Before I turn it over to Mike, I'd like to let those of you who are live with us know that you may submit questions during the webinar via the chat box in the lower left side of your screen. The slide deck from today's presentation is available as a PDF in the handouts tab of the webinar homepage. This webinar will also be recorded so that you may watch or re-watch on demand at your convenience. And with that, I will turn it over to Mike. Excellent. Well, thank you for that introduction, Liz. Good morning to everyone. Maybe good afternoon. No, I think it's morning no matter where you're tuning in from today. But as Liz said, my name is Mike McSherry. I am the Director of Strategic Partnerships at Hireology. Some of you may know from speaking with us, meeting us in the past, we are the new preferred human capital management talent solution provider for AED members across the United States. So it's a real privilege and honor to be a part of that esteemed group and very happy to be here today and presenting to you, of course, what I would have hoped under different circumstances. You know, these are very tough, challenging times. Many of you have been through the ringer, quite frankly, the last couple of months doing what you can to protect your business, protect your employees. So today, we want to take a little bit more positive note looking ahead on how to prepare yourself for what's to come in this post-crisis environment. We all know better that things aren't going to go back to normal with the flick of a wrist. So on this webinar, we're going to cover a few key topics, and the first is going to be briefly touching on where we're at with the state of the, as we call it, the applicant economy. Things have wildly changed in the last eight weeks. We're going to touch on some best practices for how you can be thinking of strengthening your recruiting and hiring process. That may seem counterintuitive right now, especially for the dealers out there that may have had to downsize and unfortunately had to either temporarily lay off or permanently lay off some team members, but there is an opportunity right now, there's a silver lining on how you can come out of this with a stronger team. So we'll talk about that, and then we'll focus on two areas that you should be doing no matter the state of your team makeup and your hiring needs coming out of the crisis. That's how to continue to stay engaged with your employees. We're all spread out throughout the country. Some states, some metro markets are going to open more quickly than others, so we could be looking at another few weeks, who knows, maybe longer of being separated from a majority of our team. So our best practice on how to keep engagement, keep motivation high, and then when the time is right to welcome your employees back into your office, get people back in the field on a regular schedule, what you can be doing to set your team up for success so that day one feels special. And of course, there are lots of human resources related, legal and compliance safety related items to be thinking about. Those are all important to be mindful of. We're going to be thinking on, though, what's the empathetic people side of how you bring your team members back and confront this new environment that we're going to be operating in as equipment dealers. So let's dive right in. And as Liz mentioned, feel free to use the question or chat feature to submit questions as you think of them. We will take some time at the end. This should go for no more than about 40 minutes, and that leaves plenty of time to field Q&A for another 5, 10 minutes at the end of the presentation. Okay. So talking about the state of the applicant economy, literally just two months ago we were in a job market where the number of open positions in the country outweighed the number of skilled workers available. Literally a completely once-in-a-generation, even once-in-a-lifetime type of scenario. And seemingly overnight, the script was completely flipped on us. Now, I'm not going to belabor the point. Everybody's read the news articles at this juncture. One in six Americans out of work. No industry has been affected. Just a headline grab here. It's affected equipment manufacturers, production halted, right? Those businesses have had to lay off workers, and all the way down to your businesses, dealers, you've been impacted. Now, fortunately, many of you were deemed essential in your states, and that's certainly the silver lining. But it goes without saying, in just a short two-month period, we've gone from a talent scarcity in the United States to actually a talent abundance. And so the reason I harp on that is because while times seem really uncertain, and they seem very challenging with how you're communicating with your current employees, you're communicating tough decisions to your team to let certain people go, how you shape your people strategy moving forward might actually be the most important thing you do over the next several months. And it's really the one thing that remains completely in your control, when a lot of other things seem completely out of your control. We are at a point now where so many Americans are looking for work. We think, at Hireology, as a partner of AED, your industry is now uniquely situated to capitalize on this talent abundance. And so the next few slides, I'm going to go over some best practices that everybody can leverage to make sure your store, your dealership, your operation is accessing this talent that otherwise may not have thought about working for a business such as yours. So first, let's talk about attracting applicants. We now have, this is supply and demand, right? Dealers such as in the construction equipment