Unlocking HR’s Potential in the AI Revolution

Unlocking HR’s Potential in the AI Revolution

Hosts: Steve Boese & Trish Steed

Guests: Aashna Kircher, Group General Manager, Office of the CHRO & Cristina Goldt, General Manager, Workforce and Payroll

Today we are with Aashna Kircher and Cristina Goldt at the HR Technology Conference in Las Vegas, recording on the beautiful Workday Forever Foward Tour Bus. We are talking about AI transformation and HR innovation. We highlight the strategic importance of HR technology in driving business decisions and cross-functional collaboration, discuss Workday’s solutions, such as real-time data insights and continuous employee feedback, and look at the impact on efficiency and employee experience. Our conversation also touches on the critical role of data readiness, trust in AI partners, and the necessity for organizations to adopt responsible AI practices.

– The impact of technology on HR

– Personalization and data insights

– Employee feedback about AI in HR

– AI adoption and organizational readiness

Learn more about Workday here

Thank you for your continued support of the show and subscribe wherever you get your podcasts!

Transcript follows:

Steve 0:29
Welcome to the HR Happy Hour podcast, the longest running and top downloaded HR podcast for 15 Incredible Years. Whether you’re a long time listener or here for the first time, we’re happy that you’re here. I’m happy to be here right now, by the way. My name is Steve Boese. I’m joined by Trish Steed. Trish, how are you?

Trish 0:45
I’m fantastic. It’s fun to be here with you again on this bus and at the HR Technology Conference here for our residency in Las Vegas.

Steve 0:54
Yeah, absolutely. Third week in a row in Las Vegas for many of us. And I hope not, hope, not. Second week in a row, luckily for us, being able to meet with our friends at workday and record on the amazing Workday Rock Stars of Business bus.

Trish 1:09
Oh my gosh, I love it. I want to move in.

Steve 1:13
It is really cool. So we got two of our friends from Workday here. Let’s introduce them. We’re going to be talking about AI transformation, HR innovation. And really, I don’t know I want to spin this like super optimistic, and I’m excited you come out of this conference, right? You hear the opening keynotes, you go see the expo, you sit on the bus here, and you can’t help but feel really excited about what’s happening in HCM technology.

Trish 1:37
It’s a good time for HR technology.

Steve 1:39
Let’s welcome our guests. We have Aashna Kircher. Aashna is the group General Manager office of the CHRO, and she is responsible for Workday’s HR product suite. Aashna, how are you?

Aashna Kircher 1:39
I’m doing great. Thanks so much for having me today.

Steve 1:44
It’s out pleasure. And we’re also joined by Cristina Goldt. Cristina is the general manager workforce and payroll. She’s responsible for core HCM, workforce management and payroll. I love payroll, probably, and I love me too, man, is that like the number one application payroll?

Cristina Goldt 2:08
Gotta have payroll, right? And it’s gotta work so, but yeah.

Steve 2:13
Yeah, it’s great to have you guys here. It’s super exciting to be here, and you guys have done a great job welcoming us and just putting on a great show for the for the conference attendee so far.

Trish 2:23
Yeah, no, it’s really fun. I think too, having the bus on the show floor, it’s so unique. First of all, and it really, it just, I’m watching people just like, be gravitating to the bus. So I think also, you have a lot of different podcast recording, just other events going on here in your booth. How’s it been for you? Aashna, why don’t you start? Maybe it’s like the vibe.

Aashna Kircher 2:42
It’s been amazing. I mean, HR Tech is a phenomenal conference. The energy, the interest, the questions, the curiosity, all of it, I think, is really off the charts. And I couldn’t agree more, bringing the bus this year was just the icing on the cake. Yeah, really is.

Trish 2:55
Yeah.

Steve 2:55
Tons of interesting things happening in HR tech, certainly at workday as well. But before we sort of talk maybe a little bit about some specific things, you guys, specific things you guys were going on, we’ll talk a little bit more generally about HR and technology in HR. And one of the things we’ve heard a lot, and I’ll be doing a session later today, as a matter of fact, on this topic, is talking about kind of changing, elevating the strategic importance of HR and the critical role of technology, right? And elevating the HR function and really putting HR at the forefront of business strategy. Aashna, maybe talk a little bit about how with some of your customers, maybe, and just how you see technology really impacting how HR is being delivered in the modern organization.

