Name: Great Place To Work Certification LIVE Q&A
Uploaded: 2026-03-04T18:15:58.423Z
Duration: 55 min 28 s
Description: Great Place To Work Certification LIVE Q&A

Transcript for "Great Place To Work Certification LIVE Q&A": This is not an opinion. It's not a perspective, or a belief, This is not an opinion. It's not a perspective, or a belief, or a philosophy. This is trust. This is leaders we can believe in. This is civility, decency, respect. This is listening like you give a damn. This is bigger than identity or politics. This is prosperity. Closing gaps, opening doors. This is growth, scale, resilience. This is not controversial. This is business for all. And this is how it's done. Alright. Hello, everyone. We're so glad that you're able to join us today. Before we get started, I wanna go into a few quick housekeeping notes. So we're gonna make time throughout the live q and a today to answer your questions. So please be sure to submit those in the control panel as we go along, and you're gonna see a q and a section in that control panel to the right of your screen. For those of you who may need or want it, we have closed captioning today. So you can enable this function at the bottom right hand corner of the stage. And we like to keep things fun. I I love already seeing all of you who are participating in the chat, and we want to encourage all of you to use this function today. So talk to us directly. Talk to other attendees. Share your favorite gifts. We're here for it all. You're also gonna be able to access this session on demand at any time by logging back into the same link that you used to log in to today's events. And that's it. So let's get started. Welcome to Behind the Badge, our live q and a session about all things Great Place to Work certification. I'm Ashley Ford, the executive vice president of marketing and operations, and joining me today is Scott Schoenbrunn. Hello, Scott. Hey there. He's an account executive who partners with organizations of all sizes, but especially those that are on the low the larger end to help them better understand their cultures and ultimately how to create an operation where both employees and business are thriving. And Scott brings over twenty five years of human resources leadership experience, and I'm really looking forward to sharing his expertise with you all today. Hey. Thanks so much. So glad to be here, everybody. Ashley, that opening video, like, I don't care how many times I watch it. Like, that should be the video before I go to the gym and when I wake up in the morning. I get so psyched every single time that time. Chills every time. Absolutely. Alright. So the reason why we're here today is to talk about great place to work certification. Whether you're ready to earn certification or you just wanna explore what's possible, we are here to help and also to meet you where you are. For our time today, we've got four really fast rounds of questions where I'm gonna put Scott in the hot seat for a bit. And we're gonna talk about the business case beyond the badge and co branding opportunities that you get with Great Place to Work. We'll bust the myths about certification. We'll hear from real customers who've been on the journey and the outcomes that they've been able to experience. We'll talk through the process and how you actually go about earning certification. And then, of course, we're gonna answer all of your questions here live. Okay. So before we get into our rounds of questions, I just wanna set the stage for you all. Earning certification isn't about receiving a badge or meeting a a particular milestone. It really is the first step in gathering and using feedback from your employees to build moment momentum and accelerate growth within your organization. It's a way to measure and strengthen trust. And from what we've been hearing in our conversations that Scott will share with you, it's really what every leader needs right now. Exactly. I mean, you you you hit everything spot on right there, Ashley. Listen. A a high trust culture is a competitive advantage, and I don't believe every single leadership team recognizes that, but it is a competitive advantage. It drives things such as execution. It drives agility, which we're gonna talk about a lot more. It drives retention, and and it's no different. Like, any relationship needs to be based on trust. Right? And there are things that certification can do for you. Certification attracts talent. Certification generates that internal buzz and external buzz. It increases that employer brand. But these aren't the only reasons why our customers and companies continue to partner with us year after year. The reason why they do, it goes beyond that. We help them measure and improve performance and productivity. We help them guide their listening program and provide data for their people strategy and help them make decisions based on that data. We increase retention internally. We help uncover opportunities for innovation, which is so important these days, and we really have been helping increase that internal brand sentiment. So as you stated, like, this goes way beyond the badge, and I'm excited to talk about these things more today. what I'm hearing you say, Scott, too is that that it's it's really a multifaceted way of measuring things within your organization that historically are really hard to