industry, it's no secret for a while now, it's been a struggle to recruit and attract talent, typically from outside industries. Most people just aren't that familiar with what equipment dealers do on a day-to-day basis, who their customers are, what the makeup of the business is, what the job entails. Well, now you have a very large cross-industry talent pool, okay? We're talking folks that have been laid off from retail, hospitality, even technology jobs, right? No industry has been spared. They're now seeking employment. And what that means is there's a level playing field for dealers to attract and hire these job seekers. Everyone's sort of on equal footing right now, no matter how big or small or what your business does. So there's four key things to remember when you're trying to go out and access this talent. The first, and we'll touch on each one of them in a little bit more detail, but the first is always be leveraging a strong employer brand. The second are effective, crisp, compelling job descriptions. The third is really key, and that's rapid candidate engagement. And the fourth is qualification verification, especially in this market where you now may be getting interviews and interest from applicants who come from other industries. They don't know anything about construction. They don't know anything about construction equipment. Make sure you're verifying that they do have what it takes to be a member of your team. Let's talk about a strong employer brand. Right now, what are the things that top job seekers are seeking? And this honestly hasn't changed too much from the beginning of the year where it was a job seeker's market. Just because people are in need of a job doesn't exactly mean that they're going to take the first position that comes their way. That might have been true even in the Great Recession of 08-09. It's just simply not the case. Times have changed. So what do you want to be thinking about? Well, first and foremost, in your employer brand, you have to answer to job seekers what's in it for me. For most job seekers today who fall into the millennial or Gen Z demographic, it comes down to three topics. One, pay stability. If you're, especially someone who's my age, I'm 34, this is now my second recession since I've joined the workforce. Everybody, my age and younger, all you really want is some kind of stability. So if you can provide that, emphasize it. The second is work-life balance. This doesn't mean the proverbial, well, at 5 o'clock I want to hang up my hat and go home. Work-life balance today is all about, as an employer, how can you meet your employees and your job candidates on their terms? In other words, how flexible are you that if one of your workers needs to have an afternoon off because they may have child care needs or elder care needs that they have to address and they have no other option, especially now in the middle of a pandemic, are you willing to accommodate those needs and be flexible? That's what work-life balance means today. And then last but not least, it's showing a career path. Job seekers want to know, and this sort of goes against the grain of conventional wisdom with millennials and Gen Z, quote, job hopping, they really want to know that if I'm taking a position with a company, I have a path here. And I've highlighted that as a separate point. Defined career paths are so key to piquing the interest of a quality job seeker. Not everybody will care. Those are the people that you don't want to focus on that are simply looking for their next paycheck and place to park for a year or two. It's the quality job seekers that you have to show a defined career path to really pique their interest. And one of the easiest ways to convey a career path through your employment brand are employee testimonials. We recommend two types. One is your veteran employee, and it would be great if you could showcase someone who's been with you. We know in the construction equipment world, you guys are famous for having such great tenured workers. It's sort of a blessing and a curse, right? All these great tenured workers you've had, they may be approaching retirement. So now you're staring down the barrel of the need to replace them in the near future. So one of the ways to do that is highlight their story. Where they started the business, where they ended up, that's going to paint a picture for a job seeker. Wow. Other, you know, Uber, and I was driving for Uber, and there was zero paths for me to do anything but what I'm doing today. This company, however, can show me a path to becoming a leader and building a team. Wow. That's really interesting and appealing to me. The other type of employee testimonial is someone who is more of a recent hire and came from outside of the industry. So that conveys to an interested applicant, okay, they actually do hire people that don't have the specific type of experience that this industry may typically require. So that communicates the knowledge, the sense that, oh, wow, I could see myself fitting in here because there's this person on their website who looks and sounds and has a similar background to me. Maybe I'll give this a shot. Next would be obviously talking about your current or in this economic climate, your anticipated openings. So even if you're on a hiring freeze, and I'm sure many of you are subject to various state laws that dictate what kind of, you know, potentially collective bargaining agreements if, you know, you have union workers that dictate when and how you can rehire and hire new folks, but it never hurts to be projecting an image to your community that you're always seeking quality applicants and giving them an outlet to apply. This also goes towards workers that you may