Recorded Webinar

Transcript

[00:00:00] Ben Brooks: Hello everyone. My name is Ben Brooks. I'm the founder and CEO of PILOT. We are absolutely thrilled to be at the Bamboo HR Virtual Summit. I'm committed when I work with HR professionals to make really good use of your time, to leave you inspired and equipped with resources and ultimately to add a lot of value.

[00:00:20] Ben Brooks: So I encourage you to give your full attention to this very short and action packed presentation and I'm going to give you my full energy and my team's put a lot of work into these materials. This is our third or fourth year at Bamboo HR's virtual summit, one of the best HR conferences out there, in my opinion.

[00:00:35] Ben Brooks: High quality content, short digestible format, free, virtual, diverse, amazing. So thank you to our amazing friends and partners at Bamboo HR for putting on such a bang up event. So let me just tell you a little bit about me and about PILOT so you have a context before we dive into the content around data and storytelling with your seat at the table.

[00:00:56] Ben Brooks: I am a former HR person. I was a senior vice president of HR. As part of my portfolio, I ran people analytics and it was a real challenge, right? To get the data together, to get the right tools, to get our business to care about things like culture, engagement, retention, promotion rates, DEI, et cetera. And, I also was a management consultant and so worked with clients all around the world around these things.

[00:01:20] Ben Brooks: I've seen, hundreds of engagement survey results and all sorts of different dashboards and people analytics metrics, but I've also been an author with the HR executive magazine and other organizations named a top influencer. And I really figured out after a period of time, I could help HR the most.

[00:01:37] Ben Brooks: By actually not being in HR, but by developing solutions for HR. So I actually founded PILOT with my life savings. And I'm not from a wealthy family or anything. That's a lot of hard earned work and money, but founded this company with a mission that we want everyone. And I mean, capital E everyone. To feel powerful at work.

[00:01:54] Ben Brooks: So for over nine years, PILOT has been helping HR to develop talent, and we've taken the best of [00:02:00] coaching and mentoring and manager feedback, reflection, et cetera, and put that all into an award winning product and program. We've gotten some really wonderful accolades and press attention, and we work with some really great companies.

[00:02:11] Ben Brooks: Simply it's employee development that works and it's virtual and we offer group coaching and some other elements of our learning modules. And it's really targeted to that kind of early to mid career employee and really important often overlook the data right back to data and analytics often shows these people are not being reached with meaningful career development, leadership development, they're not feeling important, et cetera.

[00:02:32] Ben Brooks: So we've got a solution that's proven with data and analytics. We're gonna talk all about that today. Okay. It's scalable. You can reach people wherever they sit, wherever they work, et cetera. It's very affordable on a per person basis and quick and easy to implement. You know, not a lot of things to figure out.

[00:02:45] Ben Brooks: So if you've got use it or lose it money that you want to get spent this year, or you're planning to, want to make a big splash in Q1 with something, it's not too late. We can get that going for you really quickly. And really have, show progress rather than have a bunch of behind the scenes work.

[00:02:58] Ben Brooks: And we'll talk more with Theta that you [00:03:00] can't just have quiet work. You have to have work that's out in front of people. So today, what are we going to talk about? We're going to talk about HR's challenges. What is HR dealing with in 2023 and beyond? And how do we use that seat at the table? We're going to talk about how we can maximize our influence with Theta, right?

[00:03:17] Ben Brooks: Which is a big part of being an HR professional is having more influence on decisions. we're often representing a unique perspective. We're going to talk about best practices for HR data and analytics and the actionable tips, right? This is the thing that people say, well, gosh, I want to be inspired. I want to be educated, but like, how do I apply this to my day job this week or this month?

[00:03:35] Ben Brooks: Well, you're going to walk out of here with some great suggestions, as well as some resources and some things we're going to give away to you in this session. So let's start with, driving change. Most people get in the HR profession because they want to make a difference. They want to have an impact.

[00:03:48] Ben Brooks: That's what attracted me to HR. By the way, if you're in the chat right now, my whole team is in the chat. I'll be in the chat. So go ahead and drop questions, comments, ideas. If tell me why you got in the HR [00:04:00] profession. It'd be a great way for us to warm up. Why are you at this session?