quantify. Agree. So yeah, sorry. I'm just so excited to jump into it. So I'm. gonna keep I'm gonna keep this moving because I know, otherwise, we'll get off we'll get off track because we could talk about this all day. Go for it. well, let's kick off round one with a closer look as to why it's critical to capture feedback from your employees and the outcomes that it's gonna allow you to achieve within your organization. So let's start with some results. Scott, we've looked at data from millions of employees to understand their experience at work, both at companies that have earned great place to work certification and average companies that are not certified. What are the numbers telling us, and what do you see as the business case here? Yeah. The the listen. What you're looking at right now, this this happens when you build trust. Right? Certified companies outperform The US average by key metrics, and and it's not just by a little. And what I always like to say here, Ashley, is there's no magic button. It's not like you get certified, you hit the button, and everything takes off. Right? You're you're certified because you're doing things the right way. Right? You're building the experience. You're building the culture, and we wanna recognize you for that. But, of course, we look at certified companies. And some of the things we see is, you know, when it comes to productivity, we see that employees at certified companies, they're willing to give the extra effort. They're telling us that, and leadership is observing that. Right? Recruitment in these companies, talent acquisition has so many more partners within the company that don't actually report the talent acquisition. Right? But their employees are talking about their company. They're talking about it to families. They're talking about it to friends, and they're letting them know what it's like to work there. Retention, these employees are telling us that they are planning to stay at their organizations for a long time. They wanna be there. And then for organizations that rely on customer service scores, there's an alignment there. As we see the culture build and move in the right direction, we see those customer service scores build there too. But one thing I wanna go talk about is agility. You know, we we're living in a strange time right now. We really are. And, you know, every night, we tend to go to sleep not really sure what the morning's going to look like when it comes to the business environment, when it comes to the world, when it comes to the news. And agility is so important right now. We know that employees of certified companies, they're telling us that they have not using the term, like, have high agility, but they're telling us that they're able to adapt quickly to change. And in today's world, that's the difference in keeping pace and falling behind. I'll share three quick tidbits here that are really important. We know that when employees observe that managers and leadership have a clear view of where the organization is going, agility increases almost by 40%. We know that when managers and leaders involve people in decisions that affect those people, right, we know agility increases by almost 50%. And lastly, we have found out that when leaders celebrate, when people try new and better ways of doing things, matter the outcome You ready for this? Agility increases 200%. The the stat That that really hits home for me, Scott, especially as somebody who's leading a large team through a lot of change. So when leaders ask what is the ROI of trust and how do we quantify the impact, this is it right here. Yeah. I mean, this is a set of metrics that we all look at. So it's it's right in front of us, and let's let's continue this conversation. Let let's dive in a little more. Sounds good. Well, let's let's hear from the audience really quickly with a quick poll. What are the outcomes that matter most within your business right now? Choose the one that's hitting closest to home for you. And I'm just gonna wait a couple seconds while this populates. Yeah. Let's look at this. Here we go. Alright. So we're seeing Attention. agility retention at the top. Retention and productivity really kind of at a at a tie there. Yeah. And I I I feel that. You know? And especially, like, I feel those go hand in hand. It's like you wanna retain your your top talent, and you also want that talent to really be agile in helping you adapt to this always changing world. So kinda going back to what you were talking about, Scott, around the the importance of agility. We we see that. We're talking to leaders about that day in and day out. And, also, you know, personally, like, as I mentioned, as somebody who's leading a large team, I I really feel the importance right now of of making sure that your top people are not burning out, Yeah. that they're staying with your organization, that they're bringing their best ideas to work, and that they're helping you navigate what we know is gonna continue to be a a fast changing landscape. I agree. Alright. Well, thank you all for participating. Let's pause for another minute. Oh, sorry. Actually, I'm jumping ahead of myself here. We wanna talk a little bit more about some of the of the financial benefits that we're seeing as a result of being a great workplace. Scott, can you tell us a little bit more about about the Hunter Best