[Transcript]
Narrator (00:00):
Hello, HR professionals. Good news. For a limited time, this episode of the Love Your People Podcast is valid for 0.5 professional development credits towards SHRM-CP, SHRM-SCP, and HRCI recertification. Stay tuned to access your certification code.
John Duisberg (00:25):
Welcome to the Love Your People Podcast. I'm your host, Jon Duisberg. And if you're new here, this is the show where we explore how people first strategies help organizations and their teams flourish. Today, I'm joined by Ty Breland, Chief Human Resources Officer and Executive Vice President of Global Operations and Services at Marriott International. Ty oversees HR and operations for a global footprint of approximately 800,000 associates across 140 countries. In this conversation, Ty shares how Marriott balances outcomes for associates, guests, and property owners through their 3D prism framework. We dive into workforce innovation with their cross-training iJobs initiative, the story behind their authentic associate brand B, and how they're using AI to give frontline team members superpowers to enhance human connection. Whether you're scaling culture across 10 people or tens of thousands, this episode will give you actionable insights on driving business results by truly loving your people.
(01:28):
Let's dive in. Welcome everyone. It is great to be back with you for another episode of the Love Your People Podcast. We are joined today by Ty Breland. So just super excited to just learn from Ty, understand these best practices. How do you apply employee engagement strategies at a global scale? Ty, welcome to the show today.
Ty Breland (01:52):
John, thanks so much for having me. I'm glad to be here.
John Duisberg (01:54):
Absolutely. All right, well let's jump in. I've already teed up a little bit of an intro, but I would love for you to share just more of the scope of leadership that you have at Marriott International Ty. But also, I think it's interesting that it's not just the CHRO role, there's also the operations side of the role. And so help us understand how did these two roles, if you will, come together into your current leadership position? What does that look like for you and what does that mean for the organization?
Ty Breland (02:25):
Yeah, sure, John, I'm happy to. So I just celebrated 22 years with Marriott. If I was being completely honest, I think I came to Marriott to do about two years and then another 20 ended up happening. So I think coming in early into Marriott, I was an internal consultant, so I had an opportunity to work across an array of different areas in the company, sales and marketing, development, HR, operations. I was kind of bounced around a bit, kept gravitating to the HR space and kept getting opportunities for assignments that were just exciting. We had a huge merger with Starwood Hotels, and so had a chance to lead that from a talent standpoint for the company. Unfortunately, like many of the companies on this call got hit hard with COVID and had to play a leadership position to help pull the company back from losing 90% of our revenue basically in 48 hours.
(03:28):
And then building, had a chance to lead the effort to build this new headquarters that we moved into a few years back. And so I think along that journey, I was lucky to have leaders really invest in me. They saw something, "Hey, why don't you try this?" Or, "Hey, why don't you go explore that?" And I think it built a bit of a Swiss army knife set of skills and huge kudos to those leaders. I think they saw things in me at times that maybe I didn't even see myself or maybe I didn't have the confidence to tackle and they would push me into it. And so along that journey, one thing kind of led to the other. I got thrown into the CHR role right in the midst of COVID and that assignment really helping rebuild. And so learned a lot about the company and that learned a lot about myself, learned about how we really wanted to shape the future and did that over the course of about three to four years.
(04:33):
And then about two years ago, I was asked to take on the global operations side of the business. It had always been a passion area for me. And I think as I've gone through that learning of operations coupled with the background in HR, people are what make it happen. That is what operations is. It's driven by our people. And so while I have two different disciplines, I do try to find the synergies and the connective tissue across. And I think that's been one of the things that leaders have given to me in the past, the importance of people and how they drive the entire business. And that's made a huge difference in who I am and ultimately what I'm able to do for many other people.
John Duisberg (05:22):
Yeah. No, I love that. And I want to lean in to something you said there, which is you had leaders that invested in you along the journey, maybe saw things that you didn't even see. And so because we hear from leaders that the interaction with the manager is so critical. People may not necessarily even leave companies, they may be leaving managers. And I know that with the structure of Marriott that you have owners at these properties. And so tell us a little bit about how that works. So you might be casting a vision from a leadership perspective, but you really need that to be brought to the front line through these owners and through these, we'll call it managers, if you will. So tell us a little bit about what that looks like. How does it work? Any lessons learned with that type of structure?
