December 20, 2023 • 28 mins
Description: 🎧 In this December Talent Report, we're spotlighting the freshest trends in the realm of talent. Uncover cutting-edge recruitment tactics, explore the surge in demand for emerging skills, and stay informed about the latest developments throughout the month of December. Tune in to stay one step ahead in the dynamic landscape of the competitive job market! 🌟
Resources:
Let's Connect:
Guest LinkedIn Profile - Jim Morgan
Host LinkedIn Profile - Sophie Boler
Transcript:
Transcripts are computer generated -- not 100% accurate word-for-word.
00:00:03:24 - 00:00:25:03 Unknown Hello everybody and welcome to 30 minute Thrive, your go to podcast for anything and everything HR, powered by MRA, the Management Association. Looking to stay on top of the ever changing world of HR? MRA has got you covered. We'll be the first to tell you what's hot and what's not. I'm your host, Sophie Boler and we are so glad you're here.
00:00:25:04 - 00:00:45:07 Unknown Now it's time to thrive. Hello, everybody, and welcome to this episode of 30 Minute THRIVE. It is time to go over this month's talent report, which is an up to the minute review of what's going on in the world of business with an emphasis on talent. With Jim Morgan, MRA's vice president of Workforce Strategies. So thanks for being here, Jim.
00:00:45:09 - 00:01:09:00 Unknown Yeah, thanks for having me. Happy holidays. Happy holidays. Well, this month you are looking at 2024, actually the year ahead. So talking about the opportunities that await and some of the challenges that might be on the horizon as companies prepare for this next year, 2024. So starting out with recruiting and retention innovation, Jim, you pulled some stats from MRA's recent comp trends report.
00:01:09:02 - 00:01:32:24 Unknown What is really shown here? Well, what we were talking about from the comp trends report was basically miscellaneous perks. Where are companies trying to distinguish themselves for others? Where are they trying to stand out? Just try to get some creative ideas of what people might be up to. And chuckled during the talent report that the number one item is employee lunches.
00:01:33:01 - 00:01:56:05 Unknown And any time I'm meeting with HR people, I always say food. You know, it doesn't make any difference how, where or when, why food is always a winner. But food also brings with it the side effects of chance for people to talk to each other and get to know each other better and help with the culture. But it's always something that you know, was relatively simple and is appreciated by people.
00:01:56:07 - 00:02:33:07 Unknown But on a more serious side of things, tuition assistance and flexible scheduling were numbers two and three, with about 65% of the companies saying that and the tuition assistance. Two things I think are happening. We talked a little bit about it last month, I think. But companies are starting to include tuition reimbursement in there. And so those students that might have student loans as becoming a part of that and I think you've got more both younger and seasoned workers that are looking for the specific training, which may be in an educational institution of what are the skills I'm missing.
00:02:33:07 - 00:02:57:07 Unknown So if we say to you, boy, you know, Sophie, you're an up and comer, emerging leader, but we need you to work on these two things. Maybe you should go get a certificate in this and go take a class in that as people are trying to build those career paths, I think it's starting to be singled out a little bit more that let's just identify what this person maybe is lacking right now and give them the opportunity to grow there.
00:02:57:09 - 00:03:17:05 Unknown Then we have some other things for allowance, additional time off office technology, enhanced benefit packages. And all of this comes back to what we're seeing more and more and is added the better that I know my employees and the people who work for me, the better I can figure out what matters to them. And we use the word benefits.
00:03:17:07 - 00:03:38:16 Unknown But I mean, it could be si
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:04):
Hello everybody and
welcome to 30 minute Thrive,your go to podcast for anything
and everything HR, powered by MRA,the Management Association.
Looking to stay on top of the everchanging world of HR?
MRA has got you covered.
We'll be the first to tell you what's hotand what's not.
I'm your host, Sophie Bolerand we are so glad you're here.
(00:25):
Now it's time to thrive.
Hello, everybody, and welcometo this episode of 30 Minute THRIVE.
It is time to go over this month'stalent report,
which is an up to the minutereview of what's going on
in the world of businesswith an emphasis on talent.
With Jim Morgan, MRA's vicepresident of Workforce Strategies.
So thanks for being here, Jim.
(00:45):
Yeah,thanks for having me. Happy holidays.
Happy holidays.
Well, this month you are looking at 2024,actually the year ahead.
So talking about the opportunitiesthat await and some of the challenges
that might be on the horizon as companiesprepare for this next year, 2024.
So starting out with recruitingand retention innovation,
Jim, you pulled some statsfrom MRA's recent comp trends report.
(01:09):
What is really shown here?
Well, what we were talking aboutfrom the comp trends
report was basically miscellaneous perks.
Where are companies tryingto distinguish themselves for others?
Where are they trying to stand out?
Just try to get some creative ideasof what people might be up to.
And chuckled during the talent report
(01:29):
that the number one itemis employee lunches.
And any time I'm meeting with HR people,I always say food.
You know,it doesn't make any difference how,
where or when,why food is always a winner.
But food also brings with itthe side effects of
chance for people to talk to each otherand get to know each other
better and help with the culture.
(01:50):
But it's always something that you know,
was relatively simpleand is appreciated by people.
But on a more serious side of things,
tuition assistance and flexiblescheduling were numbers two and three,
with about 65% of the companiessaying that and the tuition assistance.
Two things I think are happening.
We talked a little bit about itlast month, I think.
(02:11):
But companies are starting to includetuition reimbursement in there.
And so those students that might havestudent loans as becoming a part of that
and I think you've got more both youngerand seasoned workers
that are looking forthe specific training,
which may be in an educational institutionof what are the skills I'm missing.
(02:33):
So if we say to you, boy,you know, Sophie, you're an up and comer,
emerging leader, butwe need you to work on these two things.
Maybe you should go get a certificatein this and go take a class in that
as peopleare trying to build those career paths,
I think it's starting to be singled outa little bit more that let's just identify
what this person maybeis lacking right now
(02:54):
and give them the opportunityto grow there.
Then we have some other thingsfor allowance, additional time off
officetechnology, enhanced benefit packages.
And all of this comes back to what we're seeing more and more
and is added the better that I knowmy employees
and the people who work for me, the betterI can figure out what matters to them.
(03:14):
And we use the word benefits.
But I mean, it could be simple as knowing,you know, you like a triple latte
shot of peppermint,soy milk, something or other drink whole
class.
Okay, good.
And that just black coffee or not tea.
And so I come to youwith a 12 pack of coke.