Aashna Kircher 3:37
I don’t think I can overstate enough, the importance and the impact that technology is having on the HR function today, and you call it out like it’s a very optimistic future, and it’s elevating HR to be strategic function for the business, where we’re seeing the CHRO partner with the CIO and the CEO and the CFO and even the COO operationally to look at how HR data and information combined with other operational data for the business can really help drive business decision making and kind of cross functional collaboration. And it’s a really special time.

Steve 4:19
Yeah, Cristina, go ahead. You had to comment,

Cristina Goldt 4:21
Yeah, I would say, you know, it is a very optimistic time, you know, you let us off perfectly. Where we are, at a point where technology being an HR technology is really the place to be, if you think about that, where, you know, as Aashna mentioned, you know, things are changing, and they’re changing so quickly, and HR technology is helping drive that change, and you know where, and it is really driving the business, right? It isn’t just HR for HR sake. It really is HR for how we’re driving the business, driving the bottom line. It’s how you how we’re able actually to get the right people in the right roles. So it really is changing the game. And. And, you know, it’s so exciting.

Trish 5:02
Yeah, as someone who worked in HR for many years before becoming an analyst, that was one of the missing pieces. I think we always had such silos within a business, and you sort of knew intuitively that you needed to be doing more, but I don’t feel like we had the tools. Maybe. Ashna, you first, I know last week at rising you had several customers, both you know CHROs as well as CFOs, on stage at various times, talking about kind of how they work together with the other parts of the business, maybe just at a high level, talk about a little bit about some of your customers and the value they’re seeing. You mentioned impact. That’s, yeah, that’s really what it is, right? We’re focused on the outcomes and the impact now, maybe 10-15, years ago, it was less so have you seen that today?

Aashna Kircher 5:43
Absolutely. I think a couple things come come to mind. The first is, you touched on the kind of cross functional nature, and that really is we’re seeing everyone need to be sort of more of a general, generalist, excuse me, at leadership levels, where you need to know just enough to be dangerous in a certain area, if you will, and that that’s allowing for that cross collaboration, but you’re also at a point where now you have data at your fingertips and information at your fingertips from these technologies to be able to drive better decision making, instead of spending all your time actually trying to collect that information, and then by the time you get it, you’re a month later and the information is no longer relevant or timely. You’re actually able to pull that data and information real time, facilitate that decision making, and then also readjust and replan as you go along the way. And so I think planning is one of the areas that probably is he most disrupted in terms of something that historically only happened once a year, if that and now is happening quarterly and even monthly, in some cases, across our customers.

Steve 6:53
I think that’s important to note, right, the ability the technology empowering speed, right and agility right, which obviously the events of the last four or five years, right? Underscored the importance. I guess it’s always been important, but it became so much more critically important for organizations to be able to adapt on the fly and to very uncertain circumstances. And who knows what the next set of uncertain circumstances is, and it could be just competition, honestly.

Cristina Goldt 7:19
And change just accelerates. Yeah, right, and so being able to adapt to that much more quickly. And when you think about having that information, as Ashton was talking about, you think at the leadership level, but it’s important at every level, right? It isn’t just the leaders having the information, it’s actually the individual employees having information to be able to make decisions about how they work, etc, and then the managers, and then then your business leaders. So I think the impact is huge.

Trish 7:49
I’m glad you mentioned that, because I think one of the things I noticed most being at work day rising was the fact that it’s so highly personalized to each individual, not even just in your role right before we were maybe thinking about someone’s role and getting all the same information. You all are so highly personalized in the way that you’re serving each customer’s need all the way up the chain of command, right? What kind of information are you being asked for, maybe that you weren’t being asked for years ago, or or are you providing even without being asked, potentially, in terms of innovation.

Cristina Goldt 8:19
I think that’s an important point, providing without being asked, right? It is actually being intentional about what we’re surfacing up, you know, when people need it, and that’s for people to make decisions about their benefits, their pay, their work, their schedules, that you know at that level, for managers to make decisions about their team development and growth, for business leaders to figure out, are we doing the right things, right? So, I mean, it is that data, and it’s not just the data that we’re providing, but it’s that connected data throughout the entire life cycle, that that we’re we’re providing, that then you can use to make decisions and giving that quickly, right, the insights, and saying, like, now that you know this, what are you going to do about it? So getting to, like, you’re actually solving business problems versus, you know, just yeah data, like making sense of it, right?

