Name: Great Place To Work Certification LIVE Q&A
Uploaded: 2026-05-06T17:16:04.451Z
Duration: 51 min 52 s
Description: Great Place To Work Certification LIVE Q&A

Transcript for "Great Place To Work Certification LIVE Q&A": Hello, everyone. We are so glad you're able to join us today. I know that this is likely not any of your first digital event, but I just wanted to do a quick reminder to submit your questions as we go through in the control panel, here on the right hand side of your screen. We are gonna keep things fun and lively today, so we really wanna encourage you to use the chat, and thank you to all of you who've been chiming in so far with where you're coming from. Talk to us directly, talk to your fellow attendees, share your favorite gifts. We are here for it all. So let's go ahead and and get started. Welcome to Behind the Badge, our live q and a session about all things your place to work certification. I am Ashley Ford, the executive vice president of marketing and operations, and joining me today is my colleague, Scott Schoenbrunn. Scott is an account executive who partners with organizations of all sizes, but especially those that are on the larger end, to help them better understand their cultures and ultimately how to create an operation where both employees and the business are thriving. And what's really exciting is Scott brings to us over twenty five years of human resources leadership experience, so I'm really looking forward to sharing all of his expertise with you all today. Hey. Thank you so much. Ashley, great to see you again. It's been about two weeks since I saw. you in Vegas. So great to see you. Connie, I'm glad that you were able to join us in Vegas as well. You know, would love to hear if any of the rest of you were there. Such a great time as always. And, yeah, I'm I'm super jazzed kind of about where we're going from here following a great session in Las Vegas. Absolutely. The summit is tops, and next year, it's in Atlanta. But, let's get going today. Okay. Let's do it. So the reason that we're here today is to talk about Great Place to Work Certification. Whether you are ready to earn certification or really just wanna explore what's possible, we're here to help and meet you wherever you are in your journey. For our time today, we've got four fast rounds of questions where Scott, I'm gonna put you in the hot seat for a bit, and we're gonna talk about the business case beyond the badge and and co branding opportunities that you get with Great Place to Work. We'll bust some of the myths about certification. We'll hear from real customers who've been on the journey and the outcomes that they've experienced. We'll talk through the process and how you actually go about earning certification, and then, of course, we're gonna make some time to answer all of your questions live. So let's set the stage for earning certification. I wanna really emphasize that this is not about receiving a badge or meeting some one time milestone. It really is the first step in gathering and using feedback from your employees to build momentum with your within your organization. It's a way to measure and strengthen trust, which we really know leaders need today, especially coming out of what we heard from the CEOs who were on the stage at the summit. Yeah. Exactly. And and and first of all, I'm excited for the hot seat, Ashley. You know, listen. You you sum it up greatly. Listen. A high trust culture is a competitive advantage, and I'll probably use that terminology several times today. And for leaders that recognize this competitive advantage, they're jumping way ahead of of of other organizations. You know, it it drives execution. It drives agility. It drives retention. No different than any other relationship, trust is a foundation. And and there are many things that certification can do for you when you talk about, you know, more than the badge. You know, it attracts talent. It generates buzz. It it increases that employer brand. But to your point, Ashley, these are not the only reasons why companies continue to partnership with us year after year. You know, we help them measure and improve performance and productivity. Our data guides their listening programs and their people strategy. We have organizations that, through our data, are uncovering opportunities for unlocking innovation and then just continually increasing that brand sentiment. So just back to your point, there are many ways beyond the badge that our partnership takes focus on. Alright. Well, I'm, a simple concept as you called out, Scott, you know, but really a lot to unpack. So I'm excited to kinda keep keep digging in here with the rest of the folks. But let's start by taking a closer look to understand the business k business case for investing in employee experience. Scott, can you kinda build on what you were just sharing and give us more of your take here? Absolutely. Like, listen. Let let let's start with results. Like, listen. We all look at metrics, in our organizations, but I think we can look at a set of metrics that are important to all of us. And and this is demonstrating what happens when when you build trust. I think it's really important, though, and I always say this. When you're certified, it's not like there's this magic button we press and everything changes. Right? The reason organizations get certified is because it's confirming that they are doing something really well. They are focused on their organization's culture, and that