S4 E32: CXR Leaders Check-in on pandemic and social tension challenges in the workplace

Todd 0:00
I might just go back, I’m tempted, I don’t know if anybody will be there. But for a change of scenery,

Chris Hoyt 0:27
Thing to see if I’m be interesting to see the liability for organizations that open it up like that Todd, and then, you know, four or five deaths in the HR department.

Speaker 1 0:41
I actually had to go back into the office last week because we had my computer died, so I had to go get it swapped out and it was eerie there was like, not a single person in the whole entire building, including like no security guard was there. I just use my badge and scanned in, was able to log in and steal my docking station so I could bring it home with me knowing that I’m going to be here for at least a couple months because we’re in no rush to get back. There’s just now starting a gradual phase of asking for volunteers of people that have to go back because of just capacity concerns in terms of they can’t do you know, physically do the work from home anymore. But we’re in no rush to get back.

Chris Hoyt 1:20
Did you do well, your office chair home, your comfortable office chair,

Speaker 1 1:24
I didn’t actually my chair at my chair at home. I’m spoiled because I used to work from home on 2% of the time before at my prior company, my office chair is much more comfortable at home than it is in the office. So I just I just stole the docking station.

Gerry Crispin 1:37
I just added CXR to my name if the rest of you would do that too, though. No, everybody.

Chris Hoyt 1:45
Heather Flynn, nice to see you.

Heather Flynn, ASML 1:46
Hello. I’m having bad internet today. And, you know, we sent out an employee survey that basically said Why would you come back to the office Not so do you but but what’s what do you need to do get your job done? Do you have access to those tools? Why would you come back in what capacity? And and so those results are going to come in I think next week, but but there’s some jobs you have to do because we have a high tech manufacturing, you know, and, but it’s interesting. So instead of being like, you have to come back it was more like, do you need to come back and in what capacity and what do you need to get your job done that you’re not getting right now?

Gerry Crispin 2:35
Anyone? Anyone who’s getting their job done, or in some shape or form probably needs to be asked about the stress of coming back now versus later versus whatever versus ever? Yeah, I know why a couple weeks ago, specifically was focusing in on that. Wow, Michael, you’re really going I like the beard. You It’s a different look for you. Holy cow.

Michael, Ralph Lauren 3:03
People are asking me what have I been doing? I’m like I work on my beard all day.

Gerry Crispin 3:10
That’s that’s real Polo. I’ll tell you how you get you know, Ralph Lauren would be really happy with you right now. I think you could, you could rock some of his clothes, I think.

Michael, Ralph Lauren 3:21
Yeah, I know what he looks like. I don’t know if that’s a compliment. But

Gerry Crispin 3:27
What do you want to do? Chris?

Chris Hoyt 3:28
Survey out. So I’ll be interesting to hear what you get back in about a week or so. Yeah. I think as anybody else polling their employees to see where they’re at?

Speaker 1 3:38
Yeah, so our we’ve had our HR department has had kind of an ongoing survey that’s been out there and Associates can go out at any time and fill it out. And they’re very closely tracking and monitoring and it’s, you know, not just coming back to work, but just, you know, what are their support Do you need How are you feeling? physically, emotionally, you know, all that it’s kind of just an overall touchpoint survey that, like I said, any associate can go out and fill it out at any time.

Gerry Crispin 4:04
Yeah, I know Dan Black was on the last call. And he talked about doing that with. I think he said 300,000 employees globally. Yes, I did receive a survey. Similarly. Now, Greg, do you get feedback on what?

Greg Maurino, EY 4:22
Yeah, we had a firm wide webcast yesterday, actually. And they said they reported we didn’t get a return date. And we we have like, you know, the different thresholds in place that would dictate when each office can open and none of them are are there yet, but I think the consensus was like most people were sort of still okay and ready to, you know, able to just wait, wait until it’s appropriate to return. What it sounded like so

Gerry Crispin 4:50
Depends on where you are. Where are you going to Jersey, are you at?

Greg Maurino, EY 4:54
I’m in New Jersey

Gerry Crispin 4:54
That’s right.

Greg Maurino, EY 4:54
Yeah. Primus. Just north of you.

Gerry Crispin 4:58
About a half an hour or so,

Greg Maurino, EY 5:01
Not far

Chris Hoyt 5:03
The idea is just to wait and see what everybody comes back with or you guys see you seeing stuff come back already.

Greg Maurino, EY 5:08
Oh, everybody, I think the survey results were in the people were okay with with staying, you know, home basically for the time being, which is totally different for our consultants not not that incredibly different for somebody like me in a support role, but, but different for the for the consultants. And clients seem to be okay with that as well. With us not being there for the time being and they’re not there either. And then there were so there’ll be some protocols in place for clients that ask, you know, to have our consultants on site, you know, to make sure we’re safe and comfortable.

Gerry Crispin 5:36
Our numbers are, are down both in New York and New Jersey by a lot by a lot, but they’re still higher than most states. So stop making anybody feel real comfortable by wandering around.

Chris Hoyt 5:48
But I wonder, oh, sorry, go ahead Heather.

