<p><b>Listen to this episode because Comp and Ben has its place in HR. <br /></b>You can't have a one-size fits all approach to benefits in multi-generational workplaces. Research supports that a large percentage of Americans would look favorably at an organization that provides a student loan repayment program. But what does that look like? And how does it align overall with what organizations are offering in terms of outside and professional development? <br /><br />This is an episode you're going to want to share!</p><p><b>Key episode takeaway:</b> "Benefits are a culture-building tool that affects turnover. They have to be viewed holistically." <br /><br />For more information on the SHRM-Backed loan assistance bill mentioned in this podcast, read more <a href="https://www.shrm.org/ResourcesAndTools/hr-topics/benefits/Pages/pass-tax-relief-for-student-loan-repayment-benefits-SHRM-says.aspx"><b>here</b></a>.<br /><br />---<br /><b>EARN SHRM RECERTIFICATION PDCs FOR LISTENING</b><br />Honest HR podcast episodes will help you build your competencies while you earn professional development credits (PDCs) toward your SHRM-CP/SHRM-SCP recertification! All you have to do is listen to a full mini-series to earn PDCs! All relevant details, including the Activity IDs, are provided during the podcast recording itself.<br /><br />The Honest HR podcast is only one of SHRM's podcast offerings. And currently, it is the only one approved for recertification PDCs.<br />---<br /><b>This episode is Part 1 of a two-part series. </b>When you listen to both parts of the series, you are eligible to receive PDCs for your participation.</p>
Listen to this episode because Comp and Ben has its place in HR.
You can't have a one-size fits all approach to benefits in multi-generational workplaces. Research supports that a large percentage of Americans would look favorably at an organization that provides a student loan repayment program. But what does that look like? And how does it align overall with what organizations are offering in terms of outside and professional development?
This is an episode you're going to want to share!
Key episode takeaway: "Benefits are a culture-building tool that affects turnover. They have to be viewed holistically."
For more information on the SHRM-Backed loan assistance bill mentioned in this podcast, read more here.
---
EARN SHRM RECERTIFICATION PDCs FOR LISTENING
Honest HR podcast episodes will help you build your competencies while you earn professional development credits (PDCs) toward your SHRM-CP/SHRM-SCP recertification! All you have to do is listen to a full mini-series to earn PDCs! All relevant details, including the Activity IDs, are provided during the podcast recording itself.
The Honest HR podcast is only one of SHRM's podcast offerings. And currently, it is the only one approved for recertification PDCs.
---
This episode is Part 1 of a two-part series. When you listen to both parts of the series, you are eligible to receive PDCs for your participation.
Callie Zipple:
Hey, everybody. It's Callie Zipple, back with another episode of Honest HR. We are starting our third mini series today, and I'm really excited about the topic. We're going to be talking about total rewards, starting out with a couple of benefit conversations. And this is something that I had some experience with in my prior lives, as far as HR is concerned. So I'm really excited to talk about total rewards, get back into the benefits and compensation conversations. And I'm excited to have my guest on today. Her name is Crystal Frey and Crystal, if you wouldn't mind, tell us a little bit about yourself, a little bit about your role background, whatever it is you want us to know about you. And then we'll jump into the specific topic as it relates to, as I said, that total rewards mini series. So go ahead.
Crystal Frey:
Okay. Well, thanks for having me, first of all, Callie. I really appreciate it. A big fan of the podcast. I think it really shares a lot of relevant information for HR professionals. It's very real time. So I've been enjoying it and I have kind of a long commute, a little bit of a commute anyway. So I do this hands free, of course, but it does help me just stay abreast of what's going on, so much appreciated. I am the Senior VP of HR at Continental Realty Corporation, and we are a real estate investor, owner and operator. We invest in commercial and multifamily properties, and we've really been growing in the Mid-Atlantic and Southeast. So we have about 300 employees now, and I have been in this role for about eight years, heading up all of human resources for the company, but my career really spans about 20 years.
I started in HR about 20 years ago and I took a circuitous route, I guess you'd say. I left general business management first and then went into HR with the company I was working with. I really had an interest in the topic. And so they gave me the opportunity and I've been very grateful ever since, because I love the field. It's more than just what I do every day. It's really a career and a passion for me, but because of the general business background, my education is also a little bit unique in that I don't have an HR degree. I have an MBA with an HR concentration, and I actually appreciate that. I like that because I think it helps me speak the language of the C-suite and it helps me to be a better strategic business partner.
