa. I had so much fun. They were primarily staffing like warehouse workers or individuals that were working in like wineries or vineyards.
But I loved it. I loved the hustle behind it. I'm naturally very extroverted, so I had just a really great time doing it and was like, this is what I wanna do. And decided to veer a little bit in going into like internal recruiting. And so that's what ultimately led me to recruiting, and I mean, just having such a love for connecting people to the right job, but just talking to people all day is what I love.Â
[00:02:57] Dave Travers: I can't imagine anyone in this, uh, listening to this podcast has it, but for the, for those maybe who haven't, like what is it like that first time you remember connecting a person to their opportunity or that time that like jumps to your mind as you talk about that, what is that feeling like? What is it about that that drew you in?Â
[00:03:14] Steffanie Chaviano: I think across the board it's like a very thrilling and can feel very humbling because it's such a big moment for so many people, you know, to go and get a new job. But something that I felt was really unique at the staffing agency that I was working at, there were these individuals who had not been working for a long time, and I actually would go to clients, go to individuals and say like, I've got this great person who is like gonna be your next great hire because there's just something abou getting that right next position filled for that person, that next opportunity for them.Â
So, yeah, I don't know. It's thrilling. Now, at this point in my career, I'm not recruiting anymore, and I very much miss it whenever I can get my hands on helping somebody fill a wreck, like, oh, I, I don't worry. I got this for you. Like, I'll step right back into that role.Â
[00:04:13] Dave Travers: I love it. You know? So you referenced there, that doesn't sound like the default of your day, 'cause now you're a leader and you're managing teams more than doing the day-to-day recruiting. How did that transition happen? What, what made you decide, hey, this is the right next step for me to start leading teams?
[00:04:29] Steffanie Chaviano: Yeah. I think I always knew that I wanted to move into recruitment leadership when I was in hospitality. I kind of like worked my way up to managing the front desk. When I went into recruiting, I knew, you know, this is new industry for me. I'm gonna have to take a step back. And so I took a pay cut. I was coming in as a recruiting coordinator, but the goal was always to work my way up.
And that first company that I started working at, like in-house recruiting, they were great. Giving me opportunities to just try so many different things to see what would work from a recruitment strategy perspective. And transparently, I think they saw the like opportunity for me to move into leadership a little bit earlier than I did.
I think there was a little bit of imposter syndrome there for a bit, but that first company was really able to just spread my wings, lean into leadership, and for me at that point, even when I was a little hesitant or nervous about being the boss, always just led with. How would I want my boss to be like, what is that relationship that I would want?
What's the support that I would want? And always just kind of like had that as my North Star, and it has not failed me yet.Â
[00:05:52] Dave Travers: Okay. So what you talked along the way there about somebody else seeing. The leader in you maybe a little bit before you saw it in yourself. Talk to me about that moment. What did that feel like to be like tapped on the shoulder?
Like, say, Hey, have you thought about this? Would you consider this? What do you remember about that moment, and how'd that make you feel?Â
[00:06:11] Steffanie Chaviano: There was an opportunity that presented itself to be the manager of the department, and I transparently hadn't been with the company for a long time. I think I would have probably been there for like, definitely, certainly less than a year.
So for me, I still felt like I was learning recruiting, I was learning the industry. It was a dental service organization, so I was learning dentistry, and it didn't feel like I was quite there yet, where I felt like, okay, I really feel confident like advocating for all of the pivots we would need to do from a strategy perspective.
And also, it felt great to have that recognition and see multiple people. At that point, I was reporting to our HR director, but see multiple people saying, no, Stephanie, you really can do this. Just gave me the confidence that I needed to just dive in. And figure it out and, you know, I think I did.Â
[00:07:11] Dave Travers: Yeah. I, I would say the evidence is pretty clear.
Um, absolutely. So now you talked about, as you became a manager, thinking about how you would wanna be treated, how does that experience. Of what it felt like to be tapped on the shoulder, and also, you know, other ways you've been managed well or not managed well. How do you then that concept of how do I wanna be treated, and I'll treat my team that way.
