HR Superstars
HR Superstars

Episode 18 · 3 months ago

How Our Emplify Acquisition Helps Elevate HR To A Strategic Business Function

ABOUT THIS EPISODE

There’s an exciting movement happening right now in HR where HR and people ops professionals are seeing an elevation of the strategic importance they play in an organization. 

Part of what’s driving that trend is empowering HR leaders with data around performance and engagement. One of the best opportunities for HR executives and people ops professionals to continue elevating their voice and strategic contribution to the company is helping the organization build a capability of manager enablement and then offering evidence to the leadership team for the importance of a business partnership with HR.

To ensure we’re at the front end of this revolution, 15five recently acquired Emplify, a company that is so deeply aligned to the same vision and will help us go further, faster.  

In this episode of HR Superstars, we talked with Emplify co-founders, Santi Jaramillo and Adam Weber (now on the 15Five leadership team), about how Emplify and 15Five successfully joined two founding teams, two complimentary products, and two cultures to create more engaged and higher performing workplaces and help elevate the HR function. 

We also talked about:

-The demand for a single, streamlined software over metrics across multiple platforms.

-The advantages of combining data, education, and coaching.

-How to create a work environment where people take ownership.

-Why community is an essential pillar for supporting strategic HR initiatives.

For the entire interview, subscribe to HR Superstars on Spotify, Apple Podcasts, or Stitcher. Or, tune in on our website.

Join the movement to elevate HR to a strategic business function by joining our community.

How all those things move together,what it does it allows an hr person to actually do the work that they dreamedof. It is why we got into this industry. It's like allow them to actually becomethe type of strategic leader that is like deeply inside of out. You arelistening to hr super stars, a podcast from to fin heden five that highlightstories from the front lines of h, r and people ops. Each episode will showcase fascinating conversations with leaders offering their uniqueexperiences and advice for building an extraordinary company and helter. Let'sget into the show, welcome back to another episode of hrsuper stars, i'm shame met calf and i'm here with my co host david hassellwelcome everybody and we're also here with two other amazing hosts, adamwebber and santi, had to me, jo. We are absolutely thrilled to welcome you bothto the show, and you know part of the context of why you're, both on the showso you're, both the founders, co founders of the company, formerly knownas implici, and it's really exciting. Some of our listeners may know this maynot, but fifteen five acquired amplify about a month ago was actually the madeit official and we announced it, and it has just been an absolute pleasure togo through the actual experience of a acquiring another company be acquiringa company that is so deeply aligned to the same vision and operating by thesame values and see that it's almost like a captain planet moment where ourpower is combined, make something far greater than we were separately and soexcited to dive into a little bit of the story of what we see of the futureof work and kind of what make what's possible when we've merged these two hrtech companies a little bit of the vision and the back story behind this.Hopefully some useful frames and tips around how to pull off a successfulacquisition as well. Okay, so david, you know why? Don't you actually startwith a little bit of the? Why, behind this acquisition yeah, i think this is all bit of backstory also to give it some context. Santi and i had gotten connected alittle over two years ago- i think it was in january february, twentynineteen and time we started together know each other in each other'scompanies really because i think we thought that there was. There was a lotof synergy between what we were doing and actually on that on that first call.I realized that we were so values and mission aligned. It almost felt like wewere brothers. I started referring to us as brothers. Sister companies likewe had this kind of same intention in the world and what we wanted to create,what we're trying to do for our customers, but taking to verycomplimentary and different approaches to it, and over the years we becamemutual customers. We became go to market partners, and i think you knowshadin you and i had had conversations along the way were like. Oh, how coolwould it be if like amplify was in...