Callie Zipple:
Yeah, absolutely. Awesome. Well, thank you so much for coming on and you're so sweet to give our podcast a shout out and I didn't even pay her to do that guys. We're so excited to have you here. As I mentioned in the introduction, I teased total rewards, but this mini series is really going to be focused on what various organizations are doing as far as supporting their employees as it relates to education.
SHRM is really looking into what we call student loan repayment programs. And so we wanted to talk specifically about that topic on today's episode. And then our second topic is going to pair very nicely as it relates to financial wellness. So this mini series, as it relates to total rewards, is going to focus on education and it's going to focus on financial wellness. And these are two things that I think HR has started to recognize more recently because financial wellness is such a big issue on our employees minds and more importantly, student loans.
SHRM recently did a survey and it found that one half of Americans say that if an organization was offering student loan repayment program or some sort of assistance with student loan repayment, it would affect the way they evaluate that job. So that's a half of Americans and I think student loan is something all of us can relate to and probably react viscerally to. So Crystal, while we're chatting about this topic, you mentioned that your organization currently offers education assistance in the form of tuition reimbursement. So let's start there, let's talk about what we're currently doing as it relates to tuition reimbursement, and then we'll build into what we might consider doing as it relates to student loan repayment. So help us understand where your organization is at now as it relates to tuition reimbursement.
Crystal Frey:
Sure. Right now our program is kind of two-pronged. We will do a reimbursement program for a traditional degree program, something like a two year, four year advanced degree, and we will reimburse up to 80% of the cost for a team member. And obviously there are policies around that concerning making sure that the person is looking at courses that are job related, that there isn't a conflict with work and those kinds of things, but that's the traditional route. And then we also have in our policy that will cover other kinds of education in a hundred percent. And those are things like professional development, designations certifications. So SHRM-CP, SHRM-SCC will be a very good example of this, but we will cover that 100%, because clearly there's a very direct alignment between what you do in your work and the education you're getting.
So that is how we handle education reimbursement right now. We have a pretty popular program. It's part of an overall educational strategic plan that we actually put together a few years ago with our whole strategic plan. Going back to another podcast, I really appreciated that you're focused on that idea of strategic planning, because I think that you have to look at that, like you're saying, benefits really have to be viewed in a holistic fashion and there has to be a return on investment. So we looked at our tuition reimbursement and also started a corporate university. And we did that because we understood our strategic plan was for growth.
So we looked at our vision, we knew we were going to be growing. We knew we would be growing our geographic footprint. So what happened in that case is we had a lot of things that were very centralized. We had scheduling, budgeting, recruitment, all very centralized at the corporate office. And we realized we can't sustain that if we're going to grow, but at the same time, we can't move the cheese on people. So we can't really say, "Hey, your job's changing, but you can learn it as you go." So we really, really revisited tuition reimbursement as well as a corporate university to help people to prepare for their jobs in the future.
Callie Zipple:
Well, I think if we're talking about strategy as it relates to recruitment, it's cheaper to teach our people that we already have in the door than it is to recruit new people. So this idea of your corporate university, I think that's awesome. That's something that SHRM is trying to put together for our employees internally. And there has been such a positive reaction to training internally to get everybody up to speed rather than looking external at candidates that don't necessarily have the background that we do.
That is such a important comment that you made. And I appreciate that very much, but one of the questions that I have for you as it relates to your tuition reimbursement, did you look at other programs that other organizations had and did some benchmarking, because I'm just curious as to how you landed where you did on the amount that you reimburse, or if your program has gone through some iterations. Just tell us a little bit more about the development of that tuition reimbursement program.
Crystal Frey:
Yes, we did do benchmarking and we also had to consider current regulations. I'm sure we're going to talk about that in a little more detail, but we, again, had to make sure it was both cost effective and there was a return on investment for the employer and for our investors, but also that we were training people and getting them prepared for their jobs. So one of the things we did was to add the 100% reimbursement for certain certifications that are very, very job related.
What that really enabled us to do is really to broaden this whole idea of tuition reimbursement, I think, to something beyond what you would think of as a traditional student or the traditional degree program to people that are in trades, that want trade certifications. We have people that work in the maintenance area and they will take advantage of this for trade education, not simply a two year degree or four year degree and bachelor's degree or something like that. So yes, we did do some benchmarking, particularly around the professional development courses and what the industry was doing there.
