Steve 0:09 The HR Happy Hour Network is proudly sponsored by Workhuman. Nearly nine in 10 HR leaders say they don't have a strong leadership bench. Workhuman's future leaders gives organizations a smarter way to build one. Future Leaders is the first talent intelligence solution to identify high potential VP plus talent already within your workforce up to four years before promotion. Using proprietary AI and real-time recognition data, it uncovers the leadership signals hidden in everyday work, long before traditional succession planning can, it's a smarter, data-driven approach to building tomorrow's leaders. Learn more at workhuman.com. Thanks for joining us. Welcome back to the HR Happy Hour Network. My name is Steve Boese. I am thrilled to be here today with, of course Trish Steed. Trish, welcome. How are you? Trish 1:04 I'm fantastic. How are you doing? Steve 1:06 I am well. I feel like $100. I'll say. Trish 1:10 Oh, you haven't felt like $100 for a while. That's like. Steve 1:13 A long time. Trish 1:14 Okay, to translate for everyone else, that's like a million dollars for Steve. Okay. Steve 1:18 And here's why, Trish, because it's because of our guest. I think that's why I feel so excited today. She is KeyAnna Schmeidl. She is the Chief Human Experience Officer at Workhuman. It is great to see you and welcome back to the HR Happy Hour. It's it's been a while, but how are you? KeyAnna Schmeidl 1:35 I'm doing well, and thank you for having me back. I I mean love the HR Happy Hour, and love that you're feeling like 100 bucks. I really thought that it was because inflation and the costs of of things going up, you know, and you're being a little conservative. But to hear that translates to a million dollars, I feel even better. Steve 1:54 No, that's that's high praise for me. I do. I have like one of those. Many people do this. I imagine, right? The that little morning routine you're having your coffee or whatever you sort of do in the morning, and I have this little app. I check in, and it always asks me, "What's your mood today? You know, check. You know, it's like goes from the really frowny face all the way to the the smiley face emoji. And so I was all the way to the right today. I was big smile, very happy, very excited for today. So, welcome back! KeyAnna Schmeidl 2:24 Awesome, thank you. Steve 2:27 We are going to talk about something super interesting today, Trish, and and maybe you could even talk about it a little bit as well, because this is something you've been thinking about for a long time, which is how work is changing, how work is being done differently, and how we can better equip managers, leaders, HR folks, really all of us, right, to understand it better, and and maybe do a better job at helping our people thrive. And you were talking about before the show with me, Trish, how you've been you found a an article from 2010 when you were talking about this very subject. Trish 3:00 Yes, I actually had had been. It was my first session of that particular year. I was still an HR leader myself, and heard Eric Mosley, which is the CEO of Workhuman, talking about how you would identify all of the internal social networks and the influence sort of heat map that he was envisioning of how work actually gets done, and at the time I was working in healthcare in a children's hospital, and that was something that I was very interested in. But there were no technologies at that time that could achieve what I needed, and so I remember being so inspired. I went back to work, and on a whiteboard, like I drew out what I thought was sort of those connected, influential people, and I just like to see it now. I don't want to sort of sound sappy, but if I would have had the technology that Workhuman has created back then to be able to actually know where some of the work is getting done, and that's why I'm so excited about today's conversation because Workhuman has now brought it to life. Right over the last few years, we keep seeing iterations of it. But you know, for people who think you know, oh, we're just talking about recognition, it's no big deal. It's a huge deal because it touches so many other parts of business beyond recognition. So, with that, why don't we just dive in? Steve 4:26 Yeah. So, KeyAnna, welcome again. The first thing I wanted to throw out there to you is this concept of work just evolving beyond our traditional ways of managing it and measuring it and organizing it. Maybe let's start there. Like, why are we beyond the point where we can kind of manage the organization and understand it based on those old structures? KeyAnna Schmeidl 4:50 Yeah, I think look, we've we've been on this path of evolution for a while, as Trish has said. Some may argue the last five to seven years. Some may say 10-15, years. And I think the one thread that holds true is that for a long time now, work has not really aligned to the org chart. Right? The org chart shows us the reporting relationships, and this gets a bit at what Trish was talking about. Those aren't necessarily the relationships of where exactly the work is happening, the project teams, the informal communities, where expertise actually lives and where institutional knowledge lives-all of that stuff tends to move around. And so we've gone from