Heather Flynn, ASML 5:51
No, I was gonna say so at one of these meetings that we had or you guys hosted for us and there’s been so many I remember My God, who is it from? Ernest and Giulio Gallo, the head of recruiting? Ryan? Thank you, Ryan. He was talking about the like employment branding, or how do you recruit and attract, it’s gonna be all about how you keep employees safe. And so I’ve been talking a lot with our branding team around that, like, really starting to do like targeted messaging when we’re trying to attract people to show like the safety measures, we’re a little bit more fortunate because we have a cleanroom environment. So we can show people fully like in masks and gloves in the whole like bunny suit. But it was really kind of an aha moment because it’s true. Like it’s not now about how much you pay or what your snacks are that you offer or some of those things. You know, it’s really like safety and requirements that an employer can offer. So yeah, as

Shelia Gray, Quadient 6:56
I was going to say, we’re getting ready to put it in our job description. That we have we’re following health and safety protocols according to whatever and then we’re gonna try to create a landing page for for candidates so they could see what it looks like in some of our offices is that is that is a big concern now

Chris Hoyt 7:15
I wonder I wonder if like so the EY surveys interesting to me because I wonder it would be fascinating to see if the results coming back vary by market by geography because of the way the different ways that the states are handling some of this and so then Shelia when you say that what occurs to me is you know if I’m if I’m posting jobs and I’m saying that we are adhering to and I’m not saying Quadient is doing exactly this, but I’m adhering to local government guidelines for work from home or work in the office. If as an as an employee who doesn’t quite believe in, for instance, Texas, Texas is ambitious, need to get you know, back into the workforce. Am I am I missed talent was with a Quadient. You know what I mean?

Shelia Gray, Quadient 8:02
Well, but you know, we we took the opportunity to restructure our organization and say now every manager had to go through, come up with their preparedness plan for them. So if I get if I win the lottery, he takes my job. So we all had to do that. Then we had to go through and now categorize every job as work from home, office necessary or hybrid, every single job we have. We had a way to come up with that. So that when we do come back, so France is back in people immediately, I leadership did for the last two months, leadership calls and employees could sign up and pools of 13. And they were talking with leaders about their fears, what’s going on. There were some I was just amazed at how many Europeans wanted to go back into the office because of the socialness of wanting to be around people. And their inability to manage the kids. They’ve really struggled with homeschooling their kids. And the Americans were like, in most of the calls, the Americans were like, I like this flexibility. I’d love to have some childcare assistance. But I know how to take care of my kids. And then the other thing was, I’m not going to say some of our people live under a bridge. But I was amazed at how many people would put up like curtains because they were working in inadequate space, because they’re in smaller homes and Czech Republic or whatever. And they just don’t have they don’t have the infrastructure at their house to go back. And so they were very, very nervous about going back and the Americans like we want to stay at home as long as possible. You know, it’s a different it’s a different, very different dynamic. That’s why we’re saying we have to put that in our job descriptions. because Europe they want to go back a lot of places in Europe. They want to go back I don’t know why, but they want to go back

Gerry Crispin 10:02
LaToya at Lockheed Martin is there. I know that you guys were pretty much open most of the time in just in part for a variety of things. But are there any any issues coming up now or dealing with Lockheed Martin going back?

LaToya Johnson, Lockheed Martin 10:21
So we have employees that are have been on site the whole time, you know, that we’re required to work on site. So employees that work in production parts or hardware, for instance, are in classified areas. Were already on site. So we’ve we’ve kind of done done a similar classification process for employees where we have those employees that have been on site already classified as our a employees, and then all of the leaders had to back about a month ago. classified classify all of their direct reports into three other categories. B being those that would be more effective being back on site. And then C was those that would be effective being on site for at least one or two days a week. And then D would be those that couldn’t work remote for an extended amount of time and really don’t have a need to return back to the workplace. So most of our all of our HR team was off site since March, and most of our HR team falls within, you know, either C or D. We have a few team members that are that are aligned with the B group, and they’re enrolled where they work very closely with those that are on site. So there will be the first to return. I think 10 I believe they’re looking at end of the month, last month, the last week in June. So we’ll have some of the HR team members return. Most of our ta workforce is in the dieker but we You’d have a few that are going to be a part of the C group. So those individuals are likely to want to return in July. But they’re also been taking more of a phase process of really looking at not only how do we return, you know everyone back to the workplace, but also looking at who really needs to return to the workplace. So as I mentioned, there is a significant number of our team members that are in that D group that actually will not be returning to the workplace at all, and they’ll remain remote. So that’s kind of what what we’ve been doing and where we’re at right now. We have discussions This week, we’re touching base with every employee and kind of trying to take into consideration, childcare dependent care needs and other unique circumstances that may be required for individuals to have a longer period of time, working remote, but for the most part, we’re classifying it based on the role, but a large number of our roles will not be on site full time and some won’t be on site at all going forward.

Gerry Crispin 13:05
It sounds really interesting sounds like a real discipline approach that was taken, obviously, they they keep all of the employees aware of all of that, because that that requires a good deal of communication, I would think.