[00:04:03] Ben Brooks: Why did you get into the profession? Let's drop all of that in the chat. Now, look, business and executive leaders are very comfortable in numbers. That's their comfort zone. Show someone a spreadsheet. They start to lean in, right? , we often HR talk about people matters and soft or fluffy is going to be the dismissive term.

[00:04:22] Ben Brooks: And what we want to do is, beyond compensation and payroll data, which is hard, Numerical structure data. Often, HR doesn't have a lot of other data, right? Maybe that engages survey once a year, but we got to have more because it's really important. And frankly, CFOs are looking for efficiencies, which is Latin for cost cuts and, we want to protect HR.

[00:04:41] Ben Brooks: We don't want to have HR teams lose the already lean headcount they have or not have the. program dollars for important platforms or analytics or programs like PILOT. You want to be able to not only protect the budgets but expand them because we know when HR gets more resource, HR spends it well and it makes a difference on the [00:05:00] employee experience and the results of the organization.

[00:05:03] Ben Brooks: The other thing is there's a lot of bias, right? Whether someone's an executive or an individual contributor doesn't matter. We're still humans and we have biases. And things can get really personal when it is revolving around people related manners. So when we, matters, I should say, not manners. So when we say, working around bias, it's one thing to say you shouldn't have bias.

[00:05:22] Ben Brooks: Well, the reality is around unconscious bias of all kinds. We have biases. We all do. I've got bias. You've got bias. It's unfortunately a bug in how our brains are wired and it can't be changed. It's about being present to it in numbers or a way that we can work around some of those biases. So DEI matters to you as well.

[00:05:40] Ben Brooks: Analytics and HR is a way to, to cut through that. Now, look, there's a lot of data out there, right? Nine out of 10 companies do an employee engagement survey at least yearly. I bet you do too, right? But the data on the EX employee experience is often inadequate. Measuring business financial impact of that.

[00:05:55] Ben Brooks: We often don't link the data sets together, which can be very powerful. And then look at that [00:06:00] 60%, almost two thirds of organizations prioritize what the executives want. Versus what the employees want, which is a problem, Dr. Timo Tischer here says, we suffer from what we call big paralysis trying to turn that overwhelming massive surface level data into actions that we can take to improve specific experiences.

[00:06:19] Ben Brooks: And so this is where, the conundrum is, it's not that we necessarily lack data. in our systems, right? But we don't always bring it together or make sense of it or take, action on it. Or if we do take action, we take super global whole company action when maybe you need to take more bespoke or localized action.

[00:06:38] Ben Brooks: We'd love to have you put in the chat right now, if you've got other pain points around data that would be important for us to know or to discuss today. Now, when we do use data, I remember when I first got into HR, there was this big seat at the table. Do we have a seat at the table?

[00:06:50] Ben Brooks: Right. And HR often reported into ops or general counsel or CFO who are reporting to someone else or reporting to the CEO. So they're really far from the C suite. [00:07:00] Now, most HR organizations have a seat at the table, and the question is what do you do with the seat? Are you there just to listen and observe, or are you to be a player, right?

[00:07:09] Ben Brooks: Well, we want to increase our influence on decisions. People have, come in with bad ideas, oh, let's do a layoff the day before Christmas. Bad idea, right? Heartless, bad on the brand, or, someone gets ganged up on or something else. We want to highlight how strategic HR can be and figuring how the organization can drive performance, figuring out, the currency of the organization.

[00:07:29] Ben Brooks: A lot of executives just are very disconnected from the reality of what's going on in the organization. Data can help show that and also help to prioritize. Most organizations are actually not that good at prioritizing and the data can really help it make. obvious where you should spend your time and attention.

[00:07:44] Ben Brooks: And of course we want to see the measurement of did the things we do work? And, of course for every HR professional, something I'm deeply committed to is for everyone to get more respect, frankly, in the profession. I think we deserve more respect as professionals. And when we go home at night, feel that [00:08:00] sense or, log off from home at night, feel that sense of pride in the work that we do.

