Welcome to CareerXroads Uncorked a series of member chats inspired by good drinks and current talent acquisition trends your hosts Chris Hoyt and Gerry Crispin breakdown today’s recruiting headlines while reviewing a selected beverage of choice with industry leaders and influencers join us for a drink and conversation.
Curtis Dorsey, Elanco 0:22
Social media as such, Facebook says we just want to remind me to remind you of things that you were doing this time last year and it’s like yeah, wonderful in the in the COVID era you’re sending me pictures of when we were out and Sonoma
Chris Hoyt 0:35
Thanks for rubbing it in that I’m not out at the vineyards thanks for rubbing it in that I’m not in London or Paris or Japan. Thank you. Thank you. Thank you.
Curtis Dorsey, Elanco 0:44
Yeah, and to add insult to injury This is my wife and I was five year wedding anniversary, which also got got bashed a bit by by COVID
Gerry Crispin 0:53
Curtis Dorsey, Elanco 0:54
We’re on the right run a rain rain check.
Chris Hoyt 0:57
Gerry Crispin 0:57
Sorry I am a little bit late. I just thought I would join you by telling you I’ve got Walt
Chris Hoyt 1:04
Awesome awesome. I couldn’t get Walt
Gerry Crispin 1:08
And you got right could not get Rex. Is that gonna Walt too?
Curtis Dorsey, Elanco 1:13
Yeah, no, I got you. Yeah, I got Walt, I got Walt
Chris Hoyt 1:16
I do not I am the outlier today. I could have ironically I am near Sonoma could not get Walt. But I have abear Gary Farrell which is a Sonoma County. Pino 2017. Well ranked. So now I’m pouring it. We waited for you. Gerry doesn’t even wait look at him
Gerry Crispin 1:36
I, I was on talent net. And I had to manage a conversation about I don’t know some bullshit. And but it was good. It was a good conversation. And then I said, You know, I gotta leave. And I had already opened the bottle.
Chris Hoyt 1:52
Well, let me can I want to call this out before we did a little toast. Oh, so hold your glass up. Look at your glass. These are called COVID pours?
Curtis Dorsey, Elanco 2:01
Chris Hoyt 2:04
We never poured wine this heavy when we were before COVID.
Curtis Dorsey, Elanco 2:08
Some of us may have?
Gerry Crispin 2:10
Yeah, well, maybe. Maybe.
Chris Hoyt 2:13
I’m very concerned
Curtis Dorsey, Elanco 2:14
I do think that it’s grown.
Chris Hoyt 2:16
Yeah, sure. We get back to the bars. And some we’re gonna order a drink and it’s gonna come out. It’s gonna be a tiny little what we’re used to. It’s gonna be like, we’ll have to order triples in order to get..
Curtis Dorsey, Elanco 2:25
No it’ll probably be quadruples because they’ll be they’ll be trying to make make up for lost time. So therefore, it will be smaller than they would have been.
Chris Hoyt 2:33
All I ‘m sayin is save me a trip. I’m just filling up and save me a trip. Well, Cheers, guys. Cheers.
Gerry Crispin 2:39
Cheers to you. How are you Walt? Well, I mean, not Walt
Chris Hoyt 2:45
Like a bottle. Gerry. Admit it.
Gerry Crispin 2:46
I know. I know.
Curtis Dorsey, Elanco 2:47
Gerry Crispin 2:49
How’s Elanco doing?
Curtis Dorsey, Elanco 2:50
We’re doing we’re doing well. We’re doing we’re doing busy, which is normal for us. We’ve had a busy busy busy several years. But but we’re doing well.
Gerry Crispin 3:00
Who do we see? Who do we see earlier this week for briefly? Oh, Shannon and I had a meet a we obviously we do two or three meetings a week. At least. We have one on critical. And Tom referenced you?
Curtis Dorsey, Elanco 3:16
Yep. my campus is there.
Gerry Crispin 3:17
And we had a nice conversation about universal relations and some of the issues that we see our members doing in 2021. And I think he was appreciative of it. So is it was useful?