Ty Breland (06:20):
Yeah, I think when we're trying to approach anything at Marriott, we try to look through what we call a 3D prism. So
(06:28):
What's it mean to our associates? What's it mean to our guests? What's it mean to our owners? And so we have 10,000 properties, but we only own a handful of those properties. About 30% of the portfolio we manage, 70% is franchised, but pretty much every asset we have is held by an owner, a REIT, et cetera. And so for us to be successful, we have to make sure we're motivating our associates, we're meeting the needs of our guests, but we're also having the right returns for our owners. So we benefit at Marriott of being an asset-like business, but an asset-like business only works if you have asset-heavy partners. And so those owners that have the assets, we have to make sure that we're working every day to get the right returns. They're faced with the pressures of any other business, cost of capital, and things move a little slower on some fronts today from a construction standpoint.
(07:29):
Some things are moving really fast from a technology standpoint. So one of the things that we try to do is when we're trying to push on what's next, what we're trying to do, that we're looking at it from a associate standpoint, from a guest standpoint, as well as an owner standpoint. And that's an important piece of our business. So maybe I'm doing something with Bonvoy, our loyalty program that really drives more guest preference, which is great, that allows us to generate more revenue, more people staying with us. But if I'm doing that at the expense of the owner, I need to recalibrate that a little bit to make sure there's a win there for them, there's a win for our guest and also the associate. So balancing that is a very important piece of our success at Marriott.
John Duisberg (08:21):
Yeah. No, I like the concept of the 3D Prism and effectively any decision, any program, how is it going to, even if it's not necessarily intended for the owner, like you said, the loyalty program, how's it going to impact these different stakeholders that are going to have an experience around this so that concept makes sense? And as a tee up into the other next question or category that I really wanted to get your feedback on, Ty, because I feel like it just goes back to the roots of Mr. And Mrs. Marriott, which there's a very simple, but I think very profound statement, take care of our associates, they're going to take care of our customers. And so it's this whole in the industry EX equals CX kind of mindset. And I know that there's programs that have been invested in and really leaned into when it comes to the B program, the B brand for Marriott.
(09:21):
So tell us a little bit about this journey. How do you and your team approach the EX equals CX, take care of our associates, they're going to take care of our customers. What are some of the things that you found most effective? Any lessons learned on this side of the house as well?
Ty Breland (09:38):
Yeah, so I mean, look, we're blessed to have a Mr. Marriott. He's 95 years old. While he doesn't play quite the role he did in the past, he is still very active. So he dials in for the first 30 minutes of our board meeting. He is always right on top of whatever topic we're wrestling with as a team. He always gives encouragement. His son David is our chairman. So that family connection and treating one another like you would family is a big part of what makes Marriott Marriott. And his father had said to him, "You take care of your associates, they'll take care of the guests and the guests will come back." And that simple philosophy, we repeat a lot because there's times you can get caught in how complex things are and how things are shifting. And we live in a very dynamic world and there's all this chaos that can be going on at any one point in time.
(10:38):
And I think as a leadership team, we constantly pinch ourselves and reground ourselves on, we just do those basic things of taking care of our associates, they'll take care of the guests and everything will work out. And that's something that I think a lot of our leaders live. I think for me, early in my career, I came in from the outside and like I said, I bounced around to several different disciplines, but I remember vividly being in this conversation with a number of our operators and GMs across the globe. And one of them made the comment, "Have you ever worked at a property?"
(11:17):
And I had waited tables and done some things early in my life, but I'd never worked at a property. And so I left that call thinking I really need to make sure I understand what they're going through. And so I asked my boss at the time, I said, "Hey, could you give me a list of the best GMs we have? I want to go shadow them for a week at a time and learn as much as I can from them and their teams." And so one of our most regarded GMs we had in the system at the time was a gentleman named Mike Stengel, and Mike Stengel ran the New York Marquis. And the New York Marquis is a legend in and of itself, but it's a hotel that runs 98% occupancy 365 days a year. It's one of the busiest hotels we have. It's one of the most profitable hotels in the system, and there's several hundred associates that work at this property.
(12:13):
So I called Mike up and I said, "Hey, Mike, I'd love to shadow you. I heard you're one of the best GMs in the company." And without any pause, he goes, "Damn right, I am." And I said, "Well, look, if you're open to it, I'd love to come spend some time with you." And he said, "Sure, why don't you come tomorrow?" So I hop on the cell out of DC, I head up to New York. I walk into his office about 6:45, 7:00 AM. He's raring and ready to go.