I bring you I shop at Starbucksand get you the fancy drink that you like.
(03:38):
You know, the benefitthere is really, boy,
he's paying attentionand he cares about what's going on.
So I think a lot of companies are justtrying to figure out who are people.
And one of the little things we can dobesides offering a401k in health
care and time off,that might make a difference to them.
So that I think is really becominga bigger part of the retention strategy.
(03:59):
Yeah, absolutely.
Kind of going off of that recruitingand retention and moving into talent
thinking, you highlighted succession
planning in that it'sreally top of mind for companies.
But before we dive into that,
let's look at your quote of the month,which talks about succession planning.
So why did you exactly pick this quoteand you?
(04:21):
Well, firstyou got to tell us what to call it.
The one that I picked was on John Maxwell.
And he's a he's an author and speaker.
And the quote was,
when all is said and done, your abilityas a leader will be judged by how
well your people and your organization didafter you were gone.
Your lastingvalue will be measured by succession.
And I picked that one because of whatwe're going to talk about here in a second
(04:45):
is successionplanning is becoming a bigger deal.
We've talked about thatnot only for the C-suite
but for all of the key positions.
Companies are trying to build a deeperbench, have a number two person.
So whenever somebody leaves,we've got someone in the pipeline.
We're not starting over every time,just good business decisions.
But then we talked with the CEOs about itall of those things still apply,
(05:09):
but they're looking at italmost holistically from a strategy
point of view that says, well,if you take those things I just said,
that adds stability to the organization,we all get thrown into turmoil
when someone goes.
That type of transparencyputs our employees at ease.
That they know.
All right.
Well, whether I like the personor don't like the person, it's the enemy
(05:31):
I know versus the enemy. I don't know.
And I'd like to know what'swhat's happening there.
It certainly reduces costs.
So we have to find someone.
I would much ratherhave to find the number three position
because number two, field number one.
Number three, cell number two.
And now I'm looking for the third persondown the system rather than the top of it.
(05:52):
And so if we built that, that'sjust better for that for the organization.
And it's a chance for usto show value to employees.
If, you know,if someone sits down with you and say,
you know, Sophiain the marketing department,
here's what our plans are forthe department, Here's
where we think you fillin, here's where we think you fit in.
It gives you
something to say, okay, I know whatwhat they're thinking about for me.
(06:14):
Then I can have discussions on
maybe that's not where I want it to go,or that is where I want to go.
But just organizationally, that successionplanning makes a big difference.
I think what that quote really points outis, you know,
we can have an influence while we're here,but probably the biggest influence
we can have is do we set the placeup for success after we're done?
(06:35):
And so the process that we put in place,the things that we do, are not
people dependent. It's not over.
When Jim leaves, all of this stops.
It's Jim built this
and so it's all going to continueand nobody else has to figure it out.
And I think that's that's reallythe type of succession planning there
they're looking for ishow do we make this systemic
so we don't have to go through thisbig deal
(06:57):
every time somebody might retireor go somewhere else.
Yeah, absolutely.
And I guess you you kind of touched on it,but is there anything anything else
that you wanted to add was talent thinkingand succession planning in terms of
why we're kind of touching on this nowand any other information?
Yeah, that's that's a good follow up.
You know,
(07:17):
I think we're touching on it now
because of all these demographic thingsthat we've been talking about.
You know, we have 10,000 peopleturning 65 every day.
That means a lot of folks are leavingthe workplace
more than ever before just becauseof the size of the baby boomers.
So the numbers are driving it.
And then just some of the generationalthings that we have in place.
(07:38):
We're just building the list right now
of what's differentbetween the Z's and the Xers versus
the Boomers in the Xs versusZ’s and the Millennials. And
it's it'sa pretty big gap in the succession.
Planning helps the younger people comingup, you know, understand better
(07:58):
what the older folks have doneand how they've done it,
maybe what's good and what's bad and helpsthe older folks figure out
how are we going to transferthis knowledge down to a group
that maybe thinks differently,learns differently.
There's just lots of thingsthat have to also be overcome
because that's kind of a negative.
But there's there's a ton of opportunitiesif we can figure out how to speak
(08:21):
the same language.
And I was in ayou know, I was in a webinar today
on Artificial Intelligence, actually,and the woman that was presenting it
and this was just another differencethat made me think about it.
She said, You know, these youngertwo generations have grown up with this
growth mentalitythat you shoot for the moon.
If you make a mistake, you
(08:42):
fail fast and then you pivotand you go in a different direction.
And that'sjust because the world moves so fast.
Now, that's what they grow up with.
I grew up withlet's have a solid process in place.
Let's make sure it's controlled.
We don't release anything until it's100% perfect, you know, it's not ready.
Fire, aim.
It's always ready and fire.
(09:04):
And so just the way we approachthings is so incredibly different
because of what we've seen thatI think that's what's causing companies
to try to plan out a little bit morebecause we're going to have
we got to transfer all this knowledge
and there might bea couple of gaps in there
that we've got to figure outhow to fill in for sure.
And I would just add on and encouragelisteners, if you do want to
(09:25):
learn more about succession planningand some new tips and advice,
we just did a podcast episodewith our mogul Meyer
in our Ohio officeactually on succession planning solely.
So she gives a lot of great adviceand some resources too, on
just how to get started and challengesto overcome.
(09:45):
And kind of, Jim, like you mentioned,involving the whole organization,
that's a good call out too, becauseI mean, in our organizational development
area, there's just so much going on around
strategic planning, strategictalent planning, succession planning.
The people side of a lot of thingsis really getting a lot of attention.
Absolutely.
(10:06):
Well,
moving on here, let's talk about someHR creativity.
If so, you bring up AI in this sectionand the stats on companies stances on it.
So what are you really seeing here?
We had a report by an organization called
Better Works, and it's how the workforceis responding to generative A.I.
challenges and opportunities.
(10:26):
That's mostly the work around Chat GPTand some of the other systems
like that out there, trying to get a feelfor where folks at right now.
And with a little over40% of the companies have made evaluating
the use of generativeAI for HR a top priority.
Now what does that mean?
I don't know.
(10:46):
But at least it means that a lot ofcompanies are starting to think about it.
Another 20% are interestedin starting to ask questions.
20% more said, Well,you know, people are talking about it
in the hallway,but we're not really doing anything.
But less than 10% really said we don'twant anybody touching the thing, you know.
So I think like it or don't like it,it's coming.
(11:10):
You know, it's not coming here.
And so I think companies are startingto understand that.