is driving key metrics. So you're looking here as you're looking at certified companies and how they're outperforming US averages across these key metrics, things like productivity, recruitment, retention. There's strong alignment between companies that focus on culture and their their their scores on customer service results when they're looking at it. The other day I'm looking at agility right now as I say this. The other day, I was talking to, a CHRO, CPO, and she mentioned that they're going through a lot of change and employees get stuck in the transition. Right? That emotional side of change. And that's one of the things we're also measuring, agility. Like, we know, for instance, through our data that when employees feel that management has a really clear view of where the organization's going, agility increases. We know that when management involves people and decisions that affect them as individuals, agility increases. And we know that when companies celebrate, people try new and better ways of doing things regardless of the outcome. Agility increases. That's why you see that agility number higher than the typical company. So some really strong metrics where we're seeing results that we're really proud of. Yeah. So much more for us to continue to talk about here, Scott. But I I I think one thing, you know, that that I really wanna underscore too is, like, what you just shared is representative of feedback from millions of employees that we survey every single year. You know? So we are capturing feedback from employees. And and through the partnership, we're able to help companies have more of that ongoing dialogue with their people. And so, you know, these are incredible resort results, and we'll talk more about, how companies are capturing this information and what they're actually able to do with it to help, expedite their their growth within their business Spot as well. Yeah. So let's let's keep us moving. You know, kinda on that question, when leaders ask, you know, how do you actually quantify the impact of trust? You. know, what I hear you saying, Scott, is, like, this data right here is is really, how we do that. Yeah. I mean, it it it it it's truly, like you know, we we always say, like, what is the ROI? And that's so important. And this is numbers that you can't argue. Right? And we'll continue this ROI discussion. Okay. Well, let's do that. I wanna actually kinda take a a quick minute to poll our audience. As you think about the outcomes that matter most for your business right now, Choose the one that's hitting closest to home for you. And really specifically, yeah, what are the gains that you're trying to make within your organization? Alright. We we see some results coming in. Retention's How's that resonating, Scott, with the conversations that you're having with customers right now? strong. Yeah. You know, the job market's interesting right now, but the the thought process in people's minds about what do I want to do? Do I wanna continue doing what I do? Is this the right place for me? That definitely I'm hearing that and retention seeing that a little higher definitely impacts, the conversations that I'm having today. Productivity is always important there, and and recruitment. Even though it's a little lower with this group right now, that has been a really strong piece, which goes obviously hand in hand with retention. Mhmm. I think when well, I know we we hear a lot too. It's really specifically about retention of your top talent, you know, Yeah. especially as you're trying to, make major shifts in your organization. You know, we're trying to adopt new technologies. You're trying to work through changes. You know, you really need your best people kind of bought in and kinda carrying the weight of that work within your organization so that it's spot on, you know, with with what I heard, especially coming out of of Summit as well. Yeah. And just just to add to that quickly, I know we're on a time schedule, but when we think about top talent, why that's so impactful, what you just said there, Ashley, When we lose that, it's not just about losing the skill set, the experience. In most companies, they're on a trajectory. We have plans for them. And when we lose that top talent, it really means rethinking that trajectory, rethinking those plans for leadership positions in the future. Let's talk a a bit more about the hunter best and, you know, what specifically we're seeing in terms of, financial impact that that being a great workplace has had on these organizations. Scott, can you talk to us about what you're seeing here? Sure. One of my favorite slides, I actually shared this with a friend who's a, money manager, stockbroker to demonstrate this. But when you look at the 100 best companies to work for, right, all certified companies that made their list, Their stock performance has been nearly four times four times the market over the last twenty five years. So it tells us that culture compounds value over time. Right? It really is the system behind sustainable performance. And and and and it's not just a one quarter bump there. It's long term resilience. So look at this chart and and you think about some of these difficult periods that we've had, 07/2009, the great recession, very difficult time. The COVID years, twenty to twenty three, extremely difficult time. And look at the difference between the the 100 best versus the rest of the market. And then even '24, seems like yesterday, but it was two years