(12:42):
And so we start and we walk the hotel. And one of the things that instantly landed with me is there were probably at the time right around 700 people working at that hotel. He knew all 700.
Narrator (12:57):
Wow.
Ty Breland (12:57):
And he not only knew their name, he knew their kids' name. He knew what sport they were playing. He knew to the primer question at the beginning what their favorite football team was.
(13:06):
And I just had a chance to witness this authentic interaction with our associates. And as I went through that week and got to know not only the jobs and understanding operations, but also understanding our people, it left a deep mark on me. One of the stories that played out is I had a housekeeper that was taking care of my room for that period of time. And I'm the middle of five boys, and so I make my bed. And it's a running joke at Marriott. I always make my bed. So the housekeeper comes in and the bed's made. But anyway, I was chatting back and forth with our housekeeper at the time, and she was just saying, thank you. I came from corporate, and not that I had anything to do with anything she's done, but she was just telling me, thank you. And I said, "Well, why are you saying that?" And she's like, "I just can't thank Marriott enough." She's like, "When I came to this country, I wasn't able to read.
(14:04):
And the GM at the time, and this is someone prior to Mike, taught me to read, and I wanted to learn to read so I could read stories to my children because I wanted them to grow up and have a good handle on the language and to really understand English so they could go on to a great university." And she said, "I look back now and they're in their 30s. One's a lawyer, one's a doctor. Both of them went to Ivy League schools." And it left such a mark on me on the impact we can have on an associate if we do the right thing as a leader. And so as we were coming out of the pandemic, we were really wrestling. It was like, how do we want to show up from an employer brand standpoint? We were trying to re-recruit. We had furloughed a lot of our associates to get through the pandemic.
(14:56):
And I think collectively as a team, we wanted to have something that was just pure. And so the team went out and met with individuals like the housekeeper I was talking about, like Mike, the GM. And one of the common things that came back was Marriott's a place where I can be me.
(15:18):
And it led to ultimately us calling our employer brand program B, and this idea of beginning your career, belonging to a place, and becoming the best version of yourself. And so that was a campaign we did. There was no consultant involved. There was no marketing firm. Every single piece of imagery that has been associated with that launch is our associates. There's no stock footage. There's no one standing on top of a mountain with an eagle flying over top of them. It is our people. And I think the pure nature of that gets back to this idea of take care of your people and they'll take care of the guests. And MB was our way to really give that back. And we try to live up to that promise every day. We believe in growing great leaders, investing in our associates, and providing that access to opportunity, which ultimately allows people to be the best version of themselves.
John Duisberg (16:23):
Man, there's so much good nuggets of wisdom to unpack there. Man, that's awesome, Ty. So first, the story of you walking around with Mike, the owner, and him just knowing not just the associates' names, but their kids' names. So you said just the basics, getting back to the basics, just knowing and caring for an individual and knowing their why. And the housekeeper's example, she wanted to just raise her children and be able to read, and that's her why. And so that's so important, and I feel like it's so true. We forget. There's so much going on, we forget maybe just those basics. They're the most important in terms of what matters most for our teams and our employees. So I love that. You mentioned that, so your, we'll call it employee engagement, employee initiatives, you've branded.
Narrator (17:23):
Yes.
John Duisberg (17:23):
So just like, "Hey, we have an external marketing brand," you've created that internally and that's the B brand. So that's interesting. So I know a lot of companies are doing a lot of great things, but you've kind of wrapped that up and said, "Hey, this is our brand." So am I understanding that correctly? And so whatever comms or anything's going out, it's related back to this B brand, is that right?
Ty Breland (17:46):
Yeah. I mean, we have hundreds of millions of people that hit our career site a year. We hire on average about 200,000 people a year.
(17:56):
So super active site, but anything that you're going to see when you come into that space is going to have the connectivity with B, our people brand. And so some of the fonts, some of the connectivity also goes to some of our Bonvoy branding because a lot of times we get our associates from people that are already our guests. And so in partnership with our head of marketing, we try to connect these dots where yes, it is a separate sort of marketing and brand within the company, but it is absolutely part of the fabric of all of our branding. So it doesn't just stand out on the island, it's integrated. And it's back to that 3D prism piece. Everything we do, we have to flow it through that idea of the associate, the guest, and the owner.
John Duisberg (18:46):
Yeah. No, I love the connection to the customer and the stakeholders, and I love just the concept in general of, hey, we're going to be intentional about our internal brand, our internal marketing strategy, if you
Narrator (19:02):
Will.