Curtis Dorsey, Elanco 3:31
Yeah. Yeah. Now we are we are we are definitely, you know, having come off of an IPO then lots of work day, then, you know, major acquisition, you know, we’re getting we’re getting close to a point where we’re coming out of the other end of the tunnel and are able to kind of step back far enough to begin to, you know,
Gerry Crispin 3:51
I think, great, you’re adding a whole bunch of stuff to your resume.
Chris Hoyt 3:56
I had forgotten you guys just
We aquired an IPO we moved over here. We acquired a company, I can do anything.
Curtis Dorsey, Elanco 4:02
Yeah. Well, and all that’s the you have to remember. And it’s so funny because I’ve while I’ve been sort of with the company for 23 years, I’ve been at alenko really just three and a half. Because I came over to head up talent acquisition for Elanco at the end of 17,
Chris Hoyt 4:22
Because you were at Eli Lilly.
Curtis Dorsey, Elanco 4:25
Right, right. Yep. So I started I started there a couple of decades ago. But just since 18. Like I said, we IPO’d an 18 month workday in 19 and 20. We, you know, acquired, you know, Bayer Animal Health and stood up, you know, shared service centers. I mean, it’s been, it’s been rapid fire, but you know that that is the link away.
Gerry Crispin 4:47
It is it probably it’s certainly needed. You know, a different approach. I mean, Lilly is just a huge, such a well known company. for, you know, 100 plus years, I remember going to a couple colloquiums there. And they were Chris, they were one of the original members of CareerXroads back, they go back to 2002. And they they had, there was times they took a break, but they always came back. So it was, it was always interesting. And we were fascinated by, you know, the the compound that exists in downtown, you know, Indianapolis, it was just amazing to me that it just takes up this big space in the middle of the downtown. And there’s some really great people who, who have now retired. Why would anybody retire? I have no idea. But but obviously they did. And it’s great, it’s good to see, and so you, why did you choose to go with Elanco? versus, you know, staying at Lilly, for example?
Curtis Dorsey, Elanco 5:29
Yeah. Now? Great, great, great question. Um, you know, one of the one of the things that, that I often talk to people about when I look at Elanco, and some of the differences is there is, you know, Elanco is a much, obviously, smaller, smaller organization, very entrepreneurial. And one of the things that you will often see in here is, part of our culture is Elanco moves at a much faster pace. Now, I grew up around, you know, small business owners, you know, my father, and, you know, his brothers and a number of family members have had businesses when I was in college, I had had my own business. So there is a there is this entrepreneurial component of, kind of, you know, rapid, rapid movement, the other the other thing that and I usually share this, when we do new, new hire orientation with new hires, I usually do a welcome, talk about the fact that we push decision making down to the lowest level, so it’s a place where you can really, you know, make decisions and see the impact relatively quickly, because as soon as you start, you know, there’s there’s not grass growing under your feet, by any means, you know, you pretty quickly able to make decisions and, and really, you know, lead getting them through and seeing the impact in a relatively short period of time. Whereas with a lot of large, larger organizations, you can do that, but at times it can take take longer to really see it, see it, you know, make a change in the organization.
Chris Hoyt 6:01
So, I mean, I gotta know, I think it’s great that entrepreneur ism runs in your family, but I got to know you, what was your own business that you have in your college?
Curtis Dorsey, Elanco 7:41
Yeah, so little known fact that actually, me along with a number of friends started. We were We were party promoters, we actually rented out restaurants and nightclubs, and bars and did did college events. And that was that was kind of our that was our thing. I mean, we so it was one of my first big forays into, into marketing and, you know, targeting your audience and, you know, customer experience and really owning the whole the whole bit right. And we figured out quickly how many people you needed to get in the door.
Chris Hoyt 8:16
Curtis Dorsey, Elanco 8:16
Not only to break even, but you know, how many how many flyers and this is back in the pre predigital? How many flyers you had to get out on the street to get, you know, the house the house filled?
Chris Hoyt 8:27
Oh, my gosh, I love it. I think it’s great.