ago, the election year. Look at the difference there. So throughout these things, these companies are facing the same hardships. It's not like that they don't make a difference to them, but there's better execution. There's better cash conversion. And very importantly, going back to agility, these organizations have a lot of agility and they can recover a lot quicker during downturns. That trust, Ashley, that is the flywheel which makes these companies perform the way they do. I wanna double click on that a bit more, Scott. So, yeah, thanks for moving us to this next slide. This chart right here is it's one of my favorites. It really shows what what you're calling that exponential impact of trust. Can you walk us through what we're seeing here? Yeah. And and and some of it is just a recap of what I said, but I I I do like you. I like calling it out. So in every organization I've been a part of, especially in my HR background, we always looked at ways of measuring employee productivity when it it may not have stood out exactly. And one of those ways is looking at overall revenue. Right? And dividing that by the number of employees and seeing your revenue per employee. Look at these numbers. Right? These organizations, the revenue per employee is about eight and a half times the revenue of your typical organization. And, again, these are the Fortune 100 best. And it's not because these organizations are downsizing to get those numbers bigger. It's because there's trust. And when there's trust, employees give extra effort, and that goes to the next one there. Look at that. About a 25 difference over the typical company of employees saying that, you know, in in demonstrating that our research showing that they give extra effort. I'm gonna skip collaboration for a second, but we talked about agility. We talked about change. We talked about transition. Employees are a lot quicker to adapt to change. They're able to get out of I always say when you change, you stop something and you start something. And when you get stuck in the middle, productivity suffers a lot quicker there. We talked about employees feeling empowered to innovate. There's no fear of this may not work. There's more of an excitement of I'm given the authority to try something new. 25 difference. And then, of course, it's all based on trust. There's a large piece there. I go back to collaboration and I think, again, back to my career, spent a lot of time in in organizational development and effectiveness and worked a lot with teams in silos. These organizations find it a lot more easy to collaborate, and that's because there's high levels of camaraderie. When you have high levels of camaraderie and you collaborate easier, you have less silos. And that means, as an employee, the ownership isn't about me. The ownership is about the organization. And that's what we're seeing in these organizations. And that's a huge, huge win there, Ashley. Yeah. Definitely. I mean, I I can see these huge gaps and, really, these are all areas that affect how fast a company can grow or change, respond to change. Exactly. That's why we say it's like the multiplier effect of trust. This is not a surprise to anybody, but I'm going to say it anyway. When people feel trusted, when people feel empowered, they adapt quicker. They innovate more, and they collaborate better. And that's what drives these exponential results. Culture is not an HR strategy. Culture is not a people strategy. It's a strategy. It's a business strategy, an execution strategy, and we have to recognize that. Great call out, Scott. And so, you know, I think, you know, we we fully understand, you know, the impact of trust and how this, you know, how this is gonna help us to grow faster. Let's dive into the work that we do together and what we really mean when we say that an organization is a great place to work. Perfect. This is our model. Right? So when we think about an organization and I think it's important to say, listen. We we've been recognizing and rewarding great places to work for over three decades. You mentioned the numbers of surveys before. 22,000 global customers. We're in a 180 countries, and that number you mentioned, I'll quantify that over 20,000,000 employees surveys every year. Right? So we have the largest database. We have the best benchmarks on culture and workplace experience, and that comes from what we know drives that. So we measure three things. We measure that a great place to work is one where people trust the leaders that they work for. And unlike engagement, it's not just a one on one leadership. It's I trust the leaders who are driving this company, and I trust them when it comes to credibility, respect, and fairness. The other thing we measure is that I have pride in what we do, and pride is important in any role. Stands out stronger in some others when we're affecting lives and things like that. But we have to have more we have to have pride. It's not just about the job. It's about I have pride in what I'm doing and what I'm what I'm driving for this company. And lastly, camaraderie. I mentioned that before with the, the the silos. When we think about it, we wanna enjoy the people we work with. So we measure trust, pride, and camaraderie. That is the lens that we measure, and that is our definition of of a of a great place to work. And you'll notice that red circle that goes out and says for all on the right side. That's because as we lead in these organizations, we always have to lead for