[00:08:05] Ben Brooks: Cause we know that it really makes a difference and we can prove that in numbers. Korn Ferry, great organization said, organizations are increasingly finding themselves very data driven metric insistent. What a term metric insistent. I've never even heard that, but that's a perfect term and human resources departments can no longer approach the C suite, CEOs, boards, et cetera, piecemeal views of talent based on data scattered across the globe.

[00:08:32] Ben Brooks: So don't just take it from me or from PILOT. This is what Korn Ferry is saying, Dr. Timo, Dr. Other professors and researchers. This is a big structural change and we have to really up level our game. The chief people officers and frankly just the HR business partners and HR generalists of the future.

[00:08:49] Ben Brooks: Sherm talks a lot about, being in that strategic seat and driving change. you're going to be needing to drive it with numbers. So if you're not good at this yet, you're going to need to be. Now, biases I mentioned. There's a lot of biases. I'm only going to show you [00:09:00] eight here, not even go through all of them, but this is a great thing.

[00:09:02] Ben Brooks: If you have your phone out, you can take a quick picture of this, or you can follow up with one of my colleagues. I'll have him put his email address latent in the chat. He'll send you the deck if you email him. And we'll of course have the recording, different kinds of biases. This is where every person in your C suite, including you, Has these biases, blind spots, we often don't see our own blind spots.

[00:09:22] Ben Brooks: Others can, right? The anchoring bias, the first piece of information that someone hears, right? They'll hear, I don't know that our whatever depart, our operations team stinks, right? From one person and they're going in point then is our operations team stinks. Well, if you look at them, the data and the metrics and you find out that actually it's very efficient and quality is good.

[00:09:41] Ben Brooks: That can help change that, again, confirmation bias, right? We want to seek data that, confirms what we think or what we know. Conservatism bias, this is a big issue with DEI or tech change or hybrid or remote work, right? We're often slow to accept realities that are changing.

[00:09:57] Ben Brooks: Data can make that more obvious where we, the [00:10:00] narrative we can dismiss in that regard. So if you don't know a lot about biases, go study up on some of these. Now, Mike Bloomberg, personal role model of mine, who's a great mayor of New York City. Big data guy, right? His whole business, Bloomberg Terminals, multi billion dollar company, all about data.

[00:10:16] Ben Brooks: And he helped the finance teams and professionals, investment management professionals and banking professionals have more data. And that's made him so wealthy and successful. And if we think about the hierarchy, we've got opinions, data, metrics, analytics, insights, and action. So when I say data, it's actually all six of these things.

[00:10:35] Ben Brooks: Opinions are often observations or hypotheses or something else, which can have bias in them, of course, right? Data is like raw numbers, like in a spreadsheet, like we, so the opinion may be we're losing talent. The data could say, what kind of talent do we have? We have 1200 employees or a hundred employees quit.

[00:10:53] Ben Brooks: in the last quarter. That's just data, right? Metric would say, well, a hundred of, on 12, on 1200, right? It's like one [00:11:00] twelfth of the percentage of that or 17 percent year to date turnover is an example. That's a metric, right? Where you take essentially, you're doing some sort of equation, arithmetically.

[00:11:09] Ben Brooks: Analytics, right? Is where you get more specific and you slice it, often different ways and you'd really drill into something. So more sophisticated math, right? For instance, our managers and above have a 50 percent turnover after year five. And you're like, okay, so this aggregate 17 doesn't sound too bad, but 50 percent on this five year cliff.

[00:11:28] Ben Brooks: Whoa. What's the insight? The insight is that mid level talent is leaving once they vest in the pension at year five. Oh crap. right? We don't want that. Thought the pension was supposed to get people to stay, not leave. And then of course, the action would be to create sort of stay plans, right?

[00:11:45] Ben Brooks: Succession, the retention plans, et cetera, for those folks in advance of that year five cliff at year four. So that's the whole hierarchy. Again, a great slide to take a picture of or email us about. Layton can give you this deck, but this is one that really is great for your teams to [00:12:00] say, they may, you may say, bring me some analytics and they bring you data.