Curtis Dorsey, Elanco 8:30
Yeah. We would run out all different kinds of venues and, you know, we bring in lights and sound and security and DJs. And, and you name it. And then we would we would usually design the promotional stuff ourselves, work with, you know, a print company to print them up. And then we were our own, you know, marketing teams that we get out and promote the heck out of it. And then we’d be there to run the show on the night of the event.
Chris Hoyt 8:57
That is some hustle.
Gerry Crispin 8:58
Now, did you grow up in Indianapolis?
Curtis Dorsey, Elanco 9:02
No, actually, I’m born and raised in a town just outside of Chicago called Oak Park. So Chicago’s own. Yeah,
Gerry Crispin 9:10
I know Oak Park. Well, in fact, River Forest is where my sister lives.
Curtis Dorsey, Elanco 9:15
Yeah, yep. So So born and raised in Oak Park.
Gerry Crispin 9:19
And she and she worked in. I mean, she lived in Oak Park for a while and there’s a I’m trying to think of a famous architect. That’s loaded in Oak Park.
Curtis Dorsey, Elanco 9:31
Oh, Frank Lloyd Wright.
Gerry Crispin 9:32
Yeah. Frank Lloyd Wright. Thank you. Thank you. And he went and he has more stuff at Oak Park than anyplace else, I believe.
Curtis Dorsey, Elanco 9:39
Yep. That’s probably about right. And Hemingway, I think did a did a stint out there as well. But yes, I grew up I grew up out there. And actually, before before the last time I moved to the Indianapolis area was living right downtown and what they now call the River North area, kind of, but just the near the near North Side downtown right about about that. 10 blocks from the Magnificent Mile, you know that everyone’s familiar with Water Tower Mall and Michigan Avenue and all that jazz.
Gerry Crispin 10:07
Was there an adjustment to getting to Indianapolis because it’s just much smaller, obviously company.
Curtis Dorsey, Elanco 10:16
Not as much because remember, I started I started with, with our former parent company 23 years ago, so, so I was traveling back and forth, and I was doing sales. I was a sales rep in Chicago. So I was you were a lot of sales. You know, as a sales rep. I was there for four years, then Indianapolis for four years. And then went back to Chicago for seven years as a sales leader. Before getting, you know, getting into the HR side of things, so I had really seen Indianapolis kind of grow as a city and transform as a city. So it wasn’t as much of a change for me. That was the first time for my wife when we moved this last time back in 16-17. It was first time she’d ever first time she stepped foot in Indianapolis, we went house hunting.
Gerry Crispin 11:07
And how was that? You know,
Curtis Dorsey, Elanco 11:10
It was at a time where she was looking to make a career change as well. Like she was a teacher in Chicago. And it was at a time where a lot of schools were being closed and hers was one so that the timing actually, you know, the stars aligned and right at the time when, you know, we were needing to make a move here. Our schools getting close. So we moved here and she decided to make a career change. And now she’s doing insurance sales. So she
Chris Hoyt 11:38
That is quite a change.
Gerry Crispin 11:39
That is quite it’s a big change. Okay, cool
Chris Hoyt 11:44
I know why you picked this wine. Well, not this one because I don’t have the right wine today.
Gerry Crispin 11:49
But Gerry has the wiring the right wine. So tell Jerry why you picked it. Ah,
Curtis Dorsey, Elanco 11:57
so the Walt wine Actually, my wife and I actually went to the winery when right ahead of the CareeXroads leadership event. That was in Sonoma last year.
Gerry Crispin 12:12
Oh, you’re kidding me.
Curtis Dorsey, Elanco 12:13
We actually came out early and we actually made a, you know, a little vacation of it. Spent some time out there. And then you know, she came she came home. And then I stayed on for the crib Crossroads event. But while we were kind of toured around Sonoma, this was one of the places that we stopped and rest is as they say history
Chris Hoyt 12:35
And it’s a Walt Pino I don’t know why I said it like that a Walt now and what year What year is it just for the for anybody listening?
Curtis Dorsey, Elanco 12:46
Wait a second, t I’ve got it here its a 2013
Chris Hoyt 12:49
13 All right. And Gerry?
Gerry Crispin 12:51
Mine is 2013 also la brisa though. It’s a different one than you have.
Curtis Dorsey, Elanco 12:56
I think. Yeah, mine is a Gap’s Crown vineyard.