performance that we've seen? Yeah. Absolutely. You know, when you look at the 100 best companies to work for and these are all certified companies that made the list of a 100 best workplaces. They're all certified. Their stock performance has been nearly four times the market over the last twenty five years, which is which is pretty amazing. So I always say, you know, culture compounds value over time. Right? It really is the, I wanna say, the system behind sustainable performance. It's it it really is an amazing piece here when you look at it. So I'm hearing also too just not like a one quarter bump, but really about building longer term resilience within your organization. Yeah. That that's absolutely true. And if you think about some of the time periods here I mean, think about this. Like, 2007 yeah. Probably late two thousand seven to 2009, the great recession. Right? Between '20 '23, we had the COVID years. In '24, we had, you know, preparing for the election, unsure what direction we wanna go in. And and throughout all that, you could see that it still outperforms. You know, it's it's better execution. I'd say it's, you know, better cash conversion, faster recovery during downturns, and trust really is the flywheel throughout all this. It really drives these companies to the performance that we're seeing right here. Let's double click into that a little bit more, Scott, and look at what's really behind those certified workplaces. This chart here is it's one of my favorites because it really shows, what we call the exponential impact of trust. Walk us through what you're seeing here. Yeah. It really dives deep. So, you know, the first thing you see there is, RPE or revenue per employee. I love this metric. I've used this metric in my HR career. I think it really pinpoints, productivity. So back in April when we came out with the the best 100 list, right, we also did a study along with the Stern School of Business at at NYU to really look at the revenue per employee of these top 100 workplaces. And what we've seen is when we've when we compare them to the average US workplace, their revenue per employee look at that number. It's almost nine times the average workplace. That's a huge number. That means we are getting a lot more out of our employees because they are really into the work they do, and it means a lot to them. We talked about and the other thing about employees giving extra effort. You know, those go hand in hand. It's around productivity. I'm gonna I'm gonna move away from collaboration for a second, and let's talk about, you know, agility. We talked about agility, and these companies definitely have employees that are able to adapt a lot quicker. And for those of you who are involved in change management, there's change in this transition. Right? Transition is the emotional piece of change. These employees get that transition and back to higher productivity a lot quicker. They also feel empowered to innovate because once again, these organizations are are are seeing what they're trying to do. Right? And they're and they're really happy about that, and they're rewarding them for just trying those innovation pieces. And, of course, listen. It all goes down to that that high level of trust. But when we think about that that collaboration, what we're also noticing in these organizations is that they're breaking down silos. Right? Employees are removing the ownership from themselves, are removing the ownership from just their departments or their functions, and the ownership is more on the entire organization. Silos are breaking down. People are working together to really drive the product and the productivity around that. So some really important things here. This is the multiplier effect of trust. Right? When people feel trusted, when they feel empowered, they adapt faster, they innovate more, they collaborate better, and that's truly what drives exponential results. You know? I always say culture is not a people strategy. It's a strategy. Right? It's a business. Plus one to that. Yeah. These are huge, kinda hard to quantify advantages and but all areas that we know affect how fast a company can grow or respond to change. Absolutely. Okay. So quick question for everyone. Let's go let's take it in, keep it moving, and kinda take it into some questions for the audience here. If you could lift just one of these areas within your company, whether that's effort, collaboration, or agility, which is the one that you think would have the biggest impact on your business? Go go ahead and just drop it here in the chat. Let's see what we got here. Got some votes for agility. Yeah. Retention again still. Yeah. Agility and trust. Trust is really, you know, kind of at the center of it all. But, yeah, I appreciate appreciate that we're, you know, we're among friends here, you know, with with other folks who are also trying to to figure out, you know, do you bring that that agility within your within your organization and and really be able to sustain that. Yep. Spot on. Mhmm. Alright. Well, perfect. You know, we're gonna talk some more about these per these topics in particular today, as well as talking about how certification is gonna help you get there in the next segment. These outcomes are resonating with companies that we work with, and, also, we can see from the chat too. You know, you you all are are experiencing the need for this as well. So let's spend some time discussing the impact of high trust cultures. and how companies are actually impacting their bottom line. And to do that, Scott, can you tell us a little bit about the great place to work model and and what it actually means to be a great workplace? Yeah. No. Thank you for that. Listen. But but two, like, two minutes before I even jump in there is, obviously, you all recognize who we are. You joined this call, but just a little more about us. So we've been recognizing and rewarding workplaces and helping them build cultures for over three decades. 