[00:12:02] Ben Brooks: Great. That's Where's the metric, where's the analytics, where's the insight, where's the action, right? You want to have all these. Now, Mike Bloomberg had a great quote I love, In God we trust, everyone else bring data. Jay Baer said we're surrounded by data, but starved for insights, starved.

[00:12:19] Ben Brooks: In good ol Sherlock Holmes, it's a capital mistake to theorize before one has data. A lot of spitballing and a lot of BSing done in conference rooms and on Teams and Zoom calls. You bring in some data, you start to deal in reality. Now, we want to bring data to life, because sometimes data's a little flat.

[00:12:36] Ben Brooks: Ugh, numbers, ugh, the spreadsheets, etc. Well, here's how we do it. Use graphs, right? Show, use double y axis graphs to show two things and how they work together, use MECOs, use all sorts of different, tables and graphs, probably something you haven't heard of. They're pretty easy to create these days.

[00:12:50] Ben Brooks: Use targets, right? If United Way raises money in your community, they have a thermometer, right? And you say, Oh, we're trying to raise a million dollars. Then we know what the goal is, right? Targets are [00:13:00] setting. What is the metric you want? Right. 17 percent turnover. Oh, our goal is to get it to 10.

[00:13:06] Ben Brooks: Great. The benchmarks help you set the target. Well, what is reasonable? The benchmark could be last year's performance, internal benchmarks or sister organizations or divisions. It could also be external, organizations will look if, it's subscriber turnover, right?

[00:13:20] Ben Brooks: And so on our average cell phone customers, leave their company 5 percent a year, right? You leverage these things to inform reasonable and sane targets. You don't set yourself up to fail. And then look, conditional formatting colors. Red, green, right? Positive number, green red, negative number, show the variances, bold things, etc.

[00:13:40] Ben Brooks: Simple things that can really start to really help people focus and understand what's happening. Use call outs, right? In PowerPoint, use the little thought bubble and starburst and point to something and say, This is the thing that's the issue, this stacked bar, this section, this is our opportunity.

[00:13:56] Ben Brooks: That can make a tremendous difference. You have to manage [00:14:00] expectations as well. This is super important and I learned it when I worked at Oliver Wyman, a top management consulting firm. You have to start before you show data with defining how it will be measured. Imagine someone that, came from maybe, Mars and they came to the United States and they were going to play golf or basketball or some other sport that had measurement.

[00:14:19] Ben Brooks: And we didn't tell them the rules and all of a sudden we're showing them the scoreboard or the numbers. They would be unfair, right? You want to define that up front. We want to document the calculations. What's our turnover? Are we counting contractors and part timers or just full timers?

[00:14:32] Ben Brooks: What's our headcount? Like we know in HR that these things can be nuanced and complex. So we're going to define a standard measure. So it's pulled the same way. So you don't get the, depends how you calculate it, because we calculated a single way and you document that. Again, the believable basis of estimate for your targets.

[00:14:46] Ben Brooks: Okay. We think that we can. Double the promotion rate of women this year in our company. Okay. Why do we think that, why do we think that's reasonable? What's the basis of that? Avoid overly complicated or hard to pull or dirty data. If it's too hard, don't go there. You [00:15:00] got to start with where you're going to get some wins.

[00:15:01] Ben Brooks: I've seen people waste years, on these impossible moonshot projects around data that had no impact on the business. Cause they just spent all this time drilling a hole to nowhere in that regard. Now your key performance indicators, KPIs. If you got 20 of them, they ain't key.

[00:15:17] Ben Brooks: You gotta have a few. You get in your car tonight, you're gonna have a speedometer for your speed, you're gonna have a fuel gauge, you're gonna have temperature, you're gonna have rpms. That's, coolant. That's about it, right? Yet your car measures thousands of things, but you don't need to know all of those while you're driving.

[00:15:33] Ben Brooks: The same with your organization. So, 5, 10 max. You get more than that. You don't, they're not key. They're just performance indicators. You want to document everything, and again, the line stakeholders in advance. When you write things down, it's very powerful. You don't have selective memories. You have receipts.