Sounds great. In concept, how do you put that into action? If it's, it's the first time, or if it's a new way of thinking about it for you, or not natural, how do you get the snowball rolling downhill on that?Â
[00:07:45] Steffanie Chaviano: I mean, I think ultimately for me, number one was transparency. Like ultimate transparency. And I will joke sometimes that I say like I may be a little too honest to a fault at times, but I just, I truly feel when you are leading from a place of transparency, you are building that mutual respect with your employees.
I want them to respect me as much as I'm going to respect them. And that for me has always just been, I had early opportunities of where I had that and where I didn't have that. And I think that having it, you just have such a different relationship with your supervisor. You guys are linked, right?
And the loyalty there is just so different. So just being on the same page, having that transparency, I think, is really critical. And you know, it's interesting, I did have people kind of tap on my shoulder, right? And say, Hey Stephanie, I think that you are ready for this next step. And I think that is important for us to look at our team and identify individuals that are ready for the next step.
And also, to be clear, it was not handed to me, right? It wasn't like. Here you go, do whatever you want, and it'll be fine. It was incredibly challenging. They saw the potential, but I still had to prove that I was worthy of the position and that I could get it done. And so I think for me it is a balance of making sure that.
I am recognizing when I see potential in someone, and also, you know, setting that expectation that I want them to be, to feel accountable for their growth so that they really own it. Because I think it's just so different when you're owning it each step of the way, and it's a partnership between you and your supervisor versus kind of just an expectation that like, I should be promoting or I should be moving up.
And so I think it's that balance that I feel is success.Â
[00:09:51] Dave Travers: I think there's so much wisdom in that. And so it's one thing to be transparent and have shared accountability when everything's going great, but things don't always go great, and all of a sudden the transparency and shared accountability gets a little bit more awkward and difficult to execute on.
How do you do that? Like, for somebody who's like, ah, I wanna tell this person this thing. It's gonna be a hard conversation. How do you get the confidence to start doing that? So it's a habit that you just are constantly doing. How do you start?Â
[00:10:20] Steffanie Chaviano: It was a lot easier to do that as a manager. It felt increasingly challenging and uncomfortable to do that the higher I rose.Â
There's this book that I read that our current president and CEO recommended, Dare to Lead by Brené Brown. And um, like a lot of people know Brené Brown and so I recommend the book. It's great. But something that I really took away from that book was leaning into uncomfortable conversations, like if it feels uncomfortable, just force yourself to lean into it, because usually those uncomfortable conversations, if you don't have them, it's actually a disservice to that other person.
So when you start to see it that way, you're holding yourself accountable to a standard of. I'm doing this as much for the good of the company and our relationship as I am for them and their growth. So it doesn't make it not uncomfortable. I think it just makes it a little bit easier to take the first step into the conversation and then just let it ride.
[00:11:20] Dave Travers: Sometimes I think when I'm feeling awkward about a conversation, I force myself to start by labeling it, just saying. This is gonna be a difficult conversation. Yeah. You know, or whatever. And like, now I'm committed, there's no going back. Right? Right.Â
[00:11:33] Steffanie Chaviano: There's no going back.
[00:11:34] Dave Travers: I've ripped the band-aid off.
I can't say, by the way, everything's great, uh, at that point. Uh, right. Because it's easy to fall back on that. How do you do it? How do you get that start? How do you start that conversation?Â
[00:11:46] Steffanie Chaviano: I mean, I actually kind of follow a similar model where I do just like to set the stage. I don't want anybody to ever be taken aback or taken by surprise from like where a conversation is going.
I used to not prep at all. I used to just like, show up and let's do it. I'm a lot more thoughtful with my approach. Now I think about what do I end result conversation takeaways that like this person needs to be working on? Or is this just like shared company update or a shared business day where we are right now?