Callie Zipple:
I think that's so accurate and I'm smiling as I say this, because when you hear tuition, you equate it to a college education, and not everybody is built or has passion to go to college and get that quote unquote degree. So I really appreciate you sharing that people who aren't necessarily seeking that college path are also participating in your program, because I think sometimes we miss them if we're only offering the two to four year degree opportunity as it relates to education. So thank you for sharing all of that.
I want to shift gears. I mentioned it right in the beginning of this podcast, this idea of loan repayment programs. And when we were chit chatting a little bit about this topic, you had mentioned that your organization was considering a program like this. So help us understand how a loan repayment program might look or feel different to your tuition reimbursement program.
Crystal Frey:
That is something we've really been looking into. It isn't a really interesting concept. There are a lot of interesting things that employers out there are really doing to assist Americans who are struggling with this idea of, I'm saddled with student loan debt, I'm delaying other big milestones in my life like maybe buying a home or buying my first car, things like that. In addition, we're finding it's doing things, this is why you have to take such a holistic approach. I think to benefits, it's doing things like cannibalizing other plans. So everyone has finite resources and people will make decisions based on those resources. And they'll say, "I can't save for my retirement right now, and that is going to be cannibalized so that I can pay for my student loan."
I have to delay worrying about my future and my retirement. So one program starts to cannibalize another program, as people only have so many resources that they can use. So what a lot of employers are doing, what I've been looking into, is a couple of things. One of the ideas is that an employee would be able to save into a plan. Right now it would have to be post-tax. That isn't permitted on a pre-tax basis. It would be in a 401k plan right now, but they could save post-tax to pay off their student loans and in some cases, employers are actually making a match to the 401k, understanding people are delaying saving for their retirement.
So at least we have something going into the retirement plan for them. We'll match the contributions they're making on a post tax basis to a loan repayment program. Those are the types of things. All other organizations are looking at creative ways, such as I don't need all of the PTO I receive, all the paid leave benefits. Maybe I can cash in some of those and apply that towards loan repayment.
Callie Zipple:
Yeah. I was just going to say for those listening to this podcast who haven't considered this sort of program, I really want you to understand how widespread this thought process is among your employees. If we were to look at a standard company and regardless of the generations that are employed at that company, almost everybody is considering or thinking about their loans as it relates to their education. The survey that I mentioned before that SHRM just conducted, 70% of people who have student loans are concerned about the amount of resources they have to put towards those loans.
The amount of loans that are related to education is just staggering when you really look at these numbers. So as we think about different programs that alleviate that stress, it's not just affecting your younger workers, it's truly a benefit that will transcend age, transcend generations. So again, for those who haven't considered really thinking about or looking at this program, it does truly benefit everybody, like I said, regardless of age, regardless of generation, because loan as it relates to education is so widespread.
Crystal Frey:
Absolutely. I think some of the statistics I've read say that some of the heaviest loan burden is in the age group of 30 to 39. So you're absolutely right.
Callie Zipple:
Which isn't the first age group, honestly, I would have thought about. When I hear that statistic, and when you mention that to me again, I'm sort of gobsmacked by this because by 30, that's 10 years out of school for most individuals, if they've only gone to their bachelor's. And I know that because I'm literally sitting at that timeframe right now. So to think that 30 to 39 shares, the majority of that loan amount is just staggering to me.
Crystal Frey:
Absolutely. Well, I think we have such diverse workplaces with such diverse people that you just can't have a one size fits all approach to benefits. You have to be much more strategic about it. It's a multigenerational workplace. I know that we had a gentleman that worked for us for some time and then came to us and said, I want to pursue a degree.
He was probably the first person in his family to graduate from college, extremely proud of him. He went on and he actually ended up starting his own business, but he took a very, a different route. He worked in a trade for some time before starting his own contracting business after coming to us and saying, "I've been here long enough, I really want to pursue a degree. I think it will help me with my growth." But he worked for a while before he decided that.
Callie Zipple:
Yeah. That's a pretty normal path, honestly. As I talk to other HR professionals and Crystal, I'm sure you've talked to other HR professionals who say HR was a choice after I had worked in other areas of the business for some time. So even in HR, if we want to pursue a career in HR, we might have to pursue an education in that prior to getting into the field. So I can imagine this gentleman that you just spoke about felt the same way about whatever path he found himself on later in life. And frankly, these loans that we have from a college education perspective may not even get paid off until we retire.
So then we're, to your point, tapping into our retirement to continue to pay off those loans, even after we've stopped working. So it is just a very widespread issue. And I'm so proud and excited about the fact that SHRM is considering this as a topic of conversation. So is there any other ideas or initiatives that you can think of as it relates to this idea of loan repayment programs within our organizations?