...fifteen five were together and therewere a lot of reasons why it didn't seem to make sense along the way, buteventually, through conversations last year through the pandemic, we realized.The timing was right: the the opportunity was right for us to be ableto come together and create compels yeah, okay, so for those of you whomight be wondering what is amplify, santi had love for you to just give alittle bit of an overview of what implevi did, and that is now a part ofthe fifteen five vico system think shame. It is first of all, it is sogood to be on this podcast and b fifteen five or today. So when impleyhelped our customers with is there is so much to do with people in culturethat has been forced for too long been such an art in a gut instinct, and whatwe really wanted to do is come up with a way that can we actually measureemployee engagement and take a scientific evidence? Paced, mri scan ofa culture and an employe base create a really safety space for them to sharetheir feed back and then really help hr leaders and executives get aligned onthe best opportunities to improve employee engagement and the biggestrisks to employe engagement and be able to then turn that into actionableprograms and plans that drive meaningful and measurable. Employeengagement increases that tie them to business outcomes like less turn overless voluntary turnover, less litle productivity, less burn out things likethat, and so what we really did was we created a way to measure employeeengagement then created a system for managers to be able to access datadriven and coaching based on the reality of their current team, and soit was really a way to center in data, but then make it truly actionable andwhat was really interesting throughout our journey is our customers absolutelyloved and and still do our solution, but then many times wewould point out. We would diagnose issues and then we weren't necessarilyequipped to help them with they would realize boy. Now we are so sure, and soconfident that we could. We could really nail one on ones: the communiweekly communication step between a manager and an employee that that wouldcreate immense increases in the manager's driver, score of employeeengagement on trust and on several other capabilities, and they would askus well, okay, great you help diagnose that you help measure it now now whatwe do and we started to look at where we needed to go next and fifteen fivehad built all of the things that our engagements surveys were pointing at asthe main opportunities for companies to create more highly engaged teams thatyou know you can tell in teams is engaged from their heart and mind or init, and employees that really care about the mission and the customers ofthe organization at a deeper level. So that's what amplify did and will belearned over time at that really made this acquisition just feel so naturaland just a natural road map for a customersof what they were asking for in the er engagement and journey as a company isa customer for over two years of using...

...amplify. What i loved is it didn't itgave me an engagement score gave me a base line that i could be like okaycool, but here is how we're doing relative to other companies or size,but it gave me so much more than that. I got to understand: what's the stateof psychological safety in our company? What's the state of people's rest, youknow a people getting enough sleep. Is it easy to take breaks and to take timeoff? Do they have too much on their plate? And so i gave me so much morethan just an engagement score, which i then used all of that data, and it wasyou know i was great because then i would go and ask questions in fifteenfive to continue the conversation and we could really was already using bothof the platforms in conjunction, and i credit it for being a an instrumentalpiece on our ability to go out and win all these best places to work awards,because we had such a deeper insight into what was actually happening withour people, combined with the continuous conversations and dialogueshappening in fifteen five yeah and from our side i mean, i think, the the itwas. It was really the opposite santo. What you just shared we had built allof these. These tools to help managers be great at what they do and to createthose outcomes, and our customers would share that. They believe that thosewere happening and some of them used their own diagnostics. But we didn'treally have that up from diagnostic and so to be able to bring those two thingstogether. It was almost like it was our internal secret sauce that we had bothamplify in fifteen five amplifies, a customer and obviously building fifteenfive for ourselves, as customer number one for a long time and the opportunityto not just selectively, go and help our customers with those two platforms,but to actually combine it into one. It is just really really exciting to dothat now. Do you think one of the neat things about both of our journeys isthat for the last several years, we're both using each other's products? Wellwe're trying to grow and scale and we're kind of seeing how well these twothings fit together and just like shane is you know, taking that data andconverting an anactoria, i'm taking the data, we're kind of building the samething and piecing things together, the same way and so just to see it all cometogether. It felt like such a natural thit. You know it's and you combinethat with relationships like we're all getting to know each other, while youand saunter having those conversations day, shane and i are calling each other,for example, in the pandemic kid and we went from a an office culture, a fullyremote it amplify overnight, who's. The first person i called i was like. Whycalled shame, because i know that you all had such a highly engaged cultureand we implemented immediately like the question friday and you know we'restarting. We started to put into place some of the practices that you allalready had as well. You got to make a good point there, which is, i think,another part of it for us and me we had your data about engagement, not a jot. You are getting into, and imean i think, but but it is challenging to be in this space and to sort of walkthe talk right and sort of live by what you preached, and i think that was thatwas such a big thing for us, and you...