have had to lay off. We think it's wise to provide them maybe a separate outlet to reapply for those jobs. This could be as simple as creating an email chain. Maybe it's a separate type of like a chat group for those individuals where they can see updates or even putting it on a separate page on your employment site, updating them on when the time is right to reapply and the steps to do that. Whether or not people are a part of that group, they'll see that you're taking those steps, proactive steps, and that's going to cast you in a good light showing that you care and you're on top of the ball to try and get these people back or for any new jobs that even though this may not be the time, you do anticipate that will happen and you want to start a connection with those folks now. And then lastly, changes in light of COVID-19. What is your business doing to not only protect the health and safety of customers, people that you work with on a day-to-day basis, but the health and safety of your staff? This has been a hot topic issue for employers now the last several weeks. So keep in touch with your legal counsel, other advisors on what to be doing to the physical office space and to make your folks out in the field feel safe, but don't forget to highlight that as a part of your employment brand. Emphasizing all these changes that you're making to your policies are going to enhance your overall career appeal, especially to folks that know nothing about your business, but it will show that you have a lot of empathy and first and foremost, you're looking out for your people. And bringing this stat up, it's from 2018, but it's still relevant today probably more than ever. And nearly 70% of job seekers would reject an offer from a company with a bad employer brand. If you've been recently laid off, you probably went through a really traumatic experience. The last thing you want to do right now is take a chance on an employer that you don't know much about. You don't know what they stand for, what their values are, you're probably, especially with unemployment benefits being what they are, you might be willing to wait out for a better company that you feel like is going to set you up for success and present just a much better employment opportunity. And that may not even mean it offers the highest compensation, best benefits, it's just simply where an employee is going to feel the safest moving forward. And just to reiterate, for those of you on the phone who are thinking, well, this is great, Mike, but we are not hiring right now, we are trying to, if anything, to just hold on to our current team, that's perfectly understandable. But there's nothing holding you back from continuing to build and sharpen your employer brand. At a minimum, it will serve to increase the connection and trust that you have with your current staff as they see that brand that you've put out there on your website and put out for the public to take in. Because now more than ever, the values of your employer brand have to match what today's talent pool expect and value most. And that rings true if it's a new person that's looking for a role or someone that's been with you for several years. What are you doing as an employer of choice to stay an employer of choice? And making those small changes will pay dividends for your human capital advantage down the road. So the next piece on recruiting and hiring right now, job descriptions. Remember, this is really an advertisement, advertisement of you as an employer of choice. Why come work here? So one of the things you can be doing now, especially as people have maybe a little more downtime, audit other job descriptions. Look at what other, not only construction equipment dealers you're doing in your market, but just other businesses, you know, reputable employers you know in your market, see how they communicate their job descriptions and see what you can pull and maybe do differently. One of the easiest ways to improve a job description is to focus on the history, the rich culture, deep community ties that most of you as dealers have. Job description doesn't really need to be all about the specifics of the role. Of course, some of your positions, you have to put those things down, but don't let them be the only thing in that job description. And when you focus on things like your history, culture, community ties, that's going to help you attract candidates from these other industries like retail, hospitality, oil and gas that have been completely ravaged by the pandemic. They may not know anything about you, but the way you position yourself as an employer, a work family, and hear actually what the job is all about, you may not need experience in construction equipment. That's going to serve you well. So when you focus, as my last point suggests here, on preferred competencies and not specific required experience, that's how you cast a wide net and attract some of these really top-notch job seekers to come in and think about you as their next career stop. And some of you maybe have had success doing this in the past. Maybe there's industries you know, we've hired people from this type of work who have great customer service skills or great sales skills. We taught them the business. Keep that in mind. And this is a once-in-a-decade opportunity to potentially lure in some of those individuals that in the past have really been hard to come by. So I put out two different examples of what I mean by a strong brand and then also a compelling job description. The first here, we've all seen this before. I pulled this from a random construction equipment dealer's website. They did have an employment application page on their website, so I credit them for that. But