Crystal Frey:
Well, I think that the initiatives I mentioned are the ones that we are considering, but there are definitely things that we can do as professionals and Callie, I'm not sure if we were going to get around to this, but one of the things that I do as a professional is I'm very active with SHRM's A-Team. And if we are going to promote sensible policy, one thing that we can do is to get, to get involved with an organization like SHRM, so that we understand what the policy concerns are. For example, right now, an employer can provide up to $5,250 in tuition reimbursement to an employee. And that amount is not taxable income to the employer or the employee. You asked about the 80%. How do you land there? What is the benchmarking? Well, clearly some of that benchmarking is around the tax burden associated with that.
Now I think if you are looking at policy and you're helping regulators and legislators understand, listen, $5,250, that doesn't cut it anymore, that will barely buy your books. I know I have a 16 year old daughter. We're starting to look at college. The in-state tuition at the state school we would look at would be 17,000. Others are saying, oh, we've just lowered our tuition. And it's $32,000. So $5,250 is not really covering it. What's more, that tax advantage isn't available to any sort of loan repayment program at all. So that's just for reimbursement. It's not a program like the ones we're talking about that HR professionals and people in business are contemplating to help people with the stress of repaying some costs, those loans.
There is no tax advantage to the employer or employee for that. So I think one thing, while it's not an initiative, I think it's more about educating both people within our organization and also being involved with organizations like SHRM to provide good information and good data to legislators who are trying to understand these issues and develop policy around them.
Callie Zipple:
Yeah. And Crystal, I just want to jump in, because I don't know if all of our listeners know what SHRM's A-Team even is, right? So SHRM's A-Team, it stands for advocacy team, is a team of SHRM members who are passionate about issues like this one. And we at SHRM provide them with some information to take these initiatives forward.
And to Crystal's point, educate legislators who are going to be going to bat for some of these various initiatives, like this one that relates to student loan repayment. So if anybody out there is interested in really diving into supporting some of this HR legislation or educating their own legislators in the area that they live or work, SHRM's A-Team is a great place to start. Crystal, would you agree?
Crystal Frey:
Absolutely. Absolutely.
Callie Zipple:
Is there anything else you wanted to add to the comments you were making about the legislators and all of that, as it relates to this specific program?
Crystal Frey:
I think that is the biggest thing that we as professionals can do, is to get involved and make sure that our legislators understand the issues and understand that some rules haven't been changed, that one, for example, hasn't been changed for a long time. So it's a bit behind the times. And I think internally, I think it's a matter of making sure that our executives understand why this is important. It's important on so many levels. Clearly there's the attracting, hiring, retaining and developing the best talent so you can fulfill the mission of your organization.
I think being able to really benchmark data and understand what the return on investment is for the organization, and how you can define that and be able to share that with people internally so they understand, is extremely important. I can tell you if I could just share some things about just since we've revamped, I would say, our tuition reimbursement over the last, let's call it three to four years and created a corporate university, some of the things that have happened are that, for example, our turnover has gone from something like 25% to 19%.
To your point, that people, what we didn't understand is we thought we're just making sure we develop people for the future, but it actually became this big culture building tool as well. It became a morale booster and something that really retained people that they valued. So our turnover has dropped to 19% and the industry is about 30 or 35. So if I can define for executive team look, that's about 15 to 18 people that we're not losing a year. And as you've already mentioned, Callie, it's very expensive. It's anywhere from someone's base salary for one year to three years to replace someone. So you can do the math. If you're not losing 15 to 18 of those people, that's a significant savings to the organization.
Callie Zipple:
Well, and that's dollars, is what our executives look for, right? So if you're trying to have these conversations, the dollar amounts that you can put behind the investments that you're making, as it relates to retaining these people, is absolutely what our executives listen to. And that's when their ears perk up. Right?
Crystal Frey:
That's right. That's right. I took a look at it. We've had 50 promotions this year alone. That's about a 17% promotion rate. When I was looking at the SHRM human capital benchmarking report, it wasn't the current one, but from a few years ago, that median was about 4%. So again, it goes to organizational help, being able to develop people not only their job now, but for the job of the future.
It also helps with morale, culture building, and as you've said, trying to help in some ways to release some of the stress created by this. Because as we were saying, these are not just traditional students. When you talk about someone who has, as you said, this massive student loan debt, they may also have a family that they're supporting. They may also have elderly relatives that they're helping to support. They have a lot of other responsibilities and stress in their life.
