How To Personalize Employee Support Across Every Life Stage with Chris Locke

1 00:00:02,879 --> 00:00:06,080 SPEAKER_00: Welcome to the HR Chat Show, one of the world's 2 00:00:06,080 --> 00:00:09,599 most downloaded and shared podcasts designed for HR pros, 3 00:00:09,919 --> 00:00:13,359 talent execs, tech enthusiasts, and business leaders. 4 00:00:13,599 --> 00:00:16,879 For hundreds more episodes and what's new in the world of work, 5 00:00:17,039 --> 00:00:20,719 subscribe to the show, follow us on social media, and visit 6 00:00:20,719 --> 00:00:22,480 hrgazette.com. 7 00:00:26,640 --> 00:00:29,199 SPEAKER_03: Welcome to another episode of the HR Chat Show. 8 00:00:29,280 --> 00:00:29,920 Hello, listeners. 9 00:00:30,000 --> 00:00:32,479 This is your host today, Bill Bannham. 10 00:00:32,560 --> 00:00:36,640 And in this episode, I am delighted to be joined by Chris 11 00:00:36,640 --> 00:00:40,640 Locke, Executive Director for Work and Family over at Bright 12 00:00:40,640 --> 00:00:41,280 Horizons. 13 00:00:41,600 --> 00:00:44,240 Chris leads the work and family business, helping more than 14 00:00:44,240 --> 00:00:48,960 1,400 employers around the world support their people through 15 00:00:48,960 --> 00:00:51,920 every stage of life, from fertility and childcare through 16 00:00:51,920 --> 00:00:54,479 to elderly care and end-of-life support. 17 00:00:54,719 --> 00:00:57,439 Prior to joining Bright Horizons, Chris spent more than 18 00:00:57,439 --> 00:01:01,280 15 years building ventures and large-scale learning and 19 00:01:01,280 --> 00:01:03,439 leadership solutions for organizations including 20 00:01:03,439 --> 00:01:06,799 Barclays, BP, NG, and National Grid. 21 00:01:07,359 --> 00:01:10,319 During the conversation today, Chris and I will explore how 22 00:01:10,319 --> 00:01:13,920 changing workforce demographics, evolving employee expectations, 23 00:01:14,079 --> 00:01:18,560 caregiving responsibilities, and well-being challenges are 24 00:01:18,560 --> 00:01:20,959 reshaping people's strategies. 25 00:01:21,439 --> 00:01:25,120 We will also discuss what HR leaders are prioritizing right 26 00:01:25,120 --> 00:01:29,519 now and how organizations can better support employees, both 27 00:01:29,519 --> 00:01:31,920 inside and outside of the workplace. 28 00:01:32,159 --> 00:01:32,959 Chris, how are you doing? 29 00:01:33,120 --> 00:01:34,480 Welcome to the show today. 30 00:01:34,879 --> 00:01:37,040 SPEAKER_02: Hi Bill, really delighted to be here and thank 31 00:01:37,040 --> 00:01:39,040 you for inviting inviting me on. 32 00:01:39,680 --> 00:01:40,719 SPEAKER_03: It's my pleasure. 33 00:01:40,879 --> 00:01:43,439 Now, as we like to do on this show before we get into the 34 00:01:43,439 --> 00:01:46,959 hard-hitting stuff, Chris, let's just uh let's learn a little bit 35 00:01:46,959 --> 00:01:50,799 more about you beyond my wee introduction just a moment ago. 36 00:01:50,959 --> 00:01:53,599 Maybe you can share for a couple of minutes a bit more about your 37 00:01:53,599 --> 00:01:56,719 career journey and what led you to the current role leading the 38 00:01:56,719 --> 00:01:58,959 work and family business at Bright Aaron. 39 00:02:00,719 --> 00:02:02,079 SPEAKER_02: Absolutely delighted to. 40 00:02:02,560 --> 00:02:07,519 So I started uh way back when in advertising sales, uh working at 41 00:02:07,519 --> 00:02:08,400 the Times uh for Mr. 42 00:02:08,479 --> 00:02:10,639 Murdoch, but don't hold that against me. 43 00:02:10,719 --> 00:02:13,680 Uh and actually I think um I think that's actually a kind of 44 00:02:13,680 --> 00:02:16,080 a great skill that's kind of served me well throughout my 45 00:02:16,080 --> 00:02:18,960 whole career, which has sort of kind of moved away to sales and 46 00:02:19,039 --> 00:02:22,560 much more into then products, HR, innovation and growth. 47 00:02:22,719 --> 00:02:25,680 And so I spent a couple of years doing sales and then moved into 48 00:02:25,680 --> 00:02:29,199 the education sector, where the majority of my time um was spent 49 00:02:29,199 --> 00:02:33,840 at Pearson, uh, which was a fantastic opportunity working uh 50 00:02:33,840 --> 00:02:38,319 globally with governments, universities, uh secondary 51 00:02:38,319 --> 00:02:38,800 schools. 52 00:02:38,960 --> 00:02:42,400 But what really kind of sparked my interest was the world of 53 00:02:42,400 --> 00:02:46,960 work and the evolving way of how uh upskilling and reskilling in 54 00:02:46,960 --> 00:02:50,719 a world of the new digital world was starting to be tackered by 55 00:02:50,719 --> 00:02:51,439 organizations. 56 00:02:51,599 --> 00:02:56,240 And so I spent a lot of my time at Pearson um working on what 57 00:02:56,240 --> 00:02:59,039 does the future of learning look like for with inside large 58 00:02:59,039 --> 00:02:59,599 companies. 59 00:02:59,759 --> 00:03:02,879 I worked on different kind of leadership programs, looking at 60 00:03:03,039 --> 00:03:06,960 introducing new styles, um, and and really talk focusing around 61 00:03:06,960 --> 00:03:07,520 innovation. 62 00:03:07,680 --> 00:03:10,800 And then after sort of Pearson decided to kind of move into the 63 00:03:10,800 --> 00:03:16,240 world of innovation consultancy, which sounds as I say as as it 64 00:03:16,240 --> 00:03:19,360 was great because actually what it did is it exposed me to a lot 65 00:03:19,360 --> 00:03:22,719 more organizations, particularly as they were thinking about the 66 00:03:22,719 --> 00:03:25,039 future of where their business is going. 67 00:03:25,199 --> 00:03:28,879 So a lot of the work we did was with energy companies around net 68 00:03:28,879 --> 00:03:32,240 zero, um, what the future of retail looked like, circular 69 00:03:32,240 --> 00:03:32,719 economy. 70 00:03:32,800 --> 00:03:35,759 And actually, part of my role that was thinking about well, if 71 00:03:35,759 --> 00:03:39,039 that's where those organizations are moving to, what are the 72 00:03:39,039 --> 00:03:41,120 capabilities, what are the skills that people are going to 73 00:03:41,120 --> 00:03:43,599 need to be able to kind of be able to sort of help that 74 00:03:43,599 --> 00:03:45,199 company get to where they're going to? 75 00:03:45,439 --> 00:03:46,960 And and that was great. 