Neena Kovuru – The Role of Data in the Recruiting World

Connect with Neena:

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Connect with Dwight:

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• dwight.brown@salary.com

Connect with David:

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• david.turetsky@salary.com

 

Podcast Manager, Karissa Harris:

• HRDataLabs@salary.com

 

Production by Affogato Media

Resources:

• UKG
• Compensation Data
• HR Data Labs Season 4 Episode 15
• HR Data Labs Season 4 Episode 13

• “You do need to develop a certain type of mindset for recruiters because they have to be more analytical, and they also have to be more proactive.”
• “If you can [visualize the data that you have in your HR system], . . . you can actually empower your leaders because they can now base decisions on data.”

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. Like always, we have with us our friend and co host, Dwight Brown. Hey, Dwight.

 

Dwight Brown: 0:54

Hey David, how're you doing?

 

David Turetsky: 0:57

I'm very good. And we have with us a very special guest today. We have Neena Kovuru. She was with the city of Fort Worth, Texas, but now she's an independent consultant. Neena, welcome to the program.

 

Neena Kovuru: 1:11

Thank you for having me. It's a pleasure.

 

David Turetsky: 1:13

It is! Neena, why don't you give us a little bit of overview of your background and how you got to today.

 

Neena Kovuru: 1:18

But you know, I first, of course came from India to the US to do my master's in computer science. And after I graduated, I started consulting for many different companies. Actually, I started out with the United Postal Service, then kind of worked for First Data, Peter Kiewit, Omaha Public Schools, Texas Christian University, then made my journey to city of Fort Worth. So I kind of worked with a multitude of companies and different arenas, as you can see. And everywhere I was it was always like trying to understand the business needs and how technology can play a role. So I think that's what has helped me to be where I am today.

 

David Turetsky: 1:55

Excellent. And so you wouldn't the what I know from your background is you worked for the city of Fort Worth, and you help them build an HR business case for investment based on analytics. I know we're going to talk a little bit about it today, right?

 

Neena Kovuru: 2:08

Yes, I did. Yes, I did.

 

David Turetsky: 2:10

So not to give away the punchline for today. But we will get there. So one fun thing that no one knows about you, Neena is?

 

Neena Kovuru: 2:20

So you know, I love to study and interpret astrological birth charts. I know kind of sounds crazy, but I love it.

 

David Turetsky: 2:28

Well, so you pick up the paper every morning, you read your sign and you go no, that's not right.

 

Neena Kovuru: 2:33

It's more complex than that. Yes, I kind of have a software, I interpret information, I study the planet. It's crazy.

 

Dwight Brown: 2:40

Wow.

 

David Turetsky: 2:41

So we're gonna put your contact information in the show notes. If anybody wants to get their sign read, Neena's charging a per person rate, discounted for the HR Data Labs listeners.

 

Neena Kovuru: 2:51

That sounds great. Sounds great.

 

David Turetsky: 2:54

Just kidding. So today, we're going to have a really fun time talking about the role of data in the recruiting world. And I know Neena has got some really cool examples and use cases to talk to about this. So I'm really excited to get started. So let's get started. Neena, the first question is, I know you're really big on being able to utilize technology in work. And you work with the organizations to effectively use data to help them make decisions. But in your opinion, have recruiters been actually using data to their best advantage today?

 

Neena Kovuru: 3:36

So I don't think that everyone has, you know, at least all the recruiters are truly utilizing the data the way they should. Because I feel like recruiters today can analyze like the recruiting channels, and they can figure out like, where is that top talent coming from? Right? They can also figure out looking at the job boards, well, is it worth investing in these data? In these job boards, you know, based on your data? Because data can tell us a story. It can tell us like you know for what job classification, you're getting like the best candidates, what location are you recruiting them from? And if you dig deeper, you can even figure out if the candidates you have hired like from certain job boards, are they staying longer with the company? Are they staying shorter? Are they top performers? And you know, technology I think can even assist with conducting employee onboarding surveys and hiring manager surveys and you now have an insight into the employee's experience. You know, you can make changes to the onboarding experience that can like boost your new hire satisfaction, morale, improve your employee retention. So, you know, truly if you look at the HR analytics dashboards, you can effectively have recruiters, you know, get actionable insights, make actual data driven decisions to optimize their recruiting process. You know, even in diversity needs, which you know, I presented and we discussed it, you know at the conference that we were recently because you know recruiters can actually look at the, you know, can use data driven approach to understand diversity needs of an organization. Because you can look at the data all the way from sourcing to attrition. And you can then make improvements to your strategy, you know, how am I going to have this diversity sourcing? How can I keep, you know, the retention in the organization?