[00:15:46] Ben Brooks: Make sure that executives know where the variances are. If something is off, you Don't bury it or hide it and then have them spot it because they love to do that and they call you out and they think and then it breeds distrust up front. Be like, wow, we really missed this target or here's this issue.[00:16:00]

[00:16:00] Ben Brooks: Point them to the bad news. It will build trust. And of course, Be thinking about, if something is off, what are your hypotheses? What's the additional analysis you want to do? What do you want to go double check or confirm? You don't want to sit there and go, oh, I don't know. You want to say, hey, here's the things I want to go do next to look into that and find out what's really going on here.

[00:16:19] Ben Brooks: Now, numbers and narrative. This is where HR can use its secret superpower of understanding human factors and emotions. We talked about biases. Executives have emotions too. They've got feelings and they've got memories. People love stories. Sometimes if we start with the story, people are like, where are the numbers?

[00:16:39] Ben Brooks: Sometimes you want to end with the story. As we said, numbers and narrative second. Stories, testimonials, tangible examples. Wow, we did this thing. We've created this development program. We created this, this wellbeing benefit, right? We created this stay interview.

[00:16:52] Ben Brooks: We did these things and you give a specific example of someone who had the interview, who needed flexibility that you gave to, and they were going to quit their job and now they're staying and the [00:17:00] impact it's had on your customers. That's great, right? Use photos, video clips, bring someone in to speak about their experience.

[00:17:07] Ben Brooks: Hey, we did this thing as an organization that made a huge difference. Quotes, often in verbatim, can really capture something. So, you have an entire analysis of your engagement survey. And at the end of it, you have a comment where someone just said, it just doesn't feel like many people are really connected to one another.

[00:17:25] Ben Brooks: And you're like, yeah, that's it, right? That's all the data. And then again, your internal communications team and your marketing team can be really good at helping to bring some of this story and narrative to life and to make it look sexy. And that's an important thing. I have a marketing degree and I've really succeeded in HR because I'm a natural born marketer and I market HR components and programs and insights, and that's what gets people's attention and makes a difference.

[00:17:49] Ben Brooks: Look, there's a stat here that a presentation that has a visual aid can be 43 percent more effective. at producing action. [00:18:00] Single visual aid can be 43 percent more effective. So make sure this isn't just flat files out of an old HR system. Now you got to know your numbers too. So don't present data that you don't understand.

[00:18:11] Ben Brooks: If you don't understand it, learn it. Ask questions, sit down with the thing, understand the source, etc. You got to understand the quality, the recency. Oh, we've got engagement data. When's it from? 2020. Wow, the world was a little crazy in 2020. Why don't we get more current data? Consider if there's things like geography or currency or mergers or other things that might be affecting the data.

[00:18:32] Ben Brooks: Use source citations. So at the bottom, like in that last slide, we had a stat, but we had the citation at the bottom. It makes it more believable when it's like, Oh, where did that come from? Oh, it's there. I can go click on that. Or I understand that. And it really adds to the fidelity and the trust in your data.

[00:18:49] Ben Brooks: You want to also eliminate any data that is incomplete or inaccurate. If it's not ready for prime time, take it out. Sometimes, we typically put too much in, and so [00:19:00] we spend all this time going over the data, and we don't really pull out the insights or the action. And so we want to make sure that we only have stuff that's ready in that regard.

[00:19:08] Ben Brooks: So we talked about actionable tips, and this is a couple actionable tips I'd like to share with you. First of all, and by the way, if you've got other tips that you want to share that you've seen any of this so far, let's drop them in the chat right now. That's going to be my ask. I'm going to say, take a pause for a second.

[00:19:22] Ben Brooks: If you've got a tip around visualizing it, numbers and narrative, knowing the numbers, driving influence with data. Or if you've got a question, I've got a couple more minutes here. Let's put those in the chat so we can answer those and understand more about you and your interest and to make sure that as an HR community here with BambooHR, we're answering these things together.

[00:19:45] Ben Brooks: Now, this is a great slide to take a photo of again with your handy smartphone. I know all of you have one. Start with easy to implement and high impact analysis. So analysis that takes six months is not [00:20:00] easy to implement, right? Or analysis that may be really quick, but no one cares about is not high impact.