Callie Zipple:
And financial stress. As I mentioned before, our secondary episode to this mini series is about financial wellness. Because this point that you're making right now is so relevant to our employees. The number one area of stress in our lives, our employees' lives, is monetary, usually Not all of us are billionaires, right? Although that would be amazing. But the number one stressor that a lot of people indicate is financial. So if there's a way that we as employers and HR people can impact that, that's wonderful.
The other thing that I want to shift gears to, and we've talked about the importance of education and the importance of making sure everybody understands how they can support these various initiatives and causes and help other people to do the same, comes back to truly, our executives and our leaders of our businesses. So the only way that we can implement these programs and have these programs be successful and allow for all of our employees to participate in them is if our managers and our executives support it. So Crystal, is there any sort of guidance or ideas you can provide to our listeners who are pretty much all in HR, or wanting to be in HR, about getting buy-in from those managers and those executives?
Crystal Frey:
Yes. I'm so glad you asked me this question. Well, first of all, I have to say, I am very blessed to work with a tremendous group of executives, starting with our CEO, Jan Shapiro, who is extremely supportive of these initiatives and all of the executives. But having said that, I think that you have to start again with your strategy. We looked at our strategy and said, "Okay, we have a vision. We have a vision to grow in the Southeast and the Mid-Atlantic." And from there we developed a total rewards and a talent management strategy. How are we going to do that? Are we going to always attempt to buy talent? Are we going to build talent? We have really leaned towards building the talent we have, and that's why we took the approach we took.
But then being able to say, okay, this is how we're going to support the strategy, and from there being able to then measure the effectiveness of that strategy. So the kinds of things, the statistics I'm rattling off, I live it all the time because the executives want to know, okay what's our conversion rate of interns, what's our intern plan for this year? What's our turnover now?
How many people have gone through this training, and these are the questions and sort of scorecard that I have on a regular basis to go through with the executives. So I think first understanding your strategies as a business, then developing your talent strategy around that, and then setting up metrics and measurements and dashboards around measuring the effectiveness of that strategy. I think that's how you get the buy-in from the executive team. And then of course there's a communication to the rest of the team members, and that has to be a strategy as well.
Callie Zipple:
Yeah. And when you were mentioning your tuition reimbursement program, you mentioned a issue that I'm sure, it perked up for me, my ears perked up on it because it was a real problem, I remember, when we were trying to implement the tuition reimbursement program. Managers struggle with allowing for employees to take time off or commit to education outside of their jobs. So by getting the buy in from our executives and our CEOs and having those dashboards to show them the retention rates, the turnover rates that have gone down as a result of offering these sorts of programs, that's the information that we not only need to get in front of our executives, but also in front of our managers, because our managers are truly going to be our champions for these sorts of programs, because the employees typically go to their managers when they say I want a promotion, or I want to do this next thing over here, or I want to shift gears entirely.
So it's really important, I think, to get our managers on board, because if you have a manager who says I don't value your education, or I don't value your time away from work as it relates to continuing your education, that employee who hears that, or feels that from their manager is out almost the next day. So I think it comes back to also educating our managers, that frontline manager and getting their buy in before we implement these programs, because they truly, to my point before, are our cheerleaders on the ground for us.
Crystal Frey:
Absolutely. We have about 60, some 70 people between 16 and 70 that have obtained some sort of professional certification. And we have probably 20 or more people that are pursuing degrees or advanced degrees, and the reason why we have that support is that managers can see there's a link to performance and there's a link to retention. And I see that when this person is getting the education they need and they're performing at work, obviously we're just much more productive and effective in fulfilling our mission as an organization.
So I think that you really need that. You need that buy in from the front line as well, so they understand there really is a value to this, and we have actually been able to illustrate that. I think that we've even been pretty creative with the help of our managers in doing things like giving people compressed schedules, because they have maybe a college they're completing as well as other life events like weddings they're planning and things like that. It may be for a limited time, but because the managers see that return, they're willing to say, okay, yes, I can work on some sort of flexible scheduling while this person is finishing their education.
Callie Zipple:
Yeah. And another thing that we can put in the back pocket of our managers too, is that we often can't have discussions about pay increases or salary increases or whatever our employees typically request. But when we can sit there and say, "Hey, I can't throw you an extra 50 cents per hour, but I'll send you to this really cool conference and you'll learn X, Y, Z, which will help you grow not only with our organization, but also professionally and personally."