 

David Turetsky: 5:17

But when we get to talking about recruiters themselves, don't we need to retrain them on the process?

 

Neena Kovuru: 5:23

Absolutely. Absolutely. We did that. You know, and you have to look in the market and see, well, what are the companies that are doing good training that are effective, and that can be useful for your organization. Because what when I was exploring, I saw there was some training that was specific to recruiters who worked in like medical industry. And there are like specific that are working in government organizations that you can utilize, because you do need to develop a certain type of mindset for recruiters, because they have to be more analytical, right? And they also have to be more proactive. They have to go out there like on LinkedIn and other areas and actually look, you know, what kind of person am I looking for? Who am I sourcing? Who will be a good fit for my organization? So there are a lot of things you have to think about.

 

Dwight Brown: 6:09

So I'm curious is you you bring up something that that we've actually talked about on the program, we had Jordan Morrow on to talk about data literacy. And do you do you find that in trying to get them to understand the data and the analytic side of things, that there's a lot of pushback, like people are afraid of using the data? Because they don't understand it?

 

Neena Kovuru: 6:32

Absolutely. pushback. Because people, I think, have gotten so used to doing the same thing over and over again. At least in my experience, what I've noticed is they get the information, they just process the information, they send it to the hiring manager, they say, these are the candidates who had applied what do you think or you make the decision, you know, you are the best guy you are hiring, you know, what you need. But I think that the recruiting function needs to be a little more deeper than that. I mean, we truly depend on recruiters to analyze, you know, our, our data and say, Hey, okay, these are good candidates we're getting from. So even if you look at the hiring manager to make, you know, do the screening and stuff, you still need to do some initial pre screening to say, Are these skills going to be a fit, you know, for for this particular job? Is this person going to be a fit for the culture of the organization, and you have to do some work on your end like, meaning, when you when the hiring manager comes back to you next time, you need to think, Well, where did I advertise this job last time? Where did I get some good candidates? You know, so a lot of analysis needs to go in. And so what needs to be done by the recruiters? And I don't know why the pushback is, if it's a fear of the data, or, you know, we may find something like I also implemented, you know, KPIs, right for the recruiters, because you can truly, you know, change your recruiter, efficiency metrics based on whatever you want it to be, you know, how many people are you interviewing? How many phone screens did you do? You can you can change it any way you want. But I think recruiters feel like now I'm being judged.

 

David Turetsky: 8:01

Well, they are!

 

Neena Kovuru: 8:01

Something is, I'm being upheld or something, right? Because if I don't meet the KPI, maybe I'm not a top performer. So it kind of creates a fear. But I think that it's not really a fear, it's really a way for us to improve it, you know, improve our function. How can we effectively add value to the organization?

 

David Turetsky: 8:20

But Neena, they are actually going to be judged. So they are correct. The question is, is it really their responsibility? And so you talked about the different players in the, in the process, right? There's the hiring manager, there's the recruiter. But there's also the HR generalist who plays a role as well. And they should also help both sides understand culture, understand fit, understand short and long term need. So there really is kind of more players that have to come in and kind of play a part in the whole equation other than just the recruiter. So a lot of the recruiter is should or could be based on the pipeline and the health of the pipeline and the health of the requisition. A lot of the other things, whether it's a efficiency of the hire or the performance of the hire, and their onboarding, a lot of that also could fall onto the shoulders of the the HR generalist or the the hiring manager to be honest, right?

 

Neena Kovuru: 9:18

So, I think it depends on the organization, right? In most organizations, they will have the recruiters who are actually doing the functions that you have mentioned, like managing the pipeline, you know, what is the efficiency of the pipeline? In some organizations, like one of the things is they are looking at HR business partners, right? That is something that you're talking about the function where they are like your people, the liaisons, as you can say, between the HR and the other other departments or divisions, and they actually understand hey, what is the culture and so they could be an intermediate step that could help both the recruiters and the other department. But there is still a lot riding on the recruiter, you know, there is still a lot that people are depending on the recruiter. And I think that they need to do the due diligence rather than saying, Hey, I'm just going to pass it because hey, I got a business partner, he's got to take care of it. I disagree with that. I kind of feel like recruiters are the backbone of an organization. And it's very important for them to kind of understand, you know, what are the needs? What am I looking for? What pre screening should I do?