Gerry Crispin 12:59
Yeah, I actually, I like this. This is this has got a nice the flavor to this is fine. The flavor profile goes down very well. Um, you know, I don’t I probably I’m spelling prunes. I’m smelling weird shit. But it’s, it’s good. I can enjoy this. So I appreciate that, thank you. You’re very
Curtis Dorsey, Elanco 13:26
You’re welcome. We’re big fans of Pinot Noir s from Willamette Valley. But But when we had this one, this was one that we took to so we’ve we’ve added this into the rotation.
Chris Hoyt 13:38
Good. So my, my compromise because I couldn’t get Walt. I got the Gary Farrell Pino, which is also it’s actually Russian River, which we were we all went to Russian River together for the for the event, which was kind of fun. But mine’s pretty good. And it’s, like, super fragrant. But like, the minute I opened it, I was like, yeah, hurry up and dial it because now it’s making me crazy, but it’s really good. But I taste raspberries in mine. Which is weird, because I’ve never tasted raspberries in my wine before.
Gerry Crispin 14:12
Well, there you go. Always.
Curtis Dorsey, Elanco 14:14
This is a first for everything and I’m happy I was able to be a part of one Chris.
Gerry Crispin 14:19
Well It’s good. We know we we enjoy these things. This is this is great. It’s a it’s an opportunity to get to know people a little bit better in relation to what’s going on and, and it always helps to inform us in terms of what people are, you know, facing into what kind of challenges are you seeing for you know, next year?
Curtis Dorsey, Elanco 14:39
Yeah, you know, as you know, as I alluded to a little bit, as we look at next year, because the last few years have been just rapid fire big. I mean, big, big change. As we look at next year. I mean, we are looking at really looking at our candidate experiences And we’re really looking at onboarding globally. Right? Because our footprint has also changed as we acquired Bayer Animal Health. I mean, we, we were 6000 people.
Gerry Crispin 15:09
That’s a pretty big acquisition, right?
Curtis Dorsey, Elanco 15:12
Yeah. Yeah. Now we were 6000 people, and we acquired 4000 are about 4000. So I mean, it was not a small acquisition. And I think I think they say that it’s, our acquisition was one of very few, if not one of the first that was done in such a short period of time after IPO. So, you know, in good elanco form, I mean, we’re trying, we’re trying to trailblaze and do do new and exciting things. But I think as we look at the new year, I mean, there’s a lot that we’ve got to step back and look at as we continue to work through through the, you know, the integration, the full integration into the culture of our new employees that have come into the fold. So we’ll be looking at the onboarding, you know, global onboarding, and what that looks like, we are really looking at the candidate experience to kind of across the, you know, across the entire continuum, and beginning to really pull out and centralize outside the US recruitment work, that, you know, historically, we’ve had HR business partners who kind of played both roles, and we’re starting to centralize some of that work and have more dedicated focus recruitment.
Gerry Crispin, CXR 16:28
Curtis Dorsey, Elanco 16:29
Now, we just had so launched, are in the midst of launching us smash fly as our CRM and talent, tap community. So we’ll be getting into some recruitment marketing stuff, first in the US, and then we’ll be looking to scale that. So there’s a lot there’s a lot, a lot we’re looking forward to.
Gerry Crispin 16:50
And that’s, that’s super, are you, in the candidate experience. Have you participated in the, in the CANDE’s that much?
Curtis Dorsey, Elanco 16:56
No, we haven’t yet. But that that is that is that is the that is the end game, that’s the point is that I’m working to get us, you know, queued up to begin to do that. And one of the one of the things that we had done prior to our IPO was we had with our former parent company, kind of a, a routine, you know, survey mechanism in place. So we had a really good sense of that, as we as we IP owed and separated, we’ve, we’re now kind of standing up a new survey mechanism so that we can get back into that rhythm of collecting, collecting that data and really getting into it so that we can focus where we choose our shots to improve the experience so that we can also jump in, and I’m keen to get us into …
Gerry Crispin 17:47
I think in the long run, you certainly need to focus in on what you can do internally, year in year out, because that, that that informs you about your improvement or change. But there’s, there’s an extraordinary value in setting a baseline. Yep. And, and so I can only encourage that the earliest that you can get in to get a baseline, even if it sucks. And we have friends, oh, I have some really good friends in our space, whose baseline really sucks.