John Duisberg (19:03):
So I love that. Want to go into our next question, which really is around a term that we've heard from Marriott that is authentic hospitality,
Narrator (19:16):
Which
John Duisberg (19:16):
I think goes back to your story to some degree, but also around workforce innovation. So we've talked in leading up to our conversation today about the work around eye jobs. So talk to us about what authentic hospitality means for your associates, and then what are you guys doing around workforce innovation? Would love to hear any examples, stories, and eye jobs would be one of those examples. Yeah,
Ty Breland (19:43):
Yeah, sure. So I think, look, let's start with hospitality. So when I joined the company 20 plus years ago, we had 2,000 hotels. How you run a company is 2,000 hotels versus 10,000 hotels is different. And so standards are important, having structure is important, but you can get caught a little bit on things being too textbook. So the standards matter, service matters, but service is what you do. Hospitality is how you make people feel. And when you get that right, they never forget. You can close your eyes and think of a great trip. There's going to be a feeling. It could be a great meal. It could be how that individual interacted with you. It's probably not going to be the building. It's going to be something else, and then that's going to drive the memory of the building. But this idea of hospitality, we're in the people business, and so never losing sight of our number one job is to make people feel good and to do the right thing.
(20:55):
And if we're really good at that, we can be woven into the fabric of their lives. Mr. Marriott always talked about one of the gifts we have is being a part of those special moments, a birthday, an anniversary, maybe you got a promotion. We're also part of some of the challenging moments for families. Maybe it's a loved one that was lost or some other event that's occurred for the family, but if we're doing our job right, we're woven into that fabric of their lives, and that's an important responsibility and an accountability that we carry. And so this idea of authentic hospitality is just that. It's making sure that we're welcoming you with a warm smile, just like you would if someone was coming over to your house, you'd make sure your house is clean, you would have something for them to eat, you would offer them something to drink, you would likely meet them at the door, you'd likely walk them to your kitchen or some other part of your home.
(21:51):
When they go to leave, you would also walk them out. You would send them a fond farewell, and having those pieces and being really authentic about it, not scripted,
Narrator (22:01):
Just
Ty Breland (22:01):
Be you. And so that's sort of the piece in authentic hospitality. I think as we've continued to see the business evolve, people are dynamic. What a guest wants today is maybe different than what they want tomorrow. And typically when you come into one of our hotels, you want someone that can be whatever you need whenever you need it. If you need to know where the Starbucks is, you don't want to ask three people, you want to ask one. If you're having a problem with your key card, you want to ask one person to help you fix it. You don't want to be sent all over the hotel. And so I think as we've gone through this evolution and we've really looked at how we're operating our hotels, it started to make sense to really integrate jobs, and that's where the term iJobs comes from, but it's taking roles and mixing them together and finding those collision points that are synergistic in and of themselves and cross-training people left to right.
(22:56):
And the importance of that has multiple wins for us, but yes, there's an economic leverage point that you have when you're thinking about things more synergistic, but one of the big learnings for us is people were way more engaged in their jobs when there was variety. They want to help. People are attracted to our industry because they want to help others, and having the flexibility in their role allows them to do that. It also makes them more employable. I think a lot of times, especially with technology, we get caught in this conversation of defending jobs. That's a bit of a losing battle. I would encourage people to really think about employability and how are you taking your associates and wherever the world goes, you're preparing them to catch where the work moves. And so iJobs is a little ahead of its time, but now as we're in the process of deploying AI and pulling some of these things through, we have these individuals that are able to really think left to right and augment what they're doing with technology in a way that we would be a bit more limited if they were myopic and very singular focused in their roles and duties.
(24:11):
And so that's been a big evolution for us. We're now going out with a larger strategy that we're calling home, which is our hotel operating model evolution and really rethinking all of the touch points in the hotel. So how you run a hotel, how you think about cleaning a room. Housekeeping in our industry has been done the same way for 50 plus years. How does it look different now that you have, whether it's some type of device, what people want and choice and how they're staying in the hotel. A lot more people are doing podcasts or Teams calls in our hotel rooms, which is a different thing than how they were built in the past. So really making sure that we're adapting and adjusting how we're operating the hotel to make that win for how people want to work, how guests want to be received and treated, but also keeping that eye on that economic leverage point for our owners as well.
