In this episode of Career Compass, hosts Erica Young and Kristy Parola speak with Cheyenne Tabb, a senior analyst at PepsiCo, about her experience working in talent management for a globally recognized brand. Cheyenne discusses the opportunities and challenges associated with global talent management, including recruitment, selection, training and development, as well as retaining top employees.
Technology's ability to connect everyone regardless of location is prompting both employees and companies to approach work from a more global perspective. In this episode of Career Compass, hosts Erica Young and Kristy Parola speak with Cheyenne Tabb, a senior analyst at PepsiCo, about her experience working in talent management for a globally recognized brand. Cheyenne discusses the opportunities and challenges associated with global talent management, including recruitment, selection, training and development, as well as retaining top employees.
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Erica:
Welcome back to Career Compass, a podcast from SHRM, the Society for Human Resource Management and the SHRM Foundation. Career Compass prepares the future leaders today for better workplaces tomorrow.
Christie:
As the voice of all things work, SHRM supports students and emerging professionals with advice, information, and resources for every step of your career.
Erica:
Designed for the student or emerging professional, Career Compass delivers timely, relevant, and critical conversations about work to help you succeed in your career journey. Thank you for joining us for this episode. I'm Erica, one of your co-hosts.
Christie:
And I'm Christie. And just so you all know, this episode is valid for one half PDC for the SHRM CP or SHRM SEP recertification. We'll provide the code toward the end of the episode. Additionally, today's episode is brought to you by SHRM 21 annual conference and expo. Now more than ever, HR plays a vital role in developing a people-centric strategy that leads to organizational success. Attending SHRM 21, either in Las Vegas or virtually this September 9th through the 12th is an opportunity to learn, grow, get inspired and create new possibilities.
Get the latest on compliance, HR technology solutions, leadership and growth initiatives all while networking with your peers. Now more than ever, HR leaders must connect on SHRM 21. Visit annual.shrm.org. Learn more about our reduced student rates. And getting back to today's episode, we will discuss the intricacies of working within a global talent function. We will be joined by a very special guest Cheyenne Tabb, who is responsible for global talent management at PepsiCo. I know PepsiCo is a very large company that is surely recognized worldwide. I am personally curious to know what it takes to manage employee engagement, succession planning, and all other movements throughout such a large name brand in the food and beverage industry. Erica, what peaks your interest when thinking about such a big house name?
Erica:
Yeah, I think a lot piques my interest. At SHRM, we talk a lot about various aspects within HR. You mentioned a couple. With succession planning, employee engagement, we talk about learning and development. We talk about diversity, equity and inclusion, all of these pieces that make up a talent function. I think adding the element of a global organization and having to do all of those pieces globally with so many more people, of course, adds a layer of complexity, that is different. And so I'm really, really excited to hear a little bit from Cheyenne about her experience working in this global talent function and how it could be different or similar to our listeners' experiences in various organizations. So with that, I am so excited to introduce Cheyenne. She is a talent management expert at Pepsi co-and she manages Pepsi CO's award-winning leadership assessment and development program, which is otherwise known as LeAD.
And it focuses on developing high potential talent. She builds capability and self-awareness for over 2,500 participants yearly leading to a healthier and happier organization. Cheyenne graduated from the university of North Carolina at Chapel Hill with a BS in psychology and a minor in business administration, and then went on to earn her master's in organizational psychology from Teachers College, Columbia university. Prior to PepsiCo, Cheyenne worked at McKinsey and Company, NBC Universal and Clarkston Consulting in talent management, campus recruiting and general HR respectively. Because of her diverse experiences within talent. She has gained a great understanding of opportunities in the various talent fields, along with tailoring her own interests within talent management. Cheyenne, thank you so much for joining us. I'm so excited.
Cheyenne Tabb:
Yeah. Thank you for the invitation. It's really my pleasure to be here with you today and share some insights.
Erica:
Fantastic. Well, if we could, would love to jump right in. And my second question will go to your interest in global talent management. But I'd be remiss if I didn't ask what your favorite Pepsi co-product is seeing is how there are so many and many of us are big fans.
Cheyenne Tabb:
Yes, absolutely. So I'll break it down into my favorite beverage and then my favorite food. So I have to stick with the classics. I do love diet Pepsi. That's probably my favorite product on the beverage side.
Erica:
Solid.
Cheyenne Tabb:
Yeah. And then for the food side, I have to say, Cheetos will be my all time favorite. I used to eat them as a kid and get my fingers all orangey and I still love to do that. It's my absolute favorite.
