How Cpl have been continuing to keep employees engaged in their wellbeing programme with Sharon Vize

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Welcome back to Season 2 of Zepo Talks. I’m your host, Ashley. Last season, we started our conversations surrounding corporate welding programs, which we will be continuing in this season. Globally, we’ve all been adapting to what is happening around us.

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Companies have had to think about new ways of working, which has greatly impacted our organization’s the people within and the well-being of their employees. This season, we will look at how an organization can support their people.

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Today, we are chatting with Sharon Weiss, CPL HR Director, to get her insights into the benefits of having a well-being program during the pandemic. Sharon, you’re very welcome to Zepo Talks. Thank you so much for taking the time out to join us.

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We’re not in our usual studio today. We are recording this over Zoom. Sharon, could you talk us through a little bit about your role within CPL? Sure. I’m the HR Director in CPL, and I’ve been with CPL for about 10 years now.

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And I suppose my role is supporting the whole business as such in all HR-related matters across Ireland, UK and central and eastern Europe. And I support the business on meeting their organizational objectives by driving our culture and our values through various people programs, which basically covers the whole employee lifecycle.

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We have about 1,100 people that are based across Ireland, UK and central and eastern Europe. And we also have up to about 10,000 staff who work across a range of our client sites. So quite a large remit as such within our business.

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And Zepo Health have been a partner with CPL for three years now. So what has been your experience with having a well-being provider on board? I think having a well-being provider on board has really transformed how we drive our well-being strategy within the organisation.

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We would have had multiple providers over a number of years providing different services. And I think by us engaging with Zevo, it’s actually I suppose helped us in terms of delivering, I suppose, a one-stop programme as such, but with lots of variety within that.

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And I think also the depth and the breath in which we can do that across the UK, Ireland and central Eastern Europe has been really significant to us. Inclusion and inclusiveness within the workplace is extremely important to us, so it’s important that whatever provider that we did go with, and obviously by choosing Zevo we were delighted, but that they were able to actually meet that requirement that had covered across our whole business,

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so that was really critical to us. We’ve had fantastic support from Zevo over that three-year period, and I suppose our relationship and our service offerings have just matured on an ongoing basis, which is really key to us, so it’s been evolving all of the time, which has just been fantastic.

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With COVID happening over the last few months, have you found that having a wellbeing provider has had like a positive effect when trying to deal with coronavirus? Yes, I would, I suppose, like if you think about it, when you think back five months ago to when this all started, around the 12th, 13th of March, I mean, and when you think back and you reflect on that time, my initial thoughts were, oh my god,

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how are we going to address this? What measures do we need to put in place? And I think for any HR professional it was quite a daunting time because a pandemic is something that you could never see coming, you know, if you think back to the financial crisis in 2008, you could see it generally happening and you could plan for it, and you knew the sort of practical things that needed to be done both from a commercial perspective and a people perspective,

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but with a pandemic, you know, like this, you have no idea, you know, what’s going to happen. So like, I suppose our initial thing was like, okay, we’ve got 1100 people that we need to, you know, ensure that they work remotely, immediately.

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And I mean, we were so lucky that we had just deployed MS teams within our organization. So we had no issues from a technology side. If anything, I suppose it threw us into the center of it, that all worked, which was absolutely fantastic.

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But it’s the psychological impact that it’s had on people, and that’s the unknown piece. Like, when are things going to return to normal? You know, when is there going to be some stability for people?

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So, and that would have been the biggest challenge for us. And I have to think of it as well. Like, you know, within our business, we would have varying groups of people that we would have to manage and look after.

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So we would have employees who would support frontline workers. Like, we’re traditionally a recruitment company. So we’re supporting the healthcare and supply chain sectors. And some of those individuals had to be in the office, or they had to attend a client location in order to do their job.

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So when you think about that, and you’re… throwing somebody into a pandemic environment and it’s unknown territory. So we have to make sure that our people feel safe and secure and making sure that they have up-to-date and relevant information, so that they can carry on and do their jobs.

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And then we have people obviously who are delivering different varying talent solutions to clients where they’re interacting with people all the time. That’s what we do. And now they have to work from home.

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And working from home is the norm now. It’s not the exception. So people are missing out on those things that we take for granted, like those character encounters, the coffee catch-ups, your team collaborations, meeting with clients and candidates, attending events.