22,000 customers. Actually, I think the last count is we're in a 180 different countries. We survey over 20,000,000 employees every single year, which means we have the largest employee experience and culture database available, which is a lot of fun for benchmarks. We can get to that later. But we've also been studying the behaviors that need to be true in order for people to experience their workplace as a great place to work. So what is a great place to work? It's three things. It is one where you trust the people you work for, not just your individual manager, but you trust the organization's leadership. It's one where you have pride in what you do. It's not just a job, and it's one where you really enjoy the people you work with. You have this camaraderie. You you you support each other. You cheer each other on. You truly are a team. That is the definition of a great place to work. Right? You'll also notice that red circle that goes around those those three relationships, and that's because, listen, as we look at great workplaces around the globe, the one thing that has become extremely clear to us is that in order to have the most people really having the most exceptional experience every single day there at work, As leaders, we must always be thinking about how we lead for all. And that means no matter who you are, no matter what you do, no matter where you work, where you sit, that's really important. So this model you're looking at, this is the lens through which we measure organizations. It is also the lens in which we identify what are the critical leadership behaviors that are most important for our leaders to pay attention to. Thank you, Scott. Really appreciate you sharing how we actually measure, the essence of of what makes the workplace culture. Can you talk a little bit more too about how this actually plays out within an organization? Absolutely. Listen. There's no way around this. Right? This starts with leaders. And when I say the word leaders, I'm always saying it's people whose everyday actions set everything else in motion. Right? So, like, when these leaders, when they inspire, when they coach, when they build trust, it creates a ripple effect. And I almost when I hear ripple effect, I always think about, like, throwing a a pebble in a lake. Right? Those first waves, those become the employee experience. That's when people first begin to feel trust, pride, camaraderie. Right? They feel that they belong. And think about this for a second, everybody. Think about every, every job you've ever had. When you feel that you belong, you do your best work. And when you do your best work, those experiences, they just repeat day after day until they solidify. And what do they solidify in? They solidify into culture. Right? Now culture, that's the environment, that employees walk into every single morning. It's how people talk to each other. It's how decisions are made. It's how safe we feel sharing ideas. It's how well we believe and see that the organization supports our well-being. And over time, that becomes the heartbeat of any company. And here's where where the the story gets really powerful for me. When culture is strong, performance is the natural outcome. It's. not forced. Right? It's not manufactured. It's earned. And then we start to see those tangible results. We start to see things like higher productivity. We start to see things like customer satisfaction, better retention, greater innovation, and teams that remain resilient. I was I was talking to someone the other day, and I and and they brought it up, and and I agree. When leadership gets it right and holds others accountable to the behaviors they need to see, everything else falls into place. And when employees feel valued, when employees feel trusted, when employees feel connected, they become the driving force behind extraordinary performance. That makes a ton of sense. So what you're saying is great really starts with leadership. Scott, can you, like, quickly talk us through what are the leadership behaviors that we expect to see in in great leaders? Absolutely there. So listen. There are nine high trust behaviors that leaders exhibit every day. Whether we recognize this or not, we are exhibiting these behaviors. Right? And you can see the list there. The question is how are we exhibiting them? Are we exhibiting them in a way that builds trust, or are we exhibiting them in a way that breaks trust? So what we do is we measure the employee experience and culture and those behaviors associated with that through a single validated and reliable trust index survey. And you know what? I think after a couple of videos, I'm gonna go right into that, Ashley. Yeah. Let's do it. Let's hear from a company that's actually living this