Christie:
Classic.
Erica:
Yes, honestly, same. I just had some Cheetos this weekend. Great products.
Cheyenne Tabb:
Amazing.
Erica:
Well, so thank you for entertaining that. I think those of us who are fans of the products are going to get a kick out of it. But I do want to also maybe address the obvious on the podcast. Which is for those who are not really familiar with what we mean by global talent management, what that specifically means, would you say that global talent management is essentially taking all of the talent processes and putting it into like processes and procedures for a global organization? Would you call that accurate? And is there anything you would add as to like, if you were to describe what global talent management is, how would you describe it?
Cheyenne Tabb:
Yeah, so I think that's definitely accurate. Just another piece I would add is it's really focusing on the individual and the organization. So focusing on giving the individual very customized feedback, very fair performance reviews, things of that sort. Of course there is the more organizational, development side, which is focused on culture and engagement and those pieces. But I would say talent management, at least in terms of Pepsi. And I think this is how it would be considered broadly is more focused on that individual piece. And then just globally it means as a whole organization these processes flow through all pieces of the organization, into every function and every sector and the tools that we create are used throughout the whole organization.
Erica:
Perfect. I think that's really helpful and a great distinction to make that you're kind of breaking it down by individuals versus the organizational side, culture side. I do also want to ask you, of course, a question related to why you're here. Which is, I'm curious to hear what brought you into global talent management. How did you decide that this was like a career path that you wanted to go on?
Cheyenne Tabb:
Yeah, absolutely. I mean, it did take some time to figure out it wasn't always what I planned on doing. So when I first went into undergrad, I actually had planned to do pre-med and I wanted to go to medical school. And then I took a course in psychology and I absolutely loved it and I loved it more than some of my other courses I was taking.
And so I decided to major in it. And I grew up with parents who absolutely loved what they did. And I think that's not always the case for some people. And I wanted to really understand how I could help people maybe have that same passion, or just feel like they fit where they are. So I wanted to take psychology and put it into a business setting. So I minored in business. I had a great mentor in the psychology field who introduced me to HR and was like with the psychology and business background, it seems like a great fit.
So I tested it out. I think that's one of the best ways is to get an internship and really get hands on experience to learn if you like something. So I got an HR internship at a small consulting firm, College Clarkston Consulting, and I really enjoyed it. I wanted to get a little bit more experience in the different areas of HR. So I went to pursue my master's in organizational psychology at Teachers College at Columbia. And while I was doing that, I still wanted to explore a little. So I had some internships at NBC, in that campus programs field. And really understood how to build a pipeline from campuses. And then I went over to McKinsey and I worked in global talent management for them. And specifically I acted as an internal consultant for improving the onboarding experience. And so I revamped the onboarding program.
I helped build out a mentorship program. And I just discovered through those experiences that that's something I was really passionate about. Just making sure that people have the tools they need to feel good in their jobs and to develop leaders. So I kind of just went from there and that's how I ended up at Pepsi and global talent management. And it really is full of people from all different backgrounds and so many types of fields. And you get to meet people from so many types of fields as well. So it's just something that's really exciting to me and I'm excited to keep moving forward with it and see the different areas that I enjoy the most.
Christie:
Sure. And if I can Cheyenne, what does your day to day look like working in global talent management?
Cheyenne Tabb:
Yeah, so really no day is the same. I'll start off by saying that. Some days I'm presenting to thousands of people around the globe about the LeAD program that I work with at Pepsi or some days I'm researching new assessments that we could use in the program or new ways that leaders are developing and learning the best. Some days I'm outlining billing processes for the program. Sometimes I'm analyzing feedback. So really it's a mix of a lot of different experiences from program management to research, to training on a global level.
Christie:
Sure. And I mentioned earlier you guys are such a household name and really I've traveled myself over into Eastern Africa and you guys are all over the place there too. So with the company that large, how large is your talent in HR function? And can you tell us how you guys have it structured?
Cheyenne Tabb:
Yeah. So I'm not sure of the exact number of people, but we do have a lot of different facets of talent in our HR function. So we have talent acquisition, we have total rewards, data analytics, learning team, HR business partners, and talent management. And that's not all of them. We have even more than that.
So it is built up of a lot of different areas of HR. For the talent management piece in particular, I think it's broken down really into two different areas. So we have the COEs, which are a little bit more specialized and help build out models for things and tools that will be implemented throughout the organization. So for instance, the performance management process. And then we have organizational development consultants that we work with, internal consultants that help implement the tools and connect them with HR business partners and employees one on one in the business.