...know. Last year i went out and talkedto lots of chr os and chief people officers, and i heard a couple ofconsistent things number one, there's a tremendously exciting movement rightnow, revolution happening in hr people ups or there is an elevation of thestrategic importance that h, r leaders and people ops professionals can havein an organization where, of course, they should have been and should now.But it's now just catching up release strategic seat at the table executivesand, i think part of what's driving that that trend is data is chrs andcheap people officers not just being saying hey, ceo c, f, o co. We shouldspend this money to fix this program or higher this. This people opscoordinator for this area- and it's like why well because, like i just knowwhat i talk to people- and my gut- tells me that it's right and to be ableto bring data to that conversation, can change the conversation and timmediately. A chief people officer in a chr is bringing the same businesscase that a marketer. It's that a cmon, a chief revenue officer, can bring tothe table to say. If you give me this dollar, i can turn it into thismeasurable improvement of employ engagement and lower turnover,increased productivity, improve customer nels by x, amount and doing itthrough people powered outcomes, and i think that was a important change.Another thing that i heard is that they didn't want multiple platforms tointegrate and do all this thing. They wanted to trust a single partner, notjust a vendor, but a partner that would really help them go from where they'reat to day to the aspirational us vision of the future for the culture that theyhave and that not only takes an engagement company like amplify was,and not only take second tinuous performance management and and goldscompany and and so much more than fifteen five is. But it's all of thattogether, plus manager, coaching plus education plus community, which it isvery clearly part of the thesis, is that it are the folks that we areserving that we are making heroes, that we are helping every day, one a singlepartner with all of this together and so for. For us, this is a very naturalstep into seeing our vision come true, and we could have done it independentlyin a much longer time frame where we could have give it to our customerstoday, in working with people that we added very deep values level had veryshared views of the world and may be the most important one being one of thebest opportunities for hr executives and people of professionals to continueelevating their voice and strategic contribution to the company is helpingthe organization build an organizational capability of manager,enablement of amazing managers at every level of the organization that areequipped with the data about their teams, current state and the tools,software, coaching community and partners that they need to be amazingmanagers and how that was even more important in the crazy world that we'rein today that the world of the manager...

...has become more important than ever andmore challenging than ever as they are caring for the emotional andpsychological state of their teams. So it was one of the things that i thinkis really interesting is that the corporate business world has never hadaccess to as holistic of a view of their people that they do now and we'rejust at they were in the infancy of this, of being able to not just see theproductivity of our people, but also be measuring things like psychologicalsafety and rest and capacity, meaning values and the quantitative data of youknow, building a true, true culture of feedback where you have so much moreinformation about your people to help them do the best work of their life,and so i think that there's this this kind of emerging innovation, that'sgoing to be happening when we start looking at all this data together, youknow what are the patterns when we see performance management data next toengagement data combined with a coach? That's working with all of that to findthe leverage points for that manager to step up from just being a task managerto somebody, it's truly hoping to unlock the potential of their team, and on top of that you know, i thinkthe the next thing that i'm super excited about a d that we just happento also be working on independently prior to us coming together, is part of helping to elevate that hrleader to the strategic roll is to essentially have them be able to enableand empower those managers directly right and and have the managers thentake a lot of that load of uplifting the culture engagement of performanceof the company off of hr's hands. So this isn't just about providing theinsides to hr and having them act. It's giving the insights of the hr and tothe managers so that the managers know exactly where they stand and what theyneed to improve on and then on top of that, can we give them the education,the coaching etcetera directly, to help improve the very specific things eachindividual manager has to work on, and that's that's the piece that we we'rebuilding now that i'm super excited about. When the last time you loopedyour your managers into your engagement survey, survey data, you know justdoesn't happen, it's just not been par for the course, which is silly, becausethe managers are the actual leverage point that makes all the difference inthe world. You know what is it? Seventy per cent of people when they leave acompany site the manager as one of the primary reasons why they're leavingright- and you know they might loop them in, but they might loop them in onthe global data, like here's ol the whole companies performing as opposedto here's, the slice of your team and here's. Your team's engagement here,the underlying drivers that you need to work on and that will differ frommanager to manager when you think about this move fromadministrative hr to strategic kr, and then you look at the opportunity ofengagement, data and performance like...