And if you go a step further,the survey also said,
you know, if you talk to your company,to your employees
and how they're using it, you know,and they're like, yeah, about two
thirds of themare using some of their strategic
work, 60%generating ideas, 52% for simple writing,
(11:30):
you know, So there might even bea little bit of a dichotomy here between
where the company might think it isand where its employees might be,
because nobody's asking questions yet,you know, and that I mean, at MRA,
you know, we put out part of the surveythat said, are you doing anything?
Let's let's find out who are dabblers arebecause, one,
you want to encourage the innovation,but two, you want to make sure
(11:53):
that people are
getting into places where maybe they don'thave the knowledge yet to do it.
So I think as an employer,we really we've got to move and stay ahead
of our own people to say, here'sthe culture, here's what we're thinking.
You know, here are some do's and don'tshere, the user guide.
And that'swhat we're working on right now at MIRA.
And for our members,we're going to release the results
(12:17):
of our artificial intelligence surveywe just did with our members.
And one of the questions we said was,what do you want from us?
You know, over 80%said, I'd like our users policy.
I would like do's and don'ts.
I'd like to know,you know, basic information.
And so we're working on thatand we'll get that out to our members
(12:37):
because I think they know
their you know,
whether they're doing it on their ownor doing it for work or whatever
it might be, it's happening out thereand they've got to figure out what to do.
And the last part of the report and again,this is by an organization
called Better Works,
they asked
what specific areas are their employees
hopeful about thatcould support bias removal?
(13:01):
And the participants said, well,we think if you remove bias in employee
training and development,performance evaluations and promotions,
employee feedback,those three were all over 50%.
You know, so people's initial reactionis, you know,
if we're all on the employee feedback,if we're providing
feedback to the organizationbut it's going in, we're not to a human,
(13:23):
but in via artificial intelligence,one, it's anonymous.
Nobody knows what happens.
And then it removes the humanfrom saying, Well,
I know what that person's tryingto say there, and that's not really true.
So we're going to drop that one out.
If it's going inthrough artificial intelligence.
I mean, they'll read what was written
and try to figure outexactly what that means.
(13:44):
So people are at least open to it, probably more so than what I thought they were
crucial in the pudding.
When you start doing itthere, people are going to be like,
wait a minute, it all sounded really good,but I just want to make sure
I can sit down and talk to Sophiethrough I'm talking to Sophie.
I know what's going on versus,
you know, feeding it inand different in different places.
(14:05):
So it's new territory, it's new ground.
People are trying to figure it out.
And one of the other interesting thingsI heard just this morning
is they were talking aboutif you talk to people initially and say,
well, it could be evaluated by a humanor an algorithm
or an or an algorithm, peoplewill pick the algorithm and they say,
well, you know, if it's an algorithm and,you know, it must be true and honest.
(14:27):
But the more people have the opportunityto question, well,
what's in the algorithm,
the less confidence they have thatmaybe that's what they want it to do.
So it's almost like algorithmthat sounds important,
you know, butpeople are still writing the algorithm.
So I start asking you questions about,well, how did you measure for this?
Well, we took this, this and this.
well, that's not what I would have taken.
(14:48):
And then people are like, boy,you know what just happened?
So new stuff that's always new stuffwithout a lot of guardrails.
So people, I think, are really just
they're feeling their way through itright now.
Yeah,that's all so interesting. And I think
there's so
many functionalitieslike with AI and chat TV too.
And I was just talking with a coworkerand he,
(15:12):
I don't know, he taught me so,so many new things that I didn't
learn about chat that I thought,I get the gist of it and stuff,
but it's like, my gosh, no,there's a whole other 50% that I didn't
think are going to keep figuring that outeach week. Yep.
And this was, thiswas the discussion of the AI this morning
was the growth mentality.
(15:34):
This person has spent a lot of time outin the Silicon Valley
and working for Googleand other kind of companies.
And the mindset outthere is just we're going to release it.
It may not be perfectand we're not even sure
what's going to happen,but we're going to put it out there,
which is basicallywhat happened with the generative AI.
And then we're going to pivot and we'regoing to go in different directions
and, you know, that sort of has freakedpeople out like, my gosh,
(15:56):
how can you do thiswithout making sure you had it right?
And their philosophy iswe wouldn't have a 10th of the stuff
that we have on our cell phonesif somebody had just said, well, let's
just try this and see what happens,you know, and then they try it.
And if it works, great, and if it doesn't,they keep trying to fix it.
And that's kind of where we arewith all of this.
(16:16):
And that was kind of difficult.
Let's figure out how to do it differently.
So it's it's a new world order,that's for sure.
Yeah, absolutely.
Well, how about what C-suite leadersare thinking about right now?
Where do their concernsand thoughts really lie heading into 2024?
Well, the artificial intelligence rearsits ugly head again.
(16:38):
But I think aspeople are starting to learn more and more
about artificial intelligence,they're really starting to understand that
any data analytics or any analysisthat's done is based on the data.
And if your data isn't any good, it'snot going to make any difference.
And I think for not the first time,because people have always wanted
to have quality data and data integrity,
(17:00):
but now that they seethe next level coming,
they're thinking, well, we'renot even going to be able to do this.
If the data that we have is mush.
We can't run good analytics,we can't utilize artificial intelligence.
So I think, you know,they're taking a step back here
and saying, you know,we've been talking about all this stuff,
but who truly is in charge of our dataintegrity?
(17:22):
Who's truly in charge of collecting it,making sure that it's in there?
What is the status of it?
And I think that'swhat's starting to kind of keep people up.
Now is to say we're we're living in a dataanalytics
world with artificial intelligenceabout to take it to a whole new level.
If what we have is not very good, thenright
now is the time for us to make surewe start filling in all the blanks
(17:45):
for sure.
Moving on here from the field,looks like you pulled some stats
from a new surveyfrom the Conference Board on U.S.
Workers and Compensationin September of 2023.
So you kind of summarized the data hereand what you're seeing here.
Yeah, this was from the Conference Boardand it was trying to look at Non-salary
compensation and say,you know what matters here?
(18:08):
And I don't think there'sany real surprises, but top of the list,
workplace flexibility and options,whether by location,
by hours, whatever,everybody's hearing it.
But I think, you know, it'sgood to check in every once in a while
and just say, is that still what'sremaining at the top of the list?
And it is right behind that was bonusand commissions and incentive pay.
(18:32):
So not just your base salary,but it means something to people
if they know they're going to be rewarded
for certain achievements,certain revenue numbers or whatever.