76 00:03:47,039 --> 00:03:50,240 And then COVID hit, and that need for that need for 77 00:03:50,240 --> 00:03:52,960 upskilling and reskilling through a crisis, it became even 78 00:03:52,960 --> 00:03:53,599 more important. 79 00:03:53,759 --> 00:03:56,719 And so I was very fortunate enough to be able to, um, with 80 00:03:56,719 --> 00:03:59,199 the support of the the rainmaking of the company I was 81 00:03:59,520 --> 00:04:02,479 with there, was build my own startup called Aspire, and that 82 00:04:02,479 --> 00:04:05,680 was helping um organizations kind of upskill and reskill 83 00:04:05,680 --> 00:04:08,159 their people around products, leadership and innovation. 84 00:04:08,400 --> 00:04:11,280 And that was great for a couple of years, and and then this 85 00:04:11,280 --> 00:04:12,719 opportunity for Bright Horizons came up. 86 00:04:13,039 --> 00:04:14,000 I'm a dad of four. 87 00:04:14,080 --> 00:04:18,079 Um, I've also got a dog, four cats, and so uh within it with 88 00:04:18,079 --> 00:04:21,439 an elderly nan and a mum who's gonna move into her 70s. 89 00:04:21,519 --> 00:04:23,600 And so, actually, when I started to realize about Bright 90 00:04:23,600 --> 00:04:26,079 Horizons, which originally was thinking, well, they're just 91 00:04:26,079 --> 00:04:30,720 nurseries, the working family was so much more, and what was 92 00:04:30,720 --> 00:04:33,519 kind of incredible with what they were looking to is they 93 00:04:33,519 --> 00:04:37,600 wanting to see kind of where kind of we're seeing trends 94 00:04:37,600 --> 00:04:41,120 happening to the need for the working family service becoming 95 00:04:41,360 --> 00:04:45,680 you know, not just increasingly um or required or more required 96 00:04:45,680 --> 00:04:48,000 in just in the UK, but globally as well. 97 00:04:48,160 --> 00:04:50,399 And so it felt like an opportunity that an organization 98 00:04:50,399 --> 00:04:53,759 that was kind of to see great growth opportunity, had an 99 00:04:53,759 --> 00:04:56,800 incredible client base, but also more importantly, for me it's a 100 00:04:56,800 --> 00:04:59,920 service that actually impacted people's lives positively and 101 00:04:59,920 --> 00:05:02,720 actually demonstrated really value back to um the 102 00:05:02,720 --> 00:05:05,120 organizations that are putting in that support for their 103 00:05:05,120 --> 00:05:05,360 people. 104 00:05:05,519 --> 00:05:08,800 So I've been with Bright Horizon now just over a year and 105 00:05:09,040 --> 00:05:11,759 absolutely loving it and delighted to be able to have the 106 00:05:11,759 --> 00:05:15,759 opportunity to people to talk to people like uh be at Disrupt HR 107 00:05:15,920 --> 00:05:19,199 next week, but also with with um a lot of the sort of the HR 108 00:05:19,199 --> 00:05:22,079 leaders across across the across the different sectors that we 109 00:05:22,160 --> 00:05:23,279 that we serve. 110 00:05:24,480 --> 00:05:25,680 SPEAKER_03: Okay, very good. 111 00:05:25,839 --> 00:05:31,360 So in one sentence or less, Chris, um what's the best thing 112 00:05:31,360 --> 00:05:32,000 about your job? 113 00:05:32,399 --> 00:05:33,920 SPEAKER_02: The the people and the clients. 114 00:05:34,079 --> 00:05:36,079 It's the without a shadow of a doubt. 115 00:05:36,160 --> 00:05:40,240 It's uh you know, I get huge energy from kind of being a 116 00:05:40,240 --> 00:05:43,600 people business and kind of working with working with our 117 00:05:43,600 --> 00:05:47,040 clients and sitting helping them sort of shape the future of 118 00:05:47,040 --> 00:05:49,839 their people's strategy and and and see the impact that we have 119 00:05:49,839 --> 00:05:52,160 on their and their people's lives and how that translates 120 00:05:52,160 --> 00:05:55,439 back into business performances is kind of what gets me up every 121 00:05:55,439 --> 00:05:55,759 day. 122 00:05:56,480 --> 00:05:59,360 SPEAKER_01: Thanks for listening to this episode of the HR Chat 123 00:05:59,360 --> 00:05:59,839 Podcast. 124 00:06:00,000 --> 00:06:03,120 If you enjoy the audio content we produce, you'll love our 125 00:06:03,120 --> 00:06:04,800 articles on the HR Gazette. 126 00:06:04,959 --> 00:06:07,120 Learn more at hrgazette.com. 127 00:06:07,279 --> 00:06:09,519 And now back to the show. 128 00:06:12,000 --> 00:06:12,720 Love it. 129 00:06:12,959 --> 00:06:16,399 SPEAKER_03: So, listeners, as Chris mentioned just briefly 130 00:06:16,480 --> 00:06:19,519 there, Bright Horizons will be back on stage, back on the 131 00:06:19,519 --> 00:06:20,800 disrupt stage. 132 00:06:21,199 --> 00:06:22,720 In well, what are we now? 133 00:06:22,879 --> 00:06:25,120 We are World Cup Day number two. 134 00:06:25,199 --> 00:06:30,319 Um, so in about 13 days as we record this interview right now, 135 00:06:30,399 --> 00:06:31,600 come on, England. 136 00:06:31,839 --> 00:06:37,439 Um, and uh and uh Chris is gonna be one of our lightning talk 137 00:06:37,439 --> 00:06:39,439 victims, I mean one of our lightning talk speakers. 138 00:06:39,759 --> 00:06:43,040 Uh it'll be coming up for five minutes, 20 slides, 15 seconds 139 00:06:43,040 --> 00:06:43,680 per slide. 140 00:06:43,759 --> 00:06:47,199 Uh, it's at the Personio office on Charlesbury Avenue in 141 00:06:47,199 --> 00:06:48,000 Bloomsbury. 142 00:06:48,319 --> 00:06:51,839 If you are in the Greater London area and you're interested in 143 00:06:51,839 --> 00:06:54,480 all things to do with the world of work, be there or be a 144 00:06:54,480 --> 00:06:55,199 rectangle. 145 00:06:55,519 --> 00:06:59,519 Chris, in 60 seconds or less, because the uh the talk itself 146 00:06:59,519 --> 00:07:00,319 is only five minutes. 147 00:07:00,480 --> 00:07:03,759 So, in 60 seconds or less, uh, can you can you give our 148 00:07:03,759 --> 00:07:05,680 listeners a wee taste of what they can expect? 