LaToya Johnson, Lockheed Martin 13:18
Yes, we have communications from our corporate leadership that come out as decisions and processes are made for this. And then there, there’s a weekly communication every Tuesday. There’s kind of what they call a COVID digest that comes out. And it provide updates on a number of different things as we had different regulations rolling out, for instance, for requirement for wearing facial mask on site or other requirements for temperature checks. They will update the employee population and then as we’ve been evaluating return to work processes over the last month as the different areas begin to open up so you mentioned Texas on Dallas Fort Worth area. So we one of the first to open up a large portion of our businesses early April. So they sent out a note saying, you know, continue to work from home until further notice we understand that, you know, different areas starting to open up, but we are not yet ready to return the, you know, return anyone that’s been working remote on site. So they’re looking at facilities, they’re trying to make sure things are spaced out appropriately and cubicle area. They’re looking at the cafeteria. And obviously they have some employees on site. But we have 60% off site. So they’re looking at how do we manage? You know, for those that are coming back on site, how do we manage to keep that the number of crowds and large gatherings down in areas like our cafeterias like our different auditoriums and some other areas where it’s normally large groups will congregate. So they’re wanting to have time to work through all that which is why They’ve taken another month, month and a half to really start looking at the first group returning to the workplace, which I said is tentatively scheduled for end of June.

Gerry Crispin 15:11
Cool. Thank you.

Michael, what are you hearing from? You know, your organization quo, Ralph Lauren? Sure.

Michael, Ralph Lauren 15:21
So, I think my sense is so most of the recruiting team is furloughed, including myself, so we’re sort of hearing it in these bi weekly updates. There have been some cert there has been some surveying done, but it wasn’t brought to every employee. So I don’t really know who they decided to survey or what results that you know, how that skewed the results. And I think fashion you know, the fashion retail industry has. I always say this, there were challenges with the industry before this came along, and the way people buy how they choose to spend their money representation, which has now risen to the forefront of people’s minds. And I think they’re really scrambling back at headquarters to try to figure out what to do in light of sort of this triple triple threat that’s, that we’re encountering. So we do get some updates, not as much as I think most of us would like, or that we kind of would have expected. But they’ve done some surveying, they do some networking. They’ve been partnering with some organizations, but don’t really have a plan as far as returning to work just yet.

Gerry Crispin 16:28
Okay. What else have we missing? Vicki? What about you, man? You just you just muted yourself.

Vicki Lynn, Merit 16:37
Hey, guys, right. Hi. Hi, everybody. I’m not sure I’ve met most of you. But I do see a couple familiar faces. So I’m Vicki Lynn on with merit, and we are a software provider. I joined this meeting thanks to Jerry and Chris. I’m mostly I’m just really interested in what’s going going on with y’all. And I. Yeah, so as far as our business is concerned, everybody’s working from home for the foreseeable future. But I’m really interested in how you’re going forward in the fall with your recruiting and just your business strategy. And trying to understand, you know, what, what your normal is going to be. So that’s perfect, because we’re all

Gerry Crispin 17:32
that’s part of Part of the reason why we’re having these conversations because you see exactly how all over the map everyone is.

Vicki Lynn, Merit 17:39
I do.

Gerry Crispin 17:41
Dawn, you just you just joined us we we’ve gone through a whole bunch of other stuff going on, but how about Uber? anything different than the last couple weeks?

Dawn Carter, Uber 17:51
We put some stakes in the ground. We’re going to work for a moment Oh, the end of Q3, which is September 1. And then we’ll slowly start coming back into offices. We have training we have to do a whole bunch of app we’ll have to do social distancing the whole thing so there being in some make come back sooner than that. But might that might be our green hubs which support our drivers and stuff like that. But yeah, we’ll probably start with about 20% in the office. And then depending on how things go, that will increase but I don’t know for TA if I can tell you from my team, we won’t have everybody in the office by the end of the year there’s no way because we don’t know what school I think the big thing is with parents because I people with kids is like, we don’t know what the not the college is because God loves them. They’re not even doing anything the same way but the K through 13 system, it’s just I don’t know, I don’t really know. Back there doing at least in California?

Greg Maurino, EY 19:04
No same in New Jersey. That’s a great point we, yeah, we still don’t have any idea.

Dawn Carter, Uber 19:09
So my dad and I will have folks that can come into work and would like to. But I also have a lot of folks, I’m sure, like other big cities like they don’t want to get on BART, they don’t want to get on a bus. And so I just think it will be super interesting, right?

Gerry Crispin 19:27
I would not want to commute. I mean, just, there’s just many of us out here who we may or may not be more or less compromised, but the fact or the risk may be quite low, but I don’t know if I’d be on a regular day want to want to do the kind of commutes that would be in and around New York City to get in and out. I just wouldn’t feel very comfortable doing it. If I was driving, that would be a different thing. But that’s not every city, every city is not all that set up for being able to drive in and out easily.

Dawn Carter, Uber 20:01
and even as T we’re trying to this, we start a virtual off site, which is so much fun, let me tell ya, we’re going to have a virtual off site meetings. And we’re even trying to be a little bit more prescriptive because different lines of businesses will be coming back sooner than later. But we also don’t want to put our team at risk or candidates at risk. So, you know, we’ve, we’ve pretty much sat down like we’re doing interviewing virtually until the end of September. And I think in the university side, which my team owns, I think we’re probably just going to call it for the year and be like, we’re interviewing virtually for the rest of year we will regroup in November to figure out if we’ll interview on campus, but part of that is I just don’t trust the schools are going to put my employees safety first. I think they in their heart and their mind and their soul, they will but I mean, they’re more worried about a football game then their students so i i think i will worry about my employees.