Just really trying to think about like how I wanna approach the conversation. What do I want my main points to be? And I will sometimes, if it's a really challenging conversation, have a couple of points just to make sure that I'm hitting all of them before that conversation is over, like written out. I think before for me.
There is an aspect of like, oh, I don't need to prepare. I got it, or I don't have the time. I'm just like, I gotta have this conversation. But having even just five minutes, giving yourself five minutes to prep ahead of time to make sure that you're hitting all those points, that you're delivering it in the way that you know is compassionate and empathetic for that person, is so important.
[00:13:05] Dave Travers: Yeah, I think that's really smart because when you go into an awkward conversation, you don't always know how someone's gonna react. You don't know that you're, the first time you rip the bandaid off, so to speak. You don't know that you're gonna resolve the issue. But a little bit of preparation, you can at least decide where am I gonna make sure this conversation goes, even if it's hard.
So it's like, you know, like we're, we're now gonna be level set on, hey, the past month hasn't gone as well, the numbers. Tell the story; the numbers aren't telling the whole story. There's something else going on, or whatev, whatever it is. I think that preparation is really smart because then you can decide, Hey, whichever weird turn this conversation takes, we're gonna accomplish the following thing that's fully in my control.
I love that. Um, okay, so now. You have worked in hospitality, you've worked in recruiting, you're now an autism learning partners. A lot of people know what autism is, but they don't know what a learning partner is or a BA or anything like that. Like, tell us a little bit about the organization and what drew you to it.
[00:14:05] Steffanie Chaviano: ALP, autism Learning Partners. ALP has been around since 1988, and we provide a, b, a, as you mentioned, applied behavior analysis. So we, um, two individuals with autism, we push into primarily homes to support. Mostly kiddos. We do though, in some places assist in like the classroom in a school setting, and we also have a lot of centers.
We have over 60 regions across 16 states, and within a recruiting function, we're hiring all of the individuals that are providing services to our family. So behavior technicians is like our high-volume recruiting, and they're the ones actually going in carrying out the programs. And these programs are working on specific skills to just get progress for kids, meaningful progress for kids and their families.
And then we also have our more high-touch recruiting, which is our BCBAs or board-certified behavior analysts. Who are the actual clinicians that are putting the programs together that the BTS are carrying out?Â
[00:15:09] Dave Travers: For those who, you know, haven't spent a lot of time with autism, like you're, you're talking about, you know, making progress.
Progress is often like learning how to talk and making your first friend, like things that are really foundational to a kid's life and to a parent's life. Talk about how do you identify and it's not, this is not easy work all the time. Talk about how do you identify, how do you go through the process of finding someone who's gonna be great at that?
[00:15:33] Steffanie Chaviano: So. What you said is so true, right? The progress that you see can be so incredibly meaningful. You know, we hear stories all the time about. Families walking into a center or a parent walking into a center, and their child is running to them and says, mommy or daddy for the first time. Like it's the first time that they're hearing them speak, right?
That reward like is incredible. It's also an incredibly challenging position, right? The role of a behavior technician and of a BCBA as well. But for a behavior technician, this isn't someone that went to college and grad school and sat for a board exam like the BCBAs did. Oftentimes, this is a part-time role for them, and they're going through extensive training, but it can be really, really tough and so quality for us.
I look at it from two different perspectives. One is the education, the experience, the background that they have. And the other is soft skills. But also just is this person willing to show up every single day and sometimes do a really hard job where, you know, kiddo like might have difficulty engaging with you.
They may not even wanna give you the time of day. They may run away, they may bite, they may engage in self-harming behaviors or harming others, and you have to really. Be committed to showing up every day for that kid and their family, because the continuity of care for them is where you start to really see progress.
So finding the right people is so critical because we've got families, they have to go through so much to even just get to a b, a, like get to ALP, right. See that there might be something that may not be neurotypical for their kid, and they have to go to the pediatrician, and then they get referred to a diagnostician, and then they may get the diagnosis.