...we now have access to data. I think-and this goes all the way back to the genesis of why we started amplify ingeneral. That technology is can go two ways it actually, and this is what why,like, i think, there's a huge risk that all of that information actuallyrelegates a chart to administrative and it doesn't elevate up to the strategiclevel, and so i think part of what makes this such a good fit. Is thatthat commitment to elevating hr rather than here's all this information, andnow you already had too much on your plate, here's more as opposed to atechnology that goes we're going to make actually all the state holders inthe organization work together: the executive team, the managers, the hrteam, the employee and how all those things move together. What it does itallows an hr person actually do the work that they dreamed of. It is why wegot into this industry. It's like allow them to actually become the type ofstrategic leader that is like deeply inside of them. Okay, i, like they ask kind of apersonal question for adamant anti, so i'm curious what the transition frombeing co founders of the company to beingquote unquote. Employees of another company is, like you know, we're nowyou know month in and so maybe the some of the initial identity crisis. I meanyou know, i'm just imagining myself. You know, maybe fifteen five getsacquired at some point or something, and it's like what it is that going tobe like that that process and that identity shift. Fifteen five is the only evidence basedpeople and performance platform for highly engaged in high performingorganizations. Strategic hr leaders in all industries use the platform to winby improving communication up leveling their managers and increasing companywide engagement learn more at fifteen five com thing for me was just awareness of howmuch of my identity i had put into my role at ceo and found her, and i thinkthat would that was interesting to then watch is that title and job is ends is comes to an end and thenwhat remains after that- and it's also been interesting to watch myself in anew context, begin to repeat some of the same patterns that i it, and irealized that that pattern, i thought, was unique to being a co and it turnsout that nope i. That thing is still with me and i still need to work on itand it's not just situational. It's like a me thing that i need to need tosort of heal and continue working on, and so that it's been an amazing, ithink, to sort of get plopped out from one environment that i've been in for along time, with a particular role and kind and to be plopped in into anotherone. And i mean i don't feel like an employee. I don't know i feel like yeah.I mean i don't feel like an employer if you like a co founder without the nameor title, and i like don't know that, but i feel a sense of like we are kindof...

...comparini this child in a village kindof a thing, and i feel like one of the caretakers for this kid that we'reraising that we have such high hope school continue to make such an impactin the world so that that's been interesting. There's been parts thathave been sad to have a role end in an amplify journey end. But there's a tonof, i think pride that we built something really special adam and itogether and extremely grateful that the vision and the team, and so much ofit lives on in a really really amazing home, and we have an even broadervillage of folks to help contribute to to to it achieving its potential. So itis. It is a very special journey and lot lots of dynamics and layers to it.But i most days now it is just just so grateful and excited about what thepossibilities that are ahead and and continuing to make my way as arecovering ceo, sometimes i say, and and building a sense of identityoutside of a particular ceo persona or identity that i that i may have built ayeah o go ahead, o oh yeah, but yeah right before you go at him. I just ilove the not feeling like an employee but feeling, like a you, know: cocopain, raising raising this child in a village, and it makes me think how dowe share that experience broader, because i think in a way, it's like asa founder, you're kind of always going to have more of a founder mentality.But how do we? How do we make employees not feel like employees and be likewell you're, just a you're, just a chess piece, you're just a pan, and howdo we actually help people feel like co, stewards of this entity known as thecompany and have that ownership and have that kind of m r? More of anentrepreneurial mind, set not an employee mind set that so much of thattoo, i think ties to having a purose for your business. That's bigger thanyou and a part of me thinks the reason that we were so that we knew thisacquisition was the right thing for us was back in january. Before thepandemic. We spent we spent one days, fourteen hours, press record and westarted. We talked that entire day in future. Tents, what is the world like?What will we have done in the world in five years and by the end of that day,like our vision, was so clear that what the world of what the world needed thatit felt bigger than like our own roles, and that, in that moment and ovidhappens, and you start to see like wow. This is this thing that we thought wasgoing to be in five years. It needs it's like the world needs it now, andso i think part of that is like the stewardship of like why maybe thetransition or the co parent. That concept is really like this. The worldneeds this thing, and the only way to actually bring it to life is is to joinforces and to like do it now like there's. No, you know there's no timeto wait for it. I did i did want to piggyback, or i know i'm going totopics, but i wanted to pick you back...