this place of more of a static: here's the org chart that should help you understand the organization. To hey, yeah, here's the org chart, but pay less attention to that. Here's where you need to understand. We'll partner with you on these projects. Here are the departments we work most closely with, and I think that now we're at a place where collectively, at least a critical mass of us are saying, "Hold on, we should maybe do something about this, and maybe it's less emphasis on org chart and more emphasis on working teams or project huddles or whatever you want to name it. Steve 6:08 Yeah. Trish 6:09 Yeah. And KeyAnna, I think the reason that's so important is if I'm thinking back to again 10-20, years ago, if a person left the organization as a leader, I would pull up the org chart, right, and be like, "Oh, what's their title? What what was their job description? And that was what you're sort of communicating in terms of filling that role, but it it had no context around what did they know. I loved how you said their their you know sort of expertise where that lived because we weren't tracking or accounting for that. I don't even know that we had a way to do that. So, are you finding that, with regard to just this aspect of looking at the workforce differently, are people really open to this? I feel like I would have been craving it, but I'm not sure if that's everyone's experience with your clients or potential clients. KeyAnna Schmeidl 6:58 Yeah, I mean, look, definitely for our clients, they get it. They're not only craving it, but they're trying to figure out all of the ways to plug in this information where it can be most useful, right? So, to your point, turnover. How do we think about that differently as opposed to well, this was the role that was vacated, and here's the job description associated with that role. Now, I mean, even today, I got a slack from a leader who said, "You know, hey, we had somebody leave the team, wanted to check in on Backfill because this is a newer leader to our organization. And I said, "Absolutely, but what our team is going to want to understand is what is the most critical work that the team needs to get done now, and does this role and the work that will be described look different than the role that somebody just vacated. That's okay. That's actually good. That tells us more information. But let's not just assume that it's a one in one out type of environment anymore. And also, let's not kind of use this sort of slower, more static data and reporting. Let's have this information be dynamic, live in the moment, prompt additional better conversations for us to understand how do we get your team, your organization, the the best role to fit the work as you see it now and potentially in the future. Steve 8:22 Yeah, KeyAnna, you've described something there too I think, or that's really important here, which is often our data and the the tools that are available to us are point in time. They're often backward looking. They're not as predictive, as you said. That leader wants to their instinct, and I don't want to knock that person. Their instinct is to oh, we've got an open role. Let's slot somebody else into that open role, as it was described, because that's sort of been our model for a long time, and it seemed to work fine for a long time. Maybe when work was simpler and slower. I'd love for you to talk a little bit about that, though. This this idea that hey, we've got lots of HR leaders and business leaders are not lacking for information probably anymore in 2026, and they've got a lot of dashboards and they probably have some really cool looking ones too. But we're not quite all the way where we need to be if we're just looking at a lot of dashboards. KeyAnna Schmeidl 9:19 Yeah, and so I 100% agree with that. I think what will not be new to your listeners is the sense of HR and even just the title of human resources really grew out of compliance and reporting. Right, the idea of HR to start was, hey, there are unions and they're asking for things. How can we protect the company and also have the employees think we're on their side, and so there was a lot of yep. You have to offer these benefits, this type of pay. They can't work longer than this, and so it stands to reason that you know then the evolution of that work would become more sophisticated dashboards that are still telling you here's what has happened, and I think over the last several years. What we've moved to is here's what's happening, and wanting to have more of a conversation of this is what's currently going on in the organization, and then naturally where I think that evolves to is then here's what happens next. So when we're talking about headcount and turnover, it's where can we get a little bit predictive? What are we doing with that information, right? The gap between the data and the decisions themselves is something that I have always been more interested in. Like the so what? Yeah, I can give you this report, but I if I can't tell you why it should matter to you, then that report is useless. That dashboard is useless. The so what comes in when we say, "Hey, we're noticing a pattern of say folks in customer service, they really have a high turnover rate. And sure, you can benchmark that