So that's how we really break down talent management, but it is integrated with all of the different areas of HR. And then we have different people out in the sectors. So Pepsi's broken up into different sectors based on geography for the most part. And so we have contacts to there that help us implement everything internationally throughout the globe.
Christie:
That's awesome. And I can only imagine that your leadership assessment and development program plays a big part in that. Can you tell us a little bit more about the program and what you do when you are overseeing it and what is the purpose of the program. And wrapping in a lot of questions, but how is it shifting? How is it changing in everything that's going on today?
Cheyenne Tabb:
Yeah, absolutely. So the LeAD program, Leadership Assessment and Development, the purpose is really to give our leaders rich feedback on their strengths and development opportunities. So we use a series of assessments that are continuously validated and we map them onto our leadership model here at Pepsi called the great five. And participants will get feedback on the different pieces of the great five. So we did just create this new leadership model. So that's how it's shifting a little bit emphasizing different parts of leadership and really emphasizing leadership development. And then we've also started to customize it more. So it used to just be broken down into three different customizations and now it's five. So we really want to give people tailored feedback. I think that's really important in all organizations as a whole.
Erica:
Absolutely. Thank you for walking us through all of this. And so one of the things that SHRM does at large is we're keeping track of how business needs are generally impacting talent and HR departments, and organizational initiatives. And we've seen a nice bump, I would say, in hiring for various talent roles. I like to do this little experiment like once a week or so, where I go and like peruse the new job announcements that are coming up within the HR space.
And the reason is I think it tells us a lot about how organizations are shifting their priorities and where they're putting resources. The types of roles that they're investing in. And I personally have seen a major bump in people analytics, certainly people development, as well as organizational development. I think we're also seeing a lot of organizations prioritize internal mobility in a way that I don't think has been as prevalent before.
Also a greater focus on leadership development and diversity, equity and inclusion. I'd say those three things are really like talent management, heavy based on what you just said. That focus on the individual. And also a greater focus on, of course, just the employee experience at large. And thinking about that employee experience in the whole talent life cycle, as well as where that talent life cycle takes place.
So thinking about what the future of work in terms of remote work, hybrid work, in person work, et cetera, looks like. So I think there's a lot of things coming up or a lot of shifts happening in workplaces and with individual workers at large. I wanted to ask you, and I know that was a lot. Lots of different shifts to mention. But I wanted to see from your point of view working for a large global organization and working within talent management, are you seeing these sort of similar shifts in initiatives and priorities. And that could be within your organization, but it could also just be at large. Being that you are a part of the talent management community at large.
Cheyenne Tabb:
Yeah, absolutely. So everything that you said, I also am seeing the same trends. I think a couple of things that really stuck out to me just while you were speaking was internal mobility, I think is becoming a huge priority for companies. Not only on a larger scale, so not only like people moving to different roles within the company, but even on a smaller scale.
So sharing talent for projects or even just tasks is becoming really important. And there's a lot of prioritization for that. Because it's really ensuring that all the capabilities within the organization are being fully utilized and fully valued as well. And it really benefits individuals too. You mentioned employee experience, and I think this really benefits employees too, because they... First of all, you can gain networks by just working across different functions or working with different teams. And it's really providing, I think, employees with hands on experiences, hands on development opportunities that a lot of people are now seeking rather than the traditional workshops and things of that sort.
Erica:
Totally.
Cheyenne Tabb:
So, especially in the new ways of working, understanding what technological tools can help aid this is really important too. Right now at Pepsi specifically, we're looking into tools that can kind of help us create an inventory of skills, I guess you could call it, so we can have those kind of talent swaps just on small things, even, like projects. So it's really a new way of helping everyone gain perspectives from different areas and flex muscles that they may not be able to every day.
Erica:
I totally see all of that being super relevant today. Great example, pointing to the skills inventory technology. I'm definitely seeing it on this side as well. We're looking into several technologies that do very similar things. And technologies that can be used in a variety of sort of learning ways, as well as organizational development and organizational planning. Technologies that are going to help organizations navigate quote unquote, the future of work and sort of what a hybrid working model looks like, which it sounds like a lot of organizations are working toward et cetera, et cetera. So I think that you're definitely hitting on a big topic within what we're seeing as well, looking into those various tools.