Chris Hoyt 21:00
But Dawnn, it’s funny you say that because we mentioned this on a call this morning that we had. But so I still have one daughter that’s in college. And so I got some communications back on how the college is planning to handle returning in the fall. And then I’ve spoken to a few others who’ve heard from they’re all ma madda, who’ve said, some things that are similar. And the idea was that maybe you’ve heard this, but they’re bringing the students back in the fall. But then after a large portion of the fall semester is done, they’ll go completely virtual for the remainder of the year. And the only the only thing I could figure out that matters, they wanted that football money.

Speaker 1 21:37
Yeah, it’s revenue,

Chris Hoyt 21:38
and they’d let them go after and I’m like that that’s not exactly the safety of my, my kids, hearts and the minds of anybody.

Dawn Carter, Uber 21:46
And we even had a couple major universities tell their students like a week ago, well, we’re going to start two weeks early, so y’all need to end your internship two weeks early, and I get what they’re doing it what they’re trying to do is instead of ending in the middle of December, they want to end at Thanksgiving. And so I get that part of it. But I think there’s so many schools that are so thoughtful about it, it’s just, there’s just no consistency. So I think as employers, trying to manage what that looks like from removing bias from your system or any of that, it means you have to go back to what’s best for you, which may not always be best for the student, which is a little concerning of mine.

Chris Hoyt 22:28
Well, it flies in the face of the other colleges that said, if your students went to imperson internships, they wouldn’t get any credentials for it. And that was just a month ago.

Dawn Carter, Uber 22:36
Yeah, we hear a lot of schools saying that the freshmen class will come in because they can put one of them in each dorm room and so I think schools are like Stanford’s being really thoughtful about it. But I, you know, the school have to do what they have to do I get that.

Gerry Crispin 22:54
When is our Shannon when is our meeting for University Relations.

Shannon Pritchett 23:00
Couple weeks June, something 20, some 23

Gerry Crispin 23:05
later on Dawn

Dawn Carter, Uber 23:08
Okay. The only good thing out of all of this and if you know me, you know this will come out of my mouth is no surprise, this will be the death of the career fair. And that is the best thing that’s going to happen through this. I don’t mean career fairs should die, but just the way they’re done to die. So I don’t think we need to slow death. I’m hoping this will be quick

Gerry Crispin 23:27
In part because I think more than any other area any other pipeline, I think University Relations is going through a major transformation just because you had to reinvent stuff on the short run. And now there’s more considered opinions about what that might mean beyond, you know, this summer, internship set and early you guys are getting a lot of data that will, I think help determine how you how you change things in the future.

Dawn Carter, Uber 23:59
Yeah, we’re going to use our intern class and I’m sure I would love to hear others out there on the phone. We’re going to use our intern class to help drive our activities for the fall. So that way we can share with students. These were tested through, tested and reiterated through our intern program. So at least we know, those types of events are working, and then we can return, you know, as we go forward. So,

Gerry Crispin 24:22
you’re in the middle of your internships now, right?

Dawn Carter, Uber 24:25
Yeah, we had 150. Folks on board this last week, maybe this week, this week,

Gerry Crispin 24:32
all virtual.

Shelia Gray, Quadient 24:35
You were like Dell and Nike, because I saw that Nike, Nike did like two or 300. And they did them virtual. And so they saw the deal. So I’d love to hear what their experience was.

Gerry Crispin 24:46
You can come to that university relation one because they will be there. They were at the you’ve been at most of them. Sheila Shelia, what’s funny

Shelia Gray, Quadient 24:55
because they interviewed some students here because we have student athletes, you know, the Duke, another Schools and they were saying, you know, what do you feel about your future for next year, and one in one of the students was saying he had a Nike, he had a Nike internship. And he was all excited to go to California and Nike pulled it back. So it’s virtual. And he said, while I really want this internship, I’m really excited about this internship. I felt that the politics of being on a Nike campus would enhance me for you know, the the thing which I think is really true, then the connections you know, all that stuff, they’re losing that piece where you know, to make for their career, so those

Gerry Crispin 25:39
Every company is because they use the people that they would connect to they’re not there, they’re at home working.

Shelia Gray, Quadient 25:47
Absolutely. But I would say this, I’m glad the job fairs because I felt like the legacy career planning and placement people know that job fairs on campus are moneymakers, that space and everything else they get with it. And that’s Never met a college students who said I love going to a job fair. In my first two months of school when I got classes that I don’t want to, you know, skip yet, but I feel like career planning placement says I gotta go. So I always felt like that career thing. They’ve been doing it since the beginning of time. They’ve never changed it. I’m kind of glad that you know you’re forcing them because I don’t think they like handshake. I don’t think they like any of the new technologies we were bringing out because it interferes with their moneymakers. So

Gerry Crispin 26:29
Interesting.

Shannon Pritchett 26:31
Yeah, actually, we’re actually going to be doing a member spotlight with for our college meeting with Raytheon. Specifically Collins, they actually brought on 1100 interns. They shortened the link which maybe had a couple people fall out. And here’s the what’s interesting is most of their interns have actually been on site. So we’ve talked about that.

Shelia Gray, Quadient 26:57
Yeah, GE comes g kept Summer Internship Program because they never shut down. And that is the only way that they hire full time students. They don’t hire anybody off the campus. So I’m really waiting to see how their students felt being on site being on site this summer, in an environment where all manufacturing is concerned about the safety, but they know that they don’t show up. They won’t get a full time job.