out and building trust and the impact that it's had on their bottom line. The impact that we've seen, for our people has really been focused around creating an environment where there's trust and there's confidence that they're a part of something great and they're making an impact in this business and something bigger than themselves. What we've seen the impact to our business has actually quite been remarkable. We have a focused effort in understanding the cost of turnover and what the impact of, focusing on our culture and again building that trust has actually had on our bottom line. As we focus on, understanding the cost of our turnover, if for instance we were to be saying this to a CFO, is what is actually the cost to the business if you don't pay attention to this? So when we look at the data of the Great Place to Work certification, I personally pay attention to three different areas. I'm looking at the confidence the team has in the executive team. I'm looking at do they understand the vision of the organization and how they're a part of it. I'm also looking to make sure that people understand what's expected of me and my job. And so as we look at that and I will say thank goodness for having an incredible head of HR, our, VP of culture is, is very much attached to all the different aspects of the survey. I will say those are the three that I pay attention to. And so when you look at that and you see your score either grow or start to retract, it's usually telling you something about your business. For example, if you've had leadership transitions at that high level, that time it takes to build that trust up again with that new leader, you can usually see that in your results. So of course, even outside of just the specific focus of what this means for trust within our leadership and again the vision of the organization where we're going, we also pay attention to what is this going to do for our retention efforts. How are we retaining our people? This is a part of that. And of course the opposite of retention is turnover, right? And so, why we pay so much attention to the fiscal results of the survey, even though it's just a one time a year survey, it's year over year and you can see that progress. It's a part of the story of your company. And so the way that we look at it and the way that we use it is we want to be that place that people want to work at. It's competitive talent, retaining talent, it's an extremely competitive right now and the reality is for the next several years. And so when you talk about why this matters and how do you utilize it to be able to make better business decisions, it should be your guiding force. Right? You want your people to stay. You want your team to love what they do. You want to have, better interactions with your clients or you know developing your product. It has a direct result of happy team member is a happy client and that also helps your revenue. We're back. Alright. Scott, what are your thoughts? You know, I I I I don't think she mentioned it in the video. She I I missed it, but I know that she's mentioned other times. You know, they they're saving $2,000,000 a year in in. in turnover expense, and, you know, that that goes right to the bottom line. Right? So that that's absolutely incredible. And I love the fact that she mentions the word competitiveness. You know, we talked earlier about, you know, this being a a a competitive advantage, and and it she stop she says it right there. Yeah. There's so many golden nuggets in in Mosaic story in particular, you know, how they're quantifying the cost savings of turnover, what they've done with those funds. So we just dropped the case study here for you all to to be able to go through that and learn a little bit more from them. We're gonna go into our next round. And before we do that, I want to, take a quick pause where we can answer some questions that are coming through the chat already. So any any questions that we can answer for you that have come up so far, please feel free to share them in the chat directly. And if not, I'm I'm ready to put Scott in the hot seat too, with some of the the great questions that we have lined up in in the midst that he's gonna bust for us today. Hot seat. Here we go. Alright. Well, keep the questions coming. We'll field them as we go along. But, Scott, I'm gonna throw at you some common myths in a rapid fire style, and you've got sixty seconds to respond. Are you ready? I'm ready if you're ready. Okay. I'm ready. Let's do it. First one, we already run an engagement survey. Excuse me. Scott, why are we different, and and how would you actually compare measuring trust to measuring engagement? Yeah. I I think first off, if someone if I'm speaking to, someone and they're telling me that they already run an engagement survey, I'm I'm really happy to hear that. Right? That's good. That means that they have a listening program. That means they take feedback seriously, and that means that they're they're trying to improve their their workplace. So good. Engagement surveys measure how people feel today, and that's really important. Right? The trust index survey really dives into the why behind it, the the impact of credibility, the impact of fairness, the impact of respect, those leadership behaviors that really predict performance. So it's not an overlap by any means. It is a