149 00:07:05,759 --> 00:07:08,000 And then we're gonna get into the details later in some of the 150 00:07:08,000 --> 00:07:10,480 other questions, but you know, some of those hopeful learning 151 00:07:10,480 --> 00:07:12,160 outcomes from from your talk. 152 00:07:12,639 --> 00:07:15,439 How do we kind of make benefits actually work for the people 153 00:07:15,439 --> 00:07:16,319 they're meant to? 154 00:07:16,399 --> 00:07:18,879 SPEAKER_02: Um, with with the world shifting, the way it's 155 00:07:18,879 --> 00:07:21,279 shifting and how quickly it's shifting, what do we need to do 156 00:07:21,279 --> 00:07:22,560 to think about evolving that? 157 00:07:22,639 --> 00:07:26,240 And how do we make it from being just one size fits all to being 158 00:07:26,240 --> 00:07:27,600 really personalized and tailored? 159 00:07:27,680 --> 00:07:30,160 So it kind of that the few basically the future's the 160 00:07:30,160 --> 00:07:32,800 future is kind of the world of personalization around benefits 161 00:07:32,800 --> 00:07:36,319 to support a very different shaped workforce that we're 162 00:07:36,319 --> 00:07:38,240 going to be seeing over the coming generations. 163 00:07:38,800 --> 00:07:42,079 SPEAKER_03: Oh, which is a fantastic lead-in to my next 164 00:07:42,079 --> 00:07:45,360 question, which is uh Bright Horizon supports employees 165 00:07:45,360 --> 00:07:46,879 across every life stage, of course. 166 00:07:46,959 --> 00:07:49,360 So you've given us a wee introduction to that. 167 00:07:49,759 --> 00:07:53,360 How is the definition of employee support changed over 168 00:07:53,360 --> 00:07:54,959 the past 10-ish years? 169 00:07:55,439 --> 00:07:57,040 SPEAKER_02: That was a really great question. 170 00:07:57,199 --> 00:08:00,480 And I think you know, if I go back to my own career journey 171 00:08:00,560 --> 00:08:03,839 when I was sort of 10 years ago at Pearson, pretty much your 172 00:08:04,079 --> 00:08:07,839 benefits package was um, if you were lucky, it was uh your 173 00:08:07,839 --> 00:08:12,160 pension, if you see enough private medical insurance, maybe 174 00:08:12,160 --> 00:08:15,600 some life insurance and a cycle to work scheme, uh, which was 175 00:08:15,600 --> 00:08:17,519 pretty much sort of the foundation pillars. 176 00:08:17,600 --> 00:08:21,199 And as we've seen over the last 10 years, and particularly um, 177 00:08:21,439 --> 00:08:24,800 dare I say sort of post-pandemic, post-COVID, that 178 00:08:24,800 --> 00:08:26,079 has just exploded. 179 00:08:26,160 --> 00:08:30,720 And that really sort of starts to signify as um probably a 180 00:08:30,720 --> 00:08:31,839 number of sort of macro trends. 181 00:08:31,920 --> 00:08:34,799 So, for example, the typical institutions that we used to 182 00:08:34,799 --> 00:08:39,360 rely on, such as the NHS, adult social care, started to fail. 183 00:08:39,519 --> 00:08:43,600 The that burden of support to be able to keep employees engaged 184 00:08:43,600 --> 00:08:45,919 at work, be able to help to reduce some of that sort of 185 00:08:45,919 --> 00:08:49,120 mental load, has gone much more into the on much more into the 186 00:08:49,120 --> 00:08:49,759 employer. 187 00:08:50,159 --> 00:08:53,840 And so they're starting to see sort of this proliferation of 188 00:08:53,840 --> 00:08:56,639 different benefits from you know, whether that's whether 189 00:08:56,639 --> 00:09:00,080 that's looking after fertility through to menopause support now 190 00:09:00,080 --> 00:09:04,879 to end of life care, it's it's really started to sort of boom 191 00:09:04,960 --> 00:09:07,919 really around, you know, there is really much support for uh 192 00:09:08,080 --> 00:09:11,120 the different unique needs that that most organisations now see 193 00:09:11,120 --> 00:09:11,840 across the workforce. 194 00:09:11,919 --> 00:09:14,559 So it's become really from our perspective from what we see is 195 00:09:14,720 --> 00:09:17,840 is really far reaching and and it's great because employees do 196 00:09:17,840 --> 00:09:22,159 see um you know it's part of that making sure you've got what 197 00:09:22,159 --> 00:09:25,120 you need to show up to be a delivered, not just the best at 198 00:09:25,120 --> 00:09:27,440 work, but also to be able to sort of bring yourself best at 199 00:09:27,440 --> 00:09:28,240 home as well. 200 00:09:28,480 --> 00:09:31,600 Um, so it's it's yeah, it's fascinating to see how the how 201 00:09:31,600 --> 00:09:34,240 the sector's really evolved and the different levels of support. 202 00:09:34,399 --> 00:09:38,799 But interestingly, now you know from my point of view, I'm 203 00:09:38,799 --> 00:09:40,159 thinking it's it's a remarkable. 204 00:09:40,480 --> 00:09:44,480 I'm now watching some of my um sort of eldest son's generation 205 00:09:44,480 --> 00:09:45,279 into the workforce. 206 00:09:45,360 --> 00:09:48,720 And what I used to think was kind of like remarkable to have 207 00:09:48,879 --> 00:09:52,080 spirit offered to my client now now seen as, well, that's just 208 00:09:52,080 --> 00:09:52,559 stand-up. 209 00:09:52,720 --> 00:09:54,080 What else are you going to provide for me? 210 00:09:54,240 --> 00:09:56,000 So I think it's really interesting kind of where we've 211 00:09:56,080 --> 00:09:58,320 where we've come from, but also kind of where where we're about 212 00:09:58,320 --> 00:09:59,120 to go next. 213 00:09:59,360 --> 00:10:01,279 SPEAKER_03: Just as a quick follow-up question to that. 214 00:10:01,519 --> 00:10:04,159 Um, this pod is approaching 10 years old. 215 00:10:04,240 --> 00:10:04,720 I can't believe it. 216 00:10:04,799 --> 00:10:06,960 I've been doing it since uh I'd like to say since before I was 217 00:10:06,960 --> 00:10:07,200 grey. 218 00:10:07,279 --> 00:10:08,639 No, I think I was grey back then. 219 00:10:09,039 --> 00:10:11,600 Years ago, a lot of the conversations for for a number 220 00:10:11,600 --> 00:10:13,840 of years was around the war for talent. 221 00:10:14,159 --> 00:10:17,360 You know, how how to be how to be that employer brand of 222 00:10:17,360 --> 00:10:20,399 choice, the these sorts of these sorts of topics? 