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Like the list is absolutely endless. So it’s that physical piece. It’s not being able to see people. So it’s like a tangible piece of such. And so that was going to be a real challenge. And we could see that happening quite quickly.

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So I suppose what we did was, I suppose we had to think about, right, okay, what is it we’re gonna put in place to actually make sure that our peoples feel connected to the business and connected to each other.

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So we developed a staying connected campaign where all of our communications and engagements were delivered through this across all our locations. So across Ireland, the UK and central Eastern Europe.

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And the first thing that we did was we actually rebranded our employee assistance program, which a lot of organizations will be familiar with, which we now refer to as our CPL support hub. And we started off with some really simple initiatives to get people interacting and used, and I suppose used to actually working within the technology environment as such, where meetings, one-to-ones, everything was happening online.

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So we introduced like a virtual cafe, where you’d be matched with a colleague on a weekly basis. Then we set up team hosted quizzes, we had bingo nights. And then obviously we had a range of webinars that we would have facilitated through Zevo, which were only fantastic.

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But people could choose what was relevant to them and what was of interest to them. So we weren’t pushing all of this information, we were making. it available, but making it very much available in a structured sense.

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So like if you think about it, you know, you know, very practical things, how to talk to your children about COVID-19. As adults, you know, we’re trying to grapple with all the information that’s coming out.

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So how do your kids then cope with that, how you lead your team remotely, dealing with stress and anxiety, building resistance. So we’re really, you know, large range of webinars, and different pieces of information and materials that were available, because we wanted to recognize that our employees were having very different experiences.

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Like we have people who are parents, we’d, you know, young people who are living in flat shares in Dublin, and people who are looking after vulnerable young adults, and supporting, you know, older parents.

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So there was so much going on in such a variety. So we had to recognize that not one size fits all, but both by making sure that we could make everything as available as much as we could. Yeah, that all sounds absolutely amazing.

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Have you found that, um, because with everything that you were then providing, um, like the virtual coffee and the, the bingo, I know at the beginning of, of, um, COVID everyone was doing kind of the zoom chats and quizzes, but I feel like maybe there’s been a bit of a bit of a die down since like the momentum has kind of fallen off because it’s been going on for, for so long now.

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And I feel like we were all kind of expecting to be back in the office nearly by August, September. So is there still a good engagement with the things that you kind of there is, and I suppose we’ve tried, I suppose we’ve tried to keep thick.

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I suppose if I think about all of our standard people, initiatives and programs that we would have had, if we had been in the office, we’ve adapted those from a virtual perspective. And then we’ve also added in fun things as well, but people can choose what they want to do.

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So for example, you know, we’ve kept the momentum, like we would have had Palaté classes, you know, within a couple of our locations, you know, all the time before COVID. Now they’re online twice a week.

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We’ve hit classes online. So they’re there for people and that that’s there for them. Their choice is there if they want to do that. Um, we, we, uh, developed a sports day for children and virtual sports day.

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Um, we’ve done, you know, we’ve jumped on the TikTok bandwagon, you know, we’ve done a couple of initiatives out of that. So, so, you know, so we’ve tried to move with the times as well and what’s, and what the in thing is at that point in time.

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So we send out two weekly updates each week of all the different stuff that’s going on. Like we’ve had a photography competition, you know, running all over the summer. There’s been fantastic interest in that.

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And that’s been across all of our locations within Europe, UK and Ireland. And that’s been fantastic. But you know, like, I suppose, like, I’d be really honest and say you are constantly thinking, well, what is the next thing we’re going to do?

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What’s, you know, what’s the new, there’s got to be new things all of the time, but it’s about keeping that consistent. Um, and we really try to get our leadership and our leadership team and our directors involved to make sure that they get involved.

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and they’re actually involved in the initiatives and the programs as well, because it’s all about leading by example and leading from the top. Our CEO does regular broadcasts. She talks about all of the programs that we’re doing under Staying Connected.

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Like with Zevo, we have a steps challenge. We’ve run loads of those. The competition across the globe, I could say, has been unbelievable in terms of the number of steps that people are ranking up, it’s unreal.

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And we’re currently involved in an intercompany challenge with another one of your clients. And that’s created some competitive drive across the business. I’d say there’d be some people that’d be hung out to drive because they haven’t been putting the effort in, but there is lots of stuff going on.