different lens. And we have many organizations. We're a great place to work in the trust index survey is an end. It doesn't have to. be Yep. I hear that. So it's it's not an either or, but a yes and. And one thing that I will just add that we hear a lot from customers that it's really about the benchmarking that they're able to get through Great Place to Work certification. It's just out of the box way to compare your organization to the best companies to work for in the world, and so that context that you get is is invaluable. Okay. We'll call this first myth officially busted. Moving on to the next. We are not hiring, so certification can't help us. Scott, let's hear your take on that. Listen. I'm a sports fanatic. And when I hear that, what always comes to mind is, does that mean I'm not training and practicing because the season didn't start yet? Right? So even when you're not hiring, the experience and culture keeps your best people engaged, and we need to continually be very deliberate in how we build that. It strengthens retention. It boosts morale. It creates pride that shows up in performance. So when we start hiring and that hiring ramps up again, we already have a stronger brand. We already have a stronger culture, and we already have a stronger story. So that's my take on that one. Okay. Let's mark this one busted and move along. Okay. Next one. We aren't ready for this. We still have work to do. I feel like this is a common trap. Scott, how would you reply here? It is. Listen. I think back to my HR career. Right? The first third, I probably didn't use data as much as well, I know I didn't use data as much. It was very was running off anecdotal things. The second two thirds, I use data, and I think back of what I accomplished, I accomplished way more. So why I'm saying that is unless you have a listening strategy and you're gathering data around that employee experience, that employee culture, I don't know how we understand what we have to work on. Right? I wanna remove the throwing darts piece. We need data, and the trust index survey provides data to get that baseline. You know? A lot of times, if if we're not at that senior leadership level and we believe in this, we have to get our senior leaders here. And I don't know how we do that without that baseline. So there's no way to time it. It's like time in the market. Right? Just. get get some data so you can really start to understand your population and make necessary tweaks and changes where you can. Yep. You can't improve what you can't measure. Yeah. Okay. It's busted officially onto the last one. This is one we also hear at times. We don't have the bandwidth to explore certification right now. Scott, over to you. Yeah. I'll I'll say three things here and make it quick. This is a very low lift. We we we we provide so many resources, and we you get to do more with less. It is a really easy process where you really don't need a lot of bandwidth here. The biggest thing is communicating what you're doing, why you're doing it, and what your employees can expect when this is over. Okay. Do I even need to say it? I think this one is is busted. Okay. Let's let's move along. If there are any other myths that you all have heard, or that you've that are even on your mind, please drop them in the chat. And as we get to the q and a, we'll be sure to talk about those as well. Love it. Okay. So we're halfway there. Before we jump into round three, I just wanna hear from one more leader who's lived this. This is Mike Rizini from Hill Corp, one of the 100 best companies to work for, sharing his advice for other leaders. It's pretty simple for us because everything we do, we're gonna be consistent and fair. We're not gonna do something for one person or one group of people that we're not willing to do for everyone. Over 70% of our people are in the field. And so there's, you know, been things that come up. It's like, hey, you know what? We probably should make this exception. And the question I always get asked by my leadership is, are we willing to do it for everyone? And if we are, then it's the right decision. If not, we need to then continue to talk about that. And so everything we do is consistent and fair and extremely aligned. I mean, we take that value of alignment. When Hill Corp wins, we all win very, very seriously, which enables us to do things like our bonus program, which is very unique. You know, it pays zero to 60%. It averages about 35%. It's on the same exact metrics for every single person. But, it's pretty exciting when the receptionist, the operator, an asset team leader, the CEO are all getting the exact same bonus on the same day. They're hard checks. They're not direct deposited, which we get feedback in the survey every year. Can you please direct deposit it? And the answer was one of those. I was at a presentation earlier and said, sometimes you just have to say no and explain why. And the reason why is we wanna look you in the eye, shake your hand, and say thank you because you're one of the reasons why we got this bonus. I I think it makes people feel that we're all in this together, and my role is just as important as the next person's. And and which is true. It doesn't matter what your role is. We are all under the same vision, mission, and values, same purpose, same focus. We're we're moving down the same, direction. And I think