[00:20:07] Ben Brooks: So pick the thing that you could go make a difference. Like no one even knows how many people are in each of our divisions. And I'm going to create a graph that shows that great. And if people are frustrated by that, that would make a difference to know what percentage of our salary is going to which percentage of our businesses, or, which organizations are getting a higher return on talent for their salaries.

[00:20:27] Ben Brooks: Avoid data dumping and tease out the insights. Remember that quote about being starved for insights? Simple rule of thumb that a mentor taught me. Data makes you go, ummm...? I like that emoji, ummm..? Insights make you go, ah, like you're looking at fireworks. So if you're not going, ah, you may just have the, ummm..? data and you need to tease those insights out.

[00:20:51] Ben Brooks: You have to link your action to the analysis. So a what, and a so what, and a now what. What may be we have a [00:21:00] turnover problem, right? And the so what is every time we lose someone, it costs 50 percent of their annual compensation to replace them. So when we lose a hundred people a month and our average salary is a hundred thousand dollars, right?

[00:21:13] Ben Brooks: We can say, here's what that actually costs to our business. That's the so what. The now what is, PILOT. We're going to go do proactive retention strategies and we're going to try to cut that turnover in half, which would save us X dollars of money, right? That's where people are like, holy cow, HR, you're driving so much strategic value.

[00:21:30] Ben Brooks: It doesn't have to be really complicated, but it's really clear and it's really measurable. You want to do dry runs with fellow colleagues. This is underrated and it's a bit awkward to do a mock, but have them be your boss. Have them be knuckle crackers, have them pressure test, have them give you candid feedback, literally talk it out out loud and do it exactly like, Hello, David, like do the thing.

[00:21:52] Ben Brooks: It's awkward, but it will help you. I did a multiple mocks of this presentation to make sure that I was ready and got [00:22:00] feedback from my colleagues as well. Build or buy, just add data graphs and slide templates. Don't be trying to, make little janky things, Microsoft paint or something. Yeah.

[00:22:07] Ben Brooks: Leverage a lot of off the shelf BI tools, templates, your marketing and sales team probably have a bunch of things already predefined, finance as well, so you can just drop your data in and it looks great. And then your business intelligence, your finance and your compensation colleagues are all pretty good with Excel and Google sheets and databases.

[00:22:27] Ben Brooks: Leverage them. They want to use more data as well. You're allies in that fight. And again, postpone the expensive or hard to implement dashboards. This can be a thing you're like, Oh, We could make a dashboard. I'll tell you, every dashboard project I've worked on has been a disaster in my career. Not because dashboards aren't good, they just end up being way more complicated than we think.

[00:22:45] Ben Brooks: They take a long time, the data doesn't map, blah, blah, blah, blah, blah. Start with a low code version. Graphs. Spreadsheets. Microsoft Office tools, Google Docs tools. That's where you want to often start and get some momentum. [00:23:00] Frankly, Microsoft Excel is the most used and most powerful analytics tool on the planet.

[00:23:05] Ben Brooks: So don't underweight that. Now, we're going to offer you something that's a part of our product that we usually, we charge, money for. And it's, It's exciting because we've never given this to anyone and it's only because y'all are Bamboo HR stans and friends, pandas, if you will, that we're going to give this away, but we have a primary of what good looks like an example when you think, hey, if we're going to document the standards of the benchmarks, the visualization the metrics, get the alignment.

[00:23:28] Ben Brooks: What's an example of that, Ben? How could I see that? Well, my colleague Layton, his email address is on the slide here. This is his lovely face. He will email this to you, but only if you request it. Because this is sensitive part of our product, it's just for personal use as an example. If you request it from Layton in an email, just write measurement primer or the thing Ben said we could get or whatever.

[00:23:48] Ben Brooks: Send them an email. You got to send that email today, right? Don't, or today or tomorrow. It's got to be soon. Cause we're only going to offer this for a limited time, but to give you an example of what good looks like. Cause sometimes just having that object lesson really makes a [00:24:00] difference in inspiring action.

