Read a Recruiting session from Dell Technologies and make a summary of plaining: 1. The Recruiting session you read from Dell Technologies 2. What you learned about the industry 3. Three ways you would refine an elevator pitch and resume based on what you read 4. Describe three different resources available to help you find and create carec or network opportunities right, and that all started there with the instrumental change towards the digital landscape that pretty much took over the world. If you didn't know this well, Dell Technologies started there at UT Austin and has since gone global. They are among the world's leading technology companies helping to transform people's lives with extraordinary capabilities, from hybrid cloud solutions to high-performing computing to ambitious social impact and sustainability initiatives. What they do impacts everyone everywhere. We're very excited to have them on board. With us for the next hour. So I will turn it over to the Dell Technologies team so we can get started, folks. Right, thank you so much, Mr. Ramos. That was a better introduction than I could have done for Dell. We are super happy to be here. I hope everybody out there is having a great day. My name is Ricardo Stevens, so everybody that knows me calls me Rico. I am the diversity campus manager that is aligned with UT San Antonio. I'm excited to be here. I could tell you all to death, but I'm not going to today. Y'all are spared from that. And I will turn it over to Tyra Williams of our small business sales team. To talk about some of the opportunities that she has. And then, I will turn it over to Andres to discuss some opportunities in our finance team. Then I will hand it over to Christina to discuss some opportunities in our supply chain and share. They're each going to share their experience. So Tyra, you take it off, you got it. Awesome and thanks Rico. Hi, everyone. Happy to be here as well. Again, my name is Tara Williams, and I'm a small business sales manager at Dell Technologies. So just a quick brief introduction: I have been idle for a little over eight years and started in the same role we're interviewing for. So definitely lots of opportunities just to grow up and grow your career at Dell. I went to school. I used to attend Tillotson University with an Austin marketing degree. So that was my background coming into Dell, and I have enjoyed working at Dell and my career. So if you want to go ahead and go to the next slide, I'll talk about the opportunities that we have. All right, so, again, we're the Small Business department at Dell. So we will collaborate with customers inside the United States, anywhere between one to nine employees. And so, we don't work with a specific account that we work with within any small business and the United States as long as it is a small business within that one's not employee range. So you can expect to work with photographers, banks, and IT consultants to grow a screens portfolio. We are responsible for selling our full portfolio, so you can expect to sell anything from a simple wireless keyboard and mouse up to, laptop desktop, server storage, networking, more of like the technical components do not have to know a lot about tech to be successful in this role. I did not come in with a technical bone in my body, so too silly, something that I developed being in the role. Then you also have a team of specialists around right, so when it comes to the super technical complex solutions that maybe you're not as well versed in, you can pass it along to somebody else who will run the point. And then again, you'll learn as you progress in your tenure. Regarding the day-to-day, we have two sides of our business that we're hiring for: our outbound team and our inbound or outbound team. Just like it sounds, their responsibility is to make outbound, so they do get leads that are given to them from a lead generation team. These are going to be warm leads. So these customers have worked with Bill before, and maybe some time has passed. We'll try to reestablish that connection, check in to ensure the customer has everything they need, and then qualify for opportunities from there. So you can expect to get anywhere between 1500 to 2000 leads per quarter, so every three months, you are measured off of a sales quota. So every quarter you also get a sales quota. The majority of our sales floor does over-exceed and hit those goals. So they're attainable. And then you do have to decide on your lead side. A little bit of research before you reach out to customers. To find out what the company does, or what they've purchased in the past that what you kind of know what you're walking into before you speak to somebody on the inbound side, which is also called our responsibility is to take inbound calls. The marketing that sends out, those flyers with all the promotions and stuff that are going on. The customer could call a number, and then that team answers those calls. So they'll follow a call flow model, essentially a script, which helps you control the conversation. Help the qualified help customer with the need that is calling in, dig deeper, and find additional opportunities there. So most of their day will be spent making those inbound calls. However, they are responsible for app bounding to customers that maybe had a purchase on the clothes that they have out or maybe they purchased, and we're checking in to make sure that they received the equipment. So the inbound side in both roles, you want to have time management skills just to watch like a team going into your inbox. Contacting customers over the phone ensures you're getting your product out. So time management is important. And