Adriana DiNenno and Christine Burke – The Power of Data Driven Recruiting

Connect with Adriana:

Connect with Christine:

Connect with Dwight:

• 
• dwight.brown@salary.com

Connect with David:

• 
• 
• david.turetsky@salary.com

Podcast Manager, Karissa Harris:

• HRDataLabs@salary.com

Production by Affogato Media

Resources:

• Health eCareers
• HR Data Labs Season 6 Episode 13
• HR Data Labs Season 6 Episode 11

• “What makes a job posting more desirable to view vs. another one? Is it the way it’s written? Is it catchier than others? There’s a lot that you can get out [analyzing job seekers’ behaviors].”
• “When organizations have a hard time finding talent, they have to pivot and get creative.”

Announcer: 0:02

Here's an experiment for you. Take passionate experts in human resource technology. Invite cross industry experts from inside and outside HR. Mix in what's happening in people analytics today. Give them the technology to connect, hit record for their discussions into a beaker. Mix thoroughly. And voila, you get the HR Data Labs podcast, where we explore the impact of data and analytics to your business. We may get passionate and even irreverent, that count on each episode challenging and enhancing your understanding of the way people data can be used to solve real world problems. Now, here's your host, David Turetsky.

David Turetsky: 0:46
Hello, and welcome to the HR Data Labs podcast. I'm your host, David Turetsky alongside my co-host, Dwight Brown. Hey, Dwight, how are you?

Dwight Brown: 0:52
Good, David, how you doing?

Christine Burke: 0:53
I'm doing very fine. Thank you very much, sir. Today, we have with us special guests. We have Adriana DiNenno, who is one of those people who we love having on the program. She has one of the top five podcasts of ours, which was a focus on mental health. And then she's done a couple others like with disrupt HR, but we'll let her talk about that in a minute. But we have another special guest Christine Burke, who is Adriana's partner in crime where they work. Hello to both of you. Hi.

Adriana DiNenno: 1:23
Hi, thank you very much.

David Turetsky: 1:27
That was the most muted Hello that we've heard on the podcast in a very long time. So Adriana and Christine Why don't you introduce yourselves?

Adriana DiNenno: 1:37
Sure, I'll go first. So I'm a product manager at Health eCareers right now. I've spent most of my career in for and I specifically work within recruiting and HR all things HR talent. I have a real passion for finding people jobs. As David said, you know, they're interchangeable. I've been on disrupt HR. And I did a speak last year on helping people find jobs. And I love mental health. So I have been showcased by this before. Definitely check out my old podcasts as well. And Christine and I work together so I would love for you to get to know her. She's amazing.

Christine Burke: 2:18
Hi, yes, we work at Health eCareers together. I'm a B2B marketing director. I have nearly 15 years of experience in marketing from brand management, email marketing, demand generation and storytelling. I used to work for various government media companies in DC. And now I live in Salt Lake City in the mountains, turned into a mountain woman. Love spending my time hiking, and with my husband and two dogs.

David Turetsky: 2:49
Awesome. So on every podcast of the HR Data Labs that we do we ask each guest to say one thing that no one knows about you. We know a lot about Adriana. So we're gonna first start with Christine, what's one thing no one knows about you?

Christine Burke: 3:05
I wouldn't say no one because I'm friends with a lot of my friends still from high school. But not professionally. People do not know this because it's kind of embarrassing, but I'm gonna share it with you. So I was a majorette in high school and I have the pictures to prove it that nobody wants to see but if you don't know what a majorette is, it's a baton twirler. So I actually used to twirl fire batons in high school.

Dwight Brown: 3:29
Oh wow!

Christine Burke: 3:30
Yeah.

Adriana DiNenno: 3:30
Are you gonna be on America's Got Talent?

Christine Burke: 3:34
I can't do it anymore! I'm super out of practice, but

David Turetsky: 3:37
Yeah definitely don't light them on fire if you're going to do it now. You got a great head of hair. We wouldn't want that to go away.

Christine Burke: 3:43
My hair is way too long now to be able to do it effectively without lighting myself on fire. So

Adriana DiNenno: 3:50
That's amazing! Now mine's gonna sound lame.

David Turetsky: 3:53
I doubt that Adriana, you come up with good ones. What's yours?

