Adam Scholtes: This is the Skill Up Build Up Podcast powered by the Morales Group where we are leading talent to thrive. The war for talent is real Skill Up Build Up is a place to connect with businesses and community leaders to surface forward thinking solutions for a better skilled workforce to compete in the 21st century.
Adam Scholtes: All right. Welcome back to the Skill Up Build Up Podcast. Today we have Jeremy York, the state director for HR, Indiana SHRM and a president and lead consultant for Invigorate HR. Jeremy, thanks for being on.
Jeremy York: Thank you. Thank you for having me. Appreciate it.
Adam Scholtes: Yeah. Hey, so just to kick off, tell us about yourself and your roles with the Indiana SHRM as well as Invigorated.
Jeremy York: Sure, absolutely. Well, I am a state director for HR Indiana SHRM and we are a part of the bigger society for human resource management. So how that is set out is that each state has a state council and then there's chapters within this state. And so in Indiana, we have 15 chapters that are underneath the State Council, and so we act as a liaison between the society for human resource management and the local level of the state of Indiana. So as the state director, I have the responsibility of ensuring that we're doing all the things that SHRM likes for us to do, to ensure that we're, I don't know, being a leader in human resource management and making sure that we're doing, you know, all of the best practices that we're supposed to do, supporting the chapters, making sure that HR professionals are getting the resources and education that they need, uh, and just supporting them overall. And so that's what we do. Um, uh, from a State Council perspective. Now as my role as president and consultant for Invigorate HR, we are a HR consulting firm and we specialize in what I say everything underneath the HR umbrella. So depending on what your needs are, if it involves your people and your employees, we probably can do some work for you or help you be able to implement best practices and really focus on a strong people strategy to support your business. And, and that's my role there. I founded that about five years ago and we've been growing and just going full steam ahead ever since. And it's been awesome. It's been an awesome journey.
Adam Scholtes: So five years ago Invigorate.
Jeremy York: Yeah. And you just continue to grow. Absolutely. To help help companies yet people management. Yeah. We work with all different kinds of companies for profit, nonprofit, small, medium, large, just depending on what their needs are. Um, you know, the foundational elements of HR is really the same. It's just about how we apply it to each industry or each individual culture and that's what makes it unique. And that's what we do. That's what we talk about people strategy is that, um, you know, every people, strategies different where you go depending on your people and your people are different in every industry and every business.
Adam Scholtes: Absolutely. So going back to the HR Indiana SHRM piece, right? One of one of our mottos on this podcast is we need talent to thrive, right? And we want to, we want to teach our listeners how can they lead talent to thrive? So how do you, how do you do that? How do you guys manage that piece?
Jeremy York: Yeah, that's a great question. Well, you know, it's really interesting because, you know, for SHRM, the Society for human resource management, there's over 300,000 members, part of that and that's across the globe. That's not just within the United States, that's globally. And here in Indiana we have about 5,500 SHRM members within the state. So our goal and what we do is that we say we are the authority of human resources in the state of Indiana. Meaning that we want to support human resource professionals not only in development and education, but also how to lead their organizations to ensure that they're engaging employees, that they are attracting the best and the brightest talent, creating cultures of mutual trust, respect, and most of all inclusivity. We find that, um, you know, right now today with more than, you know, really there's five generations in the workforce that we have and making sure that we understand what the workforce looks like and helping HR professionals create cultures that embrace all parts of that is, is difficult work, but something we have to focus on because everyone is so different. So what we do from a HR Indiana SHRM is really provide those resources and support, as I said earlier, we have about 15 SHRM chapters within this state, all led by volunteer leaders that have individual chapter members that provide programming and development. We help support each of those chapters as much as we can, um, through resources such as toolkits through, um, you know, leadership methodologies through additional programming, a webcasts or webinars that we do on a regular basis for all of our members within the state. Um, we put on one of the largest HR conferences in the country. It is the largest in the midwest and it's called HR Indiana. It occurs every August. We just finished that recently, which was a success. Um, you know, with our conference this year we had almost 1700 attendees, which is pretty amazing given that, um, when we were in 2002, we had a, just a little over 600 and now we have like 1700. So yeah, and we get people from all around the country and all around the different states within us. And so that's something that we do and people are able to get recertification credits for, um, you know, there are HR credentials that they have, whether it's a, a SHRM credential or a human resource certification institute credential, uh, either of those and we provide that for them. So we also provide financial support to each of the chapters two through revenue share. So our conferences not only a place for people to get development and to learn and to network, I might add on that, which is very important, right, to network today, but also for them to be able to, um, you know, volunteer and earn money for their chapter and because we want to give financial support to them. And last year, which was pretty amazing, we are pretty proud of this. We gave over $50,000 away to those 15 chapters,you know, a lot of these chapters are small and they don't have a lot of money because they're all nonprofits. So we were able to do that from a financial $50,000. Yeah. And so we had a great year last year and so we're hopeful this year we'll be able to do something like that as well.