for this general service technician parts counterperson role, not doing much else to illuminate to me, the job seeker, what would I be getting into. They're just giving me a field to fill out and then fingers crossed I get a response. On the other hand, and remember, this is the first impression you're making too, that a lot of people, they start their job search today on Google or one of the job board aggregators like a glass door. So this is what they're going to see first. And if you don't catch them here, probably the same way, think about this with marketing your equipment to prospects. If you don't catch their attention out of the gate, good luck getting it back. This job description over here on the right, it actually, I couldn't even pull the whole thing because so much of it is just focused on the qualities they're looking for in an individual. So here at our call center, customer service role with Carvana, most of you probably know Carvana now, been advertising like crazy the last year or so, online car sales. Many of you have roles in your businesses that are similar to this job. Somebody taking calls to customers, from customers, keeping them happy, but you don't see anything about phone skills on here. It's looking for people that are empathetic, passionate, have commitment, have clarity in their role. So you guys can focus on the competencies and the qualities, and now what before, somebody has said to themselves, oh, a construction dealer, equipment dealer job, I'm not so sure about that. But when you put it in this context, that you're just looking for people that are hardworking, motivated, empathetic, customer service minded, now you change the narrative, and through this job advertisement, again, you pique the interest of somebody who otherwise you may have really struggled to get to consider you. So moving beyond the job description, what can you be doing to keep candidates engaged? Because these top seekers will have options. We will come out of this crisis sooner rather than later, and businesses will be needing to hire again, because maybe some of the people they let go, they decided it just wasn't in the business' best interest to bring them back. So if you're not hiring right now, why do you need to keep those candidates engaged? Two quick reasons. First, this talent pool will dry up quickly, well, at least the top percentage of the talent pool, right? They're going to go get scooped up by all these big companies who are going to recover quickly, and they're going to want to pluck them and put them on their team. The second is because, as I mentioned a few slides ago, all employers have a good opportunity to look attractive right now. There's level playing field, every industry's been damaged, no one's better than the next as far as the opportunity goes. So make sure you're capitalizing on that. And how can you go about that? Three key areas. First, create a candidate engagement plan. If you aren't hiring at the moment, the first step is creating an option for people to still apply. General application submission, tied in with your employment brand, and maybe some communication as to when they can expect to possibly be re-interviewed. Second, treat candidates like a sales lead. Ask anyone on your sales team and they'll tell you sometimes it just takes a while to warm up a prospect. And it doesn't mean after that first phone call that they're automatically going to buy or rent from you. Job candidates are the same way. You at least need to start the line of communication. And you just have to keep things warm, otherwise you risk completely missing out on that individual. Even if they took a job, it doesn't mean that five months, six months from now you can't reach out to them, let them know that the role is open. If you've been engaging them over that period of time, you do have a really strong chance at getting them to consider it. Not so easy if six months from now that's the first time reaching out to that person. And then one easy tip to have a part of a candidate engagement plan is to connect via text message. Many, many job seekers today, like probably many of your customers, family and friends even, are in personal conversations, really prefer to just get a quick text message. It's a light touch, really easy way to just send a note to somebody that applied for your job and simply update them. Or even if you don't have an update, just check in, see how they're doing. Hey, did you land a new opportunity yet? That's going to show that you're leading with empathy, you're thinking about that person. And again, if it's not now, it could be six months from now, a year from now, you've set yourself up to be in a position to grab that really choice talent and have them work for your business. And the last piece about sharpening your hiring process, it is the verification of an individual's qualifications. Just because we're in somewhat crisis mode, we need to rehire, maybe we need to fill roles, some businesses are going to come back faster than others, don't sacrifice the quality of your hiring process. When you are staying focused on getting the top talent, don't forget that you still can have them take skills tests. Maybe some of you are thinking about whether you can continue remote work for some of your staff, or just make a new role altogether that allows somebody to work from home part-time or full-time even. There are ways that you can test somebody's ability and capacity to work remotely. So think about that. Don't stop running impactful interviews. Just because someone's got a really stellar resume, maybe they have some experience, or they were working for an industry that you know transfers over those skill sets and that knowledge, that's