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But you do always have to keep thinking about what’s the next thing, what is the next thing? But we do ask our people for lots of feedback. you know what they want to see coming etc you know and even like this year has been a real challenge you know around performance management you know we want those performance conversations to happen we’ve implemented a new online system to help us support that which has been fantastic so it’s just trying to be ahead of the game all the time and thinking about what what can we do to ensure that engagement is still there are people still feel connected and they feel that CPL you know is doing everything that we possibly can to try and keep keep us on track and on balance as much as we can because we have also all the challenges with business with our business as well you know like some of our business areas you know are really challenged at the moment and some of our other areas are performing exceptionally well so it’s trying to make sure that we can look after all quarters within the organization to make sure that people you know feel that they’re being looked after and that’s key yeah So have you and your colleagues managed working from home throughout the pandemic and have you come up against any struggles?

Unknown speaker

Yeah I think you know what I think for a long time as an organization we would have talked about um you know putting better work life balance and better programs and flexibilities in place for our people and we’d be you know running pilot programs etc you know when you think back in March overnight everybody’s working from home so um and it’s great at the beginning you know teams is working but people are exhausted with teams people are exhausted with Zoom and there’s also that piece of you know trying to get people to unplug I mean I’d be the world’s worst at it you know um but but that’s really important because you know home and life your home life and your work life are now the two they’re both together you know um and that and that can be a real challenge for people so we have to make sure you know that our managers are reaching out that they’re talking to our people they’re understanding the concerns and the issues that they may have um I mean we went through program with Zevo last year year where we had about a hundred of our managers and directors trained as mental health champions and we felt that was really important at the time so that we could you know you know recognise signs within the workplace and really equip our people you know I suppose one around destigmatising the whole issue around mental health and two understanding and looking for cues that they may see within team members and I think that’s actually helped us we’ve been through this pandemic so even though people you know don’t physically see each other but it’s trying to pick up on those cues within you know team meetings or one-to-ones etc but listen it is a challenge and and you know there is a little bit where you know a good percentage of our people they are fed up with it they miss the office they want to get back into the office you know and up until the government you know made the recent changes last week you know we’re getting our offices prepared for our people to go back.

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I’ve been going into a couple of our Dublin offices and people are so excited to see each other and they miss that, they miss that interaction with people. And that’s still gonna pose a challenge for us as we move forward, you know, and how quickly, you know, we come out of this phase as such in terms of reopening the Irish economy.

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But it’s so important that, you know, whatever glimpse, you know, that we do get, that we, you know, that we take it and we run with it as quick as we can as such. And I just think that’s really important for our people, but it is a challenge.

Unknown speaker

Listen, I don’t know if the answer is of what’s the right or wrong thing to do in it, but I think we just have to recognize that it is, we’ve got to keep talking to our people, putting the support programs in place, et cetera.

Unknown speaker

And I think that’s really key, really key. Yeah, definitely knowing, employees knowing that they have support from their upper management is, I think, once they know that they have that there, that’s the first kind of step.

Unknown speaker

You know, there’s so much to talk with and stuff that people go to. Yeah, like even as soon as I think, you know, for a couple of people within my own team that have small children, like I’ve been in meetings where, you know, small children have been on a colleague’s lap, that’s fine.

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You kind of move past that, you know, obviously it’s probably a little bit different now because, you know, the crashes in schools are opening, you know, which is great because we’ve all got to try, you know, we’ve got to live with this and we’ve got to move on through it.

Unknown speaker

And I think it’s given people the coping mechanisms, you know, to do that and not try, you know, to scare people in any way. You know, we’ve got to positively look at how we can adapt and move through this and that’s really key, you know.

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And then what do you think the workplace is going to look like post-cronavirus? So when we start going back to the office, do you think it’s going to, as I haven’t had an effect on it? Yeah, I mean, God, post-covid, when is that going to happen?

Unknown speaker

That’s the first thing I would really ask, you know. You’ve written. Yeah, if anybody has a magic wand. I mean, it’s very hard to answer it. I think, like, you know, our economies and workplaces, we’ve been, like, we’ve been shocked.

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If you think back to the 12th of March, when this all happened, you know, I thought, oh, this will be all over in a couple of weeks and we’ll be fine. But I was reading a recent piece of research that was done by McKinsey.

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And what they’re saying is that 80% of people question to report that they enjoy working from home. Of course we do. I think of myself. I get to go for my swim at 7 a.m. every morning and now, as opposed to being in traffic for an hour and a half.