against industry average, but we want to be better than industry average. So we need to understand what creates that churn here. And sometimes you think like oh the turnover rate is really high and then you go and you look and you say oh well that's actually because we have better internal mobility for our customer service agents than anywhere else in the organization that's not a bad thing so it's really understanding the data is trying to tell us something so let's try to truly understand what is the story that that data is telling us, and then where can we get to a place where we can then anticipate the the what's the right next thing to do based on that information, as opposed to saying here's the snapshot of what has happened. Board, are you good with this? Okay, CFO, CEO. We've got headcount costs where they need to be, and then that's the end of it. We we can't operate like that anymore. And I think, especially in tech industries, SaaS industries, and the like, we're seeing a a dynamic shift in rapid growth to more like sustained over time organizations, and that requires us to think differently about the impacts of what the data is telling us and how we make better decisions from there. Trish 12:10 I'm glad to hear that that's the direction we're going. I'd be curious what your information that you all have been gathering with your clients or prospects is on what is that maturity gap though? For I mean, what you're saying to us is we're people that sort of do this all the time, right? So it makes sense. What about not just the not just the HR leaders, but but the C-suite, right? Because they're so the C-suite's just used to getting that report of, like you said, a snapshot in time. What's the overall readiness, and if we're not ready for all of this, like, what can organizations leaders be doing to prepare themselves for understanding this type of forward-looking information? KeyAnna Schmeidl 12:50 Right. I I love this question because I am a systems thinker at heart, and so this gets to the heart of the like, and then so what, right? But also, like, who's prepared to hear this, and who is it going to take a little bit longer to to sort of get there? So to the point of the maturity gap, right now it's significant, right? So there was a 2024 SHRM study, and it showed that 77% of HR analytics are still focused on that operational slash advanced reporting that I was just talking about, right? While only about 4% of the reporting organizations said that their operations were at more of a predictive level, so this is a bit aspirational, but it's happening, and I think the organizations that get there the quickest, are going to find the most benefit from it. So the idea here is that we're taking information, and instead of saying when we look at sort of the macroeconomics of the workforce, or you know benefits, or leadership development programs, all of that stuff, instead we're saying let's really focus on the decisions that get made in meetings, the decisions that happen when you decide to mature this workflow. What what's going on in those one on one conversations? Because that's where the real data exists for not only how work gets done, but what may be getting in the way of work. So getting us out of this place of there's a lot of bureaucratic layers that can exist in an org chart, and when you peel back, you go, well, actually, that was only there because we wanted to make sure that there was an approval here and not just here, but it doesn't matter anyway because those aren't the folks that are having those conversations. It's the people down here, and also this project now looks completely different. So, taking that step back and getting to a place of maturation is admitting one, we probably don't have access to the data that we're looking for, and two, trying to understand how can we better use the data we have access to now, and how can we explore what better data will look like. And so, what I would tell you is, yes, I I love that I'm at Workhuman because this is something that we have thought about for a long time, and we've used natural language models and processing for a long time to help us sort of interpret not just what's being said here, but what does that translate into in our world of work, right? What are humans actually caring about? Where did they willingly put their energy, and how can we continue to support that and and encourage the right types of behaviors? So we've seen that in recognition moments historically, and we've always said that that's a rich data set because it's not forced, it's not on an annualized basis like maybe performance reviews are, and it's coming from peers in the organization as well as people who could be below you or or above you on the org chart, so to speak. And I think the most interesting thing for us has been the way that you tend to talk about people. We've now developed a way of peeling that back and saying, "Hold on, this aligns to signals that we would have seen early on for the folks who are now in those leadership positions. So when I then think about things like succession planning or high potential programs, those things are always fraught with how much bias is baked into this? How much can we get out? How objective can this truly be? And