223 00:10:20,559 --> 00:10:21,759 It ain't like that anymore. 224 00:10:21,840 --> 00:10:26,240 There are lots of industries that are facing by 2030 20, 30 225 00:10:26,240 --> 00:10:29,840 percent plus unemployment rates now and being replaced by AI and 226 00:10:29,840 --> 00:10:31,759 and and uh automation and such. 227 00:10:32,000 --> 00:10:37,279 Um are you guys seeing that trend now with because you guys 228 00:10:37,279 --> 00:10:39,200 work with lots of different companies in lots of different 229 00:10:39,200 --> 00:10:40,399 types of industries, of course. 230 00:10:40,639 --> 00:10:44,000 Are you seeing some companies that because they can be a lot 231 00:10:44,000 --> 00:10:47,919 more choosy about who they bring into the organization, which 232 00:10:47,919 --> 00:10:49,679 candidates they accept, and all the rest of it? 233 00:10:49,840 --> 00:10:52,720 Are some industries actually pulling back on certain benefits 234 00:10:52,879 --> 00:10:55,200 um because they feel like they don't need to offer them like 235 00:10:55,200 --> 00:10:56,240 they did a few years ago? 236 00:10:56,320 --> 00:10:59,519 Uh I'm guessing uh there's a lot of sort of gold standard 237 00:10:59,519 --> 00:11:03,120 companies that that would maintain the the the necessity 238 00:11:03,120 --> 00:11:06,480 for for those benefits because of all the the the um the 239 00:11:06,480 --> 00:11:09,759 productivity gains, for example, on having happy, healthier 240 00:11:09,759 --> 00:11:10,320 employees. 241 00:11:10,559 --> 00:11:11,759 What are you seeing out there in the market? 242 00:11:12,000 --> 00:11:14,559 SPEAKER_02: When you talk to kind of HR, HR leaders, and we 243 00:11:14,559 --> 00:11:15,919 we did a survey back in February. 244 00:11:16,080 --> 00:11:20,480 So we kind of surveyed or interviewed 334 HR leaders of 245 00:11:20,480 --> 00:11:23,440 companies over a thousand employees plus, and number one 246 00:11:23,519 --> 00:11:27,600 in terms of both what they were measured success on and what 247 00:11:27,600 --> 00:11:30,159 they were trying to achieve, still related to talent 248 00:11:30,159 --> 00:11:31,840 attraction and talent retention. 249 00:11:32,080 --> 00:11:34,799 So interestingly, kind of I because it's the same narrative 250 00:11:35,120 --> 00:11:37,759 you kind of hear if you read some sort of the Doom stories, 251 00:11:37,919 --> 00:11:40,720 particularly on LinkedIn, you know, uh next professional 252 00:11:40,720 --> 00:11:43,759 service firm shutting like closing off 20 20,000 roles 253 00:11:43,919 --> 00:11:45,519 because they can't be upskilled for AI. 254 00:11:45,679 --> 00:11:48,720 But actually, we still see that need for talent really critical 255 00:11:48,720 --> 00:11:50,559 in front of mind of kind of HR leaders. 256 00:11:50,639 --> 00:11:55,039 And if you look at the PWC CEO survey, the talent still still 257 00:11:55,039 --> 00:11:58,240 sits up there as a sort of their top within their top five sort 258 00:11:58,240 --> 00:12:01,200 of top five concerns around sort of limit limiting to growth. 259 00:12:01,360 --> 00:12:04,720 So I think it's I think it's um despite some of the sort of the 260 00:12:04,960 --> 00:12:07,679 um maybe sort of the the articles get prominence, 261 00:12:07,840 --> 00:12:11,519 actually, it's still a critical um issue around around sort of 262 00:12:11,519 --> 00:12:12,559 the talent piece. 263 00:12:12,720 --> 00:12:15,840 And benefits is a key way of being able to kind of keep that 264 00:12:15,840 --> 00:12:16,720 employee engaged. 265 00:12:16,799 --> 00:12:20,000 You know, we see from from our data and from sort of the latest 266 00:12:20,000 --> 00:12:23,600 Gallup study that those who have got a highly engaged workforce 267 00:12:23,600 --> 00:12:30,240 or engaged employees deliver 23% better um profitability, 18% 268 00:12:30,480 --> 00:12:35,200 better productivity, 43% lower uh turnover, and can deliver up 269 00:12:35,200 --> 00:12:38,320 to three times total shareholder return for an organization for 270 00:12:38,320 --> 00:12:41,360 their organization versus something in the lower quartile. 271 00:12:41,600 --> 00:12:45,919 So whilst um those are some of those dynamics there, the the 272 00:12:45,919 --> 00:12:49,759 importance of having an engaged, talented workforce still kind of 273 00:12:49,759 --> 00:12:52,159 speaks to you, even in a world of kind of AI maybe coming 274 00:12:52,399 --> 00:12:53,759 coming for the roles. 275 00:12:53,919 --> 00:12:56,559 And probably even on top of that, what we're seeing is 276 00:12:56,720 --> 00:13:01,120 whilst AI is automating some tasks, even if some of those 277 00:13:01,120 --> 00:13:04,320 roles might sort of fall trade to them, actually, what we're 278 00:13:04,320 --> 00:13:07,759 seeing is that for those roles that are left are having to do 279 00:13:07,759 --> 00:13:10,320 more, but also more highly valued, and therefore that 280 00:13:10,320 --> 00:13:11,919 talent becomes even more critical. 281 00:13:12,080 --> 00:13:14,799 So it's a it's an interesting, it's definitely sort of an 282 00:13:14,799 --> 00:13:18,639 interesting um market that we're we're we're living in at the 283 00:13:18,639 --> 00:13:21,840 moment as everyone starts to kind of settle down and work out 284 00:13:21,919 --> 00:13:24,480 you know what does the future shape of their organization look 285 00:13:24,480 --> 00:13:24,639 like? 286 00:13:24,720 --> 00:13:28,000 What is workforce plan, what roles are potentially going to 287 00:13:28,000 --> 00:13:31,840 sort of go to a kind of be eliminated eliminated to AI, but 288 00:13:32,000 --> 00:13:34,480 similarly, you know, according to the World Economic Reformer, 289 00:13:34,559 --> 00:13:38,080 there'd be 190 million new jobs created thanks to AIC. 290 00:13:38,240 --> 00:13:40,960 There seems to be still a lot of opportunity out there, and and 291 00:13:41,120 --> 00:13:43,120 and making sure you're getting the right talent to do that is 292 00:13:43,120 --> 00:13:44,159 gonna be is gonna be key. 293 00:13:44,399 --> 00:13:46,320 SPEAKER_03: And I guess in terms of retention as well, it helps, 294 00:13:46,399 --> 00:13:46,639 right? 