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41% say that they’re more productive and 28% feel, you know, that productivity will continue. Most employers are, sorry, most employees, they’re liberated because they don’t have those long commutes and they find more productive ways to spend that time, whether it’s flexibility and balancing their personal or professional lives.

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And we also know from speaking with our clients that many organizations, you know, they can access different pools of talent with fewer location constraints and also they can adopt innovative ways to boost productivity.

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So there’s lots of opportunity, I think, as we enter into the world post-COVID, whenever that may be. And I also think that organizations, it’ll give them an opportunity to create a stronger culture and even to reduce property costs, you know, like, you know, there’s lots of buildings in Ireland that are lying empty at the moment because people are still working from home.

Unknown speaker

And what I do know is that people will have different expectations and preferences to working from home or working from another place other than, you know, the standard office. And what I think from what we think in CPL, you know, for our businesses that we would probably have more of a hybrid approach to flexibility.

Unknown speaker

So we know that there’s going to be a bigger demand, you know, for work-life balance, but that all has to be evaluated by a business and it’s one thing that we will do and it’s got to meet business and client needs and that’s really important.

Unknown speaker

So it’s an opportunity to, I suppose, to examine every aspect, but it’s about taking a measured approach in how you analyze that as such. So like, I don’t have a crystal ball, I don’t know what it’s going to look like, but I just think there’s an awful lot of opportunity.

Unknown speaker

And even if you think about Aisling, you know, the prep that we’re doing at the moment to get the actual workplace right, like that in itself is, it’s very complicated because it’s governed, you know, by so many health and safety risks.

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regulations, etc. And our employees would be looking at us. They want to see that we’re doing that right and by doing that right you know, and then and then obviously them returning to work, you know to a safe place.

Unknown speaker

So I think there’s lots of challenges there for organizations and lots of things to consider. Yeah, and then if we forget about Covid now for the next little while, what are some of the benefits that CPL has seen from having a wellness strategy in place?

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And what kind of impact has it had on your team? Okay, well in my career Wellbeing has always been part of a people strategy that I’ve been accountable for, that goes without saying. And I think if you think about how HR has evolved over the years, wellbeing has also evolved.

Unknown speaker

And corporate wellness programs, you know, they’ve been around for the last number of years. And it’s all about having that very much rounded and holistic approach. And obviously then organizations can pick and choose what they feel needs, you know, their corporate needs and then also their employee needs.

Unknown speaker

From us, however, what we’ve seen is that we’re part of the Great Place to Work program. We’re currently placed 13th in Ireland’s large best workplace category. And we have seen a significant impact in terms of a Great Place to Work scores, okay.

Unknown speaker

And how people view wellbeing within the workplace. And our people know that CPL cares about their wellbeing and about them as individuals. And I suppose I honestly think that having a wellbeing program in place, it makes us much more mindful of people’s wellness.

Unknown speaker

It’s definitely linked to productivity, you know, our employees, you know, who we take care of, that we provide really good programs to that they can avail of in the workplace. And not just them, their families also, you know, that that’s really important.

Unknown speaker

And we’ve also incorporated wellbeing as part of our end of year discussions. We actually get our managers to talk to our people about their wellbeing, about any stresses or anxieties or impacts that may have on their actual performance or productivity within the workplace.

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So it’s part of our ongoing discussions. And I think what it ultimately does is it gives us a lens as an organization to look at how we do things internally because we’re much more mindful of the impact that it will have on people.

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And every sort of new program, whether it’s through wellness or if it’s a new performance management program or what it may be, we consider the individual, we consider the impact on the individual, you know, in terms of, you know, changing their behaviors towards a particular program or whatever.

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So it’s really important to us wellbeing. You know, it’s part of the whole makeup of everything that we do from a people perspective. And it’s just one of those cogs that we have to have. It’s not a nice to have, it’s something that we strive to have and continue to have in place within the organization, because we see the overall benefits of it.

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So then do you think that it’s the responsibility of the employer to have a wellness program put in place for the employees? Listen, every organization will take their own view on it from a CPL perspective.

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I do believe that it is our responsibility. If you think about the amount of time that individuals spend in the workplace, and I suppose the pressures, the expectations, it’s one of those things. And not to sound like, oh God, it’s real.