all. It's not about a handful of people thinking it's a great place to work. It's about everybody. So that means no matter who you are, that means no matter what you do, and that means no matter where you work. And, again, this is the lens through which we measure organizations and really identify critical behaviors, that are most important for leaders to pay attention to. Scott, tell us a little bit more about how this model and, and strategy, if you will, plays out within an organization. We'd love to. And, it's Ashley, I was just having this conversation with my son, the other day who just switched jobs to an organization, and we're talking about culture, his past culture and his new culture. And I summed it up, and I'll sum it up here. It starts with leaders. Right? It it starts with people whose everyday actions set everything else in motion. When leaders listen, when they inspire, when they coach and build trust, it creates a ripple effect. I always equate it to throwing a a a pebble in a lake. You see those waves. That first wave is that column where you see employee experience. That's where people first begin to feel the trust, pride, and camaraderie that leadership behaviors are setting. And that's when they feel like they belong. And when we feel like we belong, we do our best work. And as those experiences repeat day after day after day, that's when they turn something a lot bigger. That's culture. And when I say culture, when you say culture, what we're saying is that is 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 employees feel about sharing ideas. It's even how well they think the organization is supporting their well-being. And over time, that's the heartbeat of the company. That's where that competitive advantage begins. Because when culture is strong, performance becomes a natural outcome. Right? It's not forced. It's not manufactured. It's earned. And we start to see tangible results, productivity, customer satisfaction, retention, innovation and resiliency. So when leaders get it right and they hold others accountable, everything else falls into place. And when employees feel valued, when they feel trusted and connected, they're the ones that become the driving force behind extraordinary performance. That makes a ton of sense, Scott. And I I got a video teed up here. I want you all to hear from one of our customers, Mosaic Consulting Group, on how they're experiencing what we call the great place to work effect within their organization. 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, you know, 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. Right? And so as we look at that, and 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 of outside of 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 gonna 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 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 wanna be that place that people wanna work at. It's competitive. Talent, retaining talent, it's an extremely competitive market 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 wanna 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. Ashley, great video. I'll I'll sum it up here. She says it perfectly. What's the cost to the business if you don't pay attention? Such a good one. I mean, honestly, we could spend the rest of our time talking about Mosaic and the great work they're doing. We don't, unfortunately, have that much time. So let it we'll keep us moving. But we did just drop the case study in the link, if if you're curious to to hear more about Mosaic's story. Scott, I'm gonna take you through, what we call, like, our our myth busting section, but before we get there, I wanna take just a quick minute to to, pull in a couple of the questions from the chat so far because we're getting some really, really good ones. So I'm gonna start with a question from Tanisha who asked, is certification different from participating in the actual survey? It's a great Yeah. It it it's part of it. So we use and and it kinda is I'm gonna get into that. That's perfect. We use our survey results. to determine certification. So it is your employees saying that my organization is very strong in trust, pride, and camaraderie. You are a certified company, and we will get into that. That's a great question. Yeah. So, really, you know, through through this experience, you're, as as one of my colleagues likes to say, you're feeding two birds with one stone. Getting, the opportunity to capture great feedback and wisdom from your people while also earning certification, and among many other things. So one more question before I put you in the hot seat, Scott. Yeah. Let me see here. Sorry. I had one pulled up. There there's a lot there's some really great ones around change. I'm gonna ask ask this one, from Prane. For organizations going through a lot of change, which trust related indicators do you watch most closely? Listen. When you're going through change, it's one of the scariest times for an employee. Right? So trust in general. As an employee, I wanna feel that my leaders are credible. There's respect there and there's fairness. If any one of those kinda fall off, I'm I'm fearful. Right? So those are really, really key. I'll add to that really fastly is agile employees, like I mentioned before, handle change a lot better. So there are behaviors that leaders should be doing to create that agility. But at the end of the day, trust, change isn't scary. No trust, I'm fearful. Yeah. And I I think the