Transcript
Speaker: hey everybody, welcome to another episode of the Frontlines podcast. I'm Tim Sackett. We're back in Boston with my great friend Madeline Arano. And we also have a special guest. Madeline, how are you doing? I'm doing well. used to call me your best friend now I've been devoted down to great. Well, I mean, you know, didn't really share your lunch with me. I know, I didn't. She picked a better lunch. She went over there, fingered through everything. It's like, no, don't want that.
Speaker: So we're in Boston at the Workday Horizons event, and we're getting to actually interview some great TA leaders. And Heather, don't you go ahead to introduce yourself to the millions of listeners? Sounds great. Hi, I'm Heather Hampson. i'm the vice president of talent at Global Partners. We're a liquid energy company. that we support the terminal ah fuel supply and retailers for gasoline in the Northeast, Midwest, Mid-Atlantic. So if there's a gas station near you with your car full of gas in any one of those markets, we probably sort put the fuel in your tank or in your home. We're a heating oil provider as well. Yeah. So about how many hires roughly a year? Just over 3,000, depending on seasonality, but usually about 3,000 every year
Speaker: And you guys recently went through, i think you're six months into a Paradox Workday implementation. Talk to me a little bit, because I think one of the things we don't, i like everyone loves Paradox. Yeah, it's probably one of the best things I've done in career.
Speaker: But it's like, when do you think about that implementation side, like what what was the real like implementation timing of like, hey, we decided like we want to use this to we can actually go live. like What was that like?
Speaker: So we had been under another contract for about three years and I probably knew six months into that contract that we probably made a bad decision. Yeah. And we had always had paradox in our mind. do you want to throw them under the bus? ships Huh? Do you want to throw that company under the bus? No. No, I'm just kidding. I mean, did there's something, things you know, when companies do create multiple products, you have to pay attention to all of those products. They defocus. Yeah, they definitely defocus. Like I've got many examples around that where, you know,
Speaker: The current vendors that we're using, like Workday and Paradox, they they they are being true to what they do, which which I love, and being smart and bringing in wildly talented people to continue to run those business businesses like Adam yeah from Paradox now joining the Workday team and and overseeing all the tech stack for talent acquisition. Yeah.
Speaker: So I knew six months in that were gonna have to get through this contract and continue to build that relationship with Paradox. And so when we knew that we were coming up on the end of the year, end of the the contract and we needed a budget for the next year, they were very kind in how we did that transition. But we did it fast. We did a very fast implementation. We not only did the high volume scheduling, we did the career site as well. yeah And we did it in six months. So we had to be really thoughtful about our criteria. We already did a lot of research. We spent a lot of time thinking about what we wanted by looking at other people's career sites. I think there's a lot you can do prior to being ready to go if you're if you're proactive. And and we were.
Speaker: Well, and you also, you you know you actually said you had another process, even though it might not be the best one you wanted. You had something that was working, and so you can build something like better alongside it. Yeah, and it wasn't, yes, it was working to a fault. So we knew what we needed the next one to look like. Yeah. Right. So that was helpful. Like, it's like sometimes you have managers that you work for, and you're like, ah, that's not what I would do. I'm going to learn that by not doing that. So that was one one of the things with this particular vendor. Yeah.
Speaker: You've shared, so six months in, and you've shared something earlier about some of the results that you've seen already, which is amazing. Do you want to share? Yeah, you know, i think when we first introduced the concept of high volume scheduling with our other provider, and it was inconsistent, it wasn't, the general managers had a really difficult time using the calendar function and creating white space, and there was no connect connectivity to the actual candidate and being able to reschedule, you know. And so we maybe saw a slight reduction, maybe by 15% at most in our advertising spend. And so when I budgeted for Paradox, I built in a budget for our CBA with that percentage of decrease in advertising spend.
Speaker: And I've been watching inconsistently since January. Every month, we've only spent half of what I budgeted for advertising. saless I mean, wild. yeah And I was just talking to another woman, Rachel Allen from 7-Eleven, and she's like, just wait, you're going to get to 75%. And I was like, I can't wait. I'm so excited. I'm not telling my CFO that. yeah And every now now, when I want to purchase another technology solution, I've got some credibility in my backpockets. I love that. And you probably had to spend a lot on advertising. I mean, you're not a household brand. We're not at all. No, we have like nine brands, Jiffy Mart, Owltown Fresh, Honey Farms, you name it. So nobody, we're not like the TJ Maxx, the Home Foods, the Marshalls under one family. We're like nine unrelated cousins yeah under under one family. Unrelated cousins. So super hard from a marketing dollar perspective to market from just our our brands, but then from the candidates.