Aashna Kircher 9:06
And I think it’s so important to differentiate between what we term casual users, those people who are sort of in and out and don’t revisit the system on Yeah, a basis, versus your sort of professional users that are in it all the time, and that’s what you’d sort of think about as HR teams, specifically, when we think about managers, managers have been sort of at the nexus of so much of the change that their organizations have been experiencing over the past five years. Steve talked about especially in the last five years in particular, and we’ve seen a lot of our research that shows that they are at this this folk focal point for businesses, and so it’s incredibly important to help guide them through what the business expects of them, so that they free up their time to actually support their teams and enable their people. And then, very similarly, for. Employees who are very, very sort of lightly in the system for things that their organizations require, making it as fast as humanly possible, so that they can focus on executing for the business and doing their day jobs. And just that that differentiation is really important.

Cristina Goldt 10:17
And you know, one of the things we’re seeing with HR functions, you know, studies show that 40% of their time is spent on tactical work. So how do we like get them out of that professional the professional users, so that they can focus on people and not the process?

Trish 10:31
I was thrilled to see how many examples you were giving last week in terms of actual customers just doing that very thing. Right? They were saying, Yes, this thing that used to take me X amount of time to do. And I was kind of relating to that. I sit there and I’m like tears in my eyes looking at like, if I had had that, I might have stayed in HR a little bit longer. No, seriously, I mean, and specifically I mean, you know, we’re super passionate when it comes to all things HR, but especially payroll. Right, as someone who missed out on time with my kids because I was sitting in a workplace doing payroll and approving exceptions things like that. Could you maybe talk to the time specifically on some of these core HR functions that you’re actually gifting time back?

Cristina Goldt 11:14
Yeah. I mean, if you think about just kind of assisting and helping to automate and help accelerate what people are doing, you know, payroll is definitely one of those functions that there’s so much value to be gained there. You know, where so much, so much of it is automation of the process, you know, doing it so that there isn’t manual intervention, like, like being able to kick off, but also being able to understand if there’s something wrong, how do we just fix it? Yeah, you know, without having somebody to spend all that time fixing it, and I think the payroll function in general is changing, you know, where that is definitely evolving to a much more strategic function, like we just actually did a study, where we’re seeing leadership is really seeing payroll as a more strategic function than they have in the past. I mean, at the end of the day, it is your contract with your people and your workers is to get paid. I mean, we’re all here because we get paid, right?

Steve 12:02
Yeah, core functions like payroll and some of the self service functions, the classic self service functions that we know about, and certainly benefits, enrollment, I have lots of stories about that. I could talk about the other, oh my gosh, they do represent a really fundamental part of that employee contract. Ash, as you said, That’s a great word for it, and that’s sort of the commitment and and honestly contribute to the experience someone has at work. Their impressions of work, what they tell their friends and family about their workplace. You know, the knock on wood, their payroll is not wrong, right? And it’s not so much that it can be wrong, but it will happens when it is maybe a little bit wrong, or there’s some that’s what you hear about it, right? Can you react? Does the payroll professional on the HR team have access to the information that they need to resolve it quickly, right? And all those things really matter. And sometimes I think we like to talk about, oh, you know how great the office is, or team building activities. There’s a lot of things that go into creating a great employment experience. It’s not we go for hours about that, but getting those fundamental things correct and as fast as possible. Ashton, as you said, I think that’s an underrated element that contributes to things like engagement, experience, and even, I’d even go as far to say retention.

Cristina Goldt 13:13
I think you’re absolutely right, because, you know, we see that people are willing to stay at organizations and refer organizations if they feel that they’re given the right tools to work. And part of that is visibility to their payroll, the ability to take time off in an easy manner, to do their schedules, to swap shifts, you know, very, very easily, to be able to give feedback, actually is the other and have that feedback listened to, and feel like they’re being listened to. So yes, it does actually get to engagement and retention, which also is productivity at the end of the day.

Trish 13:47
Glad you mentioned that having someone act on the feedback, because again, for years before we had all these tools, you would do a survey, it would take months to get the information back. You would then have to look at it for several more months before so again, it was so far past. How are you seeing it? Maybe, in terms of the way that people can now get that information almost instantaneous, right to when you’re collecting the feedback from an employee standpoint?

