<p>This episode is Part 1 of a two (2) part Mini-Series on Communication and Consultation.<br /><br />Whether it’s a big announcement from your CEO or a quick email you send to a coworker, all communication at work plays a role in shaping both your organization’s effectiveness, and its future. In this episode of <em>Honest HR</em>, host Gloria Sinclair Miller speaks with <a href="https://www.linkedin.com/in/heather-myers-phd/">Dr. Heather Myers</a>, chief psychology officer at <a href="https://www.traitify.com/">Traitify</a>, a personality data company that uses assessments to help organizations optimize their talent experience. They discuss communication strategies and channels organizations can adopt to help them effectively navigate periods of turbulence and business uncertainly.<br /><br /><b>EARN SHRM RECERTIFICATION PDCs FOR LISTENING</b></p><p>Episodes of <em>Honest HR</em> help you build your competencies while also earning professional development credits (PDCs) toward your SHRM-CP or SHRM-SCP recertification. All relevant details, including the Activity IDs, are provided during podcast episodes.<br /><br />Music courtesy of <a href="https://www.bensound.com/royalty-free-music/track/hip-jazz">bensound</a>.<br /><br />This episode of <em>Honest HR</em> is sponsored by <a href="http://pnc.com/wellness">PNC</a>.</p>
This episode is Part 1 of a two (2) part Mini-Series on Communication and Consultation.
Whether it’s a big announcement from your CEO or a quick email you send to a coworker, all communication at work plays a role in shaping both your organization’s effectiveness, and its future. In this episode of Honest HR, host Gloria Sinclair Miller speaks with Dr. Heather Myers, chief psychology officer at Traitify, a personality data company that uses assessments to help organizations optimize their talent experience. They discuss communication strategies and channels organizations can adopt to help them effectively navigate periods of turbulence and business uncertainly.
EARN SHRM RECERTIFICATION PDCs FOR LISTENING
Episodes of Honest HR help you build your competencies while also earning professional development credits (PDCs) toward your SHRM-CP or SHRM-SCP recertification. All relevant details, including the Activity IDs, are provided during podcast episodes.
Music courtesy of bensound.
This episode of Honest HR is sponsored by PNC.
Speaker 1:
This episode of Honest HR is sponsored by PNC Organizational Financial Wellness. Organizational financial wellness, organized for you.
Learn more at pnc.com/wellness. PNC and PNC Bank are registered marks of the PNC Financial Services Group, Inc. PNC.
Amber Clayton:
Welcome to the Honest HR podcast, the show that explores the uncomfortable, complicated, and sometimes wonderful truths of the workplace.
Wendy Fong:
We're here to have honest conversations, giving you the good, the bad, and the ugly side of HR. Nothing is off the table. This is a SHRM podcast approved to provide SHRM-CP and SHRM-SCP re-certification PDCs.
Details will be provided inside each qualifying episode. I'm Wendy Fong.
Amber Clayton:
I'm Amber Clayton.
Gloria Sinclair Miller:
And I'm Gloria Sinclair Miller, and we are your three hosts.
Hello everyone, and welcome back. I am your host, Gloria Sinclair Miller, SHRM Field Services Director. Our episode today, we are going to start a mini series on communication and consultation. This will be part one of the mini series. This podcast is approved to provide re-certification PDCs, but only if you listen to the full mini series.
The last few months, we have seen organizations, organizations we love and admire, shift pivot, go out of business. It's just been a very unusual year. Large businesses have announced layoffs, furloughs, emergency leaves, while others are struggling to stay alive by reinventing themselves.
Leaders have been tested. Communication has been critical to navigating what we're going through. And what are these impacts of all these changes having on all of us, the employees? What about our families?
Our guest today is Dr. Heather Myers. Dr. Myers is the Chief Psychology Officer at Traitify. Traitify is a personality data company that uses assessments to help companies with high volume workforces optimize the talent experience. From attraction and selection through to employment, Traitify helps businesses get the most out of their most valuable asset. Their people.