Adam Scholtes: Yeah, that's great. You touched on a couple, a couple topics, their engagement and inclusive growth. Can you, can you dig a little deeper into what, what, what is engagement and what does inclusive growth look like in your world and how are we, how are you guys trying to, trying to build that awareness.
Jeremy York: Sure. Well, I think one of the biggest things that organizations really face right now, we've been talking about the war on talent for years. Right? Well the thing is a big topic right now, is it. I mean this is what we've been talking about. We thought we were talking about it five years ago, 10 years ago, but we're in the midst of it now with unemployment being so low and people can pretty much move wherever they want to move right now. So what we're talking about is engagement. So how do we not only attract, and we've talked about that, right? Attracting the right kinds of people are the talented people that we want, but we've got to retain them so that other people don't attract them. Right? And part of that retention is making sure that they're engaged at work and that encompasses a pretty bold strategy for a lot of organizations because what is engagement? Well, you know, if we look back to Gallup's engagement kind of statistics, you, one of the questions was indicators is that, you know, do I have a best friend at work? You know, I will tell you when I first heard that, I thought, gosh, that is ridiculous. Who cares? Who cares if you have a best friend at work or if I'm, you know, you have a friend at work. I'm not here to make friends. Well, the reality of the situation is we are, and especially the millennials, they are really big on ensuring that they have friendships with the people that they work with, and so that is a key indicator, a key indicator of engagement. So what does that look like? Well, we have to create environments that engage them, environments that allow them to be able to contribute their ideas. They need to be in environments that are inclusive to their ideas, their opinions, and creating this whole idea of thought diversity and knowing that each person brings something different to the table and that it's all valuable. While we may not use their idea immediately, it's that whole component of just idea sharing, collaboration, feedback makes us better. That's one way that we can engage and that's one way that this generation, the millennials and the generations to come will look for engagement. It's also being able to understand what they want out of life and what they want out of work. We know that this generation here that we currently have in the workforce, you know, values work, life, balance, so they're looking for ways to be able to work remotely, telecommute, to utilize technology to make things more efficient, to be able to spend time with their family if they have children, be able to leave during the middle of the days to go their kids' functions. Right? I know I'm part of the extra generation and I know when I was growing up, very rarely did parents come in. It was usually the state home moms that came into school in the middle of the day because everyone else was working. Well, you know, now it's different. People are saying, no, I'm going to be a part of my kid's life and it'd be at school for these things. So we're looking at that kind of flexibility. Also looking at ways to allow them to give back to the community because that's important to them as well. Um, you know, how can they give back? It's, it's being able to ensure that they're making a difference in their community and that their work matters not only to the organization but to the communities and their families that they're supporting.So that's a big part of engagement in how we're able to look at that. People say, well, how do we do all of those kinds of things because they might not be within our control. Well, there are certain things that are in certain things that are in. Part of that is in is creating an inclusive work environment that allows a person to be able to bring their whole self to work and that's a term that I utilize that people are like, Oh wow, that's an interesting concept, right? You want to be able to bring your whole self to work to be who you are, every aspect and that allows you to collaborate, to share, to break down walls and filled like people accept you regardless of some of these diversity traits that we've talked about. No one really cares anymore about the color of your skin or shouldn't, or your gender or your sexual orientation or any of these kinds of things. We should be more concerned about you being able to come to work, feel that you can participate and be your whole self and be able to collaborate and do the things that we hired you to do, which is demonstrate your talent and so that's how we do that through an inclusive work environment. We're saying, hey, we want people working for us that looked like the people who are out in the world and that represent all the different people we may be working with as customers or working with people that may be collaborating with as coworkers within the organization and we want to know that you're comfortable out in the world, being yourself. We want you to be comfortable in the organization, being yourself with all of these different people because that's what we need. We need that diversity perspective.