who kind of determines well, what will we need from our leaders in the future? And this just gives you another data point and a more objective one to be able to say, hey, how this person is being described now. If we continue to cultivate this with the right opportunities, the right exposure, they could be an excellent leader for us in the future. I don't need to then come up with some other algorithm to create my high potential eligibility program. We can highlight those folks who are going to be ready in the next 12 to 18 months, going to be ready in the next nine months, or who are ready now? And if we're saying we don't want to lose them, then we can be more proactive in creating the opportunities, but also having the conversations that not only allow them to stay, but understand what their career opportunity and journey can look like with us. So that, to me, is the most exciting part of the not just what can we do with this information, but what can this information help us to understand about the future path that our org is currently on, so that we can then say, "Yep, we still think that's the right direction, or "No, actually, we think those leadership skills that got us here aren't going to get us there, and so we need to make a meaningful pivot from them. Steve 17:27 Important to understand too that you can't make that those kinds of leaps or those jumps in in capability or or evolved thinking without without better data, right? Because we've we've as we said earlier, we've had lots of data. We've had access to lots of data. Most large organizations certainly have a plethora of HR and people data, but you know it's often limited to those things that are very directly measurable, right? It's you know sales quotas or attendance things or you know customer feedback. You know things, and those are all important things, and I'm not saying we shouldn't measure them or shouldn't look look to them for signals. But Trish, this came up. I keep I know we keep talking about our Dallas Cowboy cheerleader show, but this came up when we talked about the Dallas Cowboy cheerleader show when you said specifically there were people on that team who were doing a lot to support the others on the team who might be going through a struggle, maybe have difficulty learning the the choreography, and and there were people in there, right? And you could see it in the show as we're watching this documentary that they were really lifting up their teammates, if you will, right? In in a way that, in a traditional work sense, in a traditional work environment, would not easily to be captured, or probably not captured at all, right? But and you think about the overall performance that this team that they eventually put on, the contributions of those people were significantly important. And as KeyAnna sort of hinted at, might suggest they might have some of the qualities to aspire to to grow into a leadership position, right, on the team because certainly mentoring and and bringing others along is is a great leadership trait, right? So I guess what I'm getting at is, hey, so we're an organization now, and we're measuring all the things we're supposed to measure in HR, right? The 12 big HR metrics, right, or whatever whatever they are, right? Yeah. But we need to go a little bit further, and recognition, particularly, is one way to do it. Trish you have something you want to go into. Trish 19:51 I just want to add, KeyAnna. I don't know if you've been watching this on Netflix, but the Dallas Cowboy cheerleaders-they need Workhuman's help first of all. That was our overall conclusion. KeyAnna Schmeidl 20:03 On it! Trish 20:04 Like seriously, seriously. So you have just to give context to the listeners. If you're not watching it, we were talking about it because the two ladies who lead it and have done a fabulous job for many decades. They were former cheerleaders themselves. One is 61, one is 68, and you're talking about all of the incoming class of cheerleaders are like under 27 ish, 28. Okay, and so there's a huge disconnect, and they must have done from last season to this season. Well, and the season we're watching now is like 2025 football season, right? 26. So a year ago, but they did some sort of survey. You can tell there was an HR survey where the leaders must have gotten beat up a little bit on like, hey, you need to ask how they're doing and give feedback and right. But it was almost comical because the leaders couldn't do it. And what we were seeing in the person he's talking about is one of those natural leaders that if you didn't have a recognition in place to see where the other cheerleaders were going to this one for all these other reasons and what they did this was a veteran cheerleader I think she'd been there like three or four seasons she wound up resigning she she left the team, and I feel like that's such a miss. And that's look, this happens in every organization. Could you maybe just talk about in terms of how having a recognition program actually can help identify those people where everybody else knows that's who you go to for information support, whatever, and maybe your senior leadership team doesn't even know that that person is doing it. Do you have that happen? I'm imagining you would in that