Heather, welcome to Honest HR.
Dr. Heather Myers:
Hi Gloria. Thank you so much for having me. I'm excited to be here.
Gloria Sinclair Miller:
Well, we're excited to have you here, because this is such a critical topic for our HR professionals and, quite frankly, all of our business leaders right now.
So, why don't we kick off by you telling our listeners a little bit more about your background and why you chose to focus this way for your career?
Dr. Heather Myers:
Sure, absolutely. So, I started out always as a kid with a love of psychology. My friends used to call me the marriage counselor when I was a kid, and I'd have little sessions on the teeter-totter where I'd sit them down and talk to them about it. So it's always been a passion of mine, and I really always loved personality. And so when I went to college and I started learning more about that, I wanted to spend some more time studying that.
So when I went to graduate school, I studied personality psychology and then I also got a master's degree in statistics. I always loved math and science, as well, so this was a great way to combine those skills and it was super useful from a research perspective.
So that's how I ended up with the skillset that I have.
Gloria Sinclair Miller:
No, that's awesome. And definitely interesting. I love the, being the marriage counselor and the relationship counselor assessment, because often in HR that's what we feel like.
Dr. Heather Myers:
Mm-hmm.
Gloria Sinclair Miller:
We feel like we're the relationship counselor, we're the child counselor, wherever. So your background with psychology assessments is definitely fascinating work. And today with all of the significant changes that our world is facing, our families, our work life, this blend of work/life integration, there's so many of us that are working from home. And like I said, it's a very unique year. We're going through a very unique time. And we're asking each other if we're okay, at this point.
There's so much change going on and we look at, not only our healthcare professionals at this point who are on the front line and dealing with so many things, but I often now hear it's our HR professionals who are on the front line and dealing with so many things. So, when we think about the amount of change and how we're handling change, what role does personality have? What impact does that have on how HR is handling these changes with employees?
Dr. Heather Myers:
Yeah, that's such a great question. We all know the power of the situation, right? So we all know, right now, we're thrown into this crazy tailspin of the situation where life as we know it is completely different, no matter where you are in the world. So, that situation is incredibly powerful. We're all feeling discomfort. We're all feeling a little bit sad. We're all just off our game, so to speak.
So, that's one of these things that, as a society, we're experiencing, but the way we individually see this change and cope with it is going to vary based on our personality. So I like to think of personality as the lens through which we see the world, right? So we see the same situation differently. We'll see different opportunities and different challenges.
So understanding our personality and the approach that we have to the world and the way that we see it, makes a big difference in terms of how we're going to best cope with that. So from an HR perspective, it's really about knowing your people and knowing what each person needs in order to function a little bit better. So, if I could just give a concrete example that I think makes it a little bit more clear, I think that would be a great place.
So, say you're someone who is... There's a dimension of what we call The Big five, which are the five major dimensions of personality. And one of them is openness to new experiences. And that's really centered around how much a person embraces change and trying different approaches and doing different things. So if you're someone who is high in openness and your world suddenly shifts, you might see that more as an exciting challenge, right? It's still scary. It's still a pandemic. There's still a lot going on.
But you'll be thinking around, ooh, okay. What's some new stuff I can buy for my home office to make this work? Or how can we restructure these meetings so that they work from a distance? So that's sort of the way you cope, is to just try new approaches.
If you're someone who really likes routine and you're a little lower on that dimension and you like to do things the way they've always been done because you know it works and it's going to work that way, then you have a slightly different approach to the world and you need to find a way to put structure for your workday at home that mimics, as much as you can, the structure you had before or that, at the very least, gives you a new normal or a new routine.