Adam Scholtes: That's good stuff. Jeremy, are you seeing companies being open to this or do you think are you think companies are still kind of in a spot where they're still trying to figure it out, cause you see millennials, how do we deal with it? How do we do this? Engagement is kind of the new buzzword right now. Inclusive workplace environments like like all this stuff I feel like it was all coming together and they have all these companies you feel like companies right now and in the state of Indiana are are kind of behind the eight ball or they are forward thinking enough to to really make an impact?
Jeremy York: You've got both, so I would say the majority, if I had to do a blanket statement, they're still trying to figure out, but we have some pretty progressive organizations here within this state that are looking, looking for that, looking for ways to be able to create a more inclusive environment that are doing a great job with it. We've had other organizations who think, oh no, this is the way we've already been. This is our culture. They need to conform to us, etc. And then you've got folks in the middle of that saying, we're not sure what we're supposed to be doing to look at this. And so what's interesting is that I've been talking about this for years and about how that's going to be a rude awakening for some organizations to realize that gone are the days where we get to dictate that employees have to conform to our methods and ways of working. We now have to begin as an organizational culture shape the way that we do things for the for the employees. So it's not that the company to find the employees is that the employees are now defining the company and that's just a generational shift. It's a paradigm change for a lot of folks, but it's the way that we have to look at doing business moving forward because the world changes at such a fast pace because of technology. Because there's social media. The way that we communicate, the way that we do things now, we have to be able to change as an organization just as quickly as our employees change to be able to meet the needs most of us are in business because we offer a service or a product or something like that that we have customers we're selling to. So as our customers change, we have to change as well to adapt to them. And if we're expecting people to adapt to us and our old ways, that means that we're, um, you know, are going to be irrelevant. I like to talk about a company that people might have heard of called Kodak, right? I've heard of it, yes. You know, in the eighties and you heard about Kodak and the nineties a little bit, but you don't hear much about it anymore. And that was a company that really didn't change with the world, right. And, uh, has kind of become obsolete. So when we, we don't want to be those kinds of organizations, so we have to change as our people change as the world changes to be able to do that. And I think, you know, we're, uh, Indiana is a little bit more of a conservative kind of state, but it's leaning to be a little bit more progressive, especially within the Indianapolis area. And we see companies that are doing some of those more progressive activities to ensure that they're creating an inclusive environment, an environment that engage people to do that. So, um, you know, we see a lot of the smaller businesses that are really a little bit more progressive because we know organizational change is difficult and it's hard and it's harder for a large organization to change. But there is an organization that I work with here in Indiana that's a relatively large, and they're going through this right now. They had been a more parental kind of environment where that's kind of their culture and they've realized, yeah, eight to five. We kind of dictate what we do, very parental. And they, they realized that they weren't being able to attract the right kinds of people they needed to be successful and that they needed to adapt and start to change their culture. So they begin to allow more telecommuting and workforce options. They began to look at more collaborative spaces as opposed to putting people in little cubicles and they're making a shift there because they realized moving forward to find the people that they need and they want that. That's what they were going to have to do.