Chris Hoyt 18:26
And a lot of shitty baseline, and you crushed it.
Gerry Crispin 18:31
You can get massive improvement that you know, with just a few things. So you don’t want to wait until you’re until you’re at a point where people love you. You wanna you want wanna, you want to know what the reality looks like at this level? And then, and then go, Okay, so now we’ve learned a few things, we need to focus in on these two practices so that we at least share, you know, with everybody who applied, that we’re not moving forward, or something to that effect, you know,
Chris Hoyt 19:07
Curtis you know, this means you have to pause all the work that you’re doing right now, don’t make. Don’t do any brand word, put it on pause, go ahead and get a benchmark, and then turn everything back on. So you can reasons why you crushed it.
Gerry Crispin 19:21
Here’s the here’s the case study, though. And let me tell you this is coming because Chris, Chris just did a brief headline on this issue. But I’ve now gone to three different workshops and webinars in the last last couple weeks. But the SEC is now going to require all public firms. Yeah, starting with 2021 every quarter, when they submit when your company submits their financial data to the SEC. They now Have to include dozens of human capital metrics, I have to tell you, this is, to me, this is going to blow the game out of proportion. Because the CEO is clueless, the CEO will definitely say, What? What do you mean, we have to supply this, and he’s gonna run he or she’s gonna run down to the chro and say, What about, you know, time to fill critical hires, and and the CHRO has gone. I don’t know, if we’re collecting data on that, I don’t even know if we’ve got good data on that, I’m gonna have to get back to you. And then they’re gonna come to you. And they go,
Chris Hoyt 20:53
Wait, how does it go. What are they gonna do?
Gerry Crispin 20:57
And I’m going to tell you, here’s, here’s the thing, I’ve seen an extraordinary presentation, in which looking at human capital, ROI, which is a different set of metrics, but still a part of this. They are now strongly connecting the investment up and down of human capital metrics to the future performance of EBITDA. And, and now you got the CEOs, you know, attention, it’s like, your performance is going down on the next two quarters, because this is what your investments been in, in hiring better people, and in training people or upskilling people, again, and you better be frickin invest more in these things, if you want performance of the company to move that that direction. I think this is a game changer, and empowers those who start studying this stuff, to be able to make better cases. You know, as an entrepreneur, you know, making the case that if we invest more in this, according to these kinds of calculations, we should see a better performance in elanco long term. That’s right. I think this is cool stuff.
Curtis Dorsey, Elanco 22:32
No, I think so. I think that I think you hit it right on the head. I think that that that that added added added attention, and link and linkage to EBITDA is gonna really elevating illuminate the work that I mean, I really helped to, to champion for a long time.
Chris Hoyt 22:51
Yeah, yeah, that’s very, it came quickly, at least on my radar, like it hit quickly. Like I didn’t know there was even a rumbling of that, coming until the till the article was shared. And then we did the recommends article or the headline on our site, but I didn’t even see that coming. I mean, Did either of you see that or hear rumblings of that before it was announced?
Gerry Crispin 23:11
Well, so so it’s been in the works at ISO for many years. But the ISO suppresses the results of what they do in order for people to buy it. So it’s not it’s not really resulted in the one the one thing that did happen, maybe six or seven years ago, is that Jeremy Shapiro, who’s now at Merck,
Chris Hoyt 23:42
Gerry Crispin 23:42
Headed up an ISO team that in that built HR metrics that would have financial implications, and then published that as a draft, and a group of HCA charros sued Sherm that was overseeing this to suppress it, because they said that wasn’t the responsibility of this kind of a group. Oh, and Sherm caved. And they and they basically sent Jeremy out on his way in a film. And that was 678 years ago. And the implications are, you know, a lot of people don’t want to be measured. And there’s a bunch of assholes out there that just don’t want to integrate what they do with what the business is about. And I believe fundamentally, that if we do it, right, we’re going to find that doing the right things, actually adds value,
Curtis Dorsey, Elanco 24:54
And moves the needle that you want to move
Gerry Crispin 24:56
And moves the needle that we want to move and I think, you know, I think the pandemic is also showing that, that that, you know, people are rethinking, you know, what is the job in relation to your life and your career. And we want to have a balance around those kinds of things. And I do think that more and more candidates of quality will make better choices, if we supply them with better information. And I do think that that’s, that’s kind of the path that we shouldn’t be moving them.