John Duisberg (25:09):
Yeah, no, I like that. I want to go back to a statement that you made, and I just want to say it again, make sure I got it right because I really liked it. So service is what you do, hospitality is what you feel.
Ty Breland (25:21):
Yeah, no, service is what you do, and hospitality is how you make people feel. I mean, it's nuance, but it's super important.
John Duisberg (25:32):
Yeah. And then the idea of, hey, well, if this was your house, how would you welcome somebody? Walking them out and doing it in your way, being authentic and being your real self, right? So I
Ty Breland (25:44):
Love that.
John Duisberg (25:45):
Love that.
Ty Breland (25:46):
And you can't script it. I mean,
(25:50):
Our very best housekeepers, they get to know you. One of the most interfaces you have in a hotel, a lot of people think it's the front desk, but the most time spent if we have a restaurant and you have a server, because a meal takes about 30 minutes to an hour depending on where you're eating, so there's a decent lock up there. But the other collision point you have is with the housekeeper. And so those housekeepers that really get to know our guests, they may leave them a personal note. Maybe they're traveling with a young kid, maybe they have a newborn, and they leave that sort of special touch in the room. That's hospitality. That's what people remember. That's what they post about. It's why they come back to that hotel, they request that room, they request that housekeeper, and that's what really builds loyalty.
John Duisberg (26:40):
Love that. I love that, especially from someone who is about to have another -
Ty Breland (26:45):
Yeah, it's
John Duisberg (26:45):
Exciting. So I love that. And I want to go back to one more follow-up question. So you mentioned the idea of your associates, there's a benefit, maybe an unexpected benefit to some degree of getting exposure to different jobs. They actually, you found to be more engaged because they're learning new things, they're having new experiences. So is this something that an associate just signs up for? Is this just part of the role that they're in? How does it work
Ty Breland (27:22):
Logistically? We've been on this journey for a while. I would say of recent, it's been more of just how we're designing jobs because we've seen so many proof points in the success of doing it. So you see higher engagement, lower turnover. We also see higher scores that matter at the hotel from a customer standpoint. Cleanliness scores go up, intent to recommend goes up, profitability goes up because turnover's going down. All of these things connect. And as we talk to our associates, what's the trigger point? What's the unlock? It's accountability. And so when I have these multiple roles that I'm playing, I can't point the finger at anyone else. It also gives me an appreciation. So you think about you're turning a hotel. So a lot of times our hotels are booked out by a big group, and it could be the entire hotel, so 500 rooms.
(28:18):
Everyone is going to arrive around the same time. Everyone's going to check out around the same time, and it's a huge hurdle to turn the house and get all those rooms ready for that next group or that next sort of batch of customers. If you're working the front desk and the room's not ready, but you don't appreciate how hard it is to do the housekeeping, you blame the housekeeper. When you have an appreciation for the other jobs, you try to help, you lean in, you pick your spot, you roll up your sleeves, you're kind, you ask to help as opposed to point to blame. And so those things start to build a better workforce and a team, and when you're happy, you interact with the customer with that smile and that level of engagement, and everything just starts to lift. And so it started off as something of a different way of doing work, but I think the benefits have been quite durable for us.
(29:21):
So we try to build all of our jobs to have that sort of left to right component to them.
John Duisberg (29:27):
Yeah, no, it makes sense. And I'm just thinking, just receiving what you're saying and thinking, okay, for various industries that may not be in hospitality, how might we rotate? How might we expose? And I know that there's ways that we can probably do that, but it's a challenge. How do we think that way? How do we, like you said, create a sense of empathy for our customer service team or for various parts of the organization?
Ty Breland (29:57):
Yeah. And look, I think you have to. Integrated jobs, it is a long story. We don't have time for it, but I was in a delay out of Logan, so I was at one of our hotels in Boston and I was witnessing how work was being done. And it was on that plane ride back that I started to sketch out what became the white paper for iJobs. But what really made Integrated Jobs come to life, and I think any company can do this, is we set up forums with those individuals doing the work. And I think this is super important now as we start to put our foot in the water with all things AI. We asked them, "How could we make your job easier? How could we make you more impactful?" Now, I'd had a sort of a belief that there was something here with disintegrated jobs, but I hadn't done a lot of those jobs.