Shannon Pritchett 27:25
Absolutely, yeah. Yeah, that’s a that’s a good point. So the interesting,

Gerry Crispin 27:29
Actually, most of our members have a huge percentage of their full time early career hires come out of their internships, or, or if not, theirs somebody that they respect and have stolen one of their interns. So so you have to have an internship really, to legitimately get into most fortune 500 companies today. And so that’s it critical issue and so it’s gonna be really interesting to see the data of how these virtual ones affect conversion rates etc downstream.

Dawn Carter, Uber 28:10
Yeah and then you tap on to Uber withdrawing offers 100 don’t even get me started please y’all 180 at new college grads globally right so like what intern is really they may have a great experience, but like and they may get an offer to come back but what kids can accept an offer if they can’t trust us like that’s you take you we send it in

Shelia Gray, Quadient 28:31
You rescinded offers.

Dawn Carter, Uber 28:32
Yes, we did

Shelia Gray, Quadient 28:33
it twice. And it was the hardest conversation because I knew the students probably turned down another often for hours. But the one thing I was able to do but only had a couple was that was able to have the company give push money. So all of ours got paid globally, it didn’t matter. There’s 100 and like we had hundreds of not just us but lateral. They all received payment. Good timing, though. And we had, we had about 600 interns globally but about 15. We had to withdraw from them because they’re just like, in a country we can’t do business in. We build the line of business, but we paid them out. Like some intern was like, You paid me for my internship. I’m like, Yes, he paid you for your entire internship and your stipend, you depend on that money. Why would like that? The whole thing to me is like students are so dependent on money. Why would we take them It wasn’t my first choice. second choice or third choice. It just was what we had to deal with. So you’re right, gerry, I think the data is going to be really interesting to watch over the next couple of years.

Gerry Crispin 29:39
I would my biggest issue is with with University Relations being leaked, kind of leading the way in transformation of recruiting. I’d love to see a few other pipelines intact as well from from an equity point of view because I do you think we’re right for significant shifts and changes That make it easier for everyone to be able to get the opportunity to be part of a company. So it’s gonna be interesting to see for sure. Welcome, Melissa. Good to see you.

Melissa Thompson, Nielsen 30:13
I am I How did other people answer that question when the answer were you honest or did you give him the the?

Gerry Crispin 30:20
No, everybody lied. So you can you can go forward to

Melissa Thompson, Nielsen 30:23
I am great. I’m fantastic.

Chris Hoyt 30:28
What? What’s up? You mean what’s

Melissa Thompson, Nielsen 30:32
what’s not up?

Gerry Crispin 30:35
It’s it’s kind of I think we’re going to see an awful lot of conversations when we go back. More and more. I do think there’s going to be a pivot to engage a lot of the equity issues within corporations as well. We certainly

Melissa Thompson, Nielsen 30:52
ask people to stop asking me gerry if I’m okay.

Gerry Crispin 30:55
Yeah, I hear you.

Melissa Thompson, Nielsen 30:57
Well, because if I’m not okay, is there something do about it just ask me how I’m feeling and I can give you my five cents. But it’s it’s a it’s a lot to take in right now. I would be interested to hear how people are having these conversations and talent acquisition because I’m hearing some real feedback around. How can we when the volume starts coming back, give preference to those people that are diverse that were the most impacted by the resource action is in the first place. So tell me how you’re going to do that. My current answer is I don’t know. But it’s something that we have to start thinking about, right.

Gerry Crispin 31:45
I think the conversations going to have to be much more intense and I think that there’s going to have to be an awful lot of us that are going to be a little bit awkward in terms of how we do it, but I do think we’re going to have to to step up, and have some more conversations than we’ve had before and deep at a deeper point. I know that last year at one of our colloquiums, Disney, we had a we had a conversation. I don’t know who’s at Disney was anybody here at the Disney one? We’re you Shelia because we’re in the middle, we started with a with a with a comment the the conversation at that time was on a gender equality. And, and there was maybe 20 minutes discussion around that and there was a conversation about waiting for various groups to try to get it so that that we could go from a calculation that it would take another 70 years. And that’s the that’s the least amount of time that Harvard Business Review believes that it would take to achieve gender equality and someone In the room basically just stopped for the moment and said, I’m tired of waiting kind of thing. And that that sparked a much more in depth conversation about what we could do collectively. So I will tell you that Chris and I, and Barb and Shannon have talked about doing a series of conversations, if you will, on on tough subjects that we have not really tackled, because obviously, from a societal point of view, we’re tackling those, those conversations now. And I think we’re going to have to do that within the employee, from the employer point of view as well. And I and really start asking some very hard questions about how we’re dealing with equality at all levels within the organization and see how that impacts