Speaker: branding as well yeah it was it's super challenging and so yeah we those evergreens you know can only go so far especially if they're not at the top of a search for say cashier looking for a cashier job near me um you've got like the home depots of the world that are going to pop to the top and it's brand recognized so why would i i can be a cashier at home depot versus global partners yeah yeah that's that's not global you made a joke about that you're like global partners we're not global yeah we're not So we're doing our best to weave it together. I think there's unicorn brands out there. right You mentioned some of the retail ones or whatever. We all kind of know them. But at the end of the day, most of us work for brands that aren't well-known. no right and But you can still have major impact if you just get people to actually convert that are already coming to your site, that are already in your towns and places that you're trying to hire and don't make it hard on them. right like Reduce the frictions. Exactly. So like that applicant to interview, like where we don't have them drop off, and they can immediately schedule with a general manager and um and come in, and then they experience that conversation with the general manager, and the general manager just says, this is what I can teach you. This is what you can learn from this opportunity, and that's what we've reinforced with the general managers as hiring managers. Here are the things you should emphasize in the interview process so they want to come work for you. Here are what other things you're willing to teach versus maybe some other big box retailer.
Speaker: yeah It's a small environment. There's only a handful of employees in one store, so you could have individualized attention. Yeah, that's really good. So one of the things we want to talk about was this, like, but we don't get a chance to talk about a lot, but you brought up some great examples of like, kind of talent, mobility, and getting people and to me, it's the concept of it's, you know, oh, you can go from the cashier to the CEO. And we're always like, is that real? And you're like, well, like in stages, it is. Yeah, it really is. We are heavily focused on internal talent mobility. So we're looking at
Speaker: internal candidates similar to how we're looking at external candidate candidates. So we went through a huge exercise last year of having all employees, even all of our retail frontline employees fill out their career profile. And so as recruiters, we can go into Workday and do the Find Workers Report and create search of criteria similar to skills and experiences that will bring to the surface these employees that are in our system that say they have these skills, maybe from a previous employer, maybe it's from what they've learned and yeah decided to tell us that they're doing today. against our job description. And so then as we're creating a pipeline, say through LinkedIn externally, we can we can do it in both places, internally and externally. And so we're showcasing that, how important it is to tell us who you are, and so that we can have a pulse on all of the talent within our organization. And there's so many examples I can tell you. There was a a general manager really looking to do something different. And she put her skills and profile and work experiences and things that she was sort of passionate about or liked that were part of our business as aspirations into her profile. And sure enough, when a a car wash corporate position became open to help with the maintenance and understanding and the training of the car washes within our footprint,
Speaker: she applied and interviewed and got the job. And got the job. Yeah. So, you know. It is amazing. It is. And then we have another example where a person um was on the team. She started out as a cashier. um really hadn't gone to school yet, went from high school to being a cashier with us up in the New Hampshire, Nashville area, started as a cashier, realized that she had some potential. She was curious. She's a curious person, always looking for information, asking questions, and right? The natural, inquisitive personality. But um noticed that we had a tuition reimbursement program. So she signed up for some college classes.
Speaker: And then over the course of, three to four years she got her degree using our tuition reimbursement she became a general manager while she was a general manager she learned that role really really well but then she began to network with other people in different teams within the company and so she got really curious and interested in hr and talent acquisition she was always working with the recruiter to help her staff her location and she had opened a brand new concept called our All-Town Fresh, which is a fast, casual, full-service kitchen within one of our gas stations. So she worked really closely with that recruiter, and she was like, tell me more about what you do.
Speaker: so So sure enough, when a position opened up, she became a recruiter for us. She's on your team. She is on our team, my team. And then she got really curious about talent development. It's like, oh, loved when somebody taught me. want to be able to teach somebody else. So she's now in talent development. And so what a remarkable nine-year journey from cashier to one of my senior talent development specialists. Well, and being able to go pay that back too, knowing that, hey, I was a cashier and got it all the way here. And then to be able to go out in the field and share that with everybody else. It's like, I know I'm a walking example of this. He actually works. Whether you're recruiting or developing. So I have two stories. Lots of employee success stories first site. a stat that people never believe. And I'll have to, I find, I believe it's a BLS stat. 85% of frontline hourly workers will only work hourly work in their entire career.