fantastic. But verify it with a solid interview process, and make sure that you are asking these candidates up front if they are comfortable with coming in for an interview, if that is something that your business is doing, but also if they prefer to have a virtual interview. Again, being empathetic and meeting the candidate where they are, not everyone is going to be chomping at the bit to come interview in person. It doesn't mean they are not interested in your business. It simply means that they are just looking out for their health and safety. And if you show the willingness to meet them where they are, that's also going to serve you well. And finally, conduct digital background and reference checks. Make sure these people are who they say they are, and they can do the kinds of things in the past, or they have done the things in the past that they say they've done. It might be really tempting for employers to rush through the process, get people onboarded, resist that temptation, still be methodical. And as many of these items that you can do digitally, it will actually speed up the process more than slow it down. So just remember, trust but verify. Now we are going to move forward into beyond strengthening your process, what you can be thinking about to stay engaged with your current team. These are the folks that you've been with now through a very challenging ordeal. So making sure that they are feeling good and staying engaged with your business is still your top priority. And I lead off with this quote from a favorite book of mine. And this gentleman, Patrick Galancioni, is a bit of a thought leader on culture building and leadership in general in the workplace. And Patrick talks about the need as leaders to be exceedingly human with our coworkers. And what he means by that is you need to demonstrate your concern for the very real fears and anxieties that your people are experiencing, not only professionally and economically, but socially and personally. Even though you don't have definitive answers to all of their questions, don't let that keep you from listening to them and empathizing with your fears. The really profound quote, this is from years ago, pre-COVID-19 crisis, but it certainly resonates today more than ever really. Don't be afraid to show your vulnerable side as an employer. And make that more human connection with your coworkers. Sometimes as leaders in a business and managers, we try to separate the two, have that division of personal and professional. But in a time like this, that's really not going to do you any favors. So what can you be doing to connect while we're still apart? Well, first and foremost, communicate often, maintain transparency. We recommend that you err on the side of over-communicating. Even if there's nothing business related to update your team on right now, and your message is largely personal, that's fine. No one is going to look back at this time on your team and say, you know what? Man, my manager, my CEO is just — they were checking in on me way too much, seeing how my family and I and my kids were doing. That's nonsense. So don't hesitate to keep the lines of communication and be persistent with those. Second is reiterating your core values. These are the north stars of your business. And at the end of the day, it's what employees are going to rally around. So assuming you do have these core values out there, make sure you constantly harp on them. At Hireology, we have two that now more than ever, we really resonate. That's create wow moments for customers, and pathological optimism. I've never had another time in my life where you need to be more pathologically optimistic than right now. So to the extent you can reiterate and lean into those core values as a business that you have, do that. Next is solicit your employees' feedback. This is really critical. All research across the board for human resources shows that the most highly engaged organizations have very solid two-way communication. And this goes back to the previous exceedingly human quote, you don't have to have all the answers. It's okay to show there are chinks in the armor, and guess what? You as the leader are in fact human, just as human as your coworkers. By creating this two-way communication and feedback loop, you're actually showing your commitment to your teammates and that you trust them. So one simple way to enact this is creating an anonymous form where your employees can ask questions, share thoughts, concerns with leadership, and then potentially once a week, however much of a cadence you want to set up, your leadership team addresses those questions and concerns. Again, in the most transparent way you can. Beyond that, communication from leadership down, encourage communication across teams. Everybody by now has been on more Zooms, and Skypes, and Microsoft Teams calls than they care to count, but keep doing that. Attempting to stick to schedules and having communication from one team, your customer service, your sales function, to your technicians, your parts people, make them feel as united as they can. And that's going to ease the transition of people getting back into the usual rhythm of all being back in the office together. And then lastly, keeping it fun. This isn't the time for ultra-professionalism. We're now going on two months of being at home with our kids, with our pets, everybody interrupting calls, you name it. Lean into that. Let your hair down. If you're in your sweatpants on a Zoom call, let your team see that. Invite the kids, invite the dog, have it sit on your lap. This is really once in a decade, even more than that opportunity to get to know your coworkers on a deeper level, and foster a kind of connection