Shelia Gray, Quadient 33:56
Oh, I will say that this is a this is a moment that I appreciate because I think that the difficult conversations that would have never taken place are happening at a very different level. And I remember when I used to do diversity, it was always outside the US at least it was always it’s about gender. It’s not about race, or anything else. This conversation is made race real in Australia, we should have been there a long time ago, made race real in most of the companies. And we opened up a forum for our employees to talk about their experiences around the world. And racial equality hit the radar at every country. So it’s not just the US, it hit every country in a different way. India we’re talking about, you know, the skin whitening. We’ve hit it everywhere. So when we when we started this conversation, it started at the highest levels because it really hits people hit people this time in their heart and in their head, and it was an ability for leadership for the first time to be quiet, and not say I have diversity in the room because I have diversity of country, but to say, what have we been doing? And I’m taking, I’m taking this moment to put real issues out there get real money for stuff. And I’ve also when they wanted to jump to solutions to me, that is where we always go, let’s develop a Diversity Committee. Let’s do whatever. And I said, What if we don’t? What if we start by figuring out what the problem is, and then figure out the solution, even though I may know what the problem is, let’s start there. And let’s also let’s start getting our employees involved in the dialogue, instead of being prescriptive. And for the first time I saw people say, let’s do that. Let’s do that. Let’s look at compensation and equity. Let’s look at you know, where people are in the levels of the organization. Let’s look at all the things that we should look at as levers as opposed to jumping to solutions. Let’s create ERG’s, let’s create the typical stuff that doesn’t move the needle. So I’m going to say, I appreciate this moment where I’m going through a lot of pain. And people are asking me every day how I’m doing. But I’ve also had people send me a note saying, I have such a such issue. And I’ve dealt with this myself. And I know what you’re feeling or people asking you a difficult question. What should I be asking? No, I do. Yeah. What should I do? What should I be asking? How do I learn? And I’m saying, you know, that’s a very good question. And I can’t answer that for you. But I can help you think about what that looks like. But I’m not I don’t speak for a whole race, a whole gender or location. So I will never be able to answer what you need to do, but I can tell you how to start figure it out.

Melissa Thompson, Nielsen 36:51
Shelia I have started saying I am not a monolith. Yeah, I can tell you my experience but I cannot tell you the entire black race experience

Shelia Gray, Quadient 36:59
all black people Thinking today. We’re not all mad today some people but but yeah, but at least they’re asked in the conversation where before Yeah, whenever they ask and every day I get a ping and how are you doing every single day? I said, If I leave, I’ll let you know. All right.

Melissa Thompson, Nielsen 37:15
So, Gerry, Chris, Barb last year in Napa, we had a conversation about diversity. And there were some really good meaty thoughts that came out of that. But my brain is a bit atrophied. So we should think about how can we how can we pull some of those ideas back out. One that came to me as I was having a conversation with my CHRO this morning, was from the guy at Target, who said, he said he sits down with business leaders and says, let’s look at your LinkedIn network. Okay, and for you one in your network looks like everyone else in your network. So even when you’re posting on LinkedIn, Trying to find diversity, you don’t have any diversity in your network. So let’s introduce you to some folks. And so that kind of actionable, this is something that you could do to begin to expand your network. Those are the things we got to start thinking about.

Gerry Crispin 38:14
I agree in fact that today I sent a note to you suggesting that one way that I could learn and and our members could learn would be to have a strong conversation with some of the folks who have in the past been pretty clear and articulate about some of the issues because now I think more people are listening obviously, and listening at a level that they might be willing to go a little bit deeper and then take some action. I mean, I think our biggest problem in the past to simply be we get halfway and then stop. And then it just reverts so

Heather Flynn, ASML 38:57
yeah, can I say too, I feel like? The solution isn’t always a recruitment solution, which is where it comes from a lot of times, and you’re like, well, even if I could find the right diversity, I don’t know if they want to be here, right. And so, so those are the conversations where I feel like sometimes the talent solution I was always recruited, I’m like, No, that’s not it. And so lifting up and having those bigger conversations, or, Melissa, to your point, like, what are things that individuals can do to really help broaden the network and the employee resource group, like I just had a conversation with my team about that, because they’re passionate about building one because we don’t really have them at my company and the Dutch based company that’s 80% white men, highly diverse, because there’s 100 countries but they’re still all white. Right? You know? So that’s, those are the challenges where they’re not really thinking it through but everything comes to me is like we need to recruit more It’s like not it’s not the solution. It’s a part of it. But that’s not just it.

Shelia Gray, Quadient 40:06
I did a presentation a couple years ago go with by one of the leadership teams and I the presentation on what it means to have curb appeal. Right. And I always said, you know, recruiting is the house you want people to stop at, let’s look at all the other things that get in the way. Right. All the other barriers, which are people going out the door looking unhappy, all the people that are not being developed all the other pieces that make it a sign of curb appeal, because really, it’s about how do we attract people and attraction is based upon who we are. And they send the kind of understood the concept because they believe it’s just that there’s all these diversity people we recruiting just don’t know how to get them here. And I went through the numbers about retention where you know, the number of people that came in our organization that we thought were high performers, where they look like after a year in the performance thing, and what percentage of them retain And what their new title was when they went to the next company.

Heather Flynn, ASML 41:04
And it reminds me a lot of if you guys have participated in like John Vlasta leakers, recruiting leadership labs, and he’ll talk about hiring, and he’ll say, you know, I won’t commit to anything until you tell me what your recruitment or your retention and development strategy as for your team, and so it kind of feels like I’ve used that a lot. But this it resonates with this moment, too, because it goes back to it’s a, it’s broad, it’s not just recruit more. It’s like, keep develop, and change.