So 64% of the employees saidthat, 60% said generous paid time off.
And I'm not surewhat the definition of generous is,
but it's a competitive market.
(18:53):
So I'm guessing part of that is based in
are you giving me enough that I can dothe work life balance that I want?
And is that a potential reward?
Is that one of the thingsthat we're giving away for a project
well done for goingthe extra step or whatever,
it may not be money for some peopleit might be take another day
or something along those lines.
(19:13):
Forth was retirementplans at just under 60%.
And last but still over 50% in fifth place
with health care plansthat are flexible and affordable.
So, you know,we got done talking about alternative
benefits a little bit ago as peopleare trying to figure out other things out.
But when you ask the question, what is it,you know, you still get paid time off
(19:38):
retirement, health care, you know,the biggies are still the biggies.
And so it's how do we make sure we'rehitting the right parts of the biggies,
I think.
And then finding the creative one again,it comes back
to knowing your people what what,what's a value to them.
Because if I give days off to peoplewho don't even use their time off,
now they're looking at me like,what are you nuts? You know?
(20:00):
And so no value add there.
So what is it that they're looking for?
Right?
So you also had just seen vicepresident of commercial banking at BMO
join you for this webinarand he gave insight into reviewing 2023
and then looking ahead into 2024from an economic and financial standpoint.
(20:22):
So what were some of of his key points?
I'll I'll summarize them here,but I will say that Jeff
really did a good job.
And so if anybody wants to actually seethe recording with his charts and things,
they should, you know, go to our Website at Marinette Dawg
and look up the talent reportfor our December.
But his outlook was actually pretty positive.
(20:44):
He said.
At this point,most economists are predicting
that stocks are going to havea pretty positive year in 2020
for some of the terms and quoteshe used was slow but controlled growth.
And the hard part is over, which I think
right nowpeople would take as great optimism
if you could just give me, you know,just give me something relatively stable
(21:08):
and put the probability of a
recession in 2024 between 15 and 25%.
So that's pretty optimisticthat, you know,
we're not going to see something in 2024.
You know, good news,bad news in the United States,
the economic conditions are pretty good.
There's a lot of geopolitical noiseout there around the rest of the world.
(21:32):
And so that, you know,is always a wild card in all of this.
Good news Backlogs for companies continueto be relatively strong.
University of Michiganputs out a consumer sentiment report,
which is basically, you know, how are theyfeeling about what's going on?
And the score is on a scale of 100.
(21:53):
And it was 61 in Novemberand jumped to 69 in December.
So people are feeling a little bit betterthat their wages are covering their food
and their rent and things like that.
So, you know,I think that those are all relatively
positive signs for peoplethat maybe trying to plan for a softer
landing is may actually going to happenand there isn't going to be
(22:16):
perhaps the catastrophe that we thoughtthere might be
a lot more interest in Mexico and Canada.
The trading partners that are right here,it's the easiest, you know,
So I think companies are picking upon that on the down side of things.
As I said, the geopolitical risk,there's an awful lot going on right now.
And in their survey,for the first time in quite some time,
(22:40):
geopolitical risk overcame talentas the top concern for CEOs.
So it's certainly on their mind.
The interest rates will probablystay up a little bit.
So that's a little bit of a concern.
And we're heading into an election year.
And any time that there's an electionyear, heaven knows what could happen.
(23:00):
And it doesn't even really matterso much on which party.
It's just all kinds of information
is going to be being thrown out thereand most of it will be negative
and that starts to affect peopleand then it has to settle down again.
So I think elections mightjust be a wild card
in all of this for 2024 as well.
And like you said,
(23:21):
I've had a lot of slideswith a lot of great information on them.
So so for you to go to MRA's websiteand watch the reporting there,
Jim's got his report,your PDF version on there too.
So you look at that,
but kind of moving on into church.
Now, the last section,
you've included some data on populationand some projections.
(23:43):
You also have a mapshowing the median age in each state.
So this data show.
But here's the here's the two takeaways.
I would say we had onethat looked at people over the age of 65
and people under the age of 18,and those two lines crossed in 2034,
meaning at that pointwe'll start having more people over 65
(24:05):
and actually not shrinking,but leveling off children under 18.
And we're living longer.People are sticking around longer.
We're not having as many children andit's just sort of, okay, well, so what?
And the so what basically meanswe're going to have fewer people
to take care of more people.
You know, if you want to really
(24:25):
just sort of cut through itall, that's what's about to happen.
So we're going to see
pretty good growth in the over 60 fivesand slide decrease in the under 18.
It's common.
Beware.
The other one was the median agein the states
and every state just had a number in it.
And northeast Midwest are all in the
(24:49):
if not in the forties pushing it 3839.
Florida being kind of the outlier
in the whole thingfor for obvious reasons retirement wise.
But this is starting to THRIVE policynow where you're seeing states
start to say, well, you know what?
So if you if you move to North Carolina,we'll help you with the down
payment on your house or we'll get youa better rate on a mortgage or the tri,
(25:12):
you know, we'll giveyou will allow you to deduct your
your mortgage percentages from yourincome tax, whatever it might be.
They're trying to set up tax policyand other types of incentives that say
if we can get peopleto come and build a house,
we're probably going to hang on to them.
And it's beginning.
You know, companies are knowingthat they're fighting for that
shrinking population group to say,you know, it's great
(25:35):
that, you know, Florida might be thinking,hey, we're growing like crazy.
And all these 75 yearold snowbirds are coming down here.
But those are going to be expensive peopleat some point, you know, just strictly
from a health care point of view,a friend, if for no other reason.
So it's really starting to THRIVE policy.
It's forcing companies then to say, look,
if we're in those stateswhere we're already 40 something
(25:57):
and going older,what does that mean for our workforce?
What do we have to automate?
What might have to go someplace else?
So I think, you know, the two chartsjust sort of show two mega
trends of things that are happeningthat, you know, if you're in HR
And you're 65 years old, you're thinking,well, that's somebody else's problem.
(26:18):
But if you're an hour
and you're 30 years old, you're
probably thinking, holy smokes,we're going to have to deal with this too.
So it's just another onethat's that's out there on the horizon.
So a couple of things to
model over during the holidaysand have a conversation with your family
about, you know, how old is your stateand what's it like there.
So perfect topic of conversation.
(26:39):
Yeah. Yeah.
What else do you have to talk aboutat the house?
Well, Jim, as we wrap up,
this was the last tailor report of 2023.