295 00:13:46,720 --> 00:13:49,840 There's this um there's this newish term out there, job 296 00:13:49,840 --> 00:13:50,320 hugging. 297 00:13:50,559 --> 00:13:51,600 Have you heard that one? 298 00:13:52,000 --> 00:13:53,200 I haven't heard that one. 299 00:13:53,440 --> 00:13:57,919 So job job hugging, the the the the essential notion is um folks 300 00:13:57,919 --> 00:14:00,639 are a bit more fearful about being replaced by AI. 301 00:14:01,200 --> 00:14:04,320 They're holding on to where they are at right now and not not not 302 00:14:04,320 --> 00:14:06,480 so interested in in uh moving away. 303 00:14:06,720 --> 00:14:08,960 And I I guess if they've got a good benefits package, that's 304 00:14:08,960 --> 00:14:11,840 another reason why you're gonna keep your your best thing. 305 00:14:12,159 --> 00:14:12,799 Very much so. 306 00:14:13,200 --> 00:14:13,600 Love it. 307 00:14:13,679 --> 00:14:15,759 One more three-word answer there, very much so. 308 00:14:15,919 --> 00:14:19,039 Okay, how let's talk now about uh changing workforce 309 00:14:19,039 --> 00:14:19,679 demographics. 310 00:14:19,759 --> 00:14:22,399 Uh from what you're seeing and and some of the reports you've 311 00:14:22,399 --> 00:14:23,360 mentioned so far already. 312 00:14:23,440 --> 00:14:26,159 Uh how how are changing workforce demographics and 313 00:14:26,159 --> 00:14:29,360 employee expectations influencing decisions around 314 00:14:29,360 --> 00:14:33,039 benefits, flexibility, and workplace culture? 315 00:14:33,440 --> 00:14:35,519 SPEAKER_02: I heard the term multi-generational workforce 316 00:14:35,519 --> 00:14:37,679 used quite quite a lot in my career, but actually I think 317 00:14:37,679 --> 00:14:39,759 this is probably the first time where it feels like it is truly 318 00:14:39,759 --> 00:14:42,799 multi-generational than most generations in the workplace at 319 00:14:42,799 --> 00:14:46,960 one time where you've got, you know, dare I say Gen Z, whatever 320 00:14:46,960 --> 00:14:49,039 that might mean, but kind of that entering the workforce at 321 00:14:49,039 --> 00:14:50,080 the fastest rate ever. 322 00:14:50,320 --> 00:14:53,440 You've got people staying in roles for longer as retirement 323 00:14:53,440 --> 00:14:57,039 ages increases, but also the inability to kind of retire 324 00:14:57,039 --> 00:14:58,159 because of the cost of living. 325 00:14:58,240 --> 00:15:00,320 And then the middle of that, like myself, the sandwich 326 00:15:00,399 --> 00:15:02,480 generation, which has got sort of dual care and 327 00:15:02,480 --> 00:15:06,799 responsibilities for young families of not just babies, but 328 00:15:06,799 --> 00:15:10,159 kind of young teens, young adults, as well as elderly 329 00:15:10,159 --> 00:15:14,320 relatives, that is providing kind of for benefits, is a 330 00:15:14,320 --> 00:15:17,360 really kind of complex environment for them to 331 00:15:17,360 --> 00:15:21,279 navigate, simply because you know, a one-size doesn't fit 332 00:15:21,279 --> 00:15:25,039 all, and that needs around what someone is coming in at the 333 00:15:25,039 --> 00:15:27,200 start of their career is requiring at the end of their 334 00:15:27,200 --> 00:15:30,559 career, but also what their expectation levels are is making 335 00:15:30,559 --> 00:15:36,000 it a really kind of interesting and slightly tricky feel for HR 336 00:15:36,000 --> 00:15:37,360 leaders leaders to navigate. 337 00:15:37,519 --> 00:15:40,240 But I think what what we're starting to see is is, and this 338 00:15:40,240 --> 00:15:44,240 is where some of the technology um developments are going to 339 00:15:44,240 --> 00:15:46,960 start to, I think, kind of become more important, which is 340 00:15:47,200 --> 00:15:51,600 um that flexibility, driving the right workforce culture, it 341 00:15:51,600 --> 00:15:52,720 needs to be personalized. 342 00:15:52,799 --> 00:15:55,200 You know, as I say, the one size fits all doesn't really work. 343 00:15:55,360 --> 00:15:59,120 And when I when I started to say you know you you're delighted to 344 00:15:59,120 --> 00:16:01,759 get a pension, private medical insurance, and the cycle to work 345 00:16:01,919 --> 00:16:02,240 scheme. 346 00:16:02,399 --> 00:16:04,320 Now it's it's much more kind of unique. 347 00:16:04,480 --> 00:16:07,600 And and actually, what I don't want to do is I you know we're 348 00:16:07,600 --> 00:16:10,960 seeing that Gen Z don't want to kind of have to go and find the 349 00:16:10,960 --> 00:16:12,879 benefits, they want them to sort of supported to them. 350 00:16:12,960 --> 00:16:16,240 They want a bit like how they might kind of look at order and 351 00:16:16,240 --> 00:16:19,759 delivery or Spotify, that that instant kind of like I just 352 00:16:19,759 --> 00:16:22,559 should be able to be served and personalized to me because 353 00:16:22,559 --> 00:16:25,519 that's the experience they have through all other aspects of 354 00:16:25,519 --> 00:16:26,080 their life. 355 00:16:26,240 --> 00:16:28,559 Um, through to then for supporting that sandwich 356 00:16:28,720 --> 00:16:31,120 generation, where we can start seeing now they are on work 357 00:16:31,279 --> 00:16:34,159 operating at from our latest research that we did that we do 358 00:16:34,240 --> 00:16:38,000 something called the Bodhisattva Index, that population is twit 359 00:16:38,159 --> 00:16:42,480 say they are 29% of them operate at a consistently high high 360 00:16:42,480 --> 00:16:43,600 level of stress. 361 00:16:43,679 --> 00:16:47,200 Um, and 43% of them are looking to change jobs because of their 362 00:16:47,200 --> 00:16:48,000 caring needs. 363 00:16:48,159 --> 00:16:51,919 Now, as a as a benefits leader, that those tend to be the most 364 00:16:51,919 --> 00:16:53,600 sort of middle senior managers. 