Gerry Crispin 41:36
The brand that you aspire to, you know, if you’re not moving in that direction, you’re just not going to be the kind of place anyone wants to stay. You’re representing the possibilities that exist in your organization. So you know, we’ve got to change the inside first.

Shannon Pritchett 41:53
Well, I’m one of the things that came up when Melissa was talking about the when we were in Napa last year, I pulled just pull But my notes real quick from that. And I do not have very good notes. But there was one section that stood out that there was a group that had something called bridging connections. And that was an inclusion and diversity initiative for existing employees and leaders to bring up controversial topics to be able to have an open dialogue with your existing associates. Um, that was something that I had taken as a takeaway, that again, going back to that point, that it’s not just a TA issue, it’s how do we address this across TA and, you know, existing associates,

Gerry Crispin 42:32
I’m really impressed at how many of you remember something substantial from

Melissa Thompson, Nielsen 42:38
September, especially considering how much wine was drank while we were there.

Shelia Gray, Quadient 42:43
The wine plugged it in, it was the wine that kept it in the brain and kept it right up in there.

Gerry Crispin 42:49
I’m really proud of you folks for for listening in on the content and to absorbing some of that that gives me hope.

Chris Hoyt 42:58
So so it is worth, and Barb, thank you for the reminder of the date. But we do have a diversity equality and inclusion, virtual colloquium meeting coming up in October, and I think that’s going to be on the 19th. If you guys want to check that out, it might be worth this crew working with us to come up with the ideal, you know, we typically will do an exercise along with a panel. It might be kind of interesting to see what you guys think maybe the exercise should be that’s given to the attendees, you know, when we break into our work groups.

Gerry Crispin 43:33
Yeah, I mean, I mean, I, I’m, I’m a fan of the fact that we should be challenging our members to be tackling is tough set of issues can that they’re willing to step up to. And I do think that there’s an added potential, that if we collectively believe that we should be taking action, and and indeed, beyond the individual point of view, I think we could influence some change as well.

Chris Hoyt 44:04
It has been, it has been my experience as a white male. that oftentimes the big challenge when we, when we put groups together to do stuff like that is momentum. Everybody gets really fired up about something. And then things kind of calmed down a little bit and and we get quiet again. And I’d love to see us do something that maybe carries a little bit of fire with it a little longer than maybe the two weeks after we all meet. So it would be really interesting to hear some thoughts around that. Cool.

Heather Flynn, ASML 44:33
Can I ask one question or maybe two relate it to the kind of the timing right now, my company has not slowed down in terms of recruiting. But what we have seen in the data since March 18, when all of this started, was that we have fewer applicants per open position. And then we’re starting to see a trend of lower turnover. So I that’s what I have assume is going to happen. People are more risk averse don’t want to look for a new job, don’t want to leave the job they have. So so my my forecast is I’ll have lower turnover and less hires to be made soon, but not yet. are other people tracking that? Or have you seen any similar data that I can say I did a benchmark survey on

Gerry Crispin 45:21
Brad weren’t you counterintuitive to that notion. For a while anyway,

Brad Cook, Intuitive 45:27
as I was asking questions I haven’t been able to validate it with with data, some of the QBR side we’re seeing the opposite. We’re seeing more applicants now than we ever used to. Applicants of the professional level seem to be more accessible. VPS less executive less accessible, but that data points probably about a month old. Okay, but our our hiring stayed pretty consistent all the way through. We haven’t gone through any furloughs or anything like that. Yeah. And we’re in the medtech space. So, our momentum is going to be as quickly as the country can grow with momentum, especially.

Heather Flynn, ASML 46:10
What about like retention? Or is your retention going higher, less people leaving or that

Brad Cook, Intuitive 46:17
same? The date of the science? No, I’m thinking retention is going to be lower. I’m with you as well. We are in single digit attrition anyway. And it’s getting to the point where if it’s any lower, I think it’s a different problem.

Heather Flynn, ASML 46:31
Yes.

Brad Cook, Intuitive 46:33
Yeah, we’re planning a range when it comes to attrition planning for second half capacity.

Shelia Gray, Quadient 46:39
We’re seeing executives leave and executives come. So during this time, we were able to have access to more executives, because there were some executives we we went through a whole restructure last year. So we were looking to get rid of people, some people that were in the wrong new scope jobs, it was easier to get us to get executives to come into the top of COVID and relocate Someone relocated. And we found that some of our top talent one of our losing compensation person, she said for companies tried to recruit her during the time of COVID, to move to new jobs, so we’re finding that some of our top talent is also being recruited out. So and we’ve asked, we also asked our employees that will be recruited that level executives coming in. So none of our employees, you know, I’m hoping to be honest, none of them said they were leaving, because they did not like our values and how we treated them through the experience or anything. It was because people gave them some serious money, promotions, all this other stuff to go. Some of the people that were getting told us that they didn’t get bonuses in their last company. There were other things that made them that made them look because we asked why did you look and there were reasons in their company that made them look at us. So I’m finding at the executive level people are more willing to look and change jobs.

Chris Hoyt 48:01
Is that the same across the board? Does that surprise anybody? It doesn’t surprise me. I mean, I would have imagined that didn’t catch many off guard. I’m just wondering if it’s consistent across the board.