So how does the report schedulelook like for 2024?
I think we'll probably be ableto bring some different ideas
and things to the podcast in 2024.
We're changing the format a little bit.
(27:00):
We've used a lot of our own subjectmatter experts from Mirror in 2023,
and now we're going to start
bringing in companiesthat maybe are excelling at something.
So start out the year we're startingwith our artificial intelligence.
And so we're going to use a companythat's already using it
both in their company and their HRAnd we'll go through the talent report,
(27:22):
but we'll also utilize themin terms of their expertise
and then we'll talk about internships,but we'll be using companies
that have internsand how are they using that as a strategy
to develop their next group of leadersand things like that.
So you'll get the mirror perspectiveon what's
kind of going on in the big picture.
But I think we'll also be able to sharewith your listeners a little bit more
(27:46):
boots on the groundexpertise from a company
that's actually practicingwhatever we're talking about that day.
Well, I'm excited.
It sounds like a good start to 2024,so make sure you tune in, everybody.
You're bet.
And thank youfor all that great content today.
And kind of recapping
what you've been seeing in businesswith an emphasis on talent in December.
(28:08):
To our listeners,if you liked our chat and topic today,
don't forget to share out this episodeand consider joining MRA.
If you aren't a member already.
Like always, we have the resourcesin the show notes below,
including resources on this talent reportand the 2024 Talent Report schedule.
Otherwise, thanks for tuning inand we will see you next week.
(28:30):
And that wraps up our contentfor this episode.
Be sure to reference the show notes
where you can sign them to connectfor more podcast updates,
check out other MRA episodeson your favorite podcast platform.
And as always, make sure to follow MRA's30 minutes THRIVE
so you don't miss out.Thanks for tuning in
and we'll see you next Wednesdayto carry on the conversation.
Hello everybody and
welcome to 30 minute Thrive,your go to podcast for anything
and everything HR, powered by MRA,the Management Association.
Looking to stay on top of the everchanging world of HR?
MRA has got you covered.
We'll be the first to tell you what's hotand what's not.
I'm your host, Sophie Bolerand we are so glad you're here.
(00:25):
Now it's time to thrive.
Hello, everybody, and welcometo this episode of 30 Minute THRIVE.
It is time to go over this month'stalent report,
which is an up to the minutereview of what's going on
in the world of businesswith an emphasis on talent.
With Jim Morgan, MRA's vicepresident of Workforce Strategies.
So thanks for being here, Jim.
(00:45):
Yeah,thanks for having me. Happy holidays.
Happy holidays.
Well, this month you are looking at 2024,actually the year ahead.
So talking about the opportunitiesthat await and some of the challenges
that might be on the horizon as companiesprepare for this next year, 2024.
So starting out with recruitingand retention innovation,
Jim, you pulled some statsfrom MRA's recent comp trends report.
(01:09):
What is really shown here?
Well, what we were talking aboutfrom the comp trends
report was basically miscellaneous perks.
Where are companies tryingto distinguish themselves for others?
Where are they trying to stand out?
Just try to get some creative ideasof what people might be up to.
And chuckled during the talent report
(01:29):
that the number one itemis employee lunches.
And any time I'm meeting with HR people,I always say food.
You know,it doesn't make any difference how,
where or when,why food is always a winner.
But food also brings with itthe side effects of
chance for people to talk to each otherand get to know each other
better and help with the culture.
(01:50):
But it's always something that you know,
was relatively simpleand is appreciated by people.
But on a more serious side of things,
tuition assistance and flexiblescheduling were numbers two and three,
with about 65% of the companiessaying that and the tuition assistance.
Two things I think are happening.
We talked a little bit about itlast month, I think.
(02:11):
But companies are starting to includetuition reimbursement in there.
And so those students that might havestudent loans as becoming a part of that
and I think you've got more both youngerand seasoned workers
that are looking forthe specific training,
which may be in an educational institutionof what are the skills I'm missing.
(02:33):
So if we say to you, boy,you know, Sophie, you're an up and comer,
emerging leader, butwe need you to work on these two things.
Maybe you should go get a certificatein this and go take a class in that
as peopleare trying to build those career paths,
I think it's starting to be singled outa little bit more that let's just identify
what this person maybeis lacking right now
(02:54):
and give them the opportunityto grow there.
Then we have some other thingsfor allowance, additional time off
officetechnology, enhanced benefit packages.
And all of this comes back to what we're seeing more and more
and is added the better that I knowmy employees
and the people who work for me, the betterI can figure out what matters to them.
(03:14):
And we use the word benefits.
But I mean, it could be simple as knowing,you know, you like a triple latte
shot of peppermint,soy milk, something or other drink whole
class.
Okay, good.
And that just black coffee or not tea.
And so I come to youwith a 12 pack of coke.
I bring you I shop at Starbucksand get you the fancy drink that you like.
(03:38):
You know, the benefitthere is really, boy,
he's paying attentionand he cares about what's going on.
So I think a lot of companies are justtrying to figure out who are people.
And one of the little things we can dobesides offering a401k in health
care and time off,that might make a difference to them.
So that I think is really becominga bigger part of the retention strategy.
(03:59):
Yeah, absolutely.
Kind of going off of that recruitingand retention and moving into talent
thinking, you highlighted succession
planning in that it'sreally top of mind for companies.
But before we dive into that,
let's look at your quote of the month,which talks about succession planning.
So why did you exactly pick this quoteand you?
(04:21):
Well, firstyou got to tell us what to call it.
The one that I picked was on John Maxwell.
And he's a he's an author and speaker.
And the quote was,
when all is said and done, your abilityas a leader will be judged by how
well your people and your organization didafter you were gone.
Your lastingvalue will be measured by succession.
And I picked that one because of whatwe're going to talk about here in a second
(04:45):
is successionplanning is becoming a bigger deal.
We've talked about thatnot only for the C-suite
but for all of the key positions.
Companies are trying to build a deeperbench, have a number two person.
So whenever somebody leaves,we've got someone in the pipeline.
We're not starting over every time,just good business decisions.
But then we talked with the CEOs about itall of those things still apply,
(05:09):
but they're looking at italmost holistically from a strategy
point of view that says, well,if you take those things I just said,
that adds stability to the organization,we all get thrown into turmoil
when someone goes.
That type of transparencyputs our employees at ease.
That they know.
All right.
Well, whether I like the personor don't like the person, it's the enemy
(05:31):
I know versus the enemy. I don't know.
And I'd like to know what'swhat's happening there.