context. KeyAnna Schmeidl 21:53 Yes. Do we have that happen at Workhuman? Absolutely not. No, I'm kidding. Trish 21:58 No, I mean with with your clients. KeyAnna Schmeidl 22:00 Yes, with our clients another organizations that I've worked, and honestly, even embarrassingly for myself, even at Workhuman, right? You know, when I started at Workhuman three years ago, for me it was like, okay, I was given, you know, by the chief of staff at the time the who you need to meet with and who you need to know, and it didn't include every single person within the human experience organization, and I was like, "Well, this is wrong. I have to meet with every single person in the human experience organization because by doing that, I'm going to understand how does work really happen around here. Yeah, because I'm not going to get just the political commentary. I'm not going to get the "I want to be positioned as your best friend" commentary. I'm also going to hear the look. Yeah, we you know our SLAs look great in all of the business speak, but to get there really burns through a lot of good people, and those are the types of things that you find out. Like yes, this thing shipped on time, but the reason why it shipped on time was not because the leader demanded that it needed to happen and people had to burn the candle at both ends. It was actually because we have two people on the team. Sounds like these cheerleaders, right? The the folks that are coaching and helping and leading, who are really good at removing the roadblocks, and so we always go to them and say, "Can you help us out with this? Or they see that and they pick up the extra work to make sure that it happens, and that they're then translating that back of like, "Hey, next time I really think that we should do X because it seemed to move things faster. But if you have the type of leadership in place that says, if I'm the leader, I have to have all of the answers. I have to be the one who is directing the team at all times, and that you can't crowdsource genius. Then that's what's going to create that type of toxic environment. And so recognition allows for you to not just have that moment of congratulations, right? But it's much more than that. It's acknowledging what you did, how you did it, the impact that that has on the people around you, but also the work product itself. And so it becomes this rich data source of how does this person actually fit into the broader working experience here, and what are the ways in which we might be undervaluing certain skill sets because they're not necessarily the first five things listed on the job description? And so I think that it helps to make everything better, right? For us, even here at Workhuman, our Workhuman IQ team, so that's our in-house research team, has found across clients that you do see less turnover when it's associated with groups of employees who have more specific content mentioned in their recognition moments, because then you're connecting for that person. Here's how critical you are to this team and its success, and so when you think about, you know, people always want to understand how their work contributes to the bigger picture. You know that they have a place here, and they're not just a cog in the wheel. This helps to not only do that, but also to give your organization, your leaders, more insight into just what value that person brings. Trish 25:16 Yeah, absolutely agree with that. I think one of the other things too it can give you is if you see maybe where recognition isn't going. Kind of a personal example, and I learned this actually from Eric Mosley was look at sort of who your biggest naysayers are in the organization where they might be a roadblock, and it gives you the opportunity to put a little more focus and maybe bring them in earlier, right? So I had someone who had been like a 20-year, 20-plus-year employee. Man, every time anything HR would say, everybody would look to her for her reaction. And if it was bad, then whatever we were doing was not going to go well. So we just figured out that you know if we had had that data now, obviously I was trying to do this very just you know on the fly and and did not have any concrete data. What I would imagine if if I have this wealth of recognition data and I'm seeing this this person's been here a long time and they're not part of this goodness that's going on, why not? How do I pull them in instead? Because you really don't want to lose a long-term employee either. Maybe they have a reason for negativity or not being recognized that you can help them with and turn it around where they become one of your biggest connectors because they're respected at least enough for everybody else to look to. So yeah, I feel like there's so many opportunities to use that information. KeyAnna Schmeidl 26:41 Absolutely, and I think it tells you a lot about your culture, right? Especially for organizations that have existed for more than a few years, you know, Workhuman has existed for 26 years now, and so you can imagine that when it's 12 people in a startup, everybody can get in a room and contribute to the conversation. Well, as you scale, it doesn't really make sense to have 300 people in a room contributing to the conversation. So, how do you help people