...on the transition. It's been a loteasier because i think of the shared values alignment that it like i mostdays, i candidly wake up and i go. I am really enjoying this. I don't know if iknew i'd be having so much fun, but i also feel simultaneously verydisoriented. I mean we're only thirty days en i, like you, know this. This,the co founder badge is a badge that you, you know you really you reallyhold, and it's something that you carry with you and- and so i think, justgetting used to that has been something that's been has been unique. The youknow the other one. If i m, i don't know if i want this we'll decide ifwe're going to cut this to at. But what are the one of the honest things? I'verealized about not being a co founder. Is i carried more role power than irealized, and i thought i was aware of it, but you realize it even more justto like the in a meeting, and you say something that you think is brilliantand then you're like there's fifteen other brilliant people. In this meetingyou know, and so you're just like, and just like learning to be. Okay withthat, instead of you know it's just it's different. I d just trying i'mjust like getting to know myself. I guess in like a new new environmentright now really cool. I mean i love the both honoring, the grief of thechapter ending, but also realizing that it's like. Oh no you're, still you like.I remember when i was living in san francisco and we were consideringmoving to richmond in the use bay and what was coming up for me, the biggestresistance was like. Oh, what who am i going to be if i have to like putrichmond down instead of san francisco- and i was just like? Oh, this is totalego. This is all just my own sense of the identity that i've built for myselfand who will i be if i'm a richmond it versus san francisco, and it's so sillyand that's a very much, i think, that's a much more superficial level than ourwork identity, but to actually trust that our identity is less importantthan who we really are and that we will bring ourselves in our gifts whereverwe go m. Think for me, as i think, meeting david and getting to know himover the years, and we had probably a year year and a half where we wouldkind of hop on call and you be like. Are we going to compete with each otherlike? Are you building engagements and are we building what you're doing andwell then? That's that right there that level of transparency that washappening was already different, that both of you were saying: hey. Well,we're probably going to end up competing with each other and here'swhat our plans are. Yeah use our plans. Oh yeah! That's definitely going toclash like we weren't having that conversation with any of our othercompetitors m, and there was a moment for the four of us i mean this is nowit's been a year and a half ago i is before you got. You call us and he said, heyit's time, we're going to we're going to build a competitive solution, but wefeel like we owe it to you all to let you know, and we hung up that call, andwe were just like that, what a stand up like what standup people yea to let to call you to let...

...you know, and it was done with suchkindness and care and also like a just so you know we also love your product.So as long as you'll, let us keep using your prometen, though, where your eithawas funny, because we were, we started to build our own engagement solutionand you know i was still using amplify, andso i was getting all these questions from our team like hey. When are wegoing to use our own product and then, and then it was really funny once oncewe were in the acquisition talks and people were like asking: when are wegoing to use our own product, and i was just like making these inside jokeslike go soon or on really soon totally? I think that moment of thatcall hanging up and kind of like reflecting on that with at an was waslike. I think the moment, where my mind first opened to the ego side of me notneeding to be the guy that the person that was the head of the vision, but ithink it was that moment also that adam talked about of him and i and and a fewothers really like birthing. This vision that was then bigger than us,and the vision called for this acquisition to happen, regardless of myego, so that the vision and the purpose of the company were became bigger thanme or adam or the team, and it was it was all about. How do we? What is thebest chance of us seeing this vision of of a better world via in what we do inengagement happen, and it was my own journey to realize that i didn't needto be in his meeting and beating david to be like okay, that i could actuallybe led by by by david and sort of trust, trust our baby in a new home, and ithas been, everything has just exceeded our expectations in that way. At leasti'll speak for myself, so cool and i'm. So i'm so grateful that you guys saidyes, that it was such a special match, because i think our two companies aresuch a special and unique match, and it's i mean already thirty days in theconversations that we're having in the possibilities of what we're going to beable to deliver now to our custers. In terms of both the engagement, theperformance for managers to elevate the hr leaders. It just feels like we puteverything on you know: we've super charged the vision and we're moving ata pace that we could not have done independently and not sure. If any ofyou have read simon cynics infinite game and just the concept of aninfinite game that you know in an infinite game, the idea is that everymove should be played in order to keep playing the game rather than to win thegame and end the game. And so it feels like in this vision of using our workplaces as incubators for human potential for human development and sothat we go to work where and it's not just like our soul gets crushed for apay check and we exchange the most precious thing that we have in life,which is our attention in our presence...