And so, that's just an example of how, if you know that about your people, if you're an HR person and you know that Person A really likes change and they're all about finding when we need a new procedure or go to, they're all down for that. And Person B likes to know what they're doing and have it all laid out. Then you can work around that, I think
Gloria Sinclair Miller:
That is so critical and you're absolutely right. And we talk to people managers all the time about how critically important it is to understand who your people are, understand how people work, how they work together. And I laughed at your example, because I was that first person who had to set up everything. And you and I were joking about our wifi and needing to have dual sources of wifi and needing to have the right camera and the right mix.
But there were so many people, if we think back to six months ago, who were struggling, quite frankly. And our managers, our people managers, who suddenly had to move to a remote, if they weren't a remote, situation before. And how do you support people? And it's not always, all this in person time, right? It has to be that balance of all of that.
So I guess it's safe to say, Heather, that it's okay to say that some people are not okay and managers need to reflect on that and give people the space and the break that they need right now. So it's all critical advice that we definitely need to take to heart.
So you launched a series recently about the effects of change and specifically the changes that we're seeing in our business as it relates to, quite frankly, businesses reorganizing to deal with this change. And it's led to layoffs, it's led to furloughs, it's led to, like I said, restructuring, and that impact on employees.
What inspired you to launch that series?
Dr. Heather Myers:
Yeah, that's a great question. Really, it was two things. So one, and the most important one, just going for walks during the day with my husband. We walk our dogs a couple times a day. And we were out on this one walk and his company, like many of ours, were facing a series of layoffs. And he was just so frustrated about it, because he didn't know what he could do to help his people, the ones who are staying.
He said, "There's a lot of stuff out there about what you do for people who are being laid off and the things that you put in place and HR spends a lot of time making sure that they have the right resources, but what about the people who stay? And as a manager, what can I do when I know my people are upset and I'm upset and it's just a very confusing time."
He said, "I wish someone would spend some more time telling us what to do about that." And I was like, "Well, wait a minute. I can do that." So I thought it was really important to produce a series like this.
Gloria Sinclair Miller:
Yeah, no. Absolutely. And SHRM just recently launched a people manager qualification. And part of that is to provide our people managers, not just HR, but specifically our people managers with some of those skills. Because I think one of the primary pieces that happens during any type of downsizing layoff situation is, employees say, "My manager failed to communicate with me," right? "My manager failed to have an honest dialogue with me."
Some of the research that we did around this, the people manager rollout was 40%, quite frankly, of employees say their managers fail to have honest conversations. And I know during my career and experience with layoffs and acquisitions and outsourcing, you name it, anytime when there's significant change in the organization, all of those scenarios, you need to balance that there's this loss. Whether the person's leaving the organization or the person's staying in the organization to the example you gave.
And just feeling upset and dealing with that emotion that people feel. And you talk about it a little bit when you talk about survivor's guilt.
Dr. Heather Myers:
Right.
Gloria Sinclair Miller:
That feeling that people are feeling. Can you speak a little bit more about that?
Dr. Heather Myers:
Yeah, absolutely. It was one of the things as I was researching more about this process, it became so clear throughout all of the literature that I was reading and anecdotal messages that people were commenting on or stories that they were publishing, that there's a fallacy, I think, that when people aren't laid off that they'll just be grateful. That they'll be grateful to have a job, that they'll be relieved, and oh, shoo. Great. It wasn't me. Wonderful. And then they'll work really hard.
But that's not actually what happens. What actually happens is that people feel bad. They feel sad, because they're missing their colleagues. They're anxious because they're worried that... What is it? It turns out 70% of companies that have layoffs will do so again within a year.
So, they're worried. They're worried about keeping their job and they feel guilty. They feel guilty because they still have the job and their colleagues don't. But they also feel guilty for feeling anxious and sad, right? Because they're like, but why am I feeling this way? Because I still have a job, so I should be grateful.
Gloria Sinclair Miller:
Right.
Dr. Heather Myers:
But in reality, it's not how people feel. They're feeling scared, anxious. Oftentimes, they've lost trust in the company. So they don't feel like if you ask them two weeks ago, they would've been like, "Yes, this is the best company to work for. It's awesome. We're moving in a great direction."