then, he'll go to the next slide, breaking down more details for job expectations. From an activity standpoint, what we look forward to doing every day. We do measure you based on KPIs, and this is going to be key performance indicators. Every representative is responsible for making anywhere between 50 to 70 calls per day, and this is going to be here when you first start, though as you progress and to get more pipeline. If the number of calls that you have made per day will decline naturally. But in the beginning, when you first start, you want to over-index on that. Because the more people you're reaching out to, the more business cards you pass out, the more likely you're to build your pipeline. And then we also measure you off the top, which is how often or how long. When you first start using your passing out your business cards, your talk time might be a little bit lower. However, once you progress in your tenure, you will look at around three to three and a half hours of talk time. As I mentioned, to have attainment targets so we are based on revenue goals, and they're given to you every quarter. If you do this role, our period doesn't apply to growth. If you're hired, you will be offered training. It is a four-week program. You'll go into like a classroom setting. Right now, we're a little bit more virtual. So it'll be something like this Zoom call where you'll have trainers that will pick you up. You also have mentors on their Salesforce that you'll listen to them take off and take calls with them to get best practices. After you finish that four-week program, you'll still have recursive training as you progress your tenure. So you can expect to always be trained regarding products that come out. If there are any new changes to our operating side, you're consistently getting a train on that. We do operate in a team structure. So there are about 15 to 20 sales reps per team. Each team will have a sales manager and a sales coach aligned to them, which is good when you start because you're going to want that to side-byside training with your leaders to ensure you're ramping. can expect to have constant one on one. Call listening sessions to ensure you're in a good situation to maximize your earnings. You have overlay support, so every team has additional coaches specializing in specific products that will align with each team including from hours of operation standpoint. This is a Monday through Friday role. We are open from 7am to 8pm. Our outbound side of the house is typically on eight to five shifts. However, on our cue side, so is the inbound team. Their schedules range anywhere between seven support up. So let me say we are in sales. So we do follow your typical retail hours, I guess, of operation, from like a Black Friday cyber week in the week of Christmas. We are working. Those are hectic and exciting times for us. I'll talk about that a little bit later. And like the culture with many gift cards and contests, that's still on your way. So it's just a great time to work. Because we do work on some holidays, we do get floating holidays, and that is essentially a day like if we work on a corporate holiday, for example, that's a day that you get back that you can use towards another day of your choosing. And then you do get benefits. It is prorated based on when you start, so the sooner you start at the beginning of the year, for example, you'll get three weeks of vacation, automatically get your medical, dental, and vision insurance, and then they'll do 401k matches and pay we are against Del Sol commission on as well as the base it's a 7030 split. So 70% being based and then 30% being commissioned. The concepts that I was just talking about there's a lot of them. Typically, we have weekly contests, which will run either at the manager level or for the whole site. Typically it's around, like the activity goals. Are you making the number of dials that we just talked about 50 to 70 calls per day? Are you hitting your attainment targets, like different things like that? We also do quarterly spiffs, which is essentially a vendor-funded contest. So Microsoft, for example, who's one of our vendors, if you sell their products and also pay X amount for telling you right so you can make up to $5,000 a quarter, it's alone on top of the commission and base extra so an extra $20,000 a year there. And then this is an entry-level role at Bill. So it is a great opportunity just to build your career, like start your career and eventually build your career from here. You do have this role before you're eligible for promotion. However, we are very much a meritocracy. So we promote based on how you write, so you come in and crush your goals. You have a unique brand behind you. You're mentoring. You're building relationships with some hiring managers; you can grow in that in that 12-month timeframe. Some of the roles that some individuals might go to from this inside sales role is going to be, an immense opportunity with which essentially the person that manages the more technical solutions can also go into like a sales coach. My role is a sales manager, but you don't have to stay there. You can also move on to marketing, or merchandising or finance. Suppose you're if you're interested in doing something different. Our culture is probably one of my favorite things I bill. I will talk to anybody. I mean about our culture. I think it's one of the things that have made me say, aside from obviously the career growth opportunity, I just love the people that I work with and the culture that Bill has. I am from Dallas, so my family moved to Dallas. When I came to Dell, I had a family around me that I met and I'm terrific friends with. We are