(30:52):
And so when you brought the problem to the people, guess what? They said, "Hey, I have too many handoffs. It's harder for me to call Linda or Johnny. I would rather just do it. But today I have these roles this way." And so as they started to express some of the friction points in their role, it all started to come together. But the beauty of that is when we went to roll it out, those individuals that were a part of it adopted it quickly and then gave us feedback on how, "Hey, do this, more of this, less of that." And so it was really one of those opportunities to build from the bottom up as opposed to something coming out of headquarters or a continent office down. And I think that's super important as we step into all things AI.
John Duisberg (31:41):
Yeah. Yeah. Well, you've brought up AI.
Ty Breland (31:46):
I know.
John Duisberg (31:46):
I feel like we can't leave.
Ty Breland (31:47):
I can't do a podcast without it. Yeah,
John Duisberg (31:49):
Exactly. And I know obviously Marriott, it's a people business. Hospitality is a people business. So talk to us about, well, how are you starting to lean into AI? How are you using that as an enabler? What are maybe some examples, early adoption that you're seeing so far?
Ty Breland (32:10):
Look, I think for us, we've been in the automation business for quite some time. I mean, it now has a cooler name, AI. But I think for us, I mean, a little bit back to what I was just saying, I think one of the things. So there's a few really good proof points, but the one I'll start with is a customer engagement center. So if you have an issue with your points or maybe you're trying to book something online, but you're trying to get connecting rooms or something that's a little bit out of the norm and you need to call our 1-800 number, that goes to our customer engagement centers. And so those individuals are across the globe. We run a 24-hour operation seven days a week. But when you're calling and maybe it's after hours in the US, you're getting diverted to another part of the world, you're popping up on the screen.
(33:02):
Yesterday you would've had to figure out, okay, this is John. John's this member. I'm typing in over here all these things. You're asking questions on, "Hey, where should I stay? Where should I go to dinner?" They're having to do this stuff really on a split screen. Today, and one of our first proof points was going to our CECs, but we asked them, "What's your biggest frustration? If we could do one thing with automation and AI, what would it be?" And so across the board it was, if we could just get the customer's information to pop up, and as they're talking, the system is pulling the information they're asking for. It's telling me what options there are for restaurants. It's telling me the availability for the connecting room, et cetera. As we've gone out and built this platform that we're using for our customer engagement centers, once again, the engagement of those associates has gone up.
(33:57):
Their handling time has gone down. Customer satisfaction has gone up, but they were part of identifying the problem and building it. It's something we're going to have to continue to hone. There's more and more things that we want to do, but trying to augment and do things that are people-centered and tech enabled. We're always going to be in the people business. That's what hospitality is. But the more that we can give them the superpowers to allow them to have chin up, eye-to-eye conversations with people, stay in the moment, have that authentic hospitality aided by technology feeding the information that they would've otherwise had to go hunt and peck for, that's where we feel like the sweet spot is at Marriott. And yes, that's going to shift jobs. I think a lot of times people get hung up. Is technology going to. Yes, it's going to replace some jobs.
(34:49):
It's going to shift and create new jobs. And having those associates prepared to catch it, but to be a part of designing it, to be a part of pulling it through, I think that's a bit of the secret sauce.
John Duisberg (35:03):
I love it. Thank you, Ty. Absolutely.
Ty Breland (35:04):
I really
John Duisberg (35:05):
Appreciate you just sharing your lessons learned and transparency about the strategy.
Ty Breland (35:11):
Thank you, John, and congratulations on the up and coming newborn.
Narrator (35:14):
Thank you.
Ty Breland (35:14):
All the best to you.
John Duisberg (35:15):
Appreciate it. As we wrap up today, remember this. The insights you've gained are only as valuable as the action you take. Leadership and cultural transformation start with each of us. At ITA Group, we help people and brands thrive together because creating a workplace where people feel seen, valued, and inspired is how we drive meaningful change. For more strategies, tools, and insights to help you lead with purpose and build people first organizations, visit itagroup.com/insights. Thank you for joining us, and until next time, keep leading with your heart and making a difference as a people first leader worth following.
Narrator (36:02):
Thank you for listening to the Love Your People Podcast. As promised for a limited time, this episode is valid for 0.5 professional development credits toward your SHRM-CP, SHRM-SCP, and HRCI recertification. To claim your SHRM credit, please visit itagroup.com/shrm-podcast. That's I-T-A-G-R-O-U-P.com/SHRM-podcast. For your HRCI credit, visit itagroup.com/hrci-podcast. Again, that's I-T-A-G-R-O-U-P.com/hrci-podcast. Complete the quick form to receive your certification codes.