And then after the layoffs, they lose trust. They don't feel like their company's moving in a direction that they want to go in. And so, there are all of these negative feelings that they can have and the biggest way to alleviate those, as you alluded to, is good communication. And I think that is the part that so many... Because people are afraid.
We're afraid to have difficult conversations. And this is the time when we got to just bite the bullet and have those difficult conversations. And it's hard as they are right then, the aftermath of that will actually be much more calming and soothing and people will know where they're at. So it'll quell some of that anxiety.
Gloria Sinclair Miller:
You're absolutely right. And I think you hit it spot-on, which is this need to have difficult conversations. And we all know we like to shy away. We want people to be happy. We don't want to have those conversations that are so critically important in our organizations right now.
So, in addition to communication, because I think communication is critical, but there's other attributes that managers and, quite frankly, anyone in the organization needs to really be thinking about when we're thinking about the amount of change that our organizations are going through, whether it's through a layoff or a rebuilding.
And to your point, we're not out of this yet. And it doesn't even have to be a global pandemic. It could be any type of financial change or change that happens in an industry that impacts the business. So, can you discuss more about some of these key attributes that companies need to be really focused on, especially as they're handling change?
Dr. Heather Myers:
Yeah, absolutely. I think the most important thing to remember... And I'm so glad to hear that SHRM has this people manager training coming out there, because another thing I realize through this process is that a lot of companies don't teach their managers how to manage, right? To get hired because you're good at what you do and you're good at those processes, but not necessarily because you're good at managing people.
And so that, I think, is the biggest thing. As a leadership team, you need to train your managers how to people manage, especially through this difficult time. And a huge part of that is, absolutely, communication. But it's not just communication for communication's sake. It's the way you communicate, right? Being honest is key. Early communication is key. So many organizations are afraid to mention layoffs until literally right before they lay people off, and the research shows, time and again, that's the worst way you can do it.
As soon as the company knows, you need to let people know. And then they can have time to prepare, they have time to transition, to finish up any projects they were working on, hand those off to the people who are still there. And then there's time to reassign the work. When it's literally like you know nothing, and then the next day half your workforce is laid off, that's a huge jarring shock for people. And that's very hard to adjust to, much harder than if you just had some notice beforehand. So, I think that's a huge thing.
The other thing is to communicate about how the process of layoffs is going to help your organization be more stable. That's another key. So, it's communicating that message. So you have to track it. You have to track earnings or track whatever metrics your organizational health dictates, and let your people know that. Let them know that you're doing better, what the goals are of these layoffs, and then how you're attaining those goals.
And that'll help quell some of that anxiety, too. So, I think that's huge. You also need to give your people a way to vent and communicate with one another, in a way that they're not worried about management hearing. So one of the things you can do are set up employee support groups, or refer people to external resources that you have available to them for someone to talk to. All of that is really important.
The other thing is the attribute that you really want to be careful you're not pushing onto your people, is this overwork. Because the work still needs to get done, and now you have half of the staff to do it. You cannot expect that the people left on their frayed nerves, who are probably losing sleep because they're stressed out, are going to be able to pick up and do all that work. It's better to just push some projects to the side, delay some deadlines, whatever you have to do to protect your people.
And your people are your best asset. And if your people are fried and can't do this, then that's not going to get anybody anywhere. So, you have to make sure they don't have a ton of unnecessary meetings, for example.
Gloria Sinclair Miller:
Correct.
Dr. Heather Myers:
And then the last one that is coming to mind as being extremely salient, is invest in the people you still have. Don't get rid of your L&D programs, right? If anything, this is the time to raise it up. Encourage your employees to know more about themselves, about one another. This is where personality can fit in, as well. If they understand the way they see the world and the way that our colleagues do, it'll do things like provide tools to help you improve communication between them, right?