the the key here is, like, no matter what, you wanna be listening and and creating that foundation for people to share their feedback, you know, to see what what comes up. Okay. Keeping us moving. Scott, I'm gonna put you in the hot seat. You. ready for question one? But if question one. Okay. We already run an engagement survey. How would you compare measuring trust versus measuring engagement? First of all, when an when an organization tells me they run an engagement survey, I'm actually very happy. It demonstrates to me that they're already listening. They have a program there. We are an and many times in organizations, meaning that we're not they already have a survey. We're an additional way to, number one, get certified in a different lens. Second part of that question, the trust index measures the why, the credibility, the respect, the fairness, the leadership behaviors. Those leadership behaviors, those predict performance. Okay? So it's not an overlap. Again, it's a different lens, and we are definitely an and many a times. Love it. Okay. I'm gonna call that one busted. Let's move on to the next. We are not hiring right now, so certification won't help us. Scott, how do you respond to that one? Again, think about the beginning of our conversation beyond the badge. But for those of you who are really just interested in that in that brand awareness, even when you're not hiring, the experience and the culture is moving, and it keeps your best people engaged. Its strength is retention. I'd say it boosts morale. It creates pride that shows up in performance. So when you're hiring again, you already have a stronger brand and a stronger culture story. Agreed. Yeah. And and really, you know, to call out what many of you shared earlier, focusing on retaining your top talent, we hear that as a strong need. That is something that certification is gonna support you with as well. So, boom, we're calling this one busted. Mhmm. On to the next. Last and final. We aren't ready. We still have work to do with our team and our leaders. Scott, what would you say there? You know what? You may be correct. You may not be ready, but unless you have a listening strategy and you're gathering data around trust, pride, and camaraderie, you don't know what turn to take. You don't know where to focus. So it's really important to have data around employee experience and culture so you know specifically the work you need to do. And it's hard to get our leaders to make change without that baseline. So it's almost like when you think about the doctor, you don't wait till you feel perfect before you go to your annual physical. Right? You go there to see where you are and what you you need to do differently. You're speaking my language, Scott. Alright. This one's busted. So before we go to the next round, I wanna just tee up one more customer story. We're gonna hear from a leader who's lived this. Mike Rosina from an organization called Hillcorp. They're one of the 100 best companies to work for, and he's gonna share his advice for why this is an imperative for leaders. First and foremost, start. Just get started. Do the survey. Start there and build from that. I mean, we weren't ready to do what we're doing fifteen years ago. And now we're in a position where we've we've gotten comfortable with it, and we can do that. So number one, I would say get started and get the survey going. Number two, be transparent with the data and share the data, the good, the bad, and the ugly. If it's good, celebrate it. If it's bad and ugly, address it. Get the employees involved. Help me understand what this means, what this means to you or this collective group so that we can really go do something that is meaningful. Because we don't wanna make a decision to implement something that we think is what is needed. And you get back to the employees and they're like, nope. That wasn't it. We we went down. And we thought we did something great. And so get the employees engaged in that process, and then action it. You wanna build trust? Share the data and have the employees work with you to build an action plan. And then do it. Do the action plan. You can't just put it together, put it on a sheet of paper, stick it on the the bulletin board. Do something with it. Check that box that we actually have moved the needle. And then when you do the next survey, hey. If that one moved up a point, celebrate the fact. It still may not be where we want it to be, but let's celebrate the fact that we're making progress. That that, you know, it's it's moving up and to the right, not the opposite. And so, that'd be my advice. If if you haven't started, start now. Do the survey as soon as you possibly can, and go from there. Again, I'll I'll do the quick summary here just listening to that. Right? Let's just start and build from there. What they have done is they have looked at they've tied this directly to business outcomes, lower turnover, faster execution, stronger results year in year. Just get started. I love how he says that. Let let's go straight there, Scott, and talk a bit about how you actually get started. Can you give us a bit of detail about what this process looks like? Sure. I'm gonna go quick here, Ashley and everybody. And if you wanna learn more, schedule some time with me. But, basically, it's a very light lift. There's two things, to running our our our survey and getting certified. First of all is inviting employees to take our trust index survey. Our survey takes just under