Curtis Dorsey, Elanco 25:28
So what do you what do you think will happen from a, a corporate real estate perspective? Because I know, everyone’s everyone’s trying to sort out right, the the future of work, right, and, and what that looks like, what do you have your crystal ball? What do you what do you think happens with the corporate real estate,
Chris Hoyt 25:48
there’s a, there’s an interesting company, here in Silicon Valley. And I don’t know if I can share this or not so well, nanometers, but in their facilities, obviously, everybody’s working at home. And so what they’ve done is sort of reconfigured the property. So that when you would normally have an off site meeting, they have, they have now redone the properties so that when teams want to come together, they can do an on site. And it’s very, it’s pandemic friendly, if that’s actually a term, right, it’s safe for them. But they’ve they’ve reconfigured the building as sort of a gathering place and a safe way to collaborate, but not to work, right, they don’t have it set up to sit down and do work in the cubbies in the cubbies in the offices, but more of a place to do you’re on there with the on site meetings type of thing. I think it’s kind of interesting.
Gerry Crispin 26:39
I think I’ve been accused of not caring too much about business, but I like to work backwards from where the, the choke points are. So when you when you think about it, a bank gave Google a billion dollars to build this massive structure, if you will, or under underwrote the company in New York, that built a building or the homes, the building, in which Ernst and Young isn’t that kind of thing, you know, so. So banks, banks are built on the basis that they believe that somebody is going to be able to pay the mortgage. And, and then inside those buildings, are people who are paying per square foot for the use of that space that should be making money. And this pandemic and beyond is going to change that calculation significantly. There’s no way that you can have as many people in a New York skyscraper
Curtis Dorsey, Elanco 27:56
Oh, gosh, yeah. Right. You just can’t.
Gerry Crispin 27:59
Yeah. And, and so the productivity of those people is going to be different per square foot, if you will, than it was in the past. And somebody at some point, the banks are going to have to re recalculate what the value is of that building. And and some of those buildings are not going to be that, that that viable, because their mortgages are higher than what they’re worth. And at that point, something’s going to have to give. But there’s no question that corporations like Ernst and Young and others who have these buildings, they don’t necessarily own the building, but they’re paying money. They’re not going to pay as much money they’re going to read, they’re going to put more money into the building, to make it more usable by the people who do use it. But the productivity won’t be the same, and therefore they’re not going to want the same rates. Well, and I think that’ll take a decade, a decade at least to solve.
Chris Hoyt 29:14
I think that a cousin of that issue or that challenge for that I think is super, super interesting. Is the the pay gaps. The market value, we see young talent in different areas, like what an engineer makes in Silicon Valley versus Boise. I mean, like, I that’s what’s fascinating to me, because employers are saying that they’re finding out that they now have employees when they didn’t have a remote workforce before. They told them to go work at home. And they have found out that their employees have sold their homes and moved to these places where the right where the cost of living is so much less and they just didn’t know. Right? So productivity aside, I think it’ll be really interesting to see what happens from a from a pay analysis of like, do we get to a point? Or do we get one step closer to the point where this is how much a software engineer makes?