Aashna Kircher 14:11
It’s not just about the collection, it’s also about the synthesis of that information across the organization. That’s another space where we’ve spent a lot of energy. We acquired a company a few years back called pecon, that’s really our Employee listing platform. And one of the most transformational aspects of pecon is the synthesis of that information. So yes, there’s a continuous listing component, which is, how do you more regularly connect collect information around sentiment, as opposed to a sort of annual, once a year survey, I’d say, you know, at workday, we run that every two weeks. Many of our customers do it monthly or quarterly, so sort of having this continued pattern, but then also be able to being able to synthesize that information quickly and also pinpoint actions and focus areas, is one. Of the biggest paybacks that we see that customers experience using that product is, and frankly, as a business leader myself, being able to have a tool that summarizes all the information, so I’m not reading 1000s and 1000s of comments and trying to figure it out myself, but saying, hey, you need to focus on this location, and you need to focus on this demographic because they are having a subpar experience. Why? And here’s why, and here’s why, here’s the information.

Trish 15:27
Before it becomes a problem, right? Before it becomes something that’s so huge that it comes to HR out of nowhere, and you’re shocked, and now you’re doing investigations and whatnot, right? These are these are getting these things surfaced almost in real time.

Aashna Kircher 15:41
We see that follow through is one of the biggest drivers, and people continuing to participate too. When they see that their organizations are acting on the feedback that is being given, then they’re also more willing to continue to engage and share their voice.

Steve 15:57
And one of the main talking points, both at Rising and here this week, has certainly been how AI is impacting it. Well, I was thinking about it as you were talking about capturing sentiment, right, and it might have taken, in the old days, right, a day or two to read through hundreds of free form comments perhaps employees had left on a survey about the working conditions or their experience at work, and now we have great AI tools that can synthesize that information, summarize it, highlight those hot spots, if you will, or you know, and help direct your energies and attention. And that’s great, but you still have to have that follow through and that human element, right? And I guess, just step back a second we heard in our keynote here, the yesterday and even some today, about how look this is just now an AI world. We’re all living in it. And HR needs you can’t sit on the sidelines of this. You just cannot. I’d love for you, maybe ash, and I’ll throw it to you first. Obviously, I know workday a lot of innovative, innovative development in a bunch of announcements last week at rising. But perhaps before we talk about anything specifically, we talk a little bit more generally about organizations, and maybe their readiness, or their acceptance of AI, what needs to be done to if you’re you may be new to this and say, Boy, I know all these tools are out there. My partners, like Workday, have developed great, great capability here. How do I sort of get my organization rolling here.

Aashna Kircher 17:21
It’s fascinating. We actually did some research a few months back around the trust gap, which is sort of a readiness and willingness to accept AI tools, and we actually saw some difference between kind of leadership readiness and employee readiness, or employee readiness is actually lower than leadership readiness. But there’s, there’s a few things that we’ve seen really be valuable when organizations are sort of looking to start and jump into their AI journey and build that momentum and stakeholder buy in. The first is really sort of have a strategy around it, like, what are we actually trying to solve with AI, not sort of, what’s the coolest new thing that I can throw at the wall to see if it sticks. The second is get a handle on your data and your data readiness. Data is king when it comes to AI and so I think organizations who have thought intentionally about where their data lives, how clean it is, what systems they’re using to gather and collect that data is a huge part of really building that, that organizational muscle to move forward. And then the reality with AI is there’s also risk, and that plays into that trust gap. There’s risk and there’s fear. And so creating an operational an operating model around sort of how you’re going to look at risk, reward, trade offs and who’s going to be involved. And typically we see that being kind of a cross functional group, and then, and then the last really being sort of your typical change management and organizational readiness, sort of, what’s the culture, who are going to be your champions? How are you going to roll that out? How are you going to build that momentum within the organization? Really, those four things to me are the what do you have to line up in terms of getting your ducks in a row to be able to move forward?

Steve 19:06
Yeah and Cristina?

Cristina Goldt 19:08
I would say, I mean, plus one, everything, everything, everything as to said, but, you know, maybe I’ll underscore a couple points. You know, the data right? Like you really have to look at, you understand where your data is. Is it connected? Can you get it all together? Like to be able to actually leverage it and give you the context that you need as you’re working through it, solving business problems? Right? That strategy is really key. It isn’t just like, let’s take the bright, shiny objects and move with that. And you know, I think there’s the like, the readiness of organizations. It does in some of these leadership is is pushing. They need to push right like that’s important, so that the teams you know come along. But how do you bring them along is very important.