Once they get the diagnosis, they have to call their insurance to see if they've got coverage. Like there's so much that these families have to go through and then they have to wait for us to hire someone, us and or any other a, b, a agency. We're all kind of dealing with the same situation. So we have to find people, and it's about finding as many people as possible, but it's not a, you know, filling butts in seats.
It's like finding the right person. And so we've done a lot. I've been at ALP for, um, just hit eight years, not too long ago, and we've made so many adjustments to try to figure out how to hire volume, but with high quality. We have, as so many of our counterparts have, introduced AI so that we can make the process more efficient for our recruiters, so that they can really be focused on finding the right people.
We have an incredible CPO, Chief People Officer, who's always partnered with me around how we interview, how we assess talent, and how just our selection criteria. And then this year particularly, we're actually really proud of some of the work that we've done to improve our attrition of like incredible great bts once they come on.
We want them to stick, and we've seen some, we've had some record-breaking months, and we will continue seeing that moving forward and manifesting that for us. But we've got a lot of initiatives this year to really work on quality. So like scorecards for recruiters, scorecards for, we have new hire ambassadors that.
Assist new hires through the onboarding and training process, really making sure that we just are selecting individuals. We would feel comfortable coming into any one of our homes and doing what we can to keep them happy and stay. So it's not, it's not easy work, but yeah, a lot of, a lot of pivoting to try to figure it out.
[00:19:18] Dave Travers: We've talked about transparency, and we've talked about how these jobs can be hard. They're also incredible jobs, and I think they have the power to really be meaningful in a great career. A lot of people who are in the talent acquisition business can immediately identify with an I with the idea of like, Ooh, this job is really hard in some ways.
And so we need a person who can do the hard part of this. And at the same time, it could be great. The people who love it are great. That is a pattern lots of us have seen in the world of talent acquisition. How would you, having learned through this, how do you handle the hard parts of the job? When do you introduce that?
How do you get the person who's gonna be great at this? Through the transparency part to say, yeah, I'm gonna give this a shot.Â
[00:20:00] Steffanie Chaviano: So previously we had a. We still do today, but we have a two-step interview process. One is they talk to the recruiter, and then the next step is they talk to the local interviewer, and we kind of would split the information across both places, so they get some information with the recruiter, some information with the local interviewer.
About the realness of the job, because 95% of the people that are applying have no idea what being a behavior technician means. They see the job, they think it's childcare, and they understand that they're gonna be helping a child with autism. Um, and they think like, oh, this could be so rewarding. But you just, you really don't know until you're in it.
Right. And what we found is there are just a lot of people that like truly didn't understand still, um, what the role entailed. We would have a lot of fallout after that interview. A lot of people not accepting the offer after they got more information, or they would accept an offer, start, and through onboarding and training would say, okay, this actually is very different than what I thought so.
We took a step back and said we have to actually introduce like the full scope of this role far earlier in the process so that we're improving the quality of candidate that's making it to the recruiter and the interviewer's pipeline. And so we introduced a realistic job preview. Created a day in the life of a BT video that goes through the great aspects of being a BT and some of the harder aspects of being a BT.
And they watch that right after they apply before they are selecting a time to talk to the recruiter, so there's an opportunity for them to self-select themselves outta the process because they say, this is not the right job for me. And we rolled that out. It's been, I think it's been a year now, which is, that's crazy.
It's been that long, but it's been a year, and it has brought about some real gains to our conversion later in the funnel. We absolutely see some fallout once they see that video, but then we get just, we hold onto them better through the recruiting process, 'cause we've set the stage early on around what exactly this role really entails.
[00:22:24] Dave Travers: Yeah, I think that is smart. Like you, back to the transparency thing. You wanna, you wanna disclose upfront what the hard parts are so that they're geared up for when it starts to get hard, they're like, I knew this. I can do it. And they're more, much more likely to stick around. I think that's really smart.
Okay. You also mentioned AI, which is the buzzword of the day. Of course, all of us are thinking about it all the time. Um, how do we use it? What's hype? What's real? How do you even approach in this world where you're inundated with feeling like there are a hundred tools that are out there that other people are using?