constantly going to happy hours and just hanging out outside work. So you do just meet a lot of some of your best friends within the company. I'd say we do quarterly team doors and off-sites, so you can expect to go out to like happy hours or some teams do like party barges sometimes do like going active, but you can expect to do different things like that with your teammates to help kind of build that camaraderie. We also have been doing a lot of virtual happy hours. So when it's time to go on Zoom, around four o'clock, hang out as a team, maybe have a drink of your choice, and just to get to know each other again to just build that camaraderie are we do have a winning culture committee. It's for the whole site. Their job is to come together every month and produce initiatives or different things that we could do to keep the morale up on the horses, some of the ones we've done in the past. I use this as an example because I always liked it, but every year, we do a row decorating contest. So our team decorates for every holiday. You can think of the one I will use, for example, Halloween. And so we'll do a row decorating contest for Halloween. All the teams decorate teams that are judged the row the team that wins. So we've done it for three years. I've won three times. So very competitive about that. But it's just it's amusing. I mean, it's a hard job definitely from the morale up. We also are huge on diversity. Am I a co-chair of our diversity and inclusion pillar in a small business department? So we currently have some initiatives around a woman or woman development. We have like a book club series with our director that we're doing currently. Women's History Month is coming up next month. So we're going to be planning something around that. We also have a Black employee, as we call it, our small business. Alliance. And so what we're doing now is already about three months within. But we've been expanding. We started about a year ago, but we've been growing that pillar throughout the last year. So excited about that. We are also big on community involvement and giving back to our community. So every story is something around, volunteering initiatives, whether it's Santa Cafe drive, what have you. And then again, I've already watched it. I don't know why it's on here twice, but it seems like the daily content. Expect to see a lot of that is going to roll essentially. If it interests you, I will drop the information for a point of contact and contact you if you can help set up the interview. We will conduct interviews next week, the week, or the week after. So definitely reach out to Morgan. I'll put her email in here if you're interested in applying. Thanks for having me. Thank you very much, Tyra. That was great. The culture in the contest is something that I can see is true. My next-door neighbors are inside sales reps. And they have three monitors over there that they want, and they want you to tell me one way we might talk we might have. Thank you very much. All right. I will turn it over to Andres to talk about our finance team. Thank you, Rico. So, for those who don't know me, my name is Andreas Sanchez, and I am here to talk about our finance organization here at Dell, specifically our entry-level programs and internship. I've been with the company for about two and a half years. I graduated from the University of Texas at Austin and got the chance to be part of their internship program for two years, which is how I ended up in debt. That being said, our internship is structured for our students to come in and put to practice those finance and business acumen skills that they're learning in school. By applying for a role here, it is a 12 -week based internship that happens during the summer. And essentially, it's a project-based role, right? Whenever you join the finance team, you'll join a finance manager with a business need for you to come in and maybe change a process, help automate the existing process, and provide a fresh perspective into something they want to fix within their organization. These are very coveted roles just because whenever summer comes around, all the managers know that we're getting fresh interns, and they want to put you to work, so whenever you're coming in, expect to work. However, you are assigned an insider, and essentially what this is, is a buddy that helps you navigate the whole process right. Typically they have been interested before they've been in your shoes. And these are just people you could come into as mentors and ask anything you want with your role to your project and how to navigate certain tools. On top of that, there are also formal training opportunities that we give our interns. This could revolve around anything from Excel training to Power BI, sequel training, and different tools and resources to help you on the job. Now one of my favorite things as an intern was our networking opportunities. The exposure to leaders here in the city and the CFO. Org. You get exposure to our CFO suite, our chief accounting officer. I know there's a big day when everybody gets to be on a Zoom call with Michael Dell himself, and he'll share some thoughts about the company and some of his excerpts from his experience. So that's always good to hear from the CEO. Now, you can present to your leaders in this internship, right? That could be anywhere from the director to your senior vice president. And this is just an opportunity to let them know what you participated in this summer. What were some of the outcomes of the roll of the process? What you learned and it a good experience. Being able to do that in front of a leader, so if we go over to the next live recap, whenever you think about