Trish 19:53
Yeah, when it comes to maybe even people that are approaching you who are not customers yet at an event like this. Example, how are you helping guide them in your conversations when it comes to maybe differentiation between the care and level of effort that workday can put towards this expanded use of artificial intelligence because it’s been around for a while, right? Versus maybe a company that’s just kind of plastering the word AI all over a booth right there. There’s a little bit of trepidation. Maybe it goes into the fear Ashna that you were kind of mentioning. It’s very hard sometimes for HR leaders who are here at an event to decipher right other than big vendor, I might trust them more, what kind of things Ashna maybe, if you could address it first, what kinds of things would you tell an HR professional who’s maybe starting to try and figure out the differences between some of these companies?

Aashna Kircher 20:48
I mean, to me, there’s the sort of proof in the who is actually using the solution to solve business problems today. And that’s probably the biggest question that we get asked now, I’d say a year ago, it was, how many, how many capabilities do you have?

Steve 21:06
What are these cases?

Aashna Kircher 21:08
It isn’t like the number of capabilities, yeah. It’s like, what are you actually doing? It’s like, hey, what? What value are organizations actually getting from your tools? And then the second that goes to that risk framework is, what is the structure that you’ve put in place to think about and manage risk? And at workday, we thought about it in kind of a few different ways. We have responsible AI principles that we were, I think, very progressive in publishing and holding to. We have practices in terms of how we develop that relate to those principles. And then we also have kind of cross functional governance, so across the company, and again, this is what sort of what I was alluding to with that framework. And then we also advocate on policy. So we are absolutely believe that regulation needs to keep up with the pace of technology. And we’ve got teams that are really out there on the front lines with regulators talking about how to do that in a safe and thoughtful and intentional way. And so I think it’s having being able to go to that level of conversation with all those vendors to help them think about, okay, where does this make sense, or where does it not make sense? And then the data, piece of, sort of, where is the data coming from? How is it being trained? How much effort do you as a customer have to put in to creating that and maintaining it, versus what is the tool doing on your behalf, right?

Trish 22:33
Gosh, that’s, I mean, I can’t wait to start sharing that more widely, because I think you’re really nailing it. I think some of the HR leaders we talk to get really overwhelmed, right? Believe it, if you’re not really familiar with it, you’re trying to familiarize yourself quickly. You’re trying to do the right thing for your business and and trying to find, I think that’s the experience of the partner as well that you’re working with, right, knowing that they can answer those questions for you and maybe even tell you some answers to questions you don’t know you have. Yeah, right. And just having that level of comfort, you know, what? Maybe Cristina, like talk about a little bit about that comfort in the partnership that you have to have with, with who you’re working with when it comes to some of these things that you may not understand, yeah.

Cristina Goldt 23:17
I think when it comes down to, you know, a successful relationship in general, it comes down to trust, right? And so trust at all kinds of levels, you know, making trusting that, that you know you have a good partner that will do all the right things, that will think about AI from a responsible and ethical way, that you know that their values are that match how you think about it, and when we think about our values, right? It is, it is making sure it is responsible, that it’s transparent, also that, you know, we’re making sure that we are augmenting the work, you know, we are not taking away work, you know, we are actually changing and transforming it to be better, to be to be more strategic. And I think it’s, it’s making sure that they’re aligned with that, and understanding that that’s where we’re coming from. And yes, it is. It is about partners and and the fact that we’ve been at it for quite some time, and and to see how we’ve evolved also, as the technology has changed, because it is moving so fast, so you sort of need an advisor, and, you know, a partner who can help, like you said, you know, guide you in the right direction, advise you and tell you You haven’t even thought about this. You should be thinking about this.