It certainly reduces costs.
So we have to find someone.
I would much ratherhave to find the number three position
because number two, field number one.
Number three, cell number two.
And now I'm looking for the third persondown the system rather than the top of it.
(05:52):
And so if we built that, that'sjust better for that for the organization.
And it's a chance for usto show value to employees.
If, you know,if someone sits down with you and say,
you know, Sophiain the marketing department,
here's what our plans are forthe department, Here's
where we think you fillin, here's where we think you fit in.
It gives you
something to say, okay, I know whatwhat they're thinking about for me.
(06:14):
Then I can have discussions on
maybe that's not where I want it to go,or that is where I want to go.
But just organizationally, that successionplanning makes a big difference.
I think what that quote really points outis, you know,
we can have an influence while we're here,but probably the biggest influence
we can have is do we set the placeup for success after we're done?
(06:35):
And so the process that we put in place,the things that we do, are not
people dependent. It's not over.
When Jim leaves, all of this stops.
It's Jim built this
and so it's all going to continueand nobody else has to figure it out.
And I think that's that's reallythe type of succession planning there
they're looking for ishow do we make this systemic
so we don't have to go through thisbig deal
(06:57):
every time somebody might retireor go somewhere else.
Yeah, absolutely.
And I guess you you kind of touched on it,but is there anything anything else
that you wanted to add was talent thinkingand succession planning in terms of
why we're kind of touching on this nowand any other information?
Yeah, that's that's a good follow up.
You know,
(07:17):
I think we're touching on it now
because of all these demographic thingsthat we've been talking about.
You know, we have 10,000 peopleturning 65 every day.
That means a lot of folks are leavingthe workplace
more than ever before just becauseof the size of the baby boomers.
So the numbers are driving it.
And then just some of the generationalthings that we have in place.
(07:38):
We're just building the list right now
of what's differentbetween the Z's and the Xers versus
the Boomers in the Xs versusZ’s and the Millennials. And
it's it'sa pretty big gap in the succession.
Planning helps the younger people comingup, you know, understand better
(07:58):
what the older folks have doneand how they've done it,
maybe what's good and what's bad and helpsthe older folks figure out
how are we going to transferthis knowledge down to a group
that maybe thinks differently,learns differently.
There's just lots of thingsthat have to also be overcome
because that's kind of a negative.
But there's there's a ton of opportunitiesif we can figure out how to speak
(08:21):
the same language.
And I was in ayou know, I was in a webinar today
on Artificial Intelligence, actually,and the woman that was presenting it
and this was just another differencethat made me think about it.
She said, You know, these youngertwo generations have grown up with this
growth mentalitythat you shoot for the moon.
If you make a mistake, you
(08:42):
fail fast and then you pivotand you go in a different direction.
And that'sjust because the world moves so fast.
Now, that's what they grow up with.
I grew up withlet's have a solid process in place.
Let's make sure it's controlled.
We don't release anything until it's100% perfect, you know, it's not ready.
Fire, aim.
It's always ready and fire.
(09:04):
And so just the way we approachthings is so incredibly different
because of what we've seen thatI think that's what's causing companies
to try to plan out a little bit morebecause we're going to have
we got to transfer all this knowledge
and there might bea couple of gaps in there
that we've got to figure outhow to fill in for sure.
And I would just add on and encouragelisteners, if you do want to
(09:25):
learn more about succession planningand some new tips and advice,
we just did a podcast episodewith our mogul Meyer
in our Ohio officeactually on succession planning solely.
So she gives a lot of great adviceand some resources too, on
just how to get started and challengesto overcome.
(09:45):
And kind of, Jim, like you mentioned,involving the whole organization,
that's a good call out too, becauseI mean, in our organizational development
area, there's just so much going on around
strategic planning, strategictalent planning, succession planning.
The people side of a lot of thingsis really getting a lot of attention.
Absolutely.
(10:06):
Well,
moving on here, let's talk about someHR creativity.
If so, you bring up AI in this sectionand the stats on companies stances on it.
So what are you really seeing here?
We had a report by an organization called
Better Works, and it's how the workforceis responding to generative A.I.
challenges and opportunities.
(10:26):
That's mostly the work around Chat GPTand some of the other systems
like that out there, trying to get a feelfor where folks at right now.
And with a little over40% of the companies have made evaluating
the use of generativeAI for HR a top priority.
Now what does that mean?
I don't know.
(10:46):
But at least it means that a lot ofcompanies are starting to think about it.
Another 20% are interestedin starting to ask questions.
20% more said, Well,you know, people are talking about it
in the hallway,but we're not really doing anything.
But less than 10% really said we don'twant anybody touching the thing, you know.
So I think like it or don't like it,it's coming.
(11:10):
You know, it's not coming here.
And so I think companies are startingto understand that.
And if you go a step further,the survey also said,
you know, if you talk to your company,to your employees
and how they're using it, you know,and they're like, yeah, about two
thirds of themare using some of their strategic
work, 60%generating ideas, 52% for simple writing,
(11:30):
you know, So there might even bea little bit of a dichotomy here between
where the company might think it isand where its employees might be,
because nobody's asking questions yet,you know, and that I mean, at MRA,
you know, we put out part of the surveythat said, are you doing anything?
Let's let's find out who are dabblers arebecause, one,
you want to encourage the innovation,but two, you want to make sure
(11:53):
that people are
getting into places where maybe they don'thave the knowledge yet to do it.
So I think as an employer,we really we've got to move and stay ahead
of our own people to say, here'sthe culture, here's what we're thinking.
You know, here are some do's and don'tshere, the user guide.
And that'swhat we're working on right now at MIRA.
And for our members,we're going to release the results
(12:17):
of our artificial intelligence surveywe just did with our members.
And one of the questions we said was,what do you want from us?
You know, over 80%said, I'd like our users policy.
I would like do's and don'ts.
I'd like to know,you know, basic information.
And so we're working on thatand we'll get that out to our members
(12:37):
because I think they know
their you know,
whether they're doing it on their ownor doing it for work or whatever
it might be, it's happening out thereand they've got to figure out what to do.
And the last part of the report and again,this is by an organization
called Better Works,
they asked
what specific areas are their employees
hopeful about thatcould support bias removal?
(13:01):
And the participants said, well,we think if you remove bias in employee
training and development,performance evaluations and promotions,
employee feedback,those three were all over 50%.
You know, so people's initial reactionis, you know,
if we're all on the employee feedback,if we're providing
feedback to the organizationbut it's going in, we're not to a human,
(13:23):
but in via artificial intelligence,one, it's anonymous.
