12 min
Uber's Michelle Thompson talks Recruiting and Sourcing with Craig Fisher Inside Talent Inside Talent with Craig Fisher
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Hey, it's Craig Fisher. I am here with Michelle Thompson. She is the head of sourcing at Uber. And she is a longtime friend and colleague and collaborator. Michelle will be appearing at TalentNet Live and TheCandE's conference Nov. 2-3 in DFW. Register https://insde.co/78rj
And we're glad to have you here with us, Michelle, how are you?
Excellent. Thanks for having me.
So, tell us a little bit about what's going on in your role currently, and what issues your team is seeing and how you're tackling? Yeah.
So we've been going through kind of a reinvention for lack of a better term here at Uber for the past few years, I've been here for two and a half now.
came over to build the sourcing space for tech, and then switched over to build the sourcing space for non tech. And one of the things that we're really seeing with all these interesting ups and downs and post great resignation, and all of this is that our candidate attraction strategy
has to be way more focused, while at the same town way more diverse than it's ever been in the past. So part of the things that I'm working on are
where does the talent that we won't really live in each of our verticals? And how are we going to attract them? And how are we going to sell the story of why Uber
Uber, as you know, is a global company with a lot of reach.
They're one of the companies that definitely came out of out of COVID.
You know, stronger, faster better than before.
So though our, our needs have shifted
their continuous. So it's been a really interesting model. I think when I came on board, they had literally just shuttered all the all of the offices and kind of screeched everything to a halt. And what they didn't realize was within 30 days, the Uber Eats side of the business will just explode. I think the first two months I was here, they added 34,000 restaurants to the platform.
And then since then, we've added about 18 different variations of what we can do with that model. So Uber, pharmacy and
grocery delivery and liquor delivery and all these other pieces. Uber freight has been huge for us.
But that keeps me on my toes as far as how that messaging gets out to reach that group of candidates that not only has the skill set that has the desire to come and work with a company that is in continuous flux.
Hey, it's Craig Fisher. I am here with Michelle Thompson. She is the head of sourcing at Uber. And she is a longtime friend and colleague and collaborator. Michelle will be appearing at TalentNet Live and TheCandE's conference Nov. 2-3 in DFW. Register https://insde.co/78rj
And we're glad to have you here with us, Michelle, how are you?
Excellent. Thanks for having me.
So, tell us a little bit about what's going on in your role currently, and what issues your team is seeing and how you're tackling? Yeah.
So we've been going through kind of a reinvention for lack of a better term here at Uber for the past few years, I've been here for two and a half now.
came over to build the sourcing space for tech, and then switched over to build the sourcing space for non tech. And one of the things that we're really seeing with all these interesting ups and downs and post great resignation, and all of this is that our candidate attraction strategy
has to be way more focused, while at the same town way more diverse than it's ever been in the past. So part of the things that I'm working on are
where does the talent that we won't really live in each of our verticals? And how are we going to attract them? And how are we going to sell the story of why Uber
Uber, as you know, is a global company with a lot of reach.
They're one of the companies that definitely came out of out of COVID.
You know, stronger, faster better than before.
So though our, our needs have shifted
their continuous. So it's been a really interesting model. I think when I came on board, they had literally just shuttered all the all of the offices and kind of screeched everything to a halt. And what they didn't realize was within 30 days, the Uber Eats side of the business will just explode. I think the first two months I was here, they added 34,000 restaurants to the platform.
And then since then, we've added about 18 different variations of what we can do with that model. So Uber, pharmacy and
grocery delivery and liquor delivery and all these other pieces. Uber freight has been huge for us.
But that keeps me on my toes as far as how that messaging gets out to reach that group of candidates that not only has the skill set that has the desire to come and work with a company that is in continuous flux.
12 min