fifteen minutes to complete. All the statements are going to drive to the focus areas of trust, pride, and camaraderie. That's open for two weeks. The only other thing you need to do during those two weeks is fill out what we call a culture brief. It's information about your organization, information about your culture, information about your employee demographic makeup. It provides context to your survey results. The best part of this, when two weeks is up, that survey closes. You have all your data, and you find out if you're certified within twenty four hours. What we're looking for is at least 65% of your population who took that survey is saying we have high trust, we have high pride, and high camaraderie. And then, again, you're certified, and that certification lasts twelve months. A question we get a lot is, do I do this every twelve months? If you wanna keep certification, the answer is yes. But a very light lift. Scott, can you can you talk a little just double click real quickly on on the lift and, like, what's actually involved there? Yeah. I think the the biggest lift, honestly, is communication. Right? Because the the the the survey is all set up, and it's literally just, you know, putting in your employee information into our platform so we could send out emails or or or set up a kiosk or set up a QR code. But the biggest thing is communication. And I always say for organizations, you want a solid two weeks of communicating, why we're doing this, what we're doing, what we can expect from this. And I say it's a little lift, Ashley, because we have an entire communication toolkit with templates, with scripts, with with with videos. And this typically takes an organization from the moment we sign an agreement to the moment that survey ends, anywhere from thirty to sixty days. Awesome. And, what are folks gonna get as a part of that process or. as an outcome, I should say, of earning certification? Correct. Once you're in certification, I'm sure almost everybody here has seen our badge. That badge is yours to use. Get it on LinkedIn. Get it on your website. Get it on your social media. Be proud of it and get it out there. You have a public certified profile that's searchable so people can see that you are another way to say you are a great place to work. And And what our customers love about that profile are the buttons on there to drive traffic right back to your social media, right back to your website. And then we're gonna give you other employer branding stuff in a in a promotional toolkit so you can really brand, internally and externally, that you've achieved this this certification. And then there's a I always ask the certifications, the whipped cream on top of the data. The cherry on top is additional recognition opportunities. We partner with Fortune and People. So once you are certified, which is all about you and your employees, now you can go into, like, competition mode and you can have the ability and be eligible to make other lists. We have about 20 US best workplace list. We have other workplace list worldwide. The greatest thing is once you're certified and you're eligible for a list, we take care of the application process for you. You don't have to worry about dates and and applying. We take care of all of that. I wanna just share too because we've talked a bit about, like, the feedback that you're gonna get and the data that you're gonna get through this experience. So along with all of the great branding, the ability to be considered for multiple lists, We're also gonna give you access to our reporting platform, which is gonna give you really powerful tools for analyzing your feedback, identifying trends, and celebrating the strengths of your culture, and also uncovering those blind spots. One of the things that that, you know, is sometimes overlooked also is just the benchmarks that you get as a result of going through this experience. So you're gonna be able to compare your results against those of other best workplaces, also, like the Fortune Hunter best companies to work for. We have literally thousands of benchmarks, you know, by industry, also by kind of where people are at in their journey of becoming a great workplace too. So really rich context to help you make improvements. Awesome. Okay. So that's the how. We got lots of questions. I wanna get get us moving into that section. So while I'm kinda sifting through some some, questions in the chat, I just wanted to call out that we turned on a brief poll for you all to weigh in on as well. Let us know if you're thinking about a partnership with Great Place to Work as a part of your 2026 planning, Or if you need any support at all building your plan, you can hit the, contact me button option that's in the poll, and then Scott's gonna reach out to you within twenty four hours, to get to get you help and, to get you started on earning certification. Awesome. Okay. Let's go ahead and and get some questions going. I'll start from the top, with an easy one, I like it. from Genevieve. Do we need an do we need to meet a minimum employee requirements? So I I believe we're talking well, there's two things there. You have to have at least 10 employees to get certified. I think, that was your question. So we'll go there. As long as you have 10 employees in a particular region or country, you are certified. For global organizations, we certify countries separately even though we survey survey them altogether. So 10 employees in a region or country, you're