Adriana DiNenno: 3:56
Mine is when I was younger, like eight. I had a crush on the Arnold Schwarzenegger. And I wrote him a letter with a picture of me and him holding hands. And I told him that we were getting married. And my mom actually pretended to send it to him. And I thought she sent it and this crush went like all the way through like middle school and I have no idea what that's about. So

Dwight Brown: 4:24
We'll get a psychologist to dig into that one.

Adriana DiNenno: 4:26
I'm not really sure what that's about.

Dwight Brown: 4:29
And you still haven't gotten a reply letter from it.

Adriana DiNenno: 4:31
No, I never got a reply. I know.

Dwight Brown: 4:34
That sucks.

David Turetsky: 4:35
Arnold, when you listen to this, please do us a favor and look up Adriana. Because she's, she's interested.

Dwight Brown: 4:42
She's looking for you. Yeah. Yeah.

David Turetsky: 4:45
So today's topic is one that's especially near and dear to Dwight and my heart which is data, its data at the foundation levels of recruiting and the power of data driven recruiting. And we're really excited to get going in this, so here we go. So obviously, both of you work for leading healthcare recruitment network Health eCareers. Give us an example of where you utilize data and rely on it to help your users make business decisions when recruiting physicians and nurses.

Adriana DiNenno: 5:26
One thing that really amazes me about healthcare and you know, as I had a mom who was an LPN, and I never realized how bad the shortage was getting, I always knew oh, it's hard to find nurses. But the shortage is getting really bad. We're coming into a physician retirement tsunami, most of the physicians are aging out. How bad is it, Christine? It's really bad.

Christine Burke: 5:52
Yeah, they say by 2034, there will be a shortfall of between 37,000 and 124,000 physicians.

Adriana DiNenno: 6:05
Yeah. And to give you a perspective, like, we get hard to find jobs, like believe it, or not, like gastro and things like that. And it's our data that actually helps give visibility into, like, where the gaps are, and why we can't fill the position. And we really rely on the data to figure out how to recruit in this volatile environment. Because how do you know how to pivot around this when the people just aren't existing? How do you create these opportunities?

David Turetsky: 6:38
And the worst part is, is that it takes a really long time to get someone at that skill level, to be able to be plopped into the situation. And be successful. You can't just basically take anybody off the street, who may have somewhat of a background, and actually let them work, especially in a, in a specialization, like you're talking about.

Adriana DiNenno: 7:03
Yeah, I mean, we have one hospital that has had a physician opening for two years, just a general physician, it's a hard to fill one as well. And some of what the data can do for us is, you know, give insights into finding if you know, you can upskill people, as well, as you know, weeding out the you know, you can't just take anyone and plop them into the job, like you said, using AI for some of that, and those those kinds of things.

Christine Burke: 7:33
Yeah, in Summit, Adriana, a lot of the work that you've done recently of trying to help optimize some of the job postings or you know, the information that the employers are posting on the job can actually really help them get more talent. So posting the compensation on the job, for example, has been doubling the amount of applies to that position, which obviously makes sense. People want to know what they're going to be compensated, and want to know what all of the benefits are before you know, wasting their time or starting their time with an organization. And so employers can help by being very more thorough in their job postings, putting their location on the job postings, tagging their job postings. So the job seeker has more data to make the decision of whether they would like to apply or not.

David Turetsky: 8:22
And that kind of seeds the funnel, right, and it starts people into the funnel, because then they have much more information about it. They're smarter about it. And they know that either they want to be in that position for a period of time, they want to be in that location for a period of time. They know what the compensation and the eligibilities are for other things. And because it's competitive, they know kind of where I am and where I want to be. And does that help fit? Can you help us understand a little bit more about the funnel? And how it is a little bit different in these cases?

Christine Burke: 8:53
Yeah, so something that we've been working with our recruiters on is really understanding their kind of job flow funnel. So what happens after an apply, you know, they have to interview they have to have an offer and where, how is the funnel kind of optimized? And where are people falling off in the process? And where can they be doing better in the process, and maybe they don't, they don't have the direct functionality to be able to optimize, but they can work with other people, such as a hiring manager to help them optimize. And so it really helps them to visualize the entire candidate recruitment journey, and identify and address their inefficiencies and pain points to optimize each stage. And so they're not like having a leaky funnel. It's something that us marketers have been using for a long time for leads of who's going to purchase that they're using that for the recruitment space as well now.