Cheyenne Tabb:
Yeah, absolutely. I've actually heard of a lot of organizations trying to adopt tools like this. So it's definitely a trend that's coming up in the organizational talent world. But not even a trend, I guess, it's just like becoming very important.
Erica:
Absolutely.
Christie:
Yeah. And I would imagine that as you kind of had alluded to earlier, those kind of things have a great impact on employee engagement. And moving to another question that I have for you is on communication and how that plays into the international engagement space. And I think it's really important to recognize the differences between a centralized and decentralized HR departments, and how that plays a role. For our students and emerging professionals, a centralized HR department is when you have a HR staff kind of onsite. Decentralized is when you have HR in maybe like a corporate office and you have some satellite offices and everybody will communicate back and forth to your headquarter HR team.
And so in a space with PepsiCo and you guys are international and communication is so critical in any role or any company, what does that communication within the company look like? And can you describe any interactions that involve your international engagement and how do your HR departments play a role in that when you're looking at, like I said, the international stage for you.
Cheyenne Tabb:
Yeah. I'm going to try and make this very tangible because I feel like it is hard to imagine communication at such a big company. It was hard for me to imagine it before I started. But you're totally right. Clear communication impacts everything in the organization, especially at a big company like PepsiCo. It comes in so many different facets. I will say, I think we definitely try and align all the sectors. We give autonomy to the different sectors and areas to kind of adapt tools and customize tools in the way that they need. But we want to come together and align on all of our communication that's going out, and things of that sort. So to make that tangible I said, for me specifically, in the LeAD program, some of the ways that we do that is I lead biweekly meetings with our sector leads.
So each sector has a lead for LeAD, basically a contact for LeAD in each sector that helps us manage the program throughout each sector. And so we come together every other week and we discuss updates. We brainstorm processes. We talk about templates that maybe a sector has, like an email template for participants, a reminder for them. So very standard things like that. We just huddle together, make sure that we're aligned every other week.
And then for LeAD, the LeAD program, we have orientations for participants and we always have to keep in mind, we are an international company, time zones and things like that. So when we have orientations, we have them for participants, HR, managers, making sure that we all understand the program. We're all on the same page. We have one in the morning to help with time zones on the other side of the world. We have one in the morning and then we have one in later afternoon. So just things like that, just really making sure that we're able to tailor it to the people we're wanting to communicate to. And making sure we're reaching as many people as possible, but also we're aligned at the center with one another at the same time.
Christie:
So it's very important to make sure that all messaging is very clear, when broadcasting this out to all your different sectors and divisions that you have throughout PepsiCo.
Cheyenne Tabb:
Yeah, exactly. We all want to be aligned on the real purpose of the program and things of that sort. But we give free reign to maybe have a more local orientation or things like that. And this time too, on a broader scale, just as PepsiCo as a whole, there has been a lot of engagement from senior leaders and like a lot of town halls over Zoom, a lot of newsletters, especially as COVID progressed, making sure we're all up to date, we all know what's going on and things of that sort. So I will say there is a lot of pull from senior leaders on a much higher level to make sure that we're all aligned.
Erica:
That's awesome. And I think it's really important to see that too, where senior leaders are not just talking, it seems like, about sort of unity and culture and all things I think, talent, but to see them showing up and influencing that I think speaks volumes in a really positive way. So I appreciate you adding that on. Also really appreciate knowing that it sounds like you are still prioritizing kind of phone calls or Zoom calls, if you will, with people globally, even if it means 1:00 AM calls. I feel like that's really important.
Christie:
It speaks a lot.
Erica:
Yeah, it does. It speaks volumes, I think, to the focus and the attention to providing the right resources and communication to people globally. So I think that's awesome.
Christie:
Our last question focused on international engagement and in recognition of this episode of Career Compass, we'd like to turn it over for brief announcement from SHRMs global team.
Katie Rudolph:
Thanks Christine, Erica, for allowing me the opportunity to talk briefly about SHRMs J1 visa program. My name is Katie Rudolph and I'm the exchange visitor program specialist at SHRM. This episode of Career Compass is focused on global talent. So we thought it was appropriate to mention our J1 visa program that brings interns and emerging professionals to train at businesses in the United States. Having a globalized workforce can have such a positive impact on companies and even the communities where they're working or training for more information on the J1 visa program, you can contact us at evp@shrm.org. We look forward to hearing from you.
Erica:
Thanks to members of our global team for those words. So our listeners are emerging professionals and students who are of course, considering a wide variety of career options. And I think it's particularly challenging, of course, right now, given the pandemic's effect on the workforce.