Gerry Crispin 30:09
Chris Hoyt 30:09
You’re where you want to live, you figure out where you want to live. But you got to tell us where you live. But this is what you’re gonna make no matter what
Gerry Crispin 30:16
that I absolutely. I absolutely agree the Chris and I’m, I’m convinced that you know it later, if you’re taking elanco, or Lilly, or J&J or anybody, there are a variety of different types of jobs. And obviously, some of those jobs require that you come to a lab, a place where physically we have to work together, etc, etc. And I get that and and that’s probably not going to change in terms of how we evaluate those, although the space might be be changing a little bit in terms of what we now know. But there are huge numbers of jobs, maybe 20, to 30% of, of the jobs that are out there something in that order, where you could literally work from anywhere. And, and for those jobs, at some point, we should learn what the base value of that job is. And then if we want them close enough, so that we don’t spend money on them traveling. And we say you have to live within a commutable range of x, and you can work three days a week, at home, but two days a week, you come in and engage people etc. Because that’s, that’s our profile of how we want to engage from a cultural point of view, then, then it’s a base plus, plus something related to the cost of living in that area.
Chris Hoyt 31:50
I say F the cost of living,
Gerry Crispin 31:52
Silicon Valley, you know,
Chris Hoyt 31:55
F the cost of living No, normalize it
Gerry Crispin 31:58
if you can, if you tell me that my job is worth 100,000. And I can work from anywhere. And I decide to work in Peru. Well, you know what, you keep paying me that and I’m going to live like a frickin King. Yeah. And if I were young enough, I might consider that as a possibility. For sure.
Chris Hoyt 32:20
Fun. What does that do to the fight for talent? So I’m sensitive to Silicon Valley, because I’m sitting here, yeah. I had a company that they say we’d really like to talk to the recruiters at Facebook, Google the name through for others in the valley for this particular challenge. And I said that challenge is not specific to these tech companies. It is that is a bigger challenge. Let’s put you in touch with some organizations that are in a bubble. From a recruiting standpoint, they want anything to do with it. They had it had to be in the sort of tech space. So I feel like this could begin to normalize a lot of that, because what happens to the property value? Well, California is property value ever tank. No, not until the earthquake and it floats off as an island. But before that, right? Like it could, it could stagnate a little bit when the less people have to be out here. Right? 20,000 Googlers or 20,000, Facebookers?
Curtis Dorsey, Elanco 33:13
Whatever demand, right? Absolutely.
Chris Hoyt 33:16
I mean, we see Austin is exploding. From from a growth standpoint, it’s the next tech hub. Right? I forget what they’re calling it, but it’s like the Silicon Valley, part two. So I mean, what what happens when all of this normalizes? And nobody gives a shit where you work?
Gerry Crispin 33:31
Yeah, it’s incredible. And and you may not pick, I mean, if you if you can work from anywhere, and you’re 25,26 27, and you’re a little bit adventurous. Why not? Why not work for a while from Europe? Why not work for a while from Asia? or Why not? Why not get a whole different cultural point of view? Because they have, you know, you could go there and you can afford almost anything. Plus, and you’re and you’re also adding to your own wealth, because of the differential that you’ll find. Why should you? Why should you give up the opportunity to get some wealth for the the CEO who’s who’s been trying to get you know, people in in Mumbai, you know, for a 10th of the salary, and I’m going bullshit, why should why should they give up their money for your fucking bonus? Yeah, you’re saying I’m a little bit of a cop.
Chris Hoyt 34:33
It will be interesting to see. Because we’ve had companies that the CEO was like, no remote work. If I can’t see you, you must not be productive who are now discovering that it’s, it’s, that’s not the case. It’s productive. they’re beginning to adopt that, but it will be really interesting to see how many of them flip the switch and say everybody comes home. You know, now that we look like looks like we’re on the verge of a vaccine. It looks like we’re on the verge of you know, starting to return to a slow normal over the next 300 days or 365 days, who which company say, Alright, everybody, come on back in back to work, remote work policy is out. And what happens to those companies? Will employers be like employees be like, ah, I don’t think so. I kind of like working from home.
Curtis Dorsey, Elanco 35:18
Well, I think I think it’ll be it’ll be the next, the next big experiment, right? I mean, we we’re in the midst of the first the first one, right is what happened? What happens if we’re all thrusted into virtual virtual work, right? And there’s lots of learning. So I think, to your point, the next big one will be what you just described is, there’ll be some that’ll thrust it back, there’ll be some that’ll say, yeah, maybe not. There’ll be some that’ll, you know, do what Gerry said, Hey, we don’t care where you are in the world, just, you know, go. And then I think we’ll find out.