finance, right, and some of the things that we can do engage in a lot of people just think proper corporate accounting FTDNA pricing, credit, and collections Treasury strategy. However, there are a lot of different roles that encompass finance, right? Our business operations teams include the sales planning and our go-to-market strategy teams, our sales, business partnerships, sales compensation, team, transformation in enablement, merging and acquisition, and all those different kinds of teams. You'll be able to find it within the finance organization. Now we also have supporting teams. And I'm assured Christina can go more in-depth with the supply chain, but we also support our flood supply chain operations and global market commodity. There are opportunities for international assignments. This pertains more to our full-time employees. So once you graduate and come back full-time, join us. There's the opportunity for you to explore different areas of the world. We have hubs in Panama, Slovakia, Dublin, Ireland, and different parts of the world. So getting an opportunity to be part of a global team is something in which I am interested. And today, I have business partners I support in India, so sometimes I'll be on some early calls, which are not my favorite. However, it's rewarding being able to be part of such a global ecosystem. Now the last slide that I'll touch on is, I think, a constant theme throughout though we believe in learning and development. And that just doesn't stop when you're an intern, right, or when you come in. We have programs designed for all types of people in their careers. Our internship program I just described is that 12 -week program. Once you graduate, you come back and your part of the finance development program. This is a two-year program where you get to experience four different rotations, six months each. I'm a graduate of this program. And it's a rewarding experience. Being able to sort of explore different areas of the business and figure out what I like and what I don't know was one of the big problems I had coming in. Not knowing what I wanted to do in finance. Our accounting Development Program is also the sister or finance development program. There's a global tax program. And then, once you get down the ladder in your career, we have the finance rotation program. Those are usually reserved for people with five to 12 years of experience in finance. And then as you keep going up to our executive letter, for executive level, you have the finance leadership program which prepares you to be directors and vice presidents and SVP and so on. The opportunity for development is always present. Here in the CFO, Oregon, it's something that we value. We are in the tech industry, right, so there are always new processes that we're learning and new tools coming out to help us with the job, and it's always rewarding to be in a program that cherishes your development and has a strong focus on that. So happy to answer any questions at the end. And with that, I'll turn it back to you, Rick. Thank you very much, Andre. So I collaborate with this team daily with everyone and the passion for development and growth that this team has. Andre says not to be kidding. Some people are on the rotation program now that come to campus and help us do recruiting, so they get an opportunity to work across cross-functional teams and do things that they wouldn't usually be able to do in a finance job and grow their career. Maybe they want to move into human resources later on down the line. There's going to be opportunities to do that as well. So thank you for sharing that, and now I will turn it over to one of my favorite people in the world. Christina with our supply chain team. Well, first of all, I apologize for being unable to be on video today. Issues and Dell products, but here is a generic photo if you don't look like it every day, but that's okay. But honestly, thanks very much for those presentations. I'm ready to rotate into sales or five, but I up my supply chain hat today. Just a quick overview of me going to ASU for undergraduate studies and currently at Baylor for my master's. That's my puppy and my now fianc who also works with those and that is a Greek flag. I'm a dual citizen as a three, so very international on that side. And then I like to speak to myself at the bottom at a kind of to the track that I've gone at Dell, so super similar. Andres and I came in as an intern in graphics in conflict German and then went through the supply chain version of a development program, supply chain development program. That is a three-year program with three one year. You can see my specific rotations there and then the last two years, and I'll call it, big kids role. Or logistics. And so my goal today, supply chain, I feel often is just a buzzword thrown around. And I want to dive into what it means, specifically, I know. Then we can go into these categories for undergraduate, graduate, intern, and full-time opportunities. So with that, please go to the next slide as we go. So I hate to say it, but since I'm not on video, I will force you to interact with me, so please don't be afraid to come off mute. I would love for the city to be a dialogue versus me, speaking at you. So you have fun. They'll operate an effective supply chain and it is truly incredible. So this slide is to help give us a 500-foot view of half the operation. Today in current events we're hearing, especially now that the fiscal year ended, many companies are missing revenue targets due to various supply chain issues. I very proudly say Did you know Over 7000 People in the supply chain that we did not miss, and it was not due to the supply chain? This