Nobody knows what happens.
And then it removes the humanfrom saying, Well,
I know what that person's tryingto say there, and that's not really true.
So we're going to drop that one out.
If it's going inthrough artificial intelligence.
I mean, they'll read what was written
and try to figure outexactly what that means.
(13:44):
So people are at least open to it, probably more so than what I thought they were
crucial in the pudding.
When you start doing itthere, people are going to be like,
wait a minute, it all sounded really good,but I just want to make sure
I can sit down and talk to Sophiethrough I'm talking to Sophie.
I know what's going on versus,
you know, feeding it inand different in different places.
(14:05):
So it's new territory, it's new ground.
People are trying to figure it out.
And one of the other interesting thingsI heard just this morning
is they were talking aboutif you talk to people initially and say,
well, it could be evaluated by a humanor an algorithm
or an or an algorithm, peoplewill pick the algorithm and they say,
well, you know, if it's an algorithm and,you know, it must be true and honest.
(14:27):
But the more people have the opportunityto question, well,
what's in the algorithm,
the less confidence they have thatmaybe that's what they want it to do.
So it's almost like algorithmthat sounds important,
you know, butpeople are still writing the algorithm.
So I start asking you questions about,well, how did you measure for this?
Well, we took this, this and this.
well, that's not what I would have taken.
(14:48):
And then people are like, boy,you know what just happened?
So new stuff that's always new stuffwithout a lot of guardrails.
So people, I think, are really just
they're feeling their way through itright now.
Yeah,that's all so interesting. And I think
there's so
many functionalitieslike with AI and chat TV too.
And I was just talking with a coworkerand he,
(15:12):
I don't know, he taught me so,so many new things that I didn't
learn about chat that I thought,I get the gist of it and stuff,
but it's like, my gosh, no,there's a whole other 50% that I didn't
think are going to keep figuring that outeach week. Yep.
And this was, thiswas the discussion of the AI this morning
was the growth mentality.
(15:34):
This person has spent a lot of time outin the Silicon Valley
and working for Googleand other kind of companies.
And the mindset outthere is just we're going to release it.
It may not be perfectand we're not even sure
what's going to happen,but we're going to put it out there,
which is basicallywhat happened with the generative AI.
And then we're going to pivot and we'regoing to go in different directions
and, you know, that sort of has freakedpeople out like, my gosh,
(15:56):
how can you do thiswithout making sure you had it right?
And their philosophy iswe wouldn't have a 10th of the stuff
that we have on our cell phonesif somebody had just said, well, let's
just try this and see what happens,you know, and then they try it.
And if it works, great, and if it doesn't,they keep trying to fix it.
And that's kind of where we arewith all of this.
(16:16):
And that was kind of difficult.
Let's figure out how to do it differently.
So it's it's a new world order,that's for sure.
Yeah, absolutely.
Well, how about what C-suite leadersare thinking about right now?
Where do their concernsand thoughts really lie heading into 2024?
Well, the artificial intelligence rearsits ugly head again.
(16:38):
But I think aspeople are starting to learn more and more
about artificial intelligence,they're really starting to understand that
any data analytics or any analysisthat's done is based on the data.
And if your data isn't any good, it'snot going to make any difference.
And I think for not the first time,because people have always wanted
to have quality data and data integrity,
(17:00):
but now that they seethe next level coming,
they're thinking, well, we'renot even going to be able to do this.
If the data that we have is mush.
We can't run good analytics,we can't utilize artificial intelligence.
So I think, you know,they're taking a step back here
and saying, you know,we've been talking about all this stuff,
but who truly is in charge of our dataintegrity?
(17:22):
Who's truly in charge of collecting it,making sure that it's in there?
What is the status of it?
And I think that'swhat's starting to kind of keep people up.
Now is to say we're we're living in a dataanalytics
world with artificial intelligenceabout to take it to a whole new level.
If what we have is not very good, thenright
now is the time for us to make surewe start filling in all the blanks
(17:45):
for sure.
Moving on here from the field,looks like you pulled some stats
from a new surveyfrom the Conference Board on U.S.
Workers and Compensationin September of 2023.
So you kind of summarized the data hereand what you're seeing here.
Yeah, this was from the Conference Boardand it was trying to look at Non-salary
compensation and say,you know what matters here?
(18:08):
And I don't think there'sany real surprises, but top of the list,
workplace flexibility and options,whether by location,
by hours, whatever,everybody's hearing it.
But I think, you know, it'sgood to check in every once in a while
and just say, is that still what'sremaining at the top of the list?
And it is right behind that was bonusand commissions and incentive pay.
(18:32):
So not just your base salary,but it means something to people
if they know they're going to be rewarded
for certain achievements,certain revenue numbers or whatever.
So 64% of the employees saidthat, 60% said generous paid time off.
And I'm not surewhat the definition of generous is,
but it's a competitive market.
(18:53):
So I'm guessing part of that is based in
are you giving me enough that I can dothe work life balance that I want?
And is that a potential reward?
Is that one of the thingsthat we're giving away for a project
well done for goingthe extra step or whatever,
it may not be money for some peopleit might be take another day
or something along those lines.
(19:13):
Forth was retirementplans at just under 60%.
And last but still over 50% in fifth place
with health care plansthat are flexible and affordable.
So, you know,we got done talking about alternative
benefits a little bit ago as peopleare trying to figure out other things out.
But when you ask the question, what is it,you know, you still get paid time off
(19:38):
retirement, health care, you know,the biggies are still the biggies.
And so it's how do we make sure we'rehitting the right parts of the biggies,
I think.
And then finding the creative one again,it comes back
to knowing your people what what,what's a value to them.
Because if I give days off to peoplewho don't even use their time off,
now they're looking at me like,what are you nuts? You know?
(20:00):
And so no value add there.
So what is it that they're looking for?
Right?
So you also had just seen vicepresident of commercial banking at BMO
join you for this webinarand he gave insight into reviewing 2023
and then looking ahead into 2024from an economic and financial standpoint.
(20:22):
So what were some of of his key points?
I'll I'll summarize them here,but I will say that Jeff
really did a good job.
And so if anybody wants to actually seethe recording with his charts and things,
they should, you know, go to our Website at Marinette Dawg
and look up the talent reportfor our December.
But his outlook was actually pretty positive.
(20:44):
He said.
At this point,most economists are predicting
that stocks are going to havea pretty positive year in 2020
for some of the terms and quoteshe used was slow but controlled growth.