transition from the "you used to be one of the voices at the table all the time" to "you're only really going to be needed on these types of conversations and maybe a few others? And so you can find that people sort of fall back, or maybe even become the naysayers because they're holding on to the well. This is what it felt like then, you know, for the 20-year employee, and they are not feeling that anymore. And so recognition can give you a good sense of, oh, okay, here's what has changed in the culture. Here's who now are driving those conversations, and also here are the people who it seems to be that they're acting as gatekeepers for information because they treat information as currency or whatever. You can continue to dig into that, but to then understand, like, oh, they think they're doing the right thing. They think they're protecting calendars or they're protecting productivity, but in actuality, they're creating an environment where people are finding it hard to understand how the value that they are trying to bring is being leveraged and appreciated in an organization. A flip side of that, or maybe even a cousin to that, not necessarily flip side, is where are the places where there are dark spots in recognition because it's just not happening. So I can tell you that for me, I'm extraordinarily mindful of the fact that we have the workplace experience team. So that's everybody from who greets you at the front desk to who helps when there's a spill in the cafeteria to who helps you to set up for that anniversary shower or that big meeting that you're having, but then we also have our benefits and compensation folks. Now you can imagine that just by visibility alone, the amount of recognition that one set of folks gets is very different from the other ones. And so, to me, it's not to say, well, then workplace experience should get less recognition, and total rewards should get more. It's more to say, how do I help total rewards to understand and be appreciated in ways that feel meaningful to them? How do I make sure that maybe it's that I give them slightly higher rewards because they come less often, or that I'm more likely to let multiple people chime in on something that they did well because they they have less obvious visibility to make that happen. But then it also means for me as a leader, hey, I need to make sure that I'm telling my peers about the great work that they're doing, about the opportunities that they've had to assist a leader on their team with a tricky challenge and trying to recruit the right person and get the right comp in place, or trying to balance out healthcare decisions for a broad population in the context around that, and encourage them to recognize them too. As I know that the work they're doing is more behind the scenes, so. Really creates this great opportunity for you to be just a more thoughtful and more present leader. Trish 30:08 Yeah, and think about that doesn't take any additional time, right? Right. You you now will have a ability to see where those dark spots are, where the high points are. So it, I mean, I think often leaders might be like, oh, I don't have time for that. I don't have time to think about all these things. You actually will have more time to think about these things and then go act upon them. I would. Steve 30:28 Well, yeah, and this is one of we talked a little bit about this on our show with Tom Labretto, but this is one of the great opportunities that some of these tools will provide to organizations, right? The ability to use really sophisticated technologies to examine data to help leaders find those signals, right, and to and to understand not just what happened last year, last month, last quarter, but what's happening now, right, and then to help guide them to hey, what what do we think? Where do we need to steer this ship moving forward? And and who are the right people that need to be brought along? And how do we help them? How do we mentor them? How do we coach them? How do we reward them? Et cetera, et cetera. Right, as KeyAnna was saying really eloquently a second ago, and I think that's really that's the opportunity care, right? And and in as we said, we've been trying to do this for a long time, but I think now finally we're our aspirations are being met with tools and a mindset shift as well, right? That'll help us get there, hopefully. KeyAnna Schmeidl 31:33 Well, and I think too that we're maybe more open to multiple solutions overlapping to solve these kind of meatier challenges. So what I mean by that is, if you take this idea of what does a modern people data model need to look like now, right? We talked about like, oh, there's lagging indicator reporting that we've had when and now or over the last several years we've been working on. Well, what about the the just in time information that can help managers to make better decisions in the moment, or help teams to collaborate better, and then the forward thinking and planning right around readiness, mobility, attrition, all of these things. You need all of them. One is not necessarily better than the other. I think for a long time we just over-indexed on one as the only thing that we needed, and now as we bring these other points of data into view, it just creates a