[00:24:02] Ben Brooks: Now with PILOT, as I mentioned, we built a whole program around measurement. So many learning DEI and talent programs have one time satisfaction surveys at the end, really squishy qualitative data. We needed to show before and after growth. We needed to show, did it change the perception of the company, their intent to stay, manager observed change in behaviors.

[00:24:22] Ben Brooks: So we've really built the entire six month program around this, which is what you'll see in that primer as an example of what you could do with your programs or how you could potentially leverage PILOT or something similar in the market. Again, it's an object lesson for you. So what we've covered today so far are HR's challenges and how to use the seat at the table.

[00:24:41] Ben Brooks: We've spent a long time, your predecessors have spent decades climbing up the corporate hierarchy to just get the attention that HR deserves. Now we got it. We have the seat. How do you use it? Well, we, we maximize our influence with data. That's, we talked about how really data can help around the biases, take out the emotion, get into the [00:25:00] facts, get attention.

[00:25:01] Ben Brooks: Et cetera. And then we've got best practices of how we show, display categorize, label, document, source site, the data, and then a lot of those actionable tips. Again, a lot of tangible tips, as well as a lot that's coming in the chat that you all shared in terms of tips. And if you've got a tip, you haven't shared a book, you love a podcast, you listen to a template that you're willing to share with others, et cetera.

[00:25:23] Ben Brooks: Let's drop those in the chat. Now, we have an exclusive offer for our friends of Bamboo HR. That's you all coming to this session today. We've again, never done this. I'm just really excited because we've had such great success with this event in the past. We have a really wonderful and powerful way to set up development programs, and we're giving 50 percent off to the implementation fee of anyone that starts working with us or gets a contract in place, at least through now, through the end of the year, we got a lot of time.

[00:25:50] Ben Brooks: Layton has a link right here. It's in the chat or email. where you can actually book a demo to understand more about what we do and what we offer. But know that when you buy any talent or learning or DEI [00:26:00] program, there's some work. You got to figure out who you're putting in it, how you communicate about it, how you set the standards, how you're tailoring it to your environment.

[00:26:07] Ben Brooks: Make sure all the technology works. It's a lot of valuable work that sometimes you have to hire a person to do. We do most of that for you. And we're going to give you all of that, and we're going to give it to you for half off if you start contacting us after this event and we start a conversation.

[00:26:19] Ben Brooks: Again, we're here to be in a conversation. Maybe now is not the right time, but when you're ready, we'll be ready for you. Now, what I'll say is we're also going to send out some other things. We will send out this recording, so the recording will go out. If you want the deck, though, email Layton.

[00:26:32] Ben Brooks: The recording will have the deck in it, but if you want the file, do that. There's a three part budgeting series that we did with HR Executive Magazine that we're going to share it to you about how to ask for more budget, how to get it approved, and how to implement HR technology regardless of what the platform is, whether it's Bamboo, PILOT, or something else.

[00:26:48] Ben Brooks: And then we have a bunch of webinars we do with authors, senior HR executives, a lot of thought leadership, and you get HRCI and SHRM credits. If you need those for certification, get, get on our email list and come to those webinars [00:27:00] cause you'll get your credits and you're going to learn a lot and be inspired.

[00:27:02] Ben Brooks: But again, Layton's your pal on all of that. So again, I'm Ben Brooks, the founder and CEO of PILOT. By the way, we're a certified diverse owned business. We're a LGBT certified owned business. And so companies get supplier diversity credit also when they work with us as an added bonus. We've got a QR code.

[00:27:17] Ben Brooks: You can click on the link, whatever's easiest for you. Probably going right to the chat where the links are. I would love to connect with you all on LinkedIn too. So if you haven't, my LinkedIn should be in the chat right now for my colleagues. But if you haven't, let's connect there because I also share a lot of stories and a lot of thought leadership and inspiration there.

[00:27:31] Ben Brooks: Thanks again to Bamboo HR for putting on a great event and thanks for investing your time. Go out, bring some insights to that data, visualize it, make it pretty, cut through the biases, and get the respect and the pride in your work that you deserve.

[00:27:46] Ben Brooks: Have a great week, everyone. Thanks for attending the Bamboo HR Virtual Summit.