365 00:16:53,759 --> 00:16:57,200 Normally, you're looking at a replacement cost of anywhere 366 00:16:57,200 --> 00:17:01,360 between 90 to 100,000 in terms of cost, but then productivity 367 00:17:01,360 --> 00:17:02,240 drops will stop. 368 00:17:02,559 --> 00:17:06,319 So, how do you then make sure you are shaping your benefits 369 00:17:06,319 --> 00:17:09,920 that really support and give and give them and and not just shape 370 00:17:09,920 --> 00:17:12,640 them and provide them, but how do you make people aware of 371 00:17:12,640 --> 00:17:12,799 them? 372 00:17:13,039 --> 00:17:18,160 So, as you start to see these um trends happen, part of the 373 00:17:18,160 --> 00:17:21,200 challenge that uh we see is actually how do you make the 374 00:17:21,200 --> 00:17:23,599 people who need them, the point they need them aware of what 375 00:17:23,599 --> 00:17:26,480 they have and make it really easy for them to engage with it 376 00:17:26,640 --> 00:17:27,599 and make it flexible. 377 00:17:27,680 --> 00:17:31,680 So it might be for this next six months, I need to increase kind 378 00:17:31,680 --> 00:17:35,920 of care to support my nan who's about to go into a care home. 379 00:17:36,079 --> 00:17:40,160 But actually, next and after that, my my daughter might be 380 00:17:40,160 --> 00:17:42,240 starting university and navigating some of the 381 00:17:42,240 --> 00:17:42,880 challenges there. 382 00:17:42,960 --> 00:17:45,200 I might need some additional support around how I can provide 383 00:17:45,279 --> 00:17:48,079 you know kind of parenting and support her through that through 384 00:17:48,079 --> 00:17:48,559 that process. 385 00:17:48,720 --> 00:17:51,279 So that flexibility and awareness is is definitely 386 00:17:51,279 --> 00:17:54,319 something as the the shifts in generations happening, benefits 387 00:17:54,559 --> 00:17:58,799 in have become a lot more smart about how they deliver the right 388 00:17:59,039 --> 00:18:01,519 personalized solutions at the right time to the right 389 00:18:01,519 --> 00:18:04,640 populations and have it segmented versus just this being 390 00:18:04,640 --> 00:18:07,599 like the old internet of like here's your benefits page, go 391 00:18:07,599 --> 00:18:08,079 hunt. 392 00:18:08,160 --> 00:18:12,799 Um, and it's and that and that that's that's starting to um you 393 00:18:12,799 --> 00:18:17,680 know provide both opportunity but also significant challenges 394 00:18:17,680 --> 00:18:19,759 for organizations to keep pace with that. 395 00:18:20,720 --> 00:18:23,039 SPEAKER_03: You have conversations with uh HR leaders 396 00:18:23,039 --> 00:18:27,359 all the time, maybe recapping a wee bit of what you've explained 397 00:18:27,359 --> 00:18:29,680 so far and and adding a bit more to it. 398 00:18:30,000 --> 00:18:33,519 Give us a couple of minutes now to explain how HR leaders can 399 00:18:33,519 --> 00:18:36,319 build that compelling business case, you know, when they're at 400 00:18:36,319 --> 00:18:39,759 the top table for investing in family support, caregiving 401 00:18:39,759 --> 00:18:42,319 resources, and employee well-being programs. 402 00:18:42,799 --> 00:18:45,119 SPEAKER_02: So the way HR leaders can be building 403 00:18:45,200 --> 00:18:48,640 compelling business cases, you know, it it really is to start 404 00:18:48,640 --> 00:18:51,200 and see they can see it through their employee kind of 405 00:18:51,200 --> 00:18:54,240 engagement surveys of kind of what what's happening there, and 406 00:18:54,240 --> 00:18:58,000 actually the impact of that we can see through through research 407 00:18:58,000 --> 00:19:01,599 that shows that a highly engaged workforce are not only more 408 00:19:01,599 --> 00:19:04,240 productive, uh they're more profitable, they drive better 409 00:19:04,240 --> 00:19:07,279 profitability, but also they're not looking to change jobs. 410 00:19:07,440 --> 00:19:11,279 And so actually, when you look at that total cost of you know 411 00:19:11,440 --> 00:19:15,440 recruitment, uh of having to replace roles, of having to um 412 00:19:15,440 --> 00:19:19,279 sort of you know losing people to sickness versus also the 413 00:19:19,279 --> 00:19:22,400 productivity gap, you know, that that that for me is the that is 414 00:19:22,400 --> 00:19:23,599 a really compelling case. 415 00:19:23,839 --> 00:19:26,880 Some of the challenges though they've they face is um and what 416 00:19:26,880 --> 00:19:30,559 we see is with a lot of the clients that we work with is 417 00:19:30,799 --> 00:19:34,480 when it's starting to put the the case for benefits, because I 418 00:19:34,480 --> 00:19:37,680 would say sort of post-COVID, what we've seen is you know, 419 00:19:37,839 --> 00:19:41,839 most of our benefits teams are managing between 30 to 40 420 00:19:41,839 --> 00:19:43,200 different providers. 421 00:19:43,599 --> 00:19:47,279 And what that does is it although it provides choice, 422 00:19:47,440 --> 00:19:51,200 actually from a user perspective, it it creates 423 00:19:51,680 --> 00:19:54,480 rather than taking mental load off of the individual, it's 424 00:19:54,480 --> 00:19:55,440 creating more mental load. 425 00:19:55,599 --> 00:20:00,559 So we we um had an example, we were working with a global tech 426 00:20:00,559 --> 00:20:03,279 company the other day, and they just showed us their their 427 00:20:03,680 --> 00:20:06,000 benefits page for the employees around family care. 428 00:20:06,400 --> 00:20:09,599 In that single page, which involves from from everything 429 00:20:09,599 --> 00:20:13,200 from becoming a new parent to having school-aged children to 430 00:20:13,200 --> 00:20:17,359 having teenagers, they had 11 different providers across a 431 00:20:17,359 --> 00:20:19,680 relatively small part of their benefits portfolio. 432 00:20:19,759 --> 00:20:22,400 Um, and some points they were offering two different providers 433 00:20:22,400 --> 00:20:23,440 for the same service. 434 00:20:23,680 --> 00:20:26,960 What you've just done is to say to the say to the end sort of 435 00:20:27,039 --> 00:20:29,680 employee, but by the way, we know you need this, but we're 436 00:20:29,680 --> 00:20:32,079 gonna make sure you now need to register with 11 different 437 00:20:32,079 --> 00:20:32,559 companies. 