Speaker: And so it goes to your talent mobility side of like, yeah you actually can you can give these people opportunity and options and all this other stuff. um Also, like you have this really like amazing story of hiring. and i When I was at Applebee's, I had a leader come to me and goes, hey, we you have a recruiter opening. I want you to interview this kitchen manager. Her name's Shawn. Shout out to Shawn. She worked at the circus.
Speaker: and Absolutely not. I'm like, no way. She worked at the circus. And so I interviewed her. And she was amazing. She was the best recruiter. I'm like, if you can work at a circus, you can work at her. You can work at Applebee's. Absolutely. my gosh. That's so funny. Yeah.
Speaker: I mean, I love the internal mobility, too. I've been guilty of this even on this podcast, is saying internal mobility for frontline hiring It's different. It's just basically going to be, i don't want to work nights. I don't like this manager. i don't want to have to go to my manager and tell my manager I don't like them and I want to work different hours. yeah But that's, I mean, hearing you talk, no. mean, this real. it's really about telling them, let's talk about what your skills What do you like to do? What kind of work experiences can you get from this? And I may have said it earlier to somebody, and I said, it's really about them understanding that the things that they do mean something. Like, even outside of work, you know, if you're a mom,
Speaker: you know how to time manage you or probably task project manager to a team like that's a skill yeah and you have to capitalize on that and really understanding you know how you have the conversation with employees around what their skills are not necessarily what you know what they've been feeling like the only thing they're able to do or their experience like yeah if you don't have experience well Yeah, sometimes it's having somebody believe them, give them the confidence. It's like I teach you the hard skills. Like we did you know female leadership training at Applebee's. And when we first started, it was all soft skill stuff. we thought and they were like, no, we want to know how to read a P&L. We want to know how to order. yeah We want to be able to move up and become an assistant manager. We want to know how to do Excel. And now it's like, ah now you've got to show me how to write prompts. Yeah, exactly. Yeah, like there's so many things in retail that you don't get anywhere else that you can just be surrounded by in one small business. and learn all of that in one in one place yeah without having to go very far. yeah
Speaker: It's 100% of that. There's been a lot of talk at this event about retention. And we've had some podcasts talking about it too. So has this strategy around talent development and mobility impacted retention? Yes, for sure. So we focus a lot on that 30 day mark. If they got to 30 days, they got to 90 days. And if they got to 90 days, they got to one year. And if they got to one year, they actually stayed with us for three plus years. I love that. Yeah, that lineage. Yeah. So we were having an insane amount of drop off at the 30 day mark, you know, over benchmark, 116% turnover at the 30 days. Right. So you were only retaining the 10 year people. You're only retaining just the people who had made it to a year. So we focused and we brought in a a concept called End Border, which I believe Workday was demoing today around an employee conversation where you can ask questions around how was your first seven days and sort of you can go t minus seven days and talk to them seven days before they start potentially. yeah And then or up to seven days after and then have these constant pse pulse checks. That definitely helped us retain people at 30 days because if we got like a a sad face in the first seven days, we could call up that GM and say, Hey, or the GM actually saw their results. We can partner with them. They could see oh something's not going well in this first week and get to them. Yeah. before they started looking for that next place they could walk their feet to. And so often it's just that conversation. It's like sitting down with them going like, what is And like, oh, well, you know, it's this change of like, it's a shift I don't like or it's a this or whatever. like, and it's something they can usually change or they have control In our industry, it's it's gas pumps. You have to make sure you're really safe and compliant when it comes to the gas pumps. And like for somebody, it might have just been like, I'm really nervous about the emergency switch. Okay.
Speaker: Let's go through it. Let's go through it five times so you feel really comfortable about it. Don't walk away from it because you're scared of it. We can role play enough where you feel good about what you need to do in an emergency. because So then when you actually dig and ask questions why somebody's kind of not feeling good, it's usually something training related. yeah It usually is. And you just don't know it because you don't ask. It's a quick fix. It seems like it's 99% of them are fixable.