How do you even approach? Where do I start? Of all the hundred different things I could try next? How do you prioritize? What's the one I'm gonna, I'm gonna do next? How do I decide?Â
[00:23:06] Steffanie Chaviano: I think we're a little unique in this, in that we were a pretty early adopter of AI about five years ago now was just confronted with the reality that we were not keeping up with recruiting enough bts.
We had so many clients that were waiting, we were having to turn clients away because we had wait lists that were so long, and so we really just had to figure something out. And when we took a step back, partnered with the consultant, actually took a step back, and looked at our process to just identify like what are our pain points within our process?
Where is the friction? And for us, there was just so much manual work that was being done by the recruiter. They were visually inspecting resumes. They were like reaching out to applicants. To get them scheduled for a phone interview. They were following up on all of the forms, all of the things, right. And it was just really clear that we needed to move into something that was a bit more efficient.
So we actually adopted an AI software in a month. It's gonna be four years. It’s crazy. Yeah. But four years ago, um, where we automated all of that. So. The candidates ask get, they go through knockout questions, they self-select, and interview time. All of the reminders are automated. All of the forms that get sent is automated.
The follow-up form, all of that is automated. So now recruiters can spend their time talking like on the phone with candidates that are qualified, really assessing whether or not they're gonna be the right fit for this role. That has led to us hiring a far higher volume of behavior technicians. Now, where we are today is very different than where we were four years ago.
We've had to make a lot of adjustments. We've kind of coined this term pivot in recruiting. I don't know if you're familiar with friends with the episode with Ross at the couch. Okay. We are all about the pivot. We try all of the things. We've had a lot of pivots since we rolled out just this new process, and right now what we've been experiencing for about the last like four to five months.
I don't know if I'm certain I heard this somewhere, but if I did it and I made this up, I'm gonna coin it. But we're experiencing a decent amount of AI fatigue. So, candidates are applying, we're asking them to answer knockout questions. We're asking them to watch our realistic job preview, and they're just, they're going unresponsive.
We're like asking them to do too much in some instances. And the thing that is interesting for us is, like I mentioned, we've got over 60 regions across 16 states. They do not all behave the same way. There's some regions where. It's a floodgates of applicants and then another region where it's a little sprinkle.
And so we really have to be thoughtful about how we deploy different strategies across different markets. So a lot of it is AB testing, figuring out what works in one market that may not work in another, and then if it works, where else can we deploy it? One thing that I just am scratching my head out, but it's been working, and this is, my director actually came to me with this end of last year.
She's like, I think we just need people to start cold calling candidates that are like in that bucket. I'm like, oh my gosh. I feel like we're taking steps back, but it's the reality. And we have candidates that will tell us, like, oh yeah, I just want like, it just kind of kept going, like it just kept asking me to do things.
Right. So. A couple of things for that, for me personally, we're still on the journey of constant pivots here, but one is AI has been around for a while. I know that everybody is talking about it, and there's, so it's like we are overly saturated with so many options around what is available to us, but it isn't a implement one solution and then you're done.
There's new solutions, and also your candidates are going to behave differently with AI, the more they. Interact with AI, right? They've got AI now at their fingertips that they're interacting with, so their behavior towards it is gonna be adjusting. You have to adjust with them. And I just think for me personally, it is not a one-size-fits-all approach.
You've gotta figure out like what works well and what areas or types of positions. We right now are gonna be really taking a step back and identifying how we can create some big efficiencies with our nonclinical recruiting. All of this ai, everything I'm talking about has been so focused on our high volume lanes, but we have not even touched our like support center hiring our nonclinical hiring, and they deserve the AI love too.
So that's what we're figuring out this year. But yeah, I would just, I would say stay curious. Even if you feel like you've got it figured out, maybe you do. But for this moment in time. So keep learning. That's my approach at least, is just to try to keep absorbing as much information as possible to learn about what else is out there, what we can learn, and make adjustments to in our process.