Unknown speaker

If you think back like years ago, Wellbeing would have been health and safety at one point, you know, so, you know, and then, you know, when I think in my career, you know, it always started out with, you know, if you got health care cover, you know, and then if you got your EAP program, if you threw in a couple of exercise classes during the week, that sort of stuff.

Unknown speaker

But it’s more, it’s more, it’s more now a much more holistic approach, approach like, you know, like we would have financial wellness as well. We’ve got an awful lot of programs and initiatives under the whole financial spectrum as well.

Unknown speaker

And it’s just, it’s about what makes you stand out as an employer as well, those additional offerings, you know, it’s not just about the benefits package, it’s about all the other stuff that comes into it that makes it much more rounded, as I would say, in terms of the offering to employees.

Unknown speaker

So I think it is, it is an employer’s responsibility, you know, to provide that. And then it’s for the individual to choose what suits them at that particular point in their life. Like if you think about for an employee’s, you know, life cycle as such, you know, within the workplace, you know, they’ll go through different, various different stages, and depending on the point when they actually join the organization.

Unknown speaker

So what they want from a wellness program will differ in line with that. So I think it’s, I think it’s a no brainer really from an employment perspective to have a really good, comprehensive and flexible wellness program in place.

Unknown speaker

And do you think that it’s something that people who are looking for jobs would come to expect from an employer. So it’s seen less of a benefit and more of a necessity that they choose, you know, an employer that has a well being program in place.

Unknown speaker

I don’t know if it’s something that they would expect, but they would expect, I think, some component of wellness. So in terms of how sophisticated it is, that would obviously be a personal choice. But, you know, there’s not many organizations out there who don’t do something.

Unknown speaker

Do you know what I mean? Whether it’s an EAP, whether it’s covering healthcare costs, you know, and, you know, if it’s been part of something like Ziva or whatever, that there’s different variations out there.

Unknown speaker

think I think there would be some expectation that there’d be something, do you know what I mean? That’s what I believe anyway, you know, and I think at CPA. And also it very much depends as well, I think on the type of organization and the jobs that the individuals are doing, you know, so that would have a massive impact as well in terms of the type of offering.

Unknown speaker

But for an organization like ours, which is very diversified, it’s a pressurized environment, we expect a lot from our people, but I think our wellness program gives back an awful lot to our people, they’ve got that choice and the flexibility to choose what they want.

Unknown speaker

Like if I explained to you, like the first steps challenge we ever did, you know, we did it just in our Irish business and as a pilot, and we had, you know, 600 people and 400 people signed up to the steps challenge.

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Do you know what I mean? So people are, people want it, do you know what I mean? You know, and that was just something very small that we did, you know, and we were, you know, blown away with the response to it.

Unknown speaker

So. and that’s why I wanted to talk to you about the Stop Challenge. I’ve seen first-hand how competitive CPL gets within the Stop Challenge. It’s unbelievable for us to see how engaged everyone is and I know you’re taking part in the one, the topic at the moment.

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So how do you think that they benefit everyone? How do you find them yourself personally and then how do you think as an organisation? Well, I think because the way in which we structure it is we do individual ones.

Unknown speaker

So we’ve got the individual and the Team Steps Challenge. So the one at the moment is a Team Step Challenge. So you’re allocated within a team. There’s a team lead. So the team lead is pushing you along and everyone knows what everybody is doing.

Unknown speaker

So you feel very much you’re part of something. That’s something much bigger than yourself and you don’t want to let your team down in any way. And when you’re getting constant reminders from the centre in terms of how many steps you’re behind your competitor, you’re like, oh my God, I can’t let the team down.

Unknown speaker

But some people are crazy with it. Some people are walking at 12 at night and I just think, yeah, fair play to you. That’s great. And some people are not as good. People don’t beat each other up about it.

Unknown speaker

Do you know what I mean? But it just creates this really great, fun, competitive environment. And a good number of our leadership team are doing it as well, which is great. And it just creates a really great vibe around the place.

Unknown speaker

And because we’re all at home, it’s like something we can all do together, although we’re not together. So it’s good in that respect. Where did your interest for wellbeing come from? Well, I suppose as a HR professional, wellbeing is part of my remit.

Unknown speaker

So it comes with the job as such. And it’s always been in my whole career within HR. But I suppose, I think what really interests me is that it’s not just about healthcare or about EAP, there is so much more to the whole wellbeing spectrum.