Adam Scholtes: Yeah. So if you're a company right now that say maybe, maybe, maybe let's say wants to become progressive, but they're a little bit behind the eight ball right there. They're a little slower to market and making this change. What are, what are one to three strategies that you think you could implement real quick? So, so I'm, I'm company abc out there,we need to make the change. We got to ship though, we are trying to turn right? How do I start?
Jeremy York: Well, that's a great question and you know, there are some strategies that you can implement and some easy wins that we'd like to say the low hanging fruit, but the first thing that it really starts with his leadership of the company supporting those things. If the company's leadership doesn't support the change or the movement of that ship that you were talking about, that you're trying to steer in a different direction, it doesn't matter what strategies you implement from a people level. If it's not supported by top leadership and it's not part of the company's culture, it's not going to matter. It's not going to work. You're not gonna see the results that you want. So that's the first thing. But if your leadership team was onboard with making this shift and onboard with being able to implement some new strategies to um, you know, appeal to this new group and do the things that you need to do to be more inclusive and to have employees be more engaged. One of the first thing is to look at your dress code policy. That's one of the easiest things were more relaxed business environment these days. Um, so a lot of times the dress code policy has an impact. The other thing is, is that some of these organizations, you know, they may not be paying a lot for some of their positions. There are positions may be more entry level, et cetera. So having a dress code policy that requires people to dress in a super business related attire is not going to be really that conducive to them. Uh, and two, they're not going to have the financial means, etc. So just being able to look at the dress code policy. The second thing is looking at your, um, your flexible work schedule. What does that, if you have one, if you don't, I recommend that you look and see what, what that might look like for everyone and being able to telecommute or work from home or work remotely. What does that look like for people? because people want to be, they want to have some flexibility in their day and people these days don't mind working at night. You know, a lot of folks would rather have a little flexibility during the day so that they could go home at work at night or after their kids go to bed. They can do a little work after that because then they're having a better quality of life or the things that they need to be able to do. Um, and that's okay, we realize that and we need to look to see if that's an option for us and what positions that might work toward. The next thing is looking at paid time off policies, you know, work life balance is very important to both generation x and the millennials and even the new workforce I, jen or generation z that's coming in. We've got to make sure that we have the right kinds of paid time off policies in place that relate to those folks and that helped them meet their kinds of goals and what that looks like.
Adam Scholtes: So what does that look like? What is a different than pts pto to meet? Right? So what is, what's a different policy?
Speaker 3: Well, and I love how you just said PTO is PTO to you. And the thing is, is that some companies don't have pto policies. They still have vacation, sick, personal. That's a common. We think everyone has pto but a lot of organizations don't. And so it's kind of an older way of thinking, you know, being able to have that, you know, which it's not a bad strategy, but I always feel like that when you have sick days, it encourages people to lie and to call in sick when they're not really sick versus having a combined pto policy where you get a bank, here, you go use it as you need it, but it's looking at those kinds of things, you know, vacation and sick versus pto. It's looking at, you know, how much time does a person get? What are the levels that are increments that you move to the next milestone. You know, I was reviewing a company the other day that it took five years before you move to that next vacation milestone, which was a very long time knowing that people only spend time with companies usually about a year and a half to two years. So, you know, that could be a retention strategy to keep them from moving to the next opportunity. If you have a, you know, a milestone at two years or three years or something like that as it relates to their increment, so you'll look at things like that to be able to determine how that might impact your people, knowing that that's important to them. Having a conversation with a client the other day and uh, they said, you know, I had the strangest request instead of the employee coming to me asking for a raise, they came to ask for more pto. They wanted pto instead of more money and this is very indicative of the workforce that we're dealing with now and the ones to come. So we have to look at those kinds of things that may challenge the way that we thought about things in the past and say, oh, well, people may be coming in wanting more pto instead of money. Well, what does that mean for us? Are we willing to do that? We've never done that before. Well, what does it look like? Why wouldn't we do it? Yeah. So we have to challenge ourselves to get out of, uh, this, you know, just mundane thinking that we've been doing for years and say we're going to start thinking a little differently and approach things differently than we've done in the past. And it's okay. Yeah. That's good. It's okay to question those things.