true like organizational and workforce health dashboard that is part of that broader system that gives you a bit of the history of here's how we have historically done things. Here's how that has impacted people and the trends that we started to see. Here's then the changes that we've made to ensure that those trends are going in a direction we would like for them to go. And then here's how we're thinking that these might start to trend in the future and what we'll need to do to be ready for that. And I don't know about you, but that to me sounds very much like what employees are always asking for, right? Like, what did you see? What is that telling you? What changes are you making now? How are you thinking about the future for me? And so it just means that we can be more honest about those conversations because they're being co-written by everybody else in the organization. So instead of looking to this person to say what's your reaction, you have a bit of skin in the game because you've contributed to the potential solution that's being discussed, or you've contributed to a solution that was posited, and now you're listening to the reasons why that doesn't make sense for everyone, and maybe then what else we can do about that? Steve 33:40 Yeah, great stuff, KeyAnna. I mean, I think that's a great way to kind of button up maybe our conversation today. Like, there's so much opportunity here, and like, I'm a tech guy. I've been for a long time, and I feel badly because I was lying to people for 20 years about, oh no, this is the one, this is the tool that's going to solve these problems, right? And it was just some like, oh, we're you know, client server nonsense, right? None of that really did it, right? It's I think it's really only recently in these last few years that we're starting to really scratch the the the potential we have here to really to elevate the world of work and to help our organization thrive and succeed. But I think, honestly, for me, and this is just my opinion, more importantly, to help people have better lives, right? Both inside work and outside work, because that's what why I'm doing this, and I think why many of the folks who are in this space are doing it as well. But I'm really excited about the opportunities going forward. Probably more excited than I've been in a long time, which is good for me, right? Because I'm an old cynical guy. But. KeyAnna Schmeidl 34:42 Well, it means we'll have more $100 days, right? Steve 34:44 Yeah, I mean, oh yeah, I knew I felt good today, and I'm gonna hopefully, yeah, those will continue going forward, and I think they will. So, kind of, do we want to like share any resources, links? You want to tell people how they connect with you? What should we have folks do? Want to continue to engage in these conversations and learn more about how they can help make their organizations better for for everyone? KeyAnna Schmeidl 35:08 Absolutely. Well, I'm always happy to connect with anyone. So you can find me on LinkedIn at KeyAnna Schmeidl. You can also find Workhuman on LinkedIn, right? And that's where we do share a lot of content, our research and reporting. You can also find us at workhuman.com, and so there you can see schedules around our webinars, our conference. Which I gotta say, it's a hoot. Yeah, it's a great time. But also the latest on what we're seeing, what we're hearing, client stories, and all of that, so that you can start to think about what are some ways that you can make this come to life in your organization. Even if the Workhuman solution is not on your radar just yet, it can start to give you some ideas of here's how I can start to just seed a culture of recognition in my organization, and then see how do we continue to mature that and grow into a mature organization where recognition feedback is part of the data that we use to make some of our best decisions. Steve 36:09 I love it. Thank you. Trish 36:10 Just a personal testimony on that because definitely when you are maybe not ready to make that decision, you don't have the budget yet. Whatever. For me personally, it gave me the information, the stories, and the words to use when I went and talked to my leadership team. And again, I was at a director level at that point, so I certainly had input and influence. But I wasn't the final decision maker, and and the resources that I received from Workhuman at the time absolutely gave me the information I needed to go have those conversations. So first and foremost, yeah, educate yourself, right, and then you'll be able to go from there. Steve 36:53 Awesome, KeyAnna. This has been so great. Great to see you again. Great to have this conversation. Hopefully, we'll see you again probably at the next Workhuman live, if not sooner, I hope. But thank you again, Trish. Great stuff. Love working with our friends at Workhuman, of course. I want to encourage everybody to check out WorkHuman.com, of course, and check out all the show archives, including our recent show with Tom Labretto, which was a great conversation as well. HRHappyHour.net. for all of that. And yeah, that's it. My name is Steve. That was great to see everybody. Thanks for listening, and we'll see you next time. KeyAnna Schmeidl 37:26 Thank you. Transcribed by https://otter.ai