Adriana DiNenno: 9:49
Yeah, and one thing I was going to say is, you know, one of the things that I'm finding is there's a common misconception that a job description is the same as a job posting and they're very different things. And I often see as a product manager than being used as if they're the same thing, and they're not. And when they are tried to use the same thing, it's like trying to put a circle into a square. And what we do is teach people how to write good job postings, which are like advertisements. Separately, the job description is more like a legality of like, what are the actual responsibilities and duties? And I think you get yourself into some trouble. And so if you use them as the same, and I think that the data kind of shines a light on this, and Christine was saying that I did some research. And yeah, the the compensation on a posting really, really increases the applies. I know David could talk about this all day, though, because of the fact that you know, certain employers are ready for it certain are, and certain states, you know, they they mandate it. So I feel like every part of the process needs to be really thought out more than it ever was, with it harder to find people. So we're losing people at the onboarding process, like, how are you hiring someone, and then they're dropping off as soon as they're starting? Like that never used to happen?

David Turetsky: 11:22
Well, I mean, it happened in pockets. But you're right, and that comes to the candidate experience. Christine, I think you were talking about it from the funnel perspective of making sure you have people in the flow. A lot of times what we've seen, especially in the HR technology world is that the flow gets interrupted when something major happens, like an offer or an acceptance. And then what happens next, isn't software related, it's relationship related. And so keeping, you know, the person warm until they join, giving them that ability through the notice period, to get reach outs from the company, from the hiring company, to that person to make sure that they're not just going to go in, turn this around and and say, you know, to their current company, I got a better offer, I'm sorry, I'm gonna leave and they go, Well, no, we'll go counter offer you. And then because that relationship gets broken, because there's no reach out, because they're not being kept warm during that process, then what happens is, is that they basically will either no show, or they'll reneg. And then you basically have to start from scratch again, right?

Adriana DiNenno: 12:29
Yeah. And it's funny you say that. At my last job, we had a no show report that would show visibility into the data of how many no shows there were? Because we had an action, report someone as a no show. That's how common it is. So

David Turetsky: 12:43
And that gets back to the topic, right? Of how do we measure each of the stages of not only the funnel, but beyond the funnel, from the recruiting process into the hiring process and the onboarding process? How do we measure all of those typical points, so that if there are points of failure, we have a visualization or an understanding about what happened and why?

Christine Burke: 13:08
And half of the battle to is what who is actually doing the recruitment. And sometimes they're actually not an HR professional, and they're not a recruiter, and they might have own their own practice, and they're an actual physician. And so a lot of our challenge, you know, is to help educate those people on what exactly how do you actually recruit? And how long is it going to take you to find a doctor right now, in the in this marketplace? And what can you be doing better on your side, not ghosting someone or not leaving long gaps of time between you're communicating with someone. We've also heard on your onboarding, kind of comment before, from a lot of our recruiters that work for hospital systems that they could have a 50 step process to manage to effectively onboard someone, and they're having to pull data from tons and tons of different people and they're trying to get them to respond. And that can really add a lot of time to the process add a lot of pain for them. And not only is it pain for them, but it's also paying for the person who's being hired where it may seem like oh, this person hasn't sent me my any of my information that I need yet what's taking so long? And then they get kind of skeeved out or not excited about the position anymore.

Dwight Brown: 14:29
I would imagine, you know, based on what you just said that scale probably comes into play here where large organizations with a lot of bureaucracy and those extra steps in the process and multiple people within the process versus a smaller organization might you know, that smaller organization might have the advantage. Is that an accurate statement?

Christine Burke: 14:55
I mean, it's really depends on what the physician is ultimately looking for. But I think that the process definitely is more bureaucratic. And it's interesting because I thought I was getting out of the government space, but there's still a lot of hospitals trying to, you know, get the sign offs, get all the approvals that everything that's needed.

David Turetsky: 15:15
Well, it's a much more regulated environment, right? So you have licensure, you have, you know, state licensure, you probably have issues where, you know, well, whether it's Medicare, or Medicaid, or whatever the insurances are, as well, and who can bill and what system and things like that. So I'm sure there's a ton of tape, red and otherwise, that have to be walked through. And I think one of the things that I think Christine, you had said was being able to utilize the data and being able to shoot it back to the recruiters and tell them, look for this type of doctor, we see that the typical days to hire are this, right? We call those benchmarks. Being able to put that in front of a hiring manager will typically give them a lot of good information as to, hey, listen, if you have a vacancy today, that days to hire will tell you how long it's going to take not only to get the funnel up to where you need it to be to a healthy funnel, but also to get that person on boarded. And I think it was your point that said that, yeah, we need to cut through a lot of this red tape and get a lot of those answers as quickly as we can, so that we don't lose that person. Because the longer that process lasts, the higher the probability are, would be that that person drops out.