Adam Scholtes: That's good. Yeah. I think, I think to the pto policy, a previous employer, we had a split sick and personal time and mind didnt hit til six years. Yeah, six years. I actually left the company, came to my current role, so I never even got my increase anyway.
Jeremy York: Yeah. And a lot of people don't. We've got to look at ways because we are, again, we said the war on talent, we are in that right now and we've been to look at ways to be able to retain people because we know how difficult it is to get them and to get good people. And so when we get them, we want to keep them because it's so challenging. We don't want them to go somewhere else and we have to look at what are the ways that we can do that. When HR and some of my hr folks will probably cringe when I say this, you know, we're all about treating people fairly and consistently. We talk about that consistent practices. But what we also have to start looking at is that what is appealing to the one person may not be appealing to the other. And so when someone comes to us and ask for more money, that doesn't mean everyone wants more money. Someone may want more money while the other person wants more time off, and we have to be okay with thinking. Seeing that both of those translates to dollars and that really in the end of things, they're the same. They just come in a different format. It's like water, ice, vapor, the same kind of thing. It's all water, but in different forms the same way with compensation, it's still running. It's still dollars, but just in different ways we award it to those folks. So it's a different way of thinking than perhaps we've approached it in the past. Now, I'm not saying I don't want anyone to get me wrong, I'm not saying go in and turn it upside down, but I'm saying that we've got to be open to thinking and looking at things from a different perspective and lens.
Adam Scholtes: So I heard management has to be aligned, easy, easy dress code policy, kind of low hanging fruit. Kind of just assess it right where we at, flexible work, schedule, be open to it, and then look at your pto policy. Those are the four things I got from. If you're a company right now and you feel like you're behind the eight ball.
Jeremy York: Those are the easiest things to begin to look at. Those are the easiest things. Now, you know, long term what you want to really focus on is more of a, um, you know, for inclusivity is making sure it's thought diversity. It's, it's known to be like the next frontier of our diversity in general, where we move past the visible traits and we focus on more of the invisible traits about people's experiences, what they've been through, their upbringing, their cultures and their backgrounds. All of those things coming in shape their perspective. And how they see things, so it's important that we continue to embrace those and realize that's part of the value they bring to us. Um, and that's really, that gets us focused and gets that ship headed in the right direction to ensure that we're creating an inclusive workplace where a person can bring their whole self.
Adam Scholtes: Yeah. That's good. That's real good. um, so let's, let's talk real quick about trends. What are some of the trends we, I think we touched on this a little bit, but what are the trends you're seeing in Indiana, maybe the Indy market specifically to with hr and kind of where do you see what, what kind of challenges or themes are you seeing where we're trying to skill up a workforce that maybe companies should be aware of as we move forward?