when you have that, you get that alignment. And if you ever wanna know what the secret sauce is to Hill Corp, it's alignment. Of all our values, they're all important, but alignment is the hardest one to do because people aren't willing to provide those kinds of things. Alright. We've got some other great videos from Hill Corp as well too. I appreciate the way that Mike is kinda jumping into some of the tactical ways that they're using the feedback from the trust index and operationalizing around that. So with that, let's get a little bit more into the tactical and dive into one of the myths that you busted here in the process, Scott, and that is that that, that certification is a really light lift. Absolutely. Scott, can you talk us through the process on on how to actually earn Great Place to Work certification? Absolutely. We're gonna go through this one quickly. I know we have about ten minutes left. It's really simple. Two steps. We're gonna survey your employees using the trust index survey. Takes under fifteen minutes for an employee to complete. The second step is while that survey is open, it's open for two weeks, you're gonna complete a culture brief. It's really a short company questionnaire that provides context around your results. We then calculate your overall trust index score. And if you meet or exceed 65%, meaning 65% of your survey respondents are saying that, yes, your organization is a great place to work based on pride, trust, camaraderie, You are certified. And one of the greatest things is you get your data, and you find out if you're certified within twenty four hours after that survey closes. Scott, how long would you say that the process takes from the moment that people actually sign up for a partnership with Great Place to Work? Great question. Listen. I I'm a big fan of communication. You can never communicate too much. So I like at least a solid week or two of communication. Again, why we're doing this, what you can expect, typically, thirty to sixty days from the moment we sign. That includes two weeks of communication. I've seen it done quicker, but just figure thirty to sixty days from the moment you sign to the moment you get results and hopefully get certified. In in addition to that, once you are certified, you have our badge. That badge is royalty free. Use it wherever you want. Get it internally out there. Get it on LinkedIn. Get it on your website. Good bring it to job fairs. It is yours to use for the next twelve months. You're gonna have a profile on our website. That profile provides information about your organization. It provides information about what your employees are saying about your organization. And what our customers love is there's a box you can click on that brings traffic right back to your website or right back to your social media to learn more about your organization. And then, of course, we're gonna give you a bunch of supporting tools to really get you to highlight your organization. And then lastly, certification also qualifies you for additional recognition opportunities. We partner with fortunate people on a number of different lists. Once you are certified, the greatest piece is we automatically do the application process for you. And I think we're gonna we'll talk about a couple of those lists in a little bit. Ashley, can you do me a quick favor here? And can you just talk about the data and kinda, like, how they receive it and what they could do with it? Yes. This is my favorite part, and I wish we had more time because I would tell y'all the story about the very first time I received my trust index data and how that went, but we'll save that for another time. But within twenty four hours of completing your trust index, you're gonna have access to your results. And we give you tools for analyzing the survey results, identifying trends, and really encourage you to celebrate the strength of your culture and uncover blind spots and and where those gaps are. You'll be able to benchmark your results against the best workplaces in the industry and also against the the Fortune 100 best companies to work for. And, something that folks really love is that we're gonna give you some insights reports that are preformatted as PowerPoint decks that make it super easy for you to share insights and key learnings with the executives in your organization. So really so many tools to focus on driving your people strategy and having the highest impact with this feedback that you're collecting from your people. Okay. Well, I wanna get us into asking some questions. You know, that's the how and how you earn certification, but let's make it personal, and and let's open it up to questions that you all have. So I'm gonna move over to the q and a section and see what we have. And while you are submitting your questions, I think we have time for a couple. I'll start with just one that I know we get often. Scott, how do you convince leaders that there's an actual ROI around developing a strong culture. I'm gonna go back to what we do. We listen. Right? I think it's very hard to convince a leader if you don't understand what they're trying to achieve, what their strategy is, what metrics they wanna hit, and then talk about how culture and experience will drive those metrics. But to just go in there with a PowerPoint and show them what's going on, that's not that's not the