Also, I think given the changes that we're seeing in the HR and talent profession, at large, I think that we're seeing the profession expand quite a bit in terms of capability and responsibility. And so I'm curious, Cheyenne, given your progression into this space and thinking about your experience, do you have any advice for candidates that might be looking for a role. And I want to put a two parter on this, any advice for candidates who are looking for a role in talent management or talent functions at large. And then the second part will be any specific advice for folks who might be applying to Pepsi co-specifically.
Cheyenne Tabb:
Yeah, absolutely. So you mentioned roles expanding and all of that kind of stuff. And so my piece of advice would just be to keep an open mind when applying. There are so many opportunities out there in the talent field and it's a big community and there's becoming a huge focus on internal mobility, like I mentioned.
So one role may be the gateway to many opportunities. And I think at a lot of places you can make each career your own as well. I think one piece of talent management or one piece of talent acquisition, or things of that sort, it's all integrated and you can get experience in all the different areas, even if you're in one tailored position.
So that would be my advice is just to keep an open mind in that regard, it might not fit your exact idea of what you were looking to do, but you can really make everything your own when it comes to talent. And then at Pepsi, specifically, I would say, definitely reach out to people. I know you've probably heard that so many times, but people at Pepsi are really receptive to things over LinkedIn or asking if there's someone that they could connect you to, things of that sort. We're a really big community. We love to share. If we find someone that we're interested and there's not a role, we love to share that with another person on the team. So it also goes into that open mind aspect when applying for roles here as well.
Christie:
That's great. And how do you see responsibilities for talent teams changing now and into the future and has COVID had any impact on that for you?
Cheyenne Tabb:
I would definitely say, just in general, I think educating people within organizations on how to make talent decisions using data driven methods is a huge responsibility for people in talent right now. For instance, in LeAD, we're spending a lot of time educating managers in HR on how to use LeAD results in talent discussions. And it applies to all areas of talent, really. So for instance, educating people in talent acquisition on how artificial intelligence might come into play. And when, or when not, it should be used and things of that sort. And I think definitely COVID has put a big impact on the virtual space in that regard in making sure that we're still making data a priority in educating people in how to do that.
Erica:
Very cool. Very interesting. So it sounds like those kind of topics, like changes in technology that is a focus in terms of training for talent professionals, now, is that right? In addition to folks that are working kind of across the organization at large?
Cheyenne Tabb:
Yeah, absolutely. I think it is becoming a really big priority as we get more and more advanced and we're looking at tools for that internal mobility piece, all those kind of things, just making sure that we're using them in the proper way and how to use them in the best way too. And just really also building excitement around these tools and how they can impact employee experience. Especially now there's people in the office, there's people still virtually just really understanding how we can implement these things and create excitement around it. So everyone feels welcome and happy in the organization.
Christie:
Sure. Do you face any problems, Cheyenne, with transitioning some of that technology into your international space and how have you been able to train, and train with these new and upcoming technologies to other parts of your company?
Cheyenne Tabb:
Yeah, I will definitely say it is a very concentrated effort. I spoke earlier about how we have internal consultants here in TM and OD specifically. So that's something that they explicitly focus on. That is their role to be able to take these tools and implement them all over the world. And it takes a lot of coordination, just consistent communication, once again, just making sure that we're aligned on what they're used for and how they can be used in the best way, like I mentioned, so in a big organization like this, it definitely takes specific jobs to do this. It's definitely a big effort.
Erica:
That makes a lot of sense. And it's, I think really important to your point to have people who are speaking the same language, especially when it comes to technology. And that can make it really tough since technology comes with its own sets of languages in order for it to be successful. Super important. When I think about bringing in new technology into organizations, because this is something that we're seeing across the board, very quickly. And we were seeing it even prior to COVID. A lot of organizations were looking for tools in order to do a variety of business processes, but there was a greater focus certainly on using technology to enhance people, and talent within organizations specifically. And it seems like it's kind of born out of this other great need within HR, which is the need to be agile.
And I think COVID actually really honed that in. That need specifically. Because when COVID hit of course HR departments and I'm sure you saw this firsthand were, for lack of a better term, freaking out about how to switch so much of the business process internally in order to quickly meet the needs of the business and of their people. And there was a great focus within the HR and talent community on making these quick adaptations. So I'm curious from your perspective, especially working in such a large HR talent function, how do you think we make our global HR functions agile and flexible to changing business and environmental demands that are coming up?