...for a for financial rewards. But weactually go and we become better versions of ourselves through theprocess of working for a company, and that is a that is an infinite gameright, we're probably not going to achieve that as the default in ourlifetime. But the vision of that of grandiosity, the audacity of that. Asour objective i think, makes the the magnetic north aligned the pieces ofour separate companies together into a single entity. That is actuallystriving towards that. I think you just accidentally answered your own question.Shang you ad, you talked about. How do you create a work environment wherepeople feel like founders? You do that you create an environment that invitespeople to collect more than just a pay check, but self actualize in acommunity of other people with a shared vision. That's meaningful for the world,an environment that calls forth and supports the potential of someone, andi think that when you as an organization deliver an employeeexperience that helps someone become more of their best self people. Givepeople then, in return for that amazing gift then return their hearts and minds forthe mission of the organization and for the customers, and i think when we onlydeliver a pay check, that's when people give the bare minimum of just to get by and not get fired, butwhen we invite them into that journey of becoming more of their best elfwyncreate an environment that is all the ingredients for that. Then people arelike oh wow, i'll, put roots here and i'll like and i'll fruit and i'll, givethose fruits to the company and that's why and engage employees like fortyfour percent, more productive and somebody who satisfied him checked outright. Fifty percent, it's not working necessarily more hours, it's justcaring, more equals, so much more impact and outcomes, and it's beautifulwhen you create an environment not only days your business win, but you feelreally good about your legacy as a leader well in invariants, a long termcontribution when you, when you help somebody have a realization aboutthemselves and their strengths or or become a little bit more selfactualized, while they're working for you, it doesn't go away when they leaveyour company. That is something they take with them for the rest of theirlives. That is, for me, one of the coolest things is that you know,because as a larger company now you know we have people leave. People comein and people are leaving, and i know that or arliest, i'm hoping that wereworth setting people up to continue thriving for the rest of their lives. Ithink you have this really cool framework got em t you an you put in inyour book a led ly like a human. There was. There was three things reallynecessary for amazing work and i'm curious if you belling to share that,because i think that's a that's another blends by which did, i think see. I seethis cause the product that you really...

...believe in and the pay and kind of offim i the next buck. That's that's the next book, yes cut this whole thing inat that part, i was fifty fifty and i went for it and i missed like it'sgreat right. So that's it's prompt you adam to talk community okay, so youknow, in this whole conversation where we're looking at software, which is thethe software platform that we're creating there's education, which isthe training that the actual content that can change, hearts and minds andintroduce new concepts and ideas of of what is this new paradigm of leadingand managing? And then there is community and adam. We're reallyexcited that you're taking on leading community for fifteen five, and sowould love to just hear a little bit around what your vision for that is andwhy. Why were betting on community as an essential pillar for creating andsupporting customer transformation? Yeah, and i'm really excited about it?And for those of you who don't know that amplify? I was the chief peopleofficer and during an acquisition you come over and we have there's a shamehere and probably like many of the listeners. I was listening to thispodcast. This is one of the places i would go, because what i noticed isthat there's other chief people officers who are really strategic, whoare sharing these inside, who are kind of in this small but mighty group ofpeople who've made this transition from the administrative to the strategic toalign to the values of a modern work force. And so you know new season andit's like what, if i could help he a part of that journey for other peopleother. I know there is a contingency of hr leaders out there who want to moveinto that strategic side of the business who want to create high highperformance, highly engaged cultures, and what they're looking for ispermission to learn to know that it's okay, they're looking for a resourcesand how to grow and they're looking for connection with other people and and sothat's what we're creating we've just launched. It's called the hr superstars community. We love to have you join and it's a place where you'll beable to learn from other people on the journey, and some of the folks, forexample, that are speaking on this podcast are there to share theirexpertise as well will say david. This is something that cos have access toall the time we have right david. You have peer groups of other cos. I hadthat when i was a ceo- and this is really bringing that pure community oflearning and development for hr and people offs and allowing them theopportunity to have those same experiences that we are so privilegedto have but create a container for, or support and learning, and it's amazingit is, and it's so impact ul when you get around other people who are tryingto do the same thing, to have that sense of camaraderie and to to reallylove the term that keith frazzi is coined about co elevation. You know wecome together to elevate each other and that's really a big part of thecommunity as well all right. So if you want to co elevate together with otherhr and people, leaders go to fiftie...

...community and you can sign up andthere's a wealth of resource and information there. I want to just takea moment and say thank you, adam and santi, not only for joining us on thepodcast, but joining us in a very big leap of faith to co. Raise this babycalled fifteen five together what it feels like. Maybe it's like a tween nowyou know, we've got a tween and, and it's truly an honor- it's amazing tohave your genius and your gifts at the table and helping us to to write thisnext chapter. So thank you both so much. Thank you for the invitation and thewelcome and we're just we're just getting started, and so it's such anexciting time. Thank you. It's a privilege to do this with youall and a privileged to to bring this this vision to life. Fifteen five is the only evidence basedpeople and performance platform for highly engaged in high performingorganizations. Strategic hr leaders in all industries use the platform to winby improving communication up leveling. Their managers and increasing companywide engagement, learn more at fifteen five com. You've been listening to hrsuper stars stories from the front lines of hr people off, be sure younever miss an episode by subscribing on your favorite podcast player. If you'relistening on apple podcast would love for you to leave a thoughtful it you orgive a quick writing by topping you stars. Thank you so much for listeningso next time. I.

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