is so much a huge organization because it is a small group of 7000 people, but first is to simply plan. What is the organization standing to be able to sell because our sales team goes out. We need to plan what is even possible to sell so that we can prepare it and capture it and ultimately deliver it to the end customers. So this segment primarily focuses on supply chain forecasting practices to hypothesize upcoming demand and set the correct lead time expectations for internal business stakeholders and end customers. So honestly, this is a challenging but exciting space to work in that is full of changing business conditions and inputs. So next is the source or procure. As my colleagues mentioned, we want to say a fancy word for purchasing the raw materials in part for Dell Technologies products, which can range from laptops or desktops to servers and networking solutions. So this organization is heavy on our supplier relationship management to both that and thrive, advancing pricing strategies for purchases. So this team manages all types of working strategies and business continuity plans to ensure the continuation of supply. If you have any leader in procurement at any company, what is the number one goal we're going to come back and tell you never run plus out of parts? That's a huge component and something that where social and environmental organizations for the supply chain specifically have super high standards and requirements and practices of not only our first-tier suppliers but their suppliers and their suppliers to a second, third, fourth year down. So just to interject a quick anecdote for some context. When Andres mentioned international rotations in the finance Development Program and the possibility and supply chain development, I had the opportunity to move to Singapore in January 2020 as part of the FERC, which is social and environmental responsibility. There was a partner with one of our biggest procurement pillars market commodities. So for context, market commodities are about 1/3 of Dell Technologies. This includes calories, including any parts we buy, so these are buying huge products from big suppliers to procure things like memory LCDs, etc. So the space is much different in that even if you do everything right, things will still flip on their heads, and you rely on ultimately your supplier relationships at the end of the day. Do an exciting challenge right now to back on how heavy the supply chain rise on current events is around LCDs. These are the components that are on the screen. So if you just look around you and your computer screen, many of you might be wearing smartwatch refrigerators, also it's like it's crazy. There are many products in the market now have screens, and LCDs are extremely constrained. This shift in demand has taken away from technology automobiles, LCD now, as I said, watches my TV, so how can I help my team still work to secure and it's through those relationships that elephant building over the years through best practices to secure that supply. So moving on, not too much on that. Now you have profit. So how do you make it so this is our manufacturing organization, which we use both internal and external partners? So here there's, again, continuity supply, supplier quality, so this is ODM or original design. And last but not least, like the big things are now that the products have been planned for store made, they must be delivered via our global fulfillment. ordinations. This is where we utilize our carrier networks across the globe to transport inbound and outbound to the plane rail. There are many products in the market now have screens, and thus LCDs are highly constrained. So that shifts in demand have taken away from technology now. Automobiles want LCDs now, as I said, watches my LCD, so how can Dell procurement teams still work to secure supply? It's through those relationships that they'll have been building over a year of best practices to secure that supply. So moving on, you have products. So how do you make it so this is our manufacturing organization, which we use both internal and external partners? So here, there's a focus on continuity of supply and supplier quality engineering again. This is a partner with our OEM or original design manufacturer. So these products are being manufactured and then you know, last but not least, like the big things are now that the products have been planned for source made, they must be delivered via our global fulfillment logistics and trade organization. So this is where we utilize our carrier networks across the globe to transport inbound and outbound and the CBD and plane rail ocean that vote, and of course, there is a considerable focus on cycle time here to optimize an efficient logistics network to ensure a timely and positive customer experience. And there are also functions within here around warehousing and fulfillment operations; we have four hubs in the US that help us get our product offering customers. So my last rotation was currently in the logistics space. And I managed something called poi, which stands for perfect orders, which essentially measures whether the product gets to our end customers early, late, or on time to the customer expectations that we set. So apologies here at that, at that time where you get off mute, but I'm wondering if anyone is willing to get on if early deliveries specifically are considered good or bad in no supply chain any records, or you can put it in the chat if you're comfortable with that as well. So students, a reminder, Christina, you're asking, as a manufacturer is shipping to a customer, is it good for those products to arrive on time early on time or earlier? Is