So help them grow, help them develop. Look to the people that you already have when you're looking to promote. Look for internal promotions, right? So internal growth, internal mobility. Show your people that you care about them, that you're invested in them, and that you want them to do well. And then that way, even if they're worried about the company's long term future, at least they'll know that they're getting development and training that they need to be better after the whole process is done and come out the other side having been developed.
I think those are really the most important things.
Gloria Sinclair Miller:
And you gave such great advice and there's a lot in there and I want to make sure our audience really clearly understands those pieces around communicating, communicating often, and not for communication's sake. But then this other piece around the training part, and that's typically what happens. We've all seen it. We need to do a layoff, we get rid of training. And training becomes the most important thing and that investment back into the organization, but also there's this trust factor of making sure that people trust the organization. And that goes back to communication.
It made me think about an example that I had in my career going through this very process. And I think it highlights all of the attributes you went through, in that we were doing a major outsourcing and it was global. And we immediately decided that we were going to communicate early and we were going to communicate often.
But I think one piece, in which you highlighted there was, we're not communicating for communication's sake. We're communicating the business reason on why we're doing this, how we're going to do this, and we actually made sure that the leader of the organization was seen as the face.
Dr. Heather Myers:
Yes.
Gloria Sinclair Miller:
And that his managers were also seen as the face of the change to whatever component they were accountable for. So there was that visibility that I think is also important, but they created a trust factor. And I think part of that was the leader coming out and going, "Look. We're going to communicate. This is our commitment to you. And we're going to tell you what we know, when we know it. And when we can't tell you, we're going to tell you, we can't tell you."
Dr. Heather Myers:
Right.
Gloria Sinclair Miller:
And it made a big impact on how that change was managed.
Dr. Heather Myers:
I'm sure it does. And that's such a great example, because what I've seen so often, and you can look at these sites that people can anonymously post things to around their process that they went through. And you see, time and again, people complaining that their leaders give these talks and they say nothing. They talk for 15, 20 minutes, but the employees don't feel like they actually have any information. And then it just feels cagey and dishonest. And then everyone's miserable.
Gloria Sinclair Miller:
Scripted.
Dr. Heather Myers:
Scripted, completely scripted. Very legally correct, but then it's not any real information and that doesn't help. Then the leader might as well not have bothered to address the employees, because now they've just made it worse because the employees don't feel like they have any useful information. And it just feels like they're trying to be tricked. And that's never a good feeling for anyone. And again, around that trust, now the trust is even more gone than it was before.
Gloria Sinclair Miller:
Absolutely. And I think another piece is you have to have some courage in this.
Dr. Heather Myers:
Yes. You do have to have courage.
Gloria Sinclair Miller:
As a leader, as a people manager, because you're going to be unpopular, but there may be things that, quite frankly, you know are the right thing to do. But sometimes we get boxed in by legal, quite frankly.
Dr. Heather Myers:
Yes. Yes.
Gloria Sinclair Miller:
We want to do the right thing. We want to make sure that we're not opening ourselves up to risk, and sometimes you got to push the risk envelope. I know I've done that in my career where you had to, otherwise you're going to erode that trust that you built.
Dr. Heather Myers:
Yes. It's really true when you say you have to put your people first. You do have to put your people first.
Gloria Sinclair Miller:
Absolutely.
Dr. Heather Myers:
You just have to. That's the only way through, that is beneficial to both you and your organization.
Gloria Sinclair Miller:
Yep, absolutely. So, a big part of this. We talked about communication and the need to do it and training, et cetera. But I think you bring a unique perspective, and as we talk about personality and personality assessments, that can help us to develop our leaders.
So switching gears a little bit, and let's go back to before we get to the point where we're having to worry about this, what can we do better to leverage personality assessments to help develop our leaders, especially, in times of change?
Dr. Heather Myers:
Yeah, that's a great question because I think sometimes people are afraid of personality assessments and afraid to use them, or they think that they're not going to work for what they need them to work for. But just like any tool, it's a piece of information that can be a very valuable asset to have. And how and why.