Jeremy York: Absolutely well the first thing is, is it's just the challenge of finding talent. We know that and it's been, it's been increasingly more difficult because unemployment is so low. So what that means is that it has an impact when it's hard for us because that means as an organization, we may have to look at things that we've not done in the past such as paying more money for folks because we need that talent and once we find someone we just have to do that or two we create sign on bonuses or other types of compensation structures. Three, giving them the additional paid time off than we've normally done in the past. You know, being able to find ways to be competitive. We have to reevaluate the way that we've looked at the employment relationship to be able to attract that talent and that's part of what we have to do because it is difficult. When I am in my hr circles and they hear my hr peers, they're always struggling to find people to fill positions and how they do that. And right now we're at a point to where it just seems like there's more positions available and then there are qualified people. We've been predicting it for years. We're in it, we're here. So that's a trend that I see as well. The other trend that I see among organizations is really reevaluating their compensation and benefits packages overall of what that may look like and changing it up so that it aligns more with what the different generations may want within the workplace. Allowing people to have more choices, allowing people to do, to do more, looking at the way that they allow for a part time kinds of work, etc. One thing that we have in our minds a lot of time is that, oh, well, you know, compensation pay and the benefits are what selling a person to the job. And really that's not what they're really about these days. It's more about the culture of the organization, the flexibility, the fit, uh, for all of that. So I challenged a lot of organizations to say, well, instead of taking a full time positions and thinking that you know, the pay or the benefits are going to work that way. What if you split it in two different positions or two separate positions that are two part time roles that allow more flexibility. You'll be able to pay and maybe a little bit more given. There's no benefits there etc. Looking at different ways to be able to fill those roles and that's just a different way of approaching it. Instead of looking at, um, you know, just strictly based on fulltime competent. The other thing is looking at comp and benefits as, as it relates to part time workers on top of that and extending some of those benefits and I'm not saying that you have to provide healthcare for every part time person, but look at some of the other benefits, especially the voluntary benefits that part timers may wish to elect. That could be a tool to attract them and retain them within the organization for a part time gig or something like that may work. So looking at those kinds of packages. The other thing that is, I'm kind of been out there that's been circulating within the hr arenas are unlimited pto to where we don't really have defined pto packages. It's basically unlimited. You the time off as you need it, just get your job done and get your work done, etc. And what does that look lIke for you? A lot of people have mixed perspectives on that, but it certainly is challenging us to look at something differently, you know, when you think of people who maybe already exempt levels or maybe even at a management level, as much time as they work, even while they're on vacation or whatever. Maybe an unlimited pto allows them to be able to be more efficient, effective because they can do the things they want to do and still do their work with all of that. So that's another trend we see within the compensation and benefits component of all of that. And I think lastly, what I'm also seeing is companies really starting to focus on their people. What does that mean? Well, it means something different to every organization. They're starting to learn that people are people, they're human beings, they have feelings, they had other commitments, they have families, they have, um, the things that, you know, they like to do outside of work and how do we continue to support them with all of those things. And really that is, um, you know, from the biggest part of a culture shift and it's a way of looking at things a little differently and it's focusing on the people, what do we do and how do we help them? Um, and, and that's something different and I think it's because of this, um, this talent war that we're in that has forced organizations to look at people differently. They're not just a commodity as I think that we have treated them before, but now they're actually a resource.
Adam Scholtes: Yeah, no, that's good. I think. I think there's a lot of stuff for our listeners to unpack there and really think about some of the stuff you've been brought up. I'm seeing in my day to day travels as well. And I think, I think it's good. I think the way the way companies are moving that trend areas is very positive for the employee. So great stuff there. Appreciate your insight. We'd like to kind of finish up our podcast with some personal questions. Sure. So the listener and myself can kind of learn a little bit more about you. Jeremy, what was your first job growing up that you can remember?
Jeremy York: Yeah, my first job was working at Mcdonald's and so I got that job while i was in high school. I was 15 years old and I worked there and I actually really loved it, you know, I worked different positions within the organization, um, you know, from being at the cash register to the drive through and I always would have to work in the drive through is definitely an interesting role of how do people come through and you get an insight into their lives because you see on their vehicle. Um, but also, um, people would always laugh at me because I was, you know, do something crazy and instead of being mundane like, you know, welcome to mickey d's going to take your order please, or something like that. And it was my first job and a lot of people make fun of, you know, oh your first job at, you know, ha ha ha. But Mcdonald's had one of the best training programs that I think that ever been through, you know, before I was able to go and wait on customers and serve and all of that, I had to go through almost two weeks of video training and things like that that they did, which was pretty awesome then. So I worked there all through high school and even in my first semester of college as well. And I actually was promoted to a manager when I graduated from high school into that and still with the college. So it was, it was great. So that was my first job. There was a lot of fun and I think anyone. I think everyone should have to work fast food in.