Speaker: Yes. And then we just know it's asked or no one's even thought of it. And they're just like, oh, yeah, well, they're showing up to the shift and they're learning this stuff and it seems fine. All of a sudden, they're like, I quit. you're like, what? i Out of nowhere. You're like, why? you know We do so still need to do a better job of asking proactively. like Tell me that the one thing. If we, on a scale of one, Adam Grant talks about this, on a scale of one to 10,
Speaker: If I'm not, what what would you rate me? And if I'm not 10, what would get me there? yeah I think if we asked more employees that in their first seven days, we could probably solve all of it. Yeah. yeah yeah I know. I always ran into, I think, my managers that, again, they were never really comfortable. It's one of the things, they were a great employee. They knew all the stuff. They were the best. They were engaged. They showed up. They did everything. And so we made them a manager and then we kind of failed them as managers on how do you actually have a one-on-one with an employee and become comfortable Not just how you have it, but like how do you actually really want to be comfortable with it? And like that was the thing for me is like when I take a look at the best GMs or the best managers in that multi-unit environment, they always like were just naturally like comfortable having a conversation with an employee. Yeah. And like they would build that. Communication skills. Yeah. You build that. Yeah. It's those soft skills that you're just kind of like, but you then you just kind of like throw keys at them and say, okay, now you're the manager. Yeah. And take inventory and make sure you don't give the profits And they can do all that stuff, but you can't figure out why they can't hold employees. Yeah. You're just not talking to them. Yeah. You're not connecting with them.
Speaker: Because you're nervous about all the other things. So in the more we can automate the other things like inventory and that kind of stuff, then we can be back with people. But um I've been thinking about this a lot lately and just retail and restaurants and frontline is fun. Like you can work with some really good people. You can, You know, experience different customers and guests that come in and build relationships and network. You learn a lot.
Speaker: It should be fun. And like, we just have to approach it from that way. You can learn and have fun and, and, um, and, and then grow in that role.
Speaker: or Well, and and we all work frontline jobs. Like we had asked you on the other pod. So if if people would need to go back to the other pod to see your frontline Um, but like, i always think that too, it's like the, like the times that it was busiest or the times that some crazy happened were the funnest times of working a frontline job. It wasn't the boring times when there was nobody around or you're, you're wiping the counter down for the fifth time in the day. no one you remember it's i know horror stories at the time I worked. So I worked for a bait at a bakery in college at different points in college and when I come home from college and they would make wedding cakes. That would be a big deal in the summertime. And the one of the bakers was up, I mean, hours and hours on the wedding cake. And he came in and I had to hold the freezer door open
Speaker: so he could come in with the wedding cake and I had it open and I was back as I needed to be and he walked into the door and the cake. So I'd love to say this is the best memory but it's truly the most horrible memory. But how many hours? But yeah, I think. And then did you ever laugh about it later? Yeah, yeah. It was like probably the next day. was just, yeah, you recover. The hazing Talk about resilience, right? The hazing you do in those frontline jobs too.
Speaker: And I'm not talking like necessarily like really bad, like probably hazy, but like I remember like working at a theater in concessions and every time we had a new employee, first day, like you get done, night shift. So it's like already like midnight. They're probably up later than they had been working. And then we'd say, okay, now you got to go fill the drinking fountains.
Speaker: and we would make them fill two five gallons of water. And then they had to carry it like 200 yards through the theater, splashing, sloshing. And then they would take it and slowly pull it pour the water down the drain of the drinking fountain. And like no one ever questioned, like I had no idea this is how drinking fountains got filled. you're like, they're not, idiots. You're dying. Yeah, we're all just dying. yeah i think I might have been asked to get a bucket of steam one of them. A bucket steam. A bucket steam. Yeah, that's a good one too. Oh my God, I could reminisce about that all day with you. Do you ever say corner in a grocery store? Oh yeah. Oh my gosh. I'll be like, corner.
Speaker: It's everywhere in retail. You always have to remember where are. so funny. um I want to like flip a little bit because I'm like I'm obsessed with like how you we measure TA success and really about how we actually talk to our C-suite so that they feel confident that we're actually meeting. So you have these great outcomes that are happening. and You're doing this like other stuff. Like when you think about your C-suite and you want to make them feel confident like that you're like your team is meeting its needs. yeah Like what are you looking at? Well, I am looking at cost per hire and we're tracking it right now. We're looking obviously at the internal costs, the external costs and like those hidden costs. And we're spending a lot of time right now. Um, I think we've done a great job. I mean, from an organizational perspective, I, we used to use a lot of recruiting agencies and I know that there's a purpose for them, but we built like an internal recruiting boutique with our own employees and saved a tremendous amount of money there. Um, but I believe,
Speaker: that We've done a great job with the internal, with like just recruiters being efficient and how many recruiters we have. We're staffed appropriately. External costs, we've got good vendor partnerships now that are very fair and and and affordable to bring into your organization and have good ah ROI. We're really focused now on the hidden costs and that's at how many people are in in an interview process. How many rounds do they go through? How many people are in those rounds and what what level are those people? So really thinking about the salaries of people. Like if you have an intern, I don't know that we need a VP yeah of that team interviewing. now And so, but like, I think because of naturally wanting to be in a very inclusive company. Oh, no, let that person interview with them.