Christine Burke: 16:34
Yes, definitely the time to hire and the market trend data is so important for the recruiter to understand upfront to really understand how challenging is it going to be for me to actually hire this person? And we also have data on you know, what, what can the hospital or private practice expect to actually lose in revenue from that vacancy of the average time to hire. You know, it could be millions of dollars that they're, can be, should be expecting to not have with just how long it could take to fill that position. So the more that they're armed with upfront about the market conditions will really help them understand how much money and how much effort and how much time they need to actually put into hiring that position versus maybe another specialty that's a little bit easier to hire.

Adriana DiNenno: 17:23
I use tools as a product manager like full story and other analytic tools that kind of show us reports and show us the journey of job seekers. And it's really powerful. If you ever get to look at full story, it's a great tool. And one of the things we found is that our you know, it's different for every industry, but with healthcare, a lot of our audience is looking for additional seeker resources. So we find that like, what are the pain points for them? So physician contracts extremely complicated. So we teamed up with a company to add that service. So it's, it's kind of like looking at your data and seeing like, where can we help in different areas? We all know the whole resume debacle physicians have complicated CVS. How can we help with services for the different areas? So we do some qualitative and quantitative testing and survey and stuff like that. So

David Turetsky: 18:24
Well, that's exactly the next question.

Announcer: 18:27
Like what you hear so far? Make sure you never miss a show by clicking subscribe. This podcast is made possible by Salary.com. Now, back to the show.

David Turetsky: 18:37
Let's talk a little bit about those surveys and the AB tests and the qualitative research. What, how do you actually utilize that data to inform the better business decisions?

Adriana DiNenno: 18:50
Sure, I'll talk a little bit about it from that AB testing, there's actually ABC testing now too, which is really cool. And I use tools as a product manager to be able to see like, Okay, if I were to put compensation on a job posting, per se, and I were to run an AB test, let me see. I'm gonna, you know, survey a portion of the population of my seekers. And I'm gonna see what the results look like, regarding the clicks on those are people not clicking it? Are they clicking more? And I'll kind of benchmark the data to see what it said so I can make a more informed decision. And am I going to fail and fail fast? Or am I going to release it and then fail? So it kind of gives you like a preview of what you're about to experience. It's very powerful.

David Turetsky: 19:40
Who is the audience of those test?

Adriana DiNenno: 19:43
Product management and marketing analyze the results.

David Turetsky: 19:47
But you're not exposing that to your clients for for solving the business issues?

Adriana DiNenno: 19:52
No, we are not. We we find out the business issue. And then we run the tasks and then we make important decisions on which direction to go.

David Turetsky: 20:04
From your product perspective. Okay.

Christine Burke: 20:07
And I would say on the on the job posting, you know, statistic that with the adding compensation, it was We do that's for other use cases, too. We just use this as something that we trained our sales organization on, to really try to push them to talk to their customers about adding compensation and how they could be doing that better. Because there, I think was some hesitancy around wanting to include compensation on job postings. And so we're trying to, you know, say that they will have better results, if they include it and educating them about that an example like other large enhancements. So

David Turetsky: 20:44
Well, you can certainly find that statistic, or you can certainly create that statistic around putting pay in the posting. But but there are certain states where obviously, that's a requirement, as Adriana had said before, so you know, pay transparency is going to push that, and having that be not just a checkbox, but also having that be a, by the way, you know, if you post the range for this job, you're 25% more likely to get a candidate who is successful within the first month of posting, having that kind of statistic provides an opportunity to make a different decision about the posting itself, and about the result of the hire. So, you know, food for thought. I love using statistics to actually help push end results, especially when it comes to those those types of business issues.

Adriana DiNenno: 21:37
And that's what we're trying to do across the board, like, hey, if you post that this job is full time and has health benefits, it's statistically we've shown that it's more likely to get a click through and apply that kind of thing. And, like using the data to prove that, you know, this works, so our customers better know how to get people sourced.

David Turetsky: 22:02
But at the end of the day, that's what you're trying to do. Right, not just source but also source successful candidates. Right?

Adriana DiNenno: 22:08
Definitely.

David Turetsky: 22:09
In very specific markets.

Dwight Brown: 22:12
Very, very pinpointed. Yeah, right. Yeah.