Unknown speaker

And there’s so many things that you can touch on as an organisation. I also think for myself, you know, like a swim in the open sea, I’ve recently bought an electric bike, don’t laugh. I’m not a cyclist, but I like to get out.

Unknown speaker

So like personally, you know, like I’m a person who likes to move and do things, but I just think from a people perspective, it’s just one of those things, it’s not a difficult thing to do within an organisation to set up, to map out, to have different events, et cetera.

Unknown speaker

It’s actually one of the easiest things from a HR perspective to do, but it is the right thing to do. I think we live in a world that can throw anything at us as we’ve seen with COVID-19, hate going back to that, you know, but these, I mean, when you think about COVID-19, it’s one of the things that, you know, you watch a movie that’s come out of Hollywood on it.

Unknown speaker

It’s not something that you ever think is gonna happen. So, and I think what’s been really great for us is that by having our wellness program really well established, we were able to sort of notch it up a gear as part of COVID-19 and really drive the hell out of it in terms of what it is, in terms of what we wanted to give our people going forward through the whole wellness spectrum.

Unknown speaker

So, so I just, I mean, I just think it’s, it’s a no brainer really from an employment perspective, but it’s something, you know, that I would be quite passionate about. And you can see the benefits from people in terms of, you know, the different programs that they get involved in and the different supports that they get, et cetera.

Unknown speaker

And that does feed into their family life as well, you know, and more so in this time when, you know, we’re working in our homes and everything is just blended together. Then you mentioned your morning sim, that now that you’re working at home, you can enjoy that in the morning.

Unknown speaker

Is there anything else that you do to practice wellness kind of on a daily basis? I would listen on the Zevo app, there’s lots of meditations and I would do those. I try and do them in the evening time to sort of, I suppose, de-stress me and relax me for a period of time when, listen, I’d be really honest, when things were quite stressful from a work perspective because you didn’t know what each day was gonna bring as we were going through stuff over the last five months.

Unknown speaker

And I found some of them really beneficial for myself because I’d be a little bit highly strong. So they were good to help calm me down and the Zevo app, they’ve got such a variety on there. They were just great, just really good.

Unknown speaker

And an awful lot of the nutritional information as well and recipes and all of that. So there’s some really good stuff there. So, but my swimming is my big thing. Like I would swim about 1500 meters when I go for my swim and, you know, and I, you know, when people say they go for a run in a tight space, when I stick my head in the water, that’s my head space, so.

Unknown speaker

The final question that I have for you is, we’ve seen some great engagement from CPL. within their wellbeing programme, what advice could you give to employers who want to encourage their staff to engage within a wellbeing programme?

Unknown speaker

I think the main thing, Ashlyn, is that you need to survey your staff to find out what it is that they want, okay? And that’d be key. One of the things that my colleague Niva Connor did about two years ago was a diagnostic survey.

Unknown speaker

So that we, I suppose, understood the makeup of our employees, in particular around, you know, their, I suppose, their personal profile, and also what their interests and needs were. And that’s really a key thing to do, because that will sort of help.

Unknown speaker

Help you structure what your well-being program should be because any any HR professional or wellness provider can say yeah Let’s let’s tick all these ones. We do all these these are all really good and throw them out there But you really need to engage with your people and one of the things we have as well within CPL is we have what we call Great place to work champions and we would work really closely with those guys in terms of what what’s needed on the ground What they’re hearing back from their from their teams,

Unknown speaker

etc so and that’s critical to the success of any program is really listening to your people and understanding what it is that you want and Then once once you do that and you actually structure a program around those needs then you know It will be successful, but you still need to constantly get feedback understand, you know, what worked well What didn’t work well, etc?

Unknown speaker

But I think if you if you adopt that approach as opposed to just you know chucking everything into the basket picking out What’s really going to work for your people and we’ve done some things that haven’t worked, you know like and like we did have a 730 a.m.

Unknown speaker

Hit class that didn’t work. So we changed it around Do you know what I mean? And could you ask for feedback from people about what’s going to work and what’s not going to work? Thank you so much Sharon for joining us today Thank you for listening to another episode of Zevo Talks and thank you to Sharon Wise for taking the time to join us today The way in which we work has changed massively in recent years and never more so than in 2020 with the world adopting to COVID-19 How organizations support their people is more important than ever Thank you again for joining us and tune in next time to hear more about what the future of the workplace looks like