that correct? Yes, so I can restate that question. My question is if deliveries arrive early to a customer that I had Dell tell you earlier, your laptop will arrive on Thursday, and boom, it popped up on Tuesday. It's objectively early, is that considered a good or bad thing? They'll recognize that as a good or bad thing. I think it's a good thing. Just because it shows that a girl is responsible, that they're committed, and that they're trustworthy, that puts like, it puts them up on a pedestal so they're, the customers are more willing to go ahead and do business with them. Thank you Gabby so much for the brace bowl and I appreciate it. Thank you for everyone who's putting it in the chat. In Dell supply chain and it's considered a negative thing. I'll explain why we can focus on being on top. So yes, that's Joshua who just put that in the track as a second point. So when he said that if you think of Dell's customers, so customers like you are, I will order one thing. I was excited when Amazon shipped me my new hairbrush two days early and that is the best. When you're working with the technology and for the customers that Dell is, it's essential to be on time. Dell service has a ton of fortune 500 companies and just one example. If Marriott orders 8000 computers for their employees, let's say they're upgrading their accounting department, and everybody is getting new. Whatever shiny new Dell computers, if I ship them two days early in logistics, just think about how much space that is. Eight thousand computers about where did the pallets go? What if they're receiving teams aren't ready? What if, okay, there's physical space, but now their IP teams aren't ready to set that up and give them to ultimately the end customers, which are the accounting employees, so there are more complexities and be around the on-time delivery and so well, even though early is better than late. It's still not on time, so del Sol emphasizes on-time delivery so we can set the correct expectations and satisfy our customers. Ultimately, we can plan stores and make a great product, but if delivery goes for, the noncustomer still has that sort of happy face out. They are no monthly returns are pretty self-explanatory, but we utilize a lot of the logistics network to go ahead and do the reverse. When things need to be sent back to those hubs. To salvage what we can hear the team on, warranty returns or system exchanges, to get the customer they need. It also includes refurbishment operations. So these are things like the Dell outlet or sale of spare parts for folks that enjoy building computers and will utilize those giving us another way to recycle. Then you have the indirect procurement group. Which is in charge of purchasing or procuring things that are not tangible Dell products. So these are things in development for our employees and everything Andre said about not the finance desert a supply chain folks that procure company to come to provide specific training. Whether they be functional, professional things like when we are in the Office, sign our printers, leasing the actual building, no paying for the lawn care service. Whatever it is anything that we swipe at our credit card on those partners, even if it's not for our tangible Dell products are very strategically sourced. There are over 7700 people support different lighting globally on paper to use, but it is a very fun organization. I've had a couple of different rotations and still don't know what I want to do when I grow up, but there are a lot of opportunities. So if you wouldn't mind going to the next slide, Rico. It's super similar to the finance structure, but essentially, just that Global Office offers a full suite of career path opportunities. So yes, it is important when you're, in turn. It is important in your early career, but it's also considered just as important in your mid and early executive career. So I won't redo the specific name for all these programs, fees, and raise. Dell is looking to scrape the top 1015% of talent and have the tools to put them in the programs to help accelerate, stretch, and assign different projects so that you can keep developing through your career. I am a graduate of the second program here and the supply chain development program was a goal to be in the future program. That will happen, but it is just to show that regardless of age, I'm myself, and there's a stretch and growth opportunity. The last slide here is just a global footprint slide that helps me explain and hopefully get the picture of how global and robust our network is for manufacturing fulfillment and logistics. So those middle two pillars I spoke about so just not glam. There are 14 ODM, and help had an excuse me Dell own facilities, and not all equates to about 5 million square feet in warehousing space. Such a huge global presence. Business is constantly changing; it's a lot of fun and complicated, so while there are pretty solid pillars across a typical business, such as, sales, finance, marketing, etc., supply chain and kind of describe as if you work across the bottom. We touch on every pillar of efficiency, optimization, and saving. So that is all I had. Back to you. Thank you, Christina. It is proper supply chain is a lurker team. As a manager, I was in tech support and always had to worry about you all. And now I'm over here in the UAR space, and I still have to worry about you, but it's all good because you're one of my favorite people. So it's fantastic. And Laureen, I see Laureen is on this call too. And she's one of my favorite people as well. So I love working with the supply chain. I love collaborating with all teams. So, we'll open it up for everybody to ask questions