Adam Scholtes: That's good. What's your favorite vacation spot growing up?
Jeremy York: We always had fun trips to two places, but mostly we went to Florida a lot to Saint Petersburg, Saint Pete beach and we would take big family vacations to there and have a good time. And I can remember it would be like my aunts and my uncles and my grandmothers and I mean it was a big family vacation and we always had a great time. And then we'd also go to the Smoky Mountains to Gatlinburg and Pigeon Forge. And uh, um, you know, I remember that even before the theme park, Dollywood, was there, there was an old place called Silver Dollar City. And I remember that was the first place I feel like I ever saw like a grist mill. Uh, but that was a lot of fun. Uh, and we love that because I love the mountains and those are two of my favorite places are being by the ocean and then being in the mountains. So hopefully one day when I retire I can have a place in both locations.
Adam Scholtes: Yeah. Um, what is something that you want to do in the next year that you've never done before?
Jeremy York: Well, that's an easy question for me to answer. So my great grandfather was in world war one and he was awarded the Congressional Medal of Honor and French Croix de Guerre. And they erected a monument for him over in a small town called Chateauchafre France and since this year is the hundredth anniversary of the end of world war one, they are doing a commemorative ceremony there in Chateauchafre to honor him and his heroic deeds in world war one. So, um, I've always wanted to go to be able to see that monument and always wanting to go to Paris and London there, but I've always wanted to go to see the monument, etc. And so I'm actually doing that this month to be able to go and see that. The mayor of the town that they consider him to be my great grandfather to be the liberator, invited the family over for this big ceremony. So we're headed there to be a part of that. Yeah. There's a whole family for, for all of us going over. So we may need to have a followup podcast experience when you get back. Yeah. Yeah. So that's something that's pretty awesome. I think I've always wanted to do it just never had the opportunity. And now since they were doing this and like it's a once in their lifetime, we've got to do it.
Adam Scholtes: Absolutely. Well, good for you. That's fantastic. Jeremy, really appreciate you being on the skill up build up podcast today. I think we have a lot of great insight, a lot of great kinda kind of actions that, that, you know, our, our listeners can take and move forward. So. And if they can find out if our listeners want to find out more about the HR Indiana SHRM or Invigorate would direct them.
Jeremy York: Yeah, absolutely. If you want to learn more about HR Indiana, you can go to our website which is hrindianadshrm.org or if you'd like to learn more about Invigorated HR, our website is invigoratehr.com. Awesome. Jeremy. Thanks a lot. Thank you. Appreciate it.
Adam Scholtes: Wow. What a great podcast with Jeremy York today. A lot of stuff to unpack there. I think some great takeaways for our listeners. What I really loved was his quick, easy wins to implement. If you're a company kind of look into to right the ship, if you will. He talked about changing the dress code policy, just taking a look at that. That's an easy win. Maybe also looking at adapting your work schedule to more of a flexible work schedule. Also taking another look at your pto policies. What does that look like? Are you still in the age of sick time and personal time versus just a straight pto bank policy? I think that's really good, but the key to all of that is your management has to be aligned. That was the one thing I took away was the alignment of the management isn't there you might be fighting an uphill battle. Jeremy also had some, some ideas on thought diversity. You know nowadays it's not the color of your skin, right? Like we've got to get out of that thinking, but it's the values you bring to the table and the thoughts you bring to the table that's really gonna help move the organization forward. Also, he said, you talked about, you know, companies are looking to hire people that want to make a difference in the community. You know this speaks very true in near dear to my heart. I think think when you have a company or a company of givers that want to go out in the community, make a difference. It just, it just lifts up the company as a whole. So great conversation. Go ahead and stay in touch with the conversation at skillupbuildup.com where we are leading talent to thrive. Looking forward to talking to you next time.