First of all, it's important to know what model you're choosing and what kind of personality assessment you're giving, of course, because some of them are more validated than others. But take, for example, The Big Five, which is the five factor model of personality. And it has these five dimensions that, when taken together, describe the whole of a person's approach to the world or their personality.
And it's a very well validated model. Very commonly used. 50 years of research, et cetera. So when you have that model and you use a model that a personality assessment that measures these big five, it can really provide such great insights into the way that person sees the world.
And again, if I know how you see the world and I know how I see the world, then the decisions that I make when communicating with you can be better for both of us. So, there are lots of different ways it can be used. One, there's a lot of personality assessments and I know, certainly, the one that we have, as well, has the communication guide associated with it.
So for example, I'm very extroverted. I tend to do a lot of talking and I'm not always great at listening and waiting, so that's something that I've learned about myself. And I literally will force myself to sit there and count pauses, so that I don't just jump in whenever there's a pause in conversation. And I have to keep reminding myself to listen to what the people around me are saying and to draw other people in.
So I have a few people on my team, and I there's a person who's more introverted. So I make sure to ask that person questions, because I know they have valuable things to add, but they're not necessarily going to just offer that information. Right? So I know this about myself. So, it's that kind of thing. Understanding the way I see the world and the way these other people see the world can help me communicate better.
We also have at Traitify, it's called Traitify engage. And it's a report that allows you to develop yourself. It's a self-development report around your personality. So it'll point out areas that you have to grow and give you very actionable concrete tips for how you can do that and the kinds of things that you should look for. So, those things are great ways to incorporate personality into HR and into your...
We even have a guide coming out, this is on our product roadmap, where it's a development guide for managers to use with their employees or their direct reports to just help them, give them a framework that they can use to help develop their people. So there are all these things that can be used to improve communication and just improve our interactions, which I think are so important. And so many companies just dismiss out of hat, but really it's a great framework to give people and start some fabulous conversations.
Gloria Sinclair Miller:
No, absolutely. And it's something that's so critical. We spend... An average company could spend over... Well, I would say average companies in general spend over $200 billion in employee turnover.
Dr. Heather Myers:
Yes.
Gloria Sinclair Miller:
And just some of these little things that don't cost over 200 billion to put into place early and provide resources for managers and employees are so critical for us at this point. So, good advice.
So you also have your background in research design and assessment, like we talked about. And we talked about assessment is not the sexy side of HR.
Dr. Heather Myers:
Nope.
Gloria Sinclair Miller:
And most people try to stay away from it.
Dr. Heather Myers:
Yes.
Gloria Sinclair Miller:
But it's definitely an emerging skill for HR professionals when we're thinking about what are the skills that HR professionals have to have. If we look at the future of HR and the future of work. What advice could you give an emerging professional, whether in HR, maybe outside of HR, as they're thinking about their career and as it relates to assessment and data and things like that. What advice would you have?
Dr. Heather Myers:
Yeah, I would say don't be afraid of it. I notice people are so afraid of data and assessments and they don't understand them. But it really doesn't take that much time to get enough of a base-level understanding of them that you can be able to use them. And I think the biggest thing that holds people back is fear.
I remember when I was a graduate student at Stanford, helping some other students in my program, so incredibly brilliant people, who I literally would sit and they would cry over statistics because they were so afraid of it. And I just remember then playing counselor and just being like, "Look guys, take a breath. You can do this."
To get this basic understanding, it really isn't that hard. It's just unfamiliar. And, indeed, by the end of it, they were like, "Oh. Oh, yeah. That wasn't that bad."
So I think it's not being afraid of it, but it's also being cautious about how you use things, right? So, know the right way to use something. Spend some time learning about what is the best way to use the output of this assessment? You can use it for things like asking better interview questions around the behavioral characteristics in a job or when you're looking to promote someone, you can use it to improve communication. So from an assessment standpoint, just know what you have and know how to use it.