438 00:20:32,720 --> 00:20:35,200 We've got 11 different types of policies, some that you'll get 439 00:20:35,200 --> 00:20:38,240 for free, some that you'll do KPA, or by the way, you're gonna 440 00:20:38,240 --> 00:20:41,200 get your inbox bombarded with 11 different types of messages. 441 00:20:41,359 --> 00:20:44,400 So, actually, what we see then is is whilst the there's a real 442 00:20:44,400 --> 00:20:47,119 clear case of by providing benefits to create an engaged 443 00:20:47,119 --> 00:20:51,599 workforce, the actual experience is is is means that it's really 444 00:20:51,920 --> 00:20:54,400 it's a lot of friction, it's hard to engage with. 445 00:20:54,559 --> 00:20:58,559 And then actually, from a from a uh HR point of view, because 446 00:20:58,720 --> 00:21:03,440 those that data sits in 11 or different providers' systems, to 447 00:21:03,440 --> 00:21:06,640 aggregate that, to understand patterns to incite impact and so 448 00:21:06,880 --> 00:21:10,160 insights, impacts, utilization, it's really difficult. 449 00:21:10,240 --> 00:21:13,200 And that gets put back onto the HR team to do that. 450 00:21:13,359 --> 00:21:16,160 And the challenge is they they lack the data and the systems to 451 00:21:16,160 --> 00:21:18,640 be able to aggregate that data and pull those insights out 452 00:21:18,640 --> 00:21:21,359 without a lot of a lot of manual um workarounds. 453 00:21:21,519 --> 00:21:24,160 And that's just time, frankly, they don't have because they're 454 00:21:24,160 --> 00:21:27,119 managing a multiplit of other different things, as well as the 455 00:21:27,119 --> 00:21:29,920 30 or 40 just day-to-day relationships with providers. 456 00:21:30,160 --> 00:21:33,599 So I think kind of the case is clear, kind of when you when you 457 00:21:33,599 --> 00:21:36,160 demonstrate kind of offering benefits that help drive that 458 00:21:36,160 --> 00:21:36,640 engagement. 459 00:21:36,799 --> 00:21:39,839 I think some of the challenge they they face is being able to 460 00:21:40,079 --> 00:21:40,960 take a step back. 461 00:21:41,039 --> 00:21:42,640 And actually, what we're starting to see is a 462 00:21:42,640 --> 00:21:45,920 consolidation in the benefit space around some of these areas 463 00:21:46,160 --> 00:21:52,400 because it's just unmanageable and it's stopping the HR and the 464 00:21:52,400 --> 00:21:56,559 benefits team being able to have a strategic conversation with 465 00:21:56,559 --> 00:21:59,759 their senior leadership or with the FD or with the CEO around. 466 00:22:00,160 --> 00:22:01,920 Around what they need to be doing to support their 467 00:22:01,920 --> 00:22:05,039 workforce, because they are just literally firefighting some of 468 00:22:05,039 --> 00:22:06,319 the data, data they admin. 469 00:22:06,559 --> 00:22:09,440 So I think that consolidation is going to help um address some of 470 00:22:09,440 --> 00:22:09,519 that. 471 00:22:09,599 --> 00:22:12,799 And then the other the second part to that is being able to 472 00:22:12,799 --> 00:22:15,359 provide sort of data and systems that kind of aggregate. 473 00:22:15,519 --> 00:22:18,640 What's been really interesting, having been on the ND world for 474 00:22:18,640 --> 00:22:21,759 a long time, is that feels like it's light years ahead of where 475 00:22:21,759 --> 00:22:22,799 the benefit space has been. 476 00:22:22,960 --> 00:22:26,720 A lot of it's still very manual workaround and um and trying to 477 00:22:26,720 --> 00:22:30,880 extract data out of ERP systems is a thing which you know would 478 00:22:31,039 --> 00:22:34,799 uh kind of been referred to like Dante's ninth circle of hell. 479 00:22:34,960 --> 00:22:38,400 So it you know, we we're not making it easy if HR needs to 480 00:22:38,400 --> 00:22:40,319 build that compelling case because they will need to be 481 00:22:40,319 --> 00:22:41,519 able to demonstrate the ROI. 482 00:22:41,599 --> 00:22:44,319 So I think if we can address some of the systems issues um 483 00:22:44,480 --> 00:22:47,680 and we can help sort of sort of take away, make some of that, 484 00:22:47,839 --> 00:22:50,079 reduce some of that friction from the employees being able to 485 00:22:50,079 --> 00:22:53,599 access the benefits and have them served in a in a really 486 00:22:53,599 --> 00:22:57,359 kind of joined up way, that will improve utilisation, that then 487 00:22:57,359 --> 00:23:01,119 helps us reinforce that engaged workforce, which makes them a 488 00:23:01,119 --> 00:23:02,480 much more compelling business case. 489 00:23:02,720 --> 00:23:07,039 So it's uh it's uh it's not it sounds it sounds simple when you 490 00:23:07,039 --> 00:23:08,960 say it like that, but it's definitely not an easy thing. 491 00:23:09,039 --> 00:23:12,559 And that's something which is very much top of our mind as we 492 00:23:12,559 --> 00:23:17,519 work with our clients on how can we enable that for them so they 493 00:23:17,519 --> 00:23:20,160 are able to kind of kind of use their own data rather than 494 00:23:20,160 --> 00:23:23,519 taking sort of just benchmarking data or sex data to be able to 495 00:23:23,519 --> 00:23:27,920 play back tangible impact of of of the services that they offer 496 00:23:27,920 --> 00:23:31,200 for their people and the and the value it delivers to to not just 497 00:23:31,519 --> 00:23:33,440 them but to the broader organization. 498 00:23:33,839 --> 00:23:34,640 SPEAKER_03: Okay, lovely. 499 00:23:34,720 --> 00:23:35,039 Thank you. 500 00:23:35,119 --> 00:23:37,519 We are coming towards the end of this show, just a couple more 501 00:23:37,519 --> 00:23:38,559 questions for you. 502 00:23:38,799 --> 00:23:42,319 Next up, what are you guys doing then uh at work in family to 503 00:23:42,319 --> 00:23:46,160 help HR leaders successfully navigate some of these changes? 504 00:23:46,480 --> 00:23:47,440 It's a great question. 