Steve 24:32
There’s probably 15 years of quotes from me on this show talking about how, if you’re a company, growing company, you really probably shouldn’t trust your payroll to a startup coming out of the valley with like three people in a garage, right? Maybe you could trust your candidate sourcing on the open web, or maybe you could trust pulse surveys on your phone. Maybe try that, but not your business critical function, but it’s not your payroll, right? You want to go with a. Trusted partner track record, yeah, hopefully 1000s of customers, but certainly at least hundreds, right? You just do that’s smart, that’s smart business. I probably get I’m close to wanting to say it’s kind of the same thing with some of these AI capabilities. Yes, you don’t necessarily you Well, you certainly want to be super careful about trusting brand new entrants. I’m not, the startups are doing great things in AI, no doubt, but you just have to be super careful, right? I I spent all summer doing demos, right? As part of what I do for top products for HR. So tons of AI demos from all sides of companies, and I would start to ask, Oh, well, this data then gets put in, and now a job description is created, or a performance management summary just gets automatically created. Oh, how does that work? Oh, well, we use Azure, or we use Google, or we use some other large language model. I’m like, Well, how does my data not end up in wherever I don’t want it to? Sometimes I got an answer, and sometimes I didn’t right, like, when I certainly didn’t feel comfortable understanding right? So, yeah, so I think, I think you, I think the recommendation from me anyway, I don’t put words in your guys mouth. You really want that trusted partner. But also the track record is important too. And you’re running payroll and you’re doing those mission critical functions now, right? I think you got to think about that a little bit if you’re trusting data to to sometimes really seems like black box kind of AI models honestly, out in the public domain?

Aashna Kircher 26:25
Absolutely. And actually, this one of the most common things we get asked by customers is, well, we we’re gonna go off and build this ourselves, or versus using a vendor. And I think the same thing applies there. Sort of, where is your organization’s expertise? Yeah, who do you trust with that data? And then also the reality of the cost associated with doing that on top of everything else.

Cristina Goldt 26:48
Take advantage of what we’ve already done, right, and that we’ve proven that we can do, we do well. And I think you’re you, you know, you just made the comment there about, like, where is the data? Where is it coming from? Where is it going? You know, it is that understanding that, you know, Ashna made the point that data is super important, and then data in context is super important, right? Because there are those nuances.

Steve 27:08
I’d even circle back to something we talked about at the top of the conversation, which is that internal partnership between CHRO and CIO, right? It’s probably, it’s always important, right? I think these kinds of AI conversations make it even more important, yeah, this stuff’s difficult, right? These models are difficult. The system flows and the diagrams are not easy to understand. Quite frankly, if you’re not a technologist or someone who’s got a lot of experience in AI, and I don’t want that to be kind of a barrier for HR or something that gets in the way of adoption, right? I think it’s, it’s got to be something that they work with their internal partners and their their external partners, like work day, right? To understand, feel that safety, security, that trust, and then obviously drive the impact. Goshen that you talked about earlier, yeah, great stuff, guys. I know we could go on and on for hours and hours about last thing is, we were in Vegas. You guys have probably been here for two weeks. What’s your favorite? What’s your favorite Vegas? Cristina, what do you like to do in Vegas?

Cristina Goldt 28:05
What do I love? Anything? The stimulation in Vegas is like, just the lights and all that, and the people is, is super fun, but also it’s exhausting.

Trish 28:27
The spa?

Steve 28:31
I mean, there’s good eating here too, right? Food is great. Any favorite restaurant?

Cristina Goldt 28:37
Gosh, I can’t name one, but I feel like all I do here is all the time eating.

Steve 28:43
You have a favorite Las Vegas thing? You’ve been here for a couple weeks.

Aashna Kircher 28:46
I haven’t done it yet, but we did visit the Sphere last week.

Cristina Goldt 28:56
It was good.

Aashna Kircher 28:57
It was definitely stimulating. I believe it, but that’s definitely the thing on my bucket list. Awesome. So I guess I’ll have to come back.

Steve 29:07
You’ll get a chance next year. I’m sure this has been super fun. Guys. Thank you for taking some time with us today at HR tech and enjoy the rest of your time here at the show. Thanks to our friends at Workday for welcoming us back to the Workday bus, which is the coolest thing ever, and we’ll post lots of pictures about it. Make sure you subscribe to the HR Happy Hour, all our podcasts on hrhappyhou. net, and yeah, new podcasts, usually a couple coming out every week.

Trish 29:32
We actually have a new one that dropped on the Gen Z podcast about internships and the effectiveness and a college football update. I don’t know about you, but like all of the changes that have happened, I’m gonna need to listen to it so that I get all caught up.

Steve 29:44
All right, for our guests, Cristina Goldt and Aashna Kircher, for Trish Steed. My name’s Steve Boese. This has been the HR Happy Hour Show. Thanks for listening. We’ll see you next time, and bye for now.

Transcribed by https://otter.ai