And the other thing is around data. So, it's the same thing with data. Know what data can tell you and what it can't. So again, it's the quality of your data. If you have good data going in, then whatever is coming out, you can trust a little bit more. So, you can make more important decisions around that.
If the quality of your data isn't good going in, know that, and then take that into account and use it as a caveat, right? So it's all about knowing the quality of the data that you have going in and what's going out. And then also just, again, not being afraid to learn a little bit more about it. But also, you want to keep checking your data. It shouldn't be a one and done. You have one data set. You shouldn't make a decision and then never look at it again.
You have to keep looking at data as it comes in and is it reevaluate? So, I often look at how personality is related to job performance for our customers and our organizations. And one of the things that we've seen is that, every now and then, the personality characteristics that predict performance will change in a role. So that's, again, why we look at it over time.
And one particular organization, I noticed the shift where that openness to experience that kind of curiosity, which had in the past not really been very predictive or just had been mildly predictive, all of a sudden became the strongest predictor of performance. And I was doing a review with this client and trying to figure out what that was. And it turns out, they've implemented a new computer system. And the people who were staying around and learning it, were people who were higher in openness because they were excited by that and that was interesting to them.
And they were losing all these other people who were lower in openness, because of this change. So to me, that is the coolest thing. When you can literally see there's a shift and then you can explain it. That's so cool. So, it's not a one and done. Look at it over time. And again, know the quality of the data that you're looking at.
Gloria Sinclair Miller:
No, that's so true. And as a... I call myself a recovering HR professional, but it's still being in the HR space, I've definitely found the use of data is so critical. And this immersion of people analytics-
Dr. Heather Myers:
Yes.
Gloria Sinclair Miller:
... As a skillset and a competency that people need to become familiar with and not, to your point, shy away from, because there's so much good information and business leaders want that information. So if you're sitting at the table as an HR professional and you're wanting to provide valuable input, being able to provide some of that, the numbers if you would, that information and being able to see how that's impacting the organization is definitely critical right now. And moving forward as well.
Dr. Heather Myers:
Yes, I completely agree. Absolutely.
Gloria Sinclair Miller:
So I have enjoyed our conversation and I know that our listeners would want to continue to connect with you and hear more about what you're working on. So can you share if people want to reach out to you or find you online, where would they find you?
Dr. Heather Myers:
Absolutely. So, you can find me on LinkedIn. You can drop me an email, so I will spell my name and the company name so that you can find me more easily. My name is Heather Myers and that's Myers, M-Y-E-R-S. And my company is Traitify, so that's T-R-A-I-T-I-F-Y. And again, you can connect with me on LinkedIn. My email is just Heather@traitify.com. So that's nice and easy to remember. And yeah, I look forward to hearing from people. Absolutely.
Gloria Sinclair Miller:
Great. Well, we are so excited that you were able to spend some time with us today. So thank you, Heather, for joining us and thank you all for listening. If you haven't already, please subscribe so you'll never miss an episode.
As a reminder, today was part one of our mini series on communication and consultation. This podcast is approved to provide re-certification PDCs, but only if you listen to the full mini series. Feel free to reach out to me, and you can find me on Twitter, @SHRMGloria, or you can find me on LinkedIn at Gloria Sinclair Miller.
And again, connect and continue the conversation. If you like to learn more about the Honest HR podcast, head over to shrm.org/honesthr. To learn more about the other SHRM podcast, check out shrm.org/podcast.
To learn more about the other SHRM podcast, check out shrm.org/podcast.
Until next time, thanks again for joining us on Honest HR.
Speaker 1:
Honest HR is sponsored by PNC Organizational Financial Wellness, organizing multiple customizable financial health solutions to help address your employees specific needs all in one place.
PNC Organizational Financial Wellness. Organizational financial wellness, organized for you. Learn more at pnc.com/wellness. PNC and PNC Bank are registered marks of the PNC Financial Services Group, Inc. PNC.