end all for me. So really start on the conversation of what we're trying to achieve and how our culture can get us there. Okay. And we got a lot of other really good questions pouring in. I know we're not going to be able to get to all of these today, so I'm gonna ask a couple, and then we will definitely follow-up with everyone else. Let's see. The one that I saw oh, sorry. I just, I've got a lot of questions about cost. We'll get back to you on the on those specifics. Question for you, Scott. If a company does not reach 65%, how. does the cycle work to resurvey the cost associated, Yeah. etcetera? Absolutely. When when when you're working with us, when you're partnering with us, it's a full subscription. Right? So that includes the survey. That includes the certification. It includes, dedicated, customer, success managers working with you. So if you don't achieve certification right away, and that absolutely happens, you have a lot of data which will demonstrate to you where you need to work over the next twelve months before you approach certification again. Don't. discount I'm discount the data. good call. And I'm gonna just ask one more. Like I said, lots of good ones in here, and we'll be sure to get you all answers. But any tips to help a company collect survey results for our union employee members alongside our overhead employees. Yeah. I mean, listen. We work with a lot of manufacturing organizations that, of course, have a lot of union members, airlines, all that. So, again, we need to be very transparent. We need to be very candid and explain why are we doing this, what we're trying to achieve from this, and how it's gonna better the organization. We also have many different ways that individuals can take the survey. And, again, if you wanna learn more about that, please contact me. I'd be more than happy to have a conversation about what you're trying to achieve. Like I said, so many great questions. I'll just I'll just do a small plug for one more that I saw. There was a question about whether folks can survey anywhere in the world. They're a global organization, and the answer is yes. That is something that we didn't really have a chance to cover more in-depth today. But through one experience, you're able to capture feedback from your employees anywhere in the world and earn certification in those locations. So another great benefit of of centralizing and and working through Great Place to Work. Okay. Well, we'll get some answers to to more of those questions. In the meantime, Scott, you wanna give us some updates on on deadlines that we've got coming up here? Just really quick. You can get certified any time of the year you want. But if you're also looking to be recognized on fortune and people lists, you need to be certified by a specific time frame. So some upcoming deadlines, if if these lists are important to you, we wanna be certified by May 8. You can go to our website, and you can see these deadlines too. But, again, certified anytime. Awards, through Fortune have additional deadlines. So if that's important to you, let's start talking now. Okay. And then finally, I just wanna invite you all to the great place to Work for All Summit. It's taking place next month in Las Vegas. You're gonna hear from leaders at companies of all sizes on how they run their business around the data and insights that they're getting from their people by way of Great Place to Work. It's embedded into everything that they do, and they talk about this live. It's super inspirational, informative, Yeah. and also you're gonna get to meet other people who are doing this work as well. So highly encourage you to be there. Great. And just next slide real quickly, we've got some information about the actual dates. I hope to see all of you at Summit, and hit the the contact me in the in our poll if you want to come as a special guest for Scott and I. We're gonna hook you up with our $9.95 early bird price. You will not find this offer anywhere else, so I hope you take us up on it. Bring your CEO. Bring your CHRO. Bring your whole team, and you're gonna see for yourself why this has been called the Super Bowl for workplace culture. And we'll just wrap up with a a a short video that gives you some highlights from last year's summit. Thank you all again for joining us today, and we look forward to chatting with you more soon. Hope to speak. to you soon, everybody. Everyone here is literally trying to do the same thing. They just want their workplace to be the best place for all of their employees. So people that care about, you know, being a good coworker, good manager, good leader, you're going to find people like that at this conference. This isn't just a summit. This is a critical mass of companies that are gonna change the world. We're here to help you be your best self. There is no monopoly on intelligence. It creates a level of imagination. It can plant seeds for long term transformations. The way we can make the biggest difference is by being an example. What is happening here? The party of the decade. At the center of it, it was gonna be not how much you're worth, but your self worth. Trust in your people, believe in them, invest in them, and they'll give you the right results. The point of business is to make life better for all. There's only one way to do it. A future where business works for all. That's it.