[00:28:13] Dave Travers: I think that is such a smart way of thinking about it, because if you had a big unlock in your tinkering with an implementation of AI six months ago. The problem is, is that the technology has changed, what's possible has changed, and the humans are adapting to the technology. Exactly to your point. So fatigue is absolutely a big factor, and the technology's getting better to make it less fatiguing.
But humans are smart, and they're picking up on the fact they're being screened by employers using AI and employers. You know, like it, it could be easy to get upset, like, Hey, this isn't a real application, this is just some bot on behalf of a job seeker. It's like, well. That's what we were doing to them.
They're doing it back to us. You know? Um, so that, that makes sense. So the idea that you can figure out a process that was a win and just put it in the bank as opposed to continuing to stay curious, as you note, isn't gonna work; you're gonna have to continue to test and iterate.Â
[00:29:09] Steffanie Chaviano: Yep. And I, I think that that's just our reality. The foreseeable future.Â
[00:29:14] Dave Travers: Absolutely. Right. Absolutely right. Okay. We always end these episodes with a lightning round. So the scenario is, you know, you're getting in the proverbial elevator, or you're, uh, walking up to the coffee machine, and there it's just you and the CEO who says, Hey Stephanie, I have a question for you, and you've got like 30 seconds to give a good answer.
You know, I was thinking the other day, we've done so much change in how we recruit in our talent acquisition strategy. How should we measure your team? Now, like over the next year, over the next two years, how should I measure or think about measuring the quality of our talent acquisition efforts?Â
[00:29:51] Steffanie Chaviano: Yeah. For us, it's um, two kind of king KPIs. Rec containment is one. Rec containment for us is we've got, we've recs every month that reset based on our needs, containment needs to be at a hundred percent. So, as a recruiting function, are we keeping up with the client demand? That's number one. Then number two is, of course, a quality measure for us.
We've got like flow through. They've made it all the way through training, but really, it should be past that. So from a tenure-based attrition perspective, and we have so many different times that we're looking at internally, we look at two weeks, 30 days, 90 days a year. So I think a quality lever as well, because.
You know, we can fill all of the wrecks, but if they're leaving, then that's not the direction we wanna move in. And what I can say now is that tainment is increasing and that attrition is continuing to stay low. But that continues is what we should be measured on.Â
[00:30:51] Dave Travers: Love it. Okay. Same scenario. One more question.
The CEO, you know, and you are making a cup of coffee next to each other, and the CEO says, you know, part of my job is I'm interviewing people all the time. They're to be board members, to be an executive, to become a business partner of some sort, and establish some new partnership. You're the expert at interviewing.
Coach. What's your one best tip to make me a better interviewer?Â
[00:31:16] Steffanie Chaviano: I would say kind of removing the question with like a, replacing it with a prompt. We have like a belief here at ALP that the best indicator of future performance is past performance. Right. So being able to ask someone about a prior example that they can draw upon, I think.
Gives you better insight to that person, removes some of the fluff that you might get in an interview answer, and also just makes it so much more conversational, which I feel like is such a basic thing to make sure an interview is conversational, but sometimes you still, you just don't see that all the time, so they just kind of giving prompts instead of just asking you know, your generic question,Â
[00:32:01] Dave Travers: Stefanie Chavian, it is clear why you're a Talent All-Star. Thanks so much for taking the time with this today.Â
[00:32:06] Steffanie Chaviano: Thank you for having me. Appreciate it.
[00:32:12] Dave Travers: That's Stefanie Chaviano. She's the VP of Talent Acquisition at Autism Learning Partners. We'll put her LinkedIn profile in the description. And just a reminder, we put the video versions of these conversations on YouTube, also on the official ZipRecruiter channel. And if you have feedback for us or ideas for future episodes, send us an email to talentallstars@ziprecruiter.com.
I'm Dave Travers. Thanks for listening to Talent All Stars. See you right back here next time.