That sometimes resonates more with employees because they see the investment that you're making in them as a person, rather than in the company by way of salary or hourly wage or those sorts of things. So I think that's another way we can inform our managers that they can speak or spin the delivery to really help employees understand that the investment truly is in them and their education, in them as a full employee, like a full person that we employ. So helping our managers understand the communication truly that goes into the delivery of these sorts of programs is key as well.
Crystal Frey:
Absolutely. Yeah. You're absolutely right. And it's funny because we do a workplace survey every year and the engagement survey, inevitably, this idea of I appreciate that the company reinvests in me, I appreciate the company provides me with adequate training or the training I need, or that my managers take the time to train me. It resonates over and over and over in the survey as something that stands out in the minds of our team members all the time. So it's something they really appreciate.
Callie Zipple:
Well, Crystal, there's one more thing that I want to ask you to do for our listeners. And it relates back to the A-Team or the advocacy team. This loan repayment program initiative that not only SHRM has, but a lot of our HR professionals and members are considering as well, we wanted to get some legs. So can you help us understand those HR practitioners out there that may not be able to implement this until there's legislative change? How can we, as members, as HR professionals, really help SHRM give this idea, this initiative legs?
Crystal Frey:
Yeah, there's a bill H.R.1043 and the Senate bill's 460. It has a lot of bipartisan support for student loan repayment and expanding that program. I would strongly suggest that you work with SHRM, understand that they have wonderful issues papers that you can really read up, understand the issues, and then be able to contact your local legislator and explain to them why this is important, why it's important to the workplace and to work and to your team members and how we can move this forward to really help our team members or organizations and in the long run our economy generally. So it's just something to really look into your resources at SHRM to help you with that information and to be able to support those bills.
Callie Zipple:
Right. Yep. And for our listeners, I know this episode and this conversation might feel a little bit SHRM salesy, but the reality is that if your organization has the means to implement these sorts of programs without a legislative change, by all means, have at it. Any impact we can have as it relates to student loan repayment for our employees, for America and Americans in general, we want that to certainly be the number one initiative.
But for those who need the legislative change, for those who want to see that, or need to see that from an organizational perspective before you can do these implementations, SHRM is behind you. We have a wonderful application. We have a wonderful website that helps you communicate with or contact your legislative individuals in your area and at the federal level. So it's only with the support of these bills that Crystal mentioned that we will be able to make some change truly at the legislative level. So Crystal, is there anything else you want to add before we wrap up this episode?
Crystal Frey:
Well, I promise that you did not prompt me to make those comments. I truly love being involved with the SHRM A-Team. To me, it's given me a voice for issues I really understand. So there are many things in our political process that I may not have enough information to have an informed opinion about. But these are things, as I've said, I'm passionate about this field and about the career and I'm passionate about work. And I do want a voice on these issues because they matter to me, and I have something to share where that's concerned. So I promise that all came directly from me.
Callie Zipple:
Well, and I'll be honest, I'm passionate about paying off my loans. So this is certainly something that I appreciate having conversations about. And to that point, Crystal, if there's anybody that wants to connect with you, talk about your tuition reimbursement program you have in place, or the loan repayment program you guys are considering at your own organization, how can our listeners contact you?
Crystal Frey:
Yeah, I'm definitely on LinkedIn, Twitter, Crystal102002, @Crystal102002, and then on Instagram as well, Crystal [inaudible 00:35:26] 45. So please by all means, connect.
Callie Zipple:
Wonderful. And it's F-R-E-Y, for those keeping track or currently Googling Crystal. So F-R-E-Y is Crystal's last name. Thank you again, Crystal, for being on this episode. Again, my name's Callie Zipple, Field Service Director with SHRM. You can find me on LinkedIn. You can also find me on Twitter and Instagram at SHRMcalliez. Would love to continue this conversation, because as I mentioned, I am passionate about paying off those loans. If you are interested in interacting a little bit more with Honest HR, you can go out to SHRM.org/Honest HR. We do have some guest suggestions, topics, suggestion, opportunities out there on that website.
And as always, thank you for listening. We talked about this in the beginning, but I'll mention it again. This episode is part one of our third mini series focused on benefits and total rewards. Our next episode will be the second and final part of this mini series. We'll provide you with the SHRM professional development or PDC code for listening at the end of next episode, you must listen to all parts of this mini series in order to use that PDC code towards your SHRM re-certification. So please come back and listen in to the next episode of this mini series. Thanks as always for being SHRM certified and for listening to our Honest HR podcast. Have a great day.