Gerry Crispin 35:49
Look, there’s there’s young people who love working in a city like Indianapolis, or Chicago, or whatever they want to live and work in the city. But because they’re young, and and perhaps cannot afford, you know, as much as what would be there, you know, they’re living in a condo with two other folks who are not related to who, who fundamentally, you know, there’s three of them. And there’s, you know, two bedrooms between them. And the last thing they want to do is spend all day working out of home, in this place, they want to go to a nice, you know, office and those kinds of things. So we have to have the agility to meet a lot of different kinds of needs after
Chris Hoyt 36:40
It is dumb. The price of it like, for where I’m at now, and 800 square or 1800, square foot apartment, I pay double what I paid for a 4000 square foot home on a lake in Texas. It is dumb So hopefully,
Gerry Crispin 36:59
so where Which one are you in?
Chris Hoyt 37:02
I’m in I’m in California now. double the price, half the space.
Gerry Crispin 37:09
Chris Hoyt 37:10
I’m not saying not. Maybe I’m the dumb one in this equation. Maybe that’s what’s going on?
Gerry Crispin 37:14
Maybe it’s possible
Curtis Dorsey, Elanco 37:15
not. And I think I think what you just described as the what Jerry just mentioned, which is the the need to address a multitude of needs,
Chris Hoyt 37:24
Curtis Dorsey, Elanco 37:25
You know, we moved real, real. Chicago moved Indianapolis, the cost of living Indianapolis is a fraction of downtown Chicago.
Gerry Crispin 37:36
Curtis Dorsey, Elanco 37:36
But we’re also you know, three out three hour drive. So anything that we that we would want to go back and revisit during times where you could it’s a hop, skip and a jump.
Chris Hoyt 37:47
Yeah. Downtown for dinner. It was right. There’s a lot of prep for dinner.
Curtis Dorsey, Elanco 37:53
That’s true, except except except for the fact that downtown Indianapolis is has grown tremendously. So there’s a lot of the same types of things that we would go and do in Chicago, Chicago, in Indianapolis. So So from that perspective, as this city has grown and began to attract, you know, very large corporate headquarters and regional headquarter companies with that as come a bustling downtown area that often folks don’t realize and that’s been one of the things when we when we would bring people in town and have them experience Indianapolis oftentimes they’ll be surprised because people will have a picture in their mind of what Indiana Indianapolis is like, then they get here and and usually the responses is wow, I had no idea. I had been to been to this city, but it’s been ages ago. What’s it’s changed tremendously. Yeah,
Chris Hoyt 38:52
I think Minneapolis is my ahha city for that.
Gerry Crispin 38:54
I think that’s great, I think so older folks, really enjoy the fact that they could sell their, you know, McMansion out in suburbia, and then go go back to a smaller operation. Because they have no kids, etc. And, you know, they go to smaller operation in the city, where they can walk around, they don’t need a car anymore. They don’t need a lot of other issues. And it’s very comfortable.
Curtis Dorsey, Elanco 39:27
That is that that’s one of the things that that for folks that enjoy that you just described Gerry here, you’ve got, you know, major sports arenas, all in walkable distance from each other downtown. We got, you know, top flight restaurants, I mean, you name it, and if that’s if that is the lifestyle that you’re looking for. It’s very affordable, livable and walkable. So it’s very, it’s very interesting. But then likewise, if you prefer a more suburban, you know, setting, that’s also not more than 15 minutes. If you want rural, that’s also not that far. So you really get a big mix, which is kind of cool.
Chris Hoyt 40:04
Good stuff. Well, Curtis, it’s wonderful to catch up. You picked a hell of a wine. I didn’t get to have it, but, but you picked a hell of a wine. I’m anxious to pick it up somewhere. Not in California because I couldn’t find it.
Gerry Crispin 40:18
Chris Hoyt 40:20
Alright guys, that’s a wrap I think.
Curtis Dorsey, Elanco 40:26
Gerry Crispin 40:27
Thanks for joining us for another episode of CareerXroads, Uncorked Chris Hoyt and Gerry Crispin look forward to sharing more drinks and conversation with you next time. Until then, cheers.