Shelia Gray, Quadient 48:14
You know, what the data says top talent will always be top talent. And that compensation is not gone down snow thing. I’ve educated my managers because some people out of work does not mean their salary expectations are going down. Right. And good. People always want to be grown to grow and develop. So, you know, you may what I think was we have more access to top talent because they were at the house. You know, when our executive search firms call someone, they weren’t so busy, they didn’t call us back received email. I believe executives had more time on their hands. And so they were willing to have a phone screen within the econ center. They’re willing to listen to another opportunity where they may have been caught up in other things before.

Melissa Thompson, Nielsen 48:57
What do you think about this concept that people are more willing to relocate to places that they wouldn’t have reloaded located before. Or the fact that remote work is allowing people to not have to relocate. And as a result, there’s a whole different talent pool than there used to be. Yeah.

Gerry Crispin 49:16
I think we have to recalibrate where we can pull talent from if in fact we’re willing to have them not relocate. And if you’re in a strange place, versus a big city, might find that there’s a whole host of people in my I think we can predict there’s a whole host of people who might want to move out. Yeah.

Heather Flynn, ASML 49:39
And if you look at like Latoya and Julia, what they said with that grid that they created a jobs that could be remote like now they’ve got a whole different talent pool to recruit, you know, because it could be anyone, so they’re ahead of the game.

Chris Hoyt 49:53
But yeah, there’s a ripple throughout. I mean, all over the valley, but it’ll go everywhere. But Brad you higher in the valley, Heather, you’ve higher in the valley, gone. in the valley, I mean a couple of others. But the idea of where someone has to work, I think is going to change drastically. And that and that could be a shift in in the compensation in the valley over the next four or five years, that could be a shift in the talent that’s in the valley the next four or five years and the idea that folks outside of the valley need to swoop in and try to get talent out of Silicon Valley. I think that there are just ripples we haven’t even necessarily considered yet.

Gerry Crispin 50:28
I think all of these are hypotheses that are going to be tested, and will probably in the next six months to a year start really rethinking that with with actual data, right, then

Chris Hoyt 50:40
Google shuts down five buildings because they just don’t feel like refilling them.

Shelia Gray, Quadient 50:45
I’ve got a question. Does anyone feel elements of the dollar with some people and they were sharing with me, when they make their next move? they’re considering how states treated their people during this whole period. I mean, if you think about governments change over time, but I do say that I do did like how my how my government local government treated us responded to us communicate it with us. And that made me feel like Gosh, I’m glad I’m here. And there was a ranking that came out with Boston I guess, the top because Boston always had mandated health care Boston and some other things but they came out on the top of the spectrum in terms of taking care of its people. And I you know, I never thought about that before but someone said as I’m sitting here and I’m you know, I’m looking at everything the unemployment offices not to pay people and you know, all the other things that I’m glad you know, I’m want to be in a state that knows how to take care stuff, right. And and I said, I never thought about this reason why people would think about relocation. So it’s not only the school system, it’s not only other thing is how does the state take care of you as a place to work for your next job.

Gerry Crispin 51:58
I mean, I love the idea. idea. But it also infers that if you’re going to ask that kind of question

Melissa Thompson, Nielsen 52:04
that you voted,

Gerry Crispin 52:05
you would be asking other options about how that company treated the, the people they had to furlough? And how and I might be more comfortable asking the question, well, I’m a how how are you paying women at this level across the board within your organization compared to the men and when they say we haven’t done that calculation yet, that’s going to give you another set a piece of evidence around the fairness of that organization. So if we start looking at questions that look at fairness, whether it be the government or the employee, or the company or the job or the whatever, I think we’re going to see a whole shift. Otherwise then it’s back to candidates are on their own and they’re going to be abused again, when they when they

Shelia Gray, Quadient 52:54
I will, I will tell you my barometer around some companies today is how they’re treating Employees are getting called out in social space. Right? So if you have an employee who’s treated bad, who’s treating others badly, and I see Karen out there doing the wrong thing, and I, and they tell me, Karen works for me, and Karen’s manager doesn’t then get rid of Karen. I’m making it. I’m telling you, I’ve got a whole different perception. I was I was talking to him on the phone about something that happened in Jersey. One guy was a FedEx employee got fired right away. The other employee. They do an investigation. I said He better be fired by the end of the day, or I’m not doing business with that company.

Michael, Ralph Lauren 53:34
Unfortunately, the other guys employed by the Department of Corrections. Yeah, hopefully you won’t be doing business with them.

Shelia Gray, Quadient 53:44
But I

Michael, Ralph Lauren 53:45
was pretty pretty bad though. Yeah, they’re investigating the department. I think he was already relieved. I mean, you know, they can’t they don’t say too

Shelia Gray, Quadient 53:51
much. It behooves our legal department to remind our employees that social social media and Public visible spaces are part of our brand and if you mess up take a hard line so I’m seeing if I see people getting in I’m also looking at those employees and I said to my sister, I feel like making a register. Anytime a person is fired for something of doing badly in social space, I want them to register as a ofender. So when they apply for my job, I can go into the registered funds Okay. What I am looking at how organizations are managing all situation

Chris Hoyt 54:27
well guys I want to be I want to be respectful of everybody’s time and I think on the on the social media national registry

Michael, Ralph Lauren 54:37
I’m okay with that registry. Good idea.

Melissa Thompson, Nielsen 54:42
We’ll see you guys soon. Bye

Gerry Crispin 54:54
Thank you.