eligible for certification. Okay. I'm gonna combine two questions, one from Susie and also one from Anna. It's a question about, you know, we already run a survey. How do we avoid survey fatigue? That's kind of, you know, part one. Part two is, we're also they're looking for guidance around, sorry. These are moving really fast. We do an annual engagement survey, and we just started poll surveys. What cadence do you recommend with the poll survey? So kind of that, like, how do we avoid survey fatigue? You know, what do you recommend in terms of a of a cadence there? Yep. The the the the easiest way to avoid fatigue is sharing the good, the bad, and the ugly as we just heard in the video from from to to your employees. Otherwise, employees are taking the time to give you feedback and never hearing anything back, and they don't wanna do that anymore. So ask, listen, share what you learned, share what you're doing, then employees wanna give more feedback because you're making the workplace better. That avoids fatigue. When it comes to pulsing, to be honest with you, it's more of a conversation to have with you to really understand what you're doing, what you're pulsing, what you're asking. But we have many organizations that run engagement and pulse surveys, and we find the right cadence to bring I'm gonna jump to a a really great question. from James. Okay, This. does still feel a little bit like certification is the goal. We need a tool to hear employee feedback. Of course, certification would be great down the road, but do companies use your platform primarily for the feedback? Yeah. There's there's listen. There's there's, I say, different types of people that work with us. James, that's a great question. There are organizations that are just focused on certification only. There are organizations that are focused just on the data, and then there's the combo. Right? So we didn't get too into it, but Ashley showed a little bit or or talked a little bit about our data. Our platform will will take all of your data. We'll be able to then slice that data by demographics and really start to highlight where the strengths are around trust, pride, and camaraderie, where the opportunities are. In addition to that, we have experts on our side, culture coaches that review your data and have conversations with you of what the data is telling them, where you listen to what you're trying to achieve, and tell you where your best focus would be. So the answer is yes. The cherry on top, though, is the certification. I hope that answers your question, James. Yeah. I'll just I'll chime in on this one because I know you this is one we talk about a lot. And from my experience also, certification is a really powerful motivator to help leaders do the work around the changes that need to be made in the organization. You know? So it really is it's that reward for for all the hard work that you're you're doing in a way to be recognized for the progress that you've made. So I I I really see these two things kind of working very powerfully together to help you make the appropriate changes in your organization. It's a very key differentiator to, how we approach employee feedback, in in sort of, you know, how do you actually make progress, through the Great Place to Work experience. Okay. I'm gonna ask one more question. We gotta wrap it up here. Scott, I'm gonna ask you the hardest one in the chat. Great. It's good. What is the cost? Listen. It Sorry to it this to you. I. had to. there's multiple subscription types. We look at the size of your employee population, for global, the number of countries. So if seriously, if that's if if you like what's going on here and you really wanna have a conversation about cost, hit that contact me. I will set up a a a time with you to talk, and we could dive through it. But there's not, like, one single cost that I can share. It really, depends on the on the things I mentioned there. Okay. I wish we had more time. There are so many great questions. Amy, Noah, others in the chat, we're gonna follow-up, to make sure that we get your specific questions answered as well. But, Scott, thank you for the time today. You know, thank you for sharing the wisdom. Thank you to all of you who are in the audience, that participated and asked questions. Scott, I just wanna hand it over to you to talk a a little bit about some upcoming list deadlines and and take us home. Thank you. Really quickly, you can get certified anytime of the year you want. When it comes to Fortune best lists, there are deadlines. But if you miss a deadline now, it comes right back around so you don't lose out. But I just wanna share. If anybody's thinking about doing this, there are four really good lists coming up with deadlines starting in July. Two of my favorites, Fortune best workplace for women, Fortune's best workplace for parents. For organizations with more than a thousand employees, we have a Fortune's 100 best companies to work for. And then we have some I'm so excited about this because my background is retail and manufacturing. We have a brand new list, the best workplace for frontline workers. We want to recognize frontline workers and recognize what they do for their organizations. That list would need to be certified by September 18. Alright. Lots of exciting stuff coming up. We look forward to kinda seeing you all as a part of the Great Place to Work community going forward. And, again, thank you for your time today. Thank you, everybody. Take care.