And the hard part is over, which I think
right nowpeople would take as great optimism
if you could just give me, you know,just give me something relatively stable
(21:08):
and put the probability of a
recession in 2024 between 15 and 25%.
So that's pretty optimisticthat, you know,
we're not going to see something in 2024.
You know, good news,bad news in the United States,
the economic conditions are pretty good.
There's a lot of geopolitical noiseout there around the rest of the world.
(21:32):
And so that, you know,is always a wild card in all of this.
Good news Backlogs for companies continueto be relatively strong.
University of Michiganputs out a consumer sentiment report,
which is basically, you know, how are theyfeeling about what's going on?
And the score is on a scale of 100.
(21:53):
And it was 61 in Novemberand jumped to 69 in December.
So people are feeling a little bit betterthat their wages are covering their food
and their rent and things like that.
So, you know,I think that those are all relatively
positive signs for peoplethat maybe trying to plan for a softer
landing is may actually going to happenand there isn't going to be
(22:16):
perhaps the catastrophe that we thoughtthere might be
a lot more interest in Mexico and Canada.
The trading partners that are right here,it's the easiest, you know,
So I think companies are picking upon that on the down side of things.
As I said, the geopolitical risk,there's an awful lot going on right now.
And in their survey,for the first time in quite some time,
(22:40):
geopolitical risk overcame talentas the top concern for CEOs.
So it's certainly on their mind.
The interest rates will probablystay up a little bit.
So that's a little bit of a concern.
And we're heading into an election year.
And any time that there's an electionyear, heaven knows what could happen.
(23:00):
And it doesn't even really matterso much on which party.
It's just all kinds of information
is going to be being thrown out thereand most of it will be negative
and that starts to affect peopleand then it has to settle down again.
So I think elections mightjust be a wild card
in all of this for 2024 as well.
And like you said,
(23:21):
I've had a lot of slideswith a lot of great information on them.
So so for you to go to MRA's websiteand watch the reporting there,
Jim's got his report,your PDF version on there too.
So you look at that,
but kind of moving on into church.
Now, the last section,
you've included some data on populationand some projections.
(23:43):
You also have a mapshowing the median age in each state.
So this data show.
But here's the here's the two takeaways.
I would say we had onethat looked at people over the age of 65
and people under the age of 18,and those two lines crossed in 2034,
meaning at that pointwe'll start having more people over 65
(24:05):
and actually not shrinking,but leveling off children under 18.
And we're living longer.People are sticking around longer.
We're not having as many children andit's just sort of, okay, well, so what?
And the so what basically meanswe're going to have fewer people
to take care of more people.
You know, if you want to really
(24:25):
just sort of cut through itall, that's what's about to happen.
So we're going to see
pretty good growth in the over 60 fivesand slide decrease in the under 18.
It's common.
Beware.
The other one was the median agein the states
and every state just had a number in it.
And northeast Midwest are all in the
(24:49):
if not in the forties pushing it 3839.
Florida being kind of the outlier
in the whole thingfor for obvious reasons retirement wise.
But this is starting to THRIVE policynow where you're seeing states
start to say, well, you know what?
So if you if you move to North Carolina,we'll help you with the down
payment on your house or we'll get youa better rate on a mortgage or the tri,
(25:12):
you know, we'll giveyou will allow you to deduct your
your mortgage percentages from yourincome tax, whatever it might be.
They're trying to set up tax policyand other types of incentives that say
if we can get peopleto come and build a house,
we're probably going to hang on to them.
And it's beginning.
You know, companies are knowingthat they're fighting for that
shrinking population group to say,you know, it's great
(25:35):
that, you know, Florida might be thinking,hey, we're growing like crazy.
And all these 75 yearold snowbirds are coming down here.
But those are going to be expensive peopleat some point, you know, just strictly
from a health care point of view,a friend, if for no other reason.
So it's really starting to THRIVE policy.
It's forcing companies then to say, look,
if we're in those stateswhere we're already 40 something
(25:57):
and going older,what does that mean for our workforce?
What do we have to automate?
What might have to go someplace else?
So I think, you know, the two chartsjust sort of show two mega
trends of things that are happeningthat, you know, if you're in HR
And you're 65 years old, you're thinking,well, that's somebody else's problem.
(26:18):
But if you're an hour
and you're 30 years old, you're
probably thinking, holy smokes,we're going to have to deal with this too.
So it's just another onethat's that's out there on the horizon.
So a couple of things to
model over during the holidaysand have a conversation with your family
about, you know, how old is your stateand what's it like there.
So perfect topic of conversation.
(26:39):
Yeah. Yeah.
What else do you have to talk aboutat the house?
Well, Jim, as we wrap up,
this was the last tailor report of 2023.
So how does the report schedulelook like for 2024?
I think we'll probably be ableto bring some different ideas
and things to the podcast in 2024.
We're changing the format a little bit.
(27:00):
We've used a lot of our own subjectmatter experts from Mirror in 2023,
and now we're going to start
bringing in companiesthat maybe are excelling at something.
So start out the year we're startingwith our artificial intelligence.
And so we're going to use a companythat's already using it
both in their company and their HRAnd we'll go through the talent report,
(27:22):
but we'll also utilize themin terms of their expertise
and then we'll talk about internships,but we'll be using companies
that have internsand how are they using that as a strategy
to develop their next group of leadersand things like that.
So you'll get the mirror perspectiveon what's
kind of going on in the big picture.
But I think we'll also be able to sharewith your listeners a little bit more
(27:46):
boots on the groundexpertise from a company
that's actually practicingwhatever we're talking about that day.
Well, I'm excited.
It sounds like a good start to 2024,so make sure you tune in, everybody.
You're bet.
And thank youfor all that great content today.
And kind of recapping
what you've been seeing in businesswith an emphasis on talent in December.
(28:08):
To our listeners,if you liked our chat and topic today,
don't forget to share out this episodeand consider joining MRA.
If you aren't a member already.
Like always, we have the resourcesin the show notes below,
including resources on this talent reportand the 2024 Talent Report schedule.
Otherwise, thanks for tuning inand we will see you next week.
(28:30):
And that wraps up our contentfor this episode.
Be sure to reference the show notes
where you can sign them to connectfor more podcast updates,
check out other MRA episodeson your favorite podcast platform.
And as always, make sure to follow MRA's30 minutes THRIVE
so you don't miss out.Thanks for tuning in
and we'll see you next Wednesdayto carry on the conversation.
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