that you really cannot create in an office setting. So remember, the more you can encourage people to be themselves, be relaxed, even share funny, light-hearted stories they have from being in quarantine, that's going to serve you well and make your teammates feel that much more connected to one another, knowing that everybody is being authentic, being genuine, and also looking out for each other. And to recapture why this is important, well in our view, having this high-level engagement now from leadership to the rank and file and across all teams, is it's going to drive positive results later. When you let those employees see that real, more authentic, vulnerable side of you, it's going to engender more trust and more respect. Second, by acknowledging that this new normal is okay, and that it's all right to feel uncertain, and it's all right to have safety concerns, again, will make your teammates feel like, okay, this person hears me, they get me, they don't have all the answers, but they're trying, and that's all we can ask for, is a work family. More contact now will ease the transition. So again, from top down and horizontally across teams, keeping people in much of a rhythm with talking to one another, seeing one another is key. And speaking of seeing one another, being visible. There have been some quick studies released, and it's our recommendation that the more you can be visible through those video calls, the better. In really uncertain times, having that visible connection truly makes a big difference. Even in hydrology, we're not immune to the challenges and difficulties that businesses are facing. We've had some really tough town hall calls with our CEO, making some tough business decisions, and simply having our CEO and founder be in front of you on the screen, it certainly is a better alternative to then just getting an email, or otherwise some kind of message and text put in front of you. So now rounding the corner into home, we are going to talk about how to welcome employees back. We are right there. So many of us across the country, we're seeing glimmers of hope, glimmers of activity. Many of you, your staff has probably already been back to somewhat of a normal work cadence, coming in, maybe out of your location. So what you need to be thinking about right now is having a plan, because this is really when the hard work starts. When everybody is back, haven't been together for two months, it's not going to be an easy process. So let's talk about some of the ways to prepare for that. Well, we break it down into three buckets. The first is before day one, on day one, and then beyond day one. So before day one, make sure you treat this like it is actually everyone's first day on the job. You've got the old guard that are going to pretend like everything is fine. Well, not really, because this is a long time to be apart from everybody. It's not like you're coming back from a vacation. So don't treat it as such. Give it the due weight that it deserves. Next, we recommend you share a welcome back packet in advance that will simplify any HR or other perfunctory type tasks that your employees may need to do before they can come back in. Most of this can be legal, compliance, safety compliance, OSHA requirements, and so on. But as much as you can enable and facilitate those being completed ahead of the start date, that's going to set you up for success on day one. And I'll talk a little bit about why on the next slide. Having an agenda for the first few days that you share ahead of time will really be advantageous. Primarily, it's going to set expectations. Many employees just have no idea what is in store and what it's going to be like. So be crystal clear with what the first few days or even longer out will entail for them so that they can mentally prepare themselves. And finally, communicating new policies. Anything especially related to the health and safety of the workers. I'm sure everybody's already been doing this and thinking about it. But it goes without saying this is what they're all going to be looking for. And the more you communicate these and over-communicate them so it starts to sink in and people feel more comfortable, that's going to help increase the level of comfortability coming back for day one, but also excitement. Okay, now we've gotten to the actual day where maybe a good chunk of your team is back. Maybe all of them. Who knows? It's going to be different for every employer. But to lead off, continue to be exceedingly human. If you've been doing this already throughout your time apart, keep at it. The days and weeks following the return are likely how a business leader and managers will be remembered for years to come. So admitting your own concerns, keeping that transparency that we don't have this all figured out yet, but we're working on it, here's our plan, that's going to serve you well throughout this next really unknown period. Think about it for the parents on the line. You don't always have all the answers, right? When you level set with your kids and show that vulnerability that you're trying, you're working on it to create solutions together, ultimately that type of mentality carries the day and gets you where you need to be. Another recommendation is for day one, focus as much as you can on team and culture building activities, not actual work. Why? Well, the work's always going to be there, but you need to remember, and as our next point highlights, there's a balance that has to be struck here between the business's needs, but also your team's need to heal. Okay, maybe not everybody is ready to get back on the phone, answer all these emails, get back in a project. There will be time for all that, but right now is also