Speaker: And you're like, do you know what the hourly rate of that VP is? Have them meet them. One, that candidate who is an intern is terrified because they're meeting with a VP, but I'm not even going to be working for that. There's no value. There's no need for 10 interviews. We're also doing an insane number of interviews for a lot of frontline We are. I think there's a way to get to know people in a more...
Speaker: efficient way. i mean, there are some, there are some there's roles that might be require extra conversations, but we're really looking at that. And so when I'm going back to the, to the C-suite and to the board and saying, we are, have improved dramatically on our cost per hire. I think we can even do better. And here's where. And so that they can have those aha moments. Like,
Speaker: Hey, you're a really great person, and I know you want to meet everybody, the you need to spend your time oh yeah other places. Let's give the opportunity. You actually even show them the hour. Like, just if we just if we just took your salary, right, or total comp, distracted by an hour, and, like, the half hour, the hour that you spent with that person, this is exactly what it cost the company. And then then we put add in all the other people that they met with. yeah And all of a sudden, you're like, oh, for that intern, and that cost us $5,000. You're like, yeah oh, gosh. Exactly. yeah That's exactly what I'm trying to demonstrate. I think there's the right...
Speaker: personal connection to have good candidate experience but it's also about delegating decision making rights lower in the organization so we upskill those employees on how to hire i feel like we get to this point where we have managers who need to hire who haven't hired in while or have been part of a process because people Too many layers above have been doing it all. We've got to push that skill a little bit lower or give them more tools. It's so interesting because few companies actually really think about that soft cost of interviewing and how that works out. And if you could literally figure out a way to like, and I always think there's like, if you're going through an interview process where there's six interviews, that's the biggest waste in the world. one needs No one knows that. If you can't figure it out after the third, there's a different problem. Exactly. Exactly. And no one's compiling all the notes from the six different interviewers in a way that's going to make sense to drive a decision. Yeah. There's a limited... And there's also the investment of the candidate having to come back and forth multiple times. And what you're asking that from a candidate experience standpoint just seems like, hey, do you want some more interns? How about we interview less and pay more? And shifting it back to the front line, one of the things that we did too is remove some of the approval processes. Now that you have pay transparency up front, you really know what the hiring rate for that role is going to be. There's no reason to have the general manager's offer to a cashier, roll up to the TM, roll up to the RM, and roll up to the VP. And there's like three cadences of approvals that took time away from them being able to get started and get hired. It's a rate. You know what your store can hire to. You know what your budget is.
Speaker: bring that decision-making to the general manager and have that ownership mentality yeah that they can do it. There's got enough guardrails in place. They're not going to screw it up. They're not. And if they need to make an exception, then you can go and get that exception. Yeah.
Speaker: Yeah. I like that too. If you're thinking about advice you'd give to someone who's not gone on this journey yet that you're six months in, yeah what would it be?
Speaker: You know, definitely. Figure out what you where your pain points are. Have a lot of conversations with the business around what their pain parts points are and write them down and really understand them. Ask a lot of questions around them. Don't assume what they are. i mean, I remember you know five and a half years ago, I thought, this is what I'm going to do when I come in because I just did it in my previous life. And it wasn't what they needed. So really listening to what the pain points are, solving for that, and finding the vendor that fits those needs best. And I wish I had done that you know three years prior because I was trying to solve for a career site, a text to apply tool, and a high volume scheduling, so on and so forth. And I'm like, I'm going to in one vendor and I'm gonna make sure it's cost effective because that's what I'm new and I want my CFO to like me. and And sometimes one solution is not as good as three really great solutions that might be just a little bit more money. So really just solve for the the issues at hand. Don't try to consolidate all problems into one vendor.
Speaker: Or force them to do, like to your point earlier about defocusing, then they're kind of defocusing just to build what you think they build what you think, yeah, exactly. Yeah, you don't want the smoke and mirrors where they promise you something during a sales cycle. They give you all of these demos. They can show you, and you must have been in bit in beta. And then all of a sudden, you suck like the minute you're signing, they're like, oh, that release isn't coming out until January 31st. And I'm like, it's January. And then they're like, really not. It's not. We moved into a different area. It's end of June. And so you really have to be careful in the sales cycle, too. Oh, yeah.