505 00:23:47,680 --> 00:23:50,319 SPEAKER_02: And so work in family has has traditionally 506 00:23:50,319 --> 00:23:52,559 been built on being able to provide emergency care. 507 00:23:52,640 --> 00:23:55,839 So when care breaks down, you need a childcare urgently, you 508 00:23:55,839 --> 00:23:58,880 need someone to come look after your dad after a fall, and 509 00:23:58,880 --> 00:24:00,240 you've got to go traveling for work. 510 00:24:00,319 --> 00:24:03,119 That's typically where we've we've played for a long time. 511 00:24:03,359 --> 00:24:06,400 Where we're seeing now to help sort of HR leaders navigate 512 00:24:06,400 --> 00:24:09,359 these changes is actually moving beyond just that emergency care. 513 00:24:09,519 --> 00:24:13,519 And looking, how do we provide sort of that long that those um 514 00:24:14,079 --> 00:24:17,440 services around thinking given access to expert support and 515 00:24:17,440 --> 00:24:19,200 guidance for working families and carers? 516 00:24:19,279 --> 00:24:21,920 So things like understanding that concierge. 517 00:24:22,000 --> 00:24:25,759 So when you if you are having a parent who's got uh diagnosis 518 00:24:25,759 --> 00:24:29,759 around um and requires care, you can actually start to an uh an 519 00:24:29,759 --> 00:24:32,319 expert who can help you navigate the choices and look at the 520 00:24:32,319 --> 00:24:34,960 different care choices available to you, but also provide things 521 00:24:34,960 --> 00:24:36,240 like speak to an expert. 522 00:24:36,319 --> 00:24:39,599 So, you know, whether it might be around weaning through to how 523 00:24:39,599 --> 00:24:42,480 do I manage sort of teenage children who might seem to be 524 00:24:42,480 --> 00:24:43,039 disengaged. 525 00:24:43,119 --> 00:24:45,039 So there's a range of sort of different experts, so it's 526 00:24:45,039 --> 00:24:48,160 supporting not just when care breaks down, but all the bits in 527 00:24:48,160 --> 00:24:52,000 between that can that a lot of the parents and carers have as a 528 00:24:52,000 --> 00:24:54,559 lot of heavy mental load, and then it's been able to provide 529 00:24:54,559 --> 00:24:57,200 not just emergency care but also planned care solutions. 530 00:24:57,359 --> 00:25:00,640 So things like offering support, how we can build workplace 531 00:25:00,640 --> 00:25:03,759 nurseries, looking at um nursery partnerships to help reduce the 532 00:25:03,759 --> 00:25:07,039 child cost of child care living, as well as things like our 533 00:25:07,039 --> 00:25:11,039 school holiday clubs where parents know when holiday school 534 00:25:11,039 --> 00:25:11,599 holidays are coming. 535 00:25:11,839 --> 00:25:15,599 The ability to be able to book some of that support and advance 536 00:25:15,599 --> 00:25:17,519 rather than waiting until there's a point of crisis is 537 00:25:17,680 --> 00:25:19,519 something that just helps them reduce that stress. 538 00:25:19,680 --> 00:25:22,400 And then finally, as we talked about with the evolving need of 539 00:25:22,640 --> 00:25:26,720 work and people's roles, is to support them with coaching, but 540 00:25:26,720 --> 00:25:29,200 also the sort of new new upskilling and reskilling 541 00:25:29,200 --> 00:25:33,599 programs that help organizations kind of move and help their 542 00:25:33,599 --> 00:25:36,000 people sort of meet the evolving needs of their roles as the 543 00:25:36,000 --> 00:25:37,599 business kind of continues to change. 544 00:25:37,759 --> 00:25:41,359 So those three pillars together um at the scale that we do, so 545 00:25:41,440 --> 00:25:44,160 not just in the UK, but in the US as well as India and 546 00:25:44,400 --> 00:25:47,519 increasingly more globally, allows us to be a global partner 547 00:25:47,599 --> 00:25:50,880 to our clients and help them support um their working parents 548 00:25:50,880 --> 00:25:53,839 and carers kind of wherever they are across those different 549 00:25:53,839 --> 00:25:54,240 needs. 550 00:25:54,559 --> 00:25:57,599 SPEAKER_03: Just finally for today, Chris, how can folks 551 00:25:57,599 --> 00:25:58,480 connect with you? 552 00:25:58,640 --> 00:25:59,920 So is that LinkedIn? 553 00:26:00,079 --> 00:26:01,119 Do you want to share your email? 554 00:26:01,200 --> 00:26:04,000 I bet you're a super cool dad who's all over TikTok and 555 00:26:04,000 --> 00:26:04,400 places. 556 00:26:04,559 --> 00:26:07,519 And of course, how can folks learn more about Bright 557 00:26:07,599 --> 00:26:08,240 Horizons? 558 00:26:08,640 --> 00:26:11,200 SPEAKER_02: Uh so uh by all means, please connect with me on 559 00:26:11,200 --> 00:26:11,599 LinkedIn. 560 00:26:11,759 --> 00:26:14,319 I have been banned from my children from ever going on 561 00:26:14,319 --> 00:26:17,599 TikTok or Instagram um for fear that their friends find me and 562 00:26:17,599 --> 00:26:18,799 I'm doing dad dancing. 563 00:26:18,880 --> 00:26:20,799 Uh, but yeah, please connect with me on LinkedIn. 564 00:26:20,880 --> 00:26:22,960 Otherwise, you can reach me at chris.lock at 565 00:26:22,960 --> 00:26:24,319 brighthorizons.com. 566 00:26:24,480 --> 00:26:28,640 Uh, for those of you attending the disrupt HR at uh in London, 567 00:26:28,720 --> 00:26:29,920 I look forward to seeing you there. 568 00:26:30,240 --> 00:26:32,799 SPEAKER_03: Rock and roll, that just leaves me to say for today, 569 00:26:32,960 --> 00:26:33,759 Chris Locke. 570 00:26:33,839 --> 00:26:34,640 I appreciate your time. 571 00:26:34,720 --> 00:26:36,799 Thank you very much for joining me for your first time on this 572 00:26:36,799 --> 00:26:36,960 show. 573 00:26:37,039 --> 00:26:39,359 I'm sure I'll be bothering you to come back on again in the 574 00:26:39,359 --> 00:26:40,079 near future. 575 00:26:40,240 --> 00:26:43,839 And listeners, as always, until next time, happy working. 576 00:26:46,720 --> 00:26:49,680 SPEAKER_00: Thanks for listening to the HR Chat Show. 577 00:26:49,920 --> 00:26:53,680 If you enjoyed this episode, why not subscribe and listen to some 578 00:26:53,680 --> 00:26:57,039 of the hundreds of episodes published by HR Gazette? 579 00:26:57,440 --> 00:27:00,960 And remember, for what's new in the world of work, subscribe to 580 00:27:00,960 --> 00:27:05,680 the show, follow us on social media, and visit hrgazette.com.