Adriana DiNenno: 22:15
Now the other thing that we do, which is really fun is like we, if I release something on the website, and I want to see if it's successful, I can track the number of clicks, I can see oh, my gosh, it's not getting any traffic, like what did I do? Or you can see the rage clicks, like somebody tell my bank, I'm rage clicking the Login button. I click the button. It never works. If you were to go in and look at rage clicks, I rage click away. So you have this kind of metrics to show you like where people are dropping off. And is it a usability issue? Or is it something else?

David Turetsky: 22:52
Right.

Dwight Brown: 22:52
Yeah, it's a good point. I never thought of that.

Adriana DiNenno: 22:54
A rage click is like taking your mouse and

David Turetsky: 22:54
But you need to define what a rage click is. Because I thought it was the people who hated me in high school. clicking like several times really fast, and like beating up your mouse. So Beating up a mouse and you don't have to be a cat to do that! Hey, are you listening to this and thinking to yourself, Man, I wish I could talk to David about this? Well, you're in luck, we have a special offer for listeners of the HR Data Labs podcast, a free half hour call with me about any of the topics we cover on the podcast, or whatever is on your mind. Go to Salary.com/HRDLconsulting, to schedule your FREE 30 minute call today. So let's transition to the third question, which is the types of behavioral analyses that you would use for your clients and for your prospects and for the the kind of the end users. What kind of behavioral analyses do you do?

Christine Burke: 24:02
Yeah, we look at what is attracting the job seeker most to a job by using which tags are most sorted by and which jobs that have applies? What are the different types of characteristics of those jobs that we can then share with employers to say, you know, it's really important to add tags so people can find your job. And you know, they're most interested in these types of jobs. And we also have a lot of other data about click through rates on jobs, apply rates, things like that.

Adriana DiNenno: 24:34
Yeah, and what kind of makes the job posting more desirable to view versus another one like, is it the way it's written? You can actually use AI now to kind of see the trends in the keywords are there certain things that are catchier than others? You know, when she says tags like you know, if one's marked locums, is locums getting like locum tenens jobs, are they getting, because that's really huge right now, is that getting more views than the regular physician jobs? So then you know, you need to pivot your strategy and be like, wow, there's a demand for locums and contract over regular. And so there's, there's a lot that you can get out of the behavior to just see like, which of them are getting the most views, which are getting the most clicks?

David Turetsky: 25:25
Well, so there's a lot to unpack there. Because, as you said, this is a strategic type of decision. How am I hiring? What am I hiring? For how long am I hiring? Where am I hiring? All those things really matter and in certain circumstances, there are no decisions. I need a doctor in, you know, Middletown, New York, they have to be a GP, I need them full time, they've got to be there for at least this period of time. That's just it, it is what it is. And then you can probably I mean, in some other ways, there can be some flexibility? Well, yeah, they don't need to be a W2. They can be a 1099. Or they can, you know, they can we can do telehealth on this or whatever. So tell me about how those behavioral analyses help figure out, you know, or do they actually help figure out the strategy behind the hire?

Adriana DiNenno: 26:19
I have an example. There's a customer that I know that have 30 applies for one psychiatric nurse practitioner, which go figure my mental health example is a very hard to fill position. And they got all part time applications for a full time rec. So the data is showing them very clearly, that there's a higher demand for part time than full time. So do you pivot your rec to two part times? Or do you just keep trying for the one full time? And, you know, there's questions like that.

David Turetsky: 26:57
And that's a really good example. Yeah, that's a great example. Are there any other examples where you can have the strategy drive the posting?

Christine Burke: 27:04
I don't know, this specific example like that. But I do know that the gig economy, you know, is extending now to healthcare, and that physicians and nurses are looking for more flexibility. And that hospitals, you know, typically have been, I think, more rigid in their policies and their staffing strategies, but that they're starting to understand that they have to change, it's not going to work, you know, long term. And so they're trying to figure out, you know, how can we have more of a hybrid model? How can we be incorporating telehealth? What is actually important around flexibility for physicians? And how do we accomplish that without, you know, this, the standard things that they have now? So it's something that is, I think, newer, we've had a few webinars on both of those two topics, staffing in the gig economy and what that means for your organization, and also telehealth, and how that could play into your strategy as well. When you I think, and it's when they're having a harder time to find that talent because of the shortages that, you know, you have to pivot and you have to get creative.