a time to address. People need to just get back into the rhythm of being with each other and acknowledging, for some more than others, maybe the last few weeks, few months were very tough. So doing things to keep their mind off of it and ease back into the actual work is going to be a smart move. Anything on that first day that you can personalize, whether it's a note, maybe a small gift, we've got stories of customers of ours sending out in the mail swag bags. This is really small, inexpensive stuff, guys. It doesn't have to be groundbreaking, but it's just the thought that counts. Any type of protective equipment that you need to be issuing to your staff, maybe you brand it. Maybe you put people's nicknames on there. Whatever you feel comfortable with, just be creative, and that goes into the last point here about how you communicate and reiterate new policies in the workplace. Don't just provide an email or poster in the break room. Try to think of some lighthearted, creative ways that will help these new policies sink in. Trivia, skits, demos, it's up to you, but just don't provide the information. Let it sit out there and hope that everybody's going to take it to heart. Give it some time to sink in, but in a new, lighthearted way. Again, keep it like you did on the engagement piece while we're apart. Keep things fun. We all deserve at least that after a pretty brutal last couple of months. Then finally, beyond day one. We have no idea how long it's going to take until any company, any business really gets back into a normal type of environment. What you can be doing during that time is, of course, continue to lead with empathy. This is not going to be easy on anybody, so the more you continue to show that, hey, we're all in this together. We're figuring things out as we go along. We're always going to do what's right by our employees to the extent we can. That's going to make you be empowered and empower your teammates as well. We recommend that you always explore and leverage any benefit options that are available to your team so they continue to feel safe and secure with their basic needs. Some of your vendors and partners might even be offering new types of solutions, employee wellness programs, mental wellness programs. Tap into that. See what's there. Make sure you're just exhausting all avenues and letting your employees know you're doing that as well. Setting realistic performance expectations. Across the board, particularly in revenue-producing roles, it's going to be really important that once people sort of get comfortable with working again that you level set, hey, this year you may not be doing what you did a year ago at this time. It's going to be easy for people to fall back into, okay, everything's going to be good. And it could. Very well could. But make sure everybody's on the same page in terms of individual expectations, team expectations, company expectations. For beyond day one, we also recommend providing volunteer outlets for your team. So this could be to help maybe a colleague that was particularly impacted by the crisis. Give them a way to maybe fundraise for them or tap into nonprofit activities in your community, especially those of you maybe that are operating in the New York, Jersey, New England area, really affected. Giving your team that outlet to have a day of service and give back is really going to not only build team morale and excitement, but just give everybody something to take their minds off it and feel like they're contributing more than just by their usual day-to-day job duties. And then lastly, think about this as an opportunity to change the culture into what you want. If you had a fantastic culture at the office leading up to COVID-19, great. You're probably going to keep building on that, and it's going to be stronger than ever before. If maybe the culture wasn't so good, you have a once-in-a-decade opportunity to hit reset and shape it into what you want. And what better way than to get everyone behind a single rallying cry, let's protect each other, protect our jobs, and do what we do best? That's going to make everyone feel like, wow, when you put it that way, how can I resist? Protect each other, protect our jobs. Simple as that. So to wrap things up here, first and foremost, don't forget about what you can be doing right now. Simple tactics to strengthen your recruiting and hiring process, particularly with that employer brand. We talked about staying engaged with your current employees while we are apart and how that engagement is going to serve you well and drive performance when people return. And then thinking about when employees do return, how we can welcome them back in an empathetic, humanistic way so that everybody feels safe and secure getting back to business and driving results and getting through this as a work family. So with that said, I will open it up to any questions. If we have any, again, there is that chat box. You should be able to type in anything. And we will give that a few seconds here. Okay, I'm not seeing any questions. I will kick it over to Liz McCabe. Liz, do you have any questions that you received or any final remarks before we wrap up? No, just want to thank you for being with us this morning. Remind everybody that this is recorded. If there's anybody else on your team that you want to share it with, please let us know. We can get you a link for that. And just thanks again for your time, Mike, this morning. We really appreciate it. My pleasure, Liz. Thank you to everyone attending, and everybody stay safe out there.

post-crisis environment

employer brand

job descriptions

candidate engagement

communication

team building

performance expectations

safe working environment