Cheyenne Tabb:
That's a great question. I think COVID was just an anomaly and I don't know if anyone could have prepared for it. But it definitely set some new perspectives and some priorities for the talent world to make sure that if something like this ever disrupts the workplace again, that we are built for it.
So in that regard, I definitely think capability building, giving people the tools and the networks to be agile is really important. And I hate to sound like a broken record, but I think that's why that internal mobility piece is so important and really breaking down the barriers between silos and making sure that communication is flowing.
We have networks of people who are sharing knowledge and working on projects together and able to quickly utilize skills that we have in the organization and quickly value those skills. So I think that's just really important in being able to understand them and then put them into action. And then also understanding the critical needs in the business and the environment in any given time is really, really important. And I think educating our leaders again, kind of on that data piece and understanding how to do research into what's the best way to handle this situation. And that includes reaching out to networks and things of that sort, but being able to do that data diving a little bit, I think is also important.
Erica:
Absolutely. All super important. And of course bringing in, I think, as we were just discussing, bringing in new technology also lend a hand in all of that, certainly.
Cheyenne Tabb:
Yeah, absolutely.
Christie:
So we're wrapping things up now and first, thank you so much for everything that you're sharing with us today, Cheyenne. And I'm going to do kind of take me back into your younger yourself and do that thing that people do. And you go, hey, if you were to look yourself in the mirror, back when you started out your career, what would be the advice that you would tell yourself?
Cheyenne Tabb:
That is a great question. I think it's kind of twofold. So first I would say definitely keep a learning mindset. I don't think anyone expects you to know it all right now. Definitely just learning from your different experiences that you're getting is probably the most important thing. And is all that people can really ask of you at this moment.
And then also learn about yourself too, keep a learning mindset about yourself. You're going to learn so much about how you prefer to work. Maybe when that needs to shift a little or when it's really a strength in all of those different areas about yourself and the new working world and everything. So just keep a learning mindset about your work and also your own working style.
And then the other piece would probably be to trust yourself too. You are coming out of school with knowledge and you're going to be a professional and it can seem a little intimidating, I think, at least I was intimidated. But you are really the one in charge of your career. You can make it where you want to be. And that includes being honest with yourself about when you're feeling like you are really enjoying your career, but you might be ready to move on. But not a career, maybe just a job or something like that, but really being honest with yourself and trusting those gut feelings and knowing that you're the one driving this. That this is really your ball game.
Erica:
Fantastic career advice. I would've said the exact same thing, honestly.
Cheyenne Tabb:
Thank you.
Erica:
Cheyenne. Thank you so, so much for taking the time to chat with us about global talent management and your experience in talent management at PepsiCo, I think has been really valuable to hear about. I definitely think that if I were coming out of college or just earlier on in my career and even now, quite frankly, everything that we discussed I think was pretty fascinating. So thank you for taking the time.
Christie:
Yes, absolutely.
Cheyenne Tabb:
Yeah. Thank you guys so much. It was really, really great to be on here and to share some insights.
Christie:
Well, it was so much fun chatting with you Cheyenne, once again thank you. Honestly I think we're going to tell you 1,000 times, thank you, but we love having guests on here. But we are going to bring this episode to a close. We'd like to thank SHRM and the SHRM Foundation for providing us with this platform. But more importantly, we'd like to thank you for joining us.
Erica:
For a more exclusive content, resources and tools to help you succeed in your career, consider joining SHRM as a student member, you can visit us at SHRM.org/students to learn more about being a part of a community of over 300,000 HR and business leaders, who impact the lives of over 115 million employees worldwide.
Christie:
And if you like what you heard today, we'd love your subscription. You can find us on Apple podcasts, Spotify, Stitcher, or wherever you listen to your podcasts. And do you have a topic you think we should cover or guest we should hear from? We'd love to hear it. Email us at CareerCompasspodcast@SHRM.org.
Erica:
Lastly, are you looking for more your work and career related podcasts? If so, definitely check out all things work and honest HR at SHRM.org/podcasts. And of course thank you again for listening and we'll catch you on the next episode of Career Compass. Good news. This program is valid for a half PDC toward the SHRM CP or SHRM SCP certification. Please note that this code will expire March 24th, 2022. And the code is 22-Z, as in Zulu, S as in Sierra, N as in November, the number 5, and D as in Delta. And one more time, that code is 22-ZSN5D.