Adriana DiNenno: 28:12
Yeah, and I want to piggyback off the gig economy beyond just healthcare. I have a friend in technology, who currently will not come back as a full time FTE. She's a gig worker, she's contract only she will not pivot back. And within healthcare. I know a lot of physicians, anesthesiologists particularly, who will no longer be a full time doctor. He will only do locums contract work, and it's becoming so common. And the data is what showing you with the surveys and with everything that this is the direction that you need to come in. So. So it's gotten huge. And it's because of the work life balance the doctor I know, he says it's not worth the money. He said I can make oodles and oodles of money or just enough money and actually like see his family. So people are starting with the whole burnout topic. And some of those keywords, believe it or not, in a posting when a hospital addresses the fact that like they're going to help with burnout, and they're going to provide services on this or services on that that's desirable.

David Turetsky: 29:29
But the pandemic certainly pushed many in the healthcare space to their limit. And one of the things we've seen in the HR and compensation space specifically, is that because unskilled work has the wages in unskilled work have risen. We have a lot of people in the healthcare space that our skilled that have basically said, look, I'm tired of seeing people die. I'm tired of the stress of these skilled jobs that I'm in. I'm going to take an unskilled job it's going to hit me in the paycheck a little bit, I'm okay with that for short term, I just need to decompress for a while. And then when they realize is they can live with it, then they stay out of that workforce. And so we've seen further eroding of this supply side on those health care workers because of that, and they're okay. Because to Adrianus point, their health is more important and their work life balance is more important than a couple of bucks, and it's going to impact their life, you know, the long term strategy.

Adriana DiNenno: 30:30
Because his employer is accommodating this type of work, he is not leaving healthcare, and he actually is a very good doctor. So it doesn't have to be that way where you have to leave.

Dwight Brown: 30:43
And I think, you know, this has actually been a long time coming, the concept of remote work is has been out there, there have been multiple companies that experimented with it. But it really did get put in fast forward with the pandemic. And I think it pushed us to that tipping point where people now had the opportunity to experience it before it was just conceptual, you know, I'd love to go work from home, that'd be wonderful. Well, now I am working from home. And guess what I do have work life balance, and, and then to be able to put the data behind that and show, you know, like you were talking about with the with the psychiatric NP position where, hey, you don't need a full time person, you can hire a couple part time people.

David Turetsky: 31:35
So on that note, we've covered a lot of ground. And I just wanted to throw it back to both Christina and Adriana, was there anything else you wanted to cover before we close today?

Adriana DiNenno: 31:45
No, I think a lot of the concepts that we talked about today can be applied across industries, it's making sure that you're you know, if you're looking to hire, looking at your whole recruiting process, and making sure your job posting is not a job description, and writing an optimal one that really is, you know, it's like a fishing hook. And it's not just a fishing hook, though it has to continue on. You can't say something in a posting and not follow through with it. But you know, writing them in a compelling way to show people how awesome your your place is, and then when they get there continue to show them that. So yeah, that's that's basically what I have.

Christine Burke: 32:24
And one, one thing that I was just thinking about is all of the awesome tools that Adriana gets to have the privilege to use as a product manager, maybe partnering with someone who's in the technical space to really understand, you know, the usability of your website, or your employment website, and you know how you can improve on that front.

Adriana DiNenno: 32:47
Yeah, and in your organization, talk to other people, Christine's in marketing, and I'm in product. And thank gosh, we team up. Because if I were to just work in a silo, there's no way I would understand some of the insights that she brings. So when it comes to data, you get data from like multiple parts of the organization. And you often if you work in a silo don't have visibility into the data that Christine has that I have different data. And marrying the two up is amazing. And as Dwight and David know, I like to talk so I meet people in other departments.

David Turetsky: 33:25
But if you if you talk in a silo, it'll sound much more like this and echo. I had to use that (soud effect) at least once during the podcast. Christine and Adriana, thank you so much joining the HR Data Labs podcast. We appreciate it.

Christine Burke: 33:38
Thanks for having us.

Adriana DiNenno: 33:40
Yeah. Thank you.

David Turetsky: 33:41
Our pleasure. Dwight, thank you.

Dwight Brown: 33:43
Yes, thank you. It's great having you guys on.

David Turetsky: 33:46
And thank you guys for listening. Take care, and stay safe.

Announcer: 33:50
That was the HR Data Labs podcast. If you liked the episode, please subscribe. And if you know anyone that might like to hear it, please send it their way. Thank you for joining us this week, and stay tuned for our next episode. Stay safe.