Speaker: Talk to customers. of the vendor 100% I'm shocked at how many don't like it's my it's the one thing that I think about there there's three conversations you have to have one is I want to go I want to talk with someone who's currently going through implementation I want to know how pan how bad the pain is during the pain yeah because that's when they're most likely to tell you I want to go with someone that is like their greatest customer ever because I want to know how good it could be if I make it that good and when I want to talk to someone who's left you and went someplace else. And usually that solidifies the sale for me because they're telling oh, you know what? We actually messed that up, right? Like we needed this. We thought it was this. And they're like, well, that's actually what I need. So I'm like, it's good for me. But like, yeah. And like, I'm like, I'm never going to buy from a vendor unless you give me those three people to talk to. And they won't give it. Well, they tell you they won't. They tell you say, I'm not going to buy them. And then all magically they're like, oh, here, talk to this person. Talk to them. But you can find them. I mean, look at their past events, what companies are speaking that aren't speaking at this year's event. You know what I wish I had done right when I started at Global Partners was join a TA peer group.
Speaker: Yeah, 100%. where you're going Build your own network. Yeah. Like, if I had known Rachel Allen five and a half years ago, I would have been that much further ahead or another woman named Stephanie from a different company. Career Crossroads is a great one. There's some good ones out there. That's the advice I would actually give. I think Paradox and Work, they do a great job of bringing people together. National Retail Federation does a good job. It's one thing about having good content and having people like Madeline and I show up. and and do some stuff and having fun with it. But it's it's really like when you're sitting at the table and you get to meet four other people that are in the Boston area or whatever, and you're like, oh my gosh, like I can now reach out to these people and ask questions. They're going to tell you. all dealing with the same stuff. Because the kid is different from the Northeast, from the Midwest, and the Southwest, and the Southeast. Everybody has a different personality depending on where you live. So yes, talking to peers...
Speaker: geographically across the U.S., but also within your own demographic is is important it's important. Yeah. When you think about like what you're trying to do as like an HR, TA a leader, and with all the talent stuff, like how do you get that field adoption?
Speaker: Like when you roll. you know So first we bring in people from the field and ops into the ah RFP process. They go through the demos, they get to ask the questions as part of the demos. they you know you You don't do a handful of them, you do a good chunk of them yeah throughout pockets of the organization from different regions. and And then they're part of the brand champion of that product. So you're in from the beginning. Absolutely. They help develop the content. What is it that we need to write down from a training aid, a job aid that will help you support you? What do you need as a poster right next to you? They're creating it and curating it with you. Yeah. Yeah. And then you have... um
Speaker: Hypercare. You have a a robust training plan that's asynchronous, that they have something in an online learning platform that they can go back and reference. So if they feel like an idiot asking questions, which we don't ever make them feel that way, but they have a learning path that they can go back and and reference and look at. And then you have hypercare and then you have continued hypercare. Even past the point of the engagement with the vendor, you set up your own hypercare and you do it.
Speaker: for the first year. And then you continually resurface that conversation through different online learning. I always have leaders go like, oh, Tim, like I sent an email out to all my leadership in the field. And no one will you know volunteer to do this. No one's interested. And I'm always like, you know, like I always go like, hey, I need to meet with you about something.
Speaker: And like because they're never gonna like then they have no idea. like They're scared. HR's coming. like What's this about? And then like I just go, like hey, I have this project I'm working and i really need you to be a part of. And they never say no. They can't. And it's because they actually feel valued. Like, oh oh, my god, you tapped me on the shoulder. When people are asked to volunteer, they're like, oh, that's extra work. But when you like,
Speaker: You can select somebody. i need you. That's so cool. And also face-to-face, they just can't. Yeah, you can't say anything. They would be like, you're just like, well, I'm really busy. And I'm like, you know, i just i really like you have a a unique input on this. Like, I yeah know yeah like i never had one. I've even had to go that. You're sounding like a recruiter. You sit down, and they're like, am i in trouble? And you're like, well, that depends. You have something you tell me? Yeah. We would love you too.
Speaker: That's amazing. Thank you so much for for coming on. We appreciate it. how Tell the audience how they can find you. Yeah, you can find me on LinkedIn, Heather Hampton. Global Partners. At Global Partners. Yeah, LP.
Speaker: Absolutely. Awesome. Thank you thank you so much to both you. i appreciate All right, everybody. That was another episode The Front Lines. For Matt and Lorano, I'm Tim Sackett. We'll see you next time.