 

David Turetsky: 10:24

Totally agree, totally agree.

 

Announcer: 10:26

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: 10:38

So Neena, can you give us a couple of examples where the technologies actually failed the recruiters in the recruiting process? And also some other examples of where it's helped?

 

Neena Kovuru: 10:47

Yeah, you know, it's funny you say that, because I personally feel that technology fails recruiters when software is not effectively configured, or programmed to give the right results. Because you know, I have actually seen recruiting systems like net, find candidates that were highly qualified. But they were eliminated, they were not even considered like a qualified candidate. So it was an interesting situation. And you know, when I looked deeper, what I found is like the pre screening questions, they were very specific. And the scores which are linked to those questions, they were inappropriately ranked. And so you know, the system will not allow the recruiter to change the scoring after it has been set up and the candidates have applied. And so the recruiter now is they have been forced to go through all the resumes right to figure out well, who is really qualified. So I think it really depends on the recruiter to create the pre screening questions that can cast like a broad of net, to capture the qualified candidates. And

 

David Turetsky: 11:40

Yep, well, actually, to that point, though, we've actually seen the AI kick out qualified candidates and send that rejection letter so fast that you know, you

 

Neena Kovuru: 11:52

But I don't think the AI is there. I don't think AI can is, you know, there where we can utilize it completely, you know, because it's still developing. And, and another example, like, I'll give you, you know, that the technology today has not been able to provide is like a fully functional method that completely eliminates unconscious bias, right? So it doesn't exist. I mean, you have ways to mitigate the bias, like you can do nudging behavior change. But the key key, I think, is for recruiters to adopt, like a structural hiring process. You know, that's one way we can, at least, you know, make sure that we are doing something to mitigate the unconscious bias.

 

David Turetsky: 12:28

Can I touch on that bias issue for a second? A lot of times we see not just the process itself, but also go back to the requisition, go back to the job description. The job description, once it gets created, has words in it, especially keywords that people self select out, because they go, Ah, this isn't for me. And it's not for me, because the wording we use is very biased. And it's not on purpose. Of course, that's why it's unconscious. But it just it screams it and the technology, is there now to filter out that language, isn't there?

 

Neena Kovuru: 13:08

Yes, it is. The technology is there to filter that out. And and there are you know, like other I'm trying to think there was something else also we were using when like you know the names of individuals, like when people are responding to a job, right and a resume a lot of times there's just discriminate discrimination based on what your name is reflecting because of who you are, or from what location you came from. And there is technology today that says that they can screen it, but they have it has had its hiccups. And so it's I don't think it's like completely there. But hopefully in the future, we could use that so that people when hiring managers are hiring, they don't really know the person they can't really you know, have a bias based on that. They just look at the skills and the resume and they say, Hey, I want to talk to this person.

 

David Turetsky: 13:51

I know this might sound like an old example, Neena, but there's bias in which newspaper, you put the ad in. Whether it's you know, and again, that sounds very old fashioned, okay, I've got a lot of gray hair. I'm an old fashioned kind of guy.

 

Dwight Brown: 14:06

Newspaper?

 

David Turetsky: 14:07

But they have newspaper, they actually still use newspapers to look for jobs. But but but which newspaper you place that ad in, again, might be an old statement for a lot of you because you don't use newspapers anymore. But even which place you put whether it's on Ziprecruiter, Indeed, another one, Monster. Do you guys remember Monster?

 

Dwight Brown: 14:28

Oh, yeah!

 

Neena Kovuru: 14:29

I don't remember Monster.

 

David Turetsky: 14:31

Or some new sites like Careers.com! Whether you put your requisition on those sites, it really does matter which audience you're actually going to get back and there's some bias there, right?

 

Neena Kovuru: 14:44

Of course, of course. There. There is bias.

 

David Turetsky: 14:47

Yeah. And it's unfortunate. And we can't solve for all of it.

 

Neena Kovuru: 14:52

We cannot.

 

David Turetsky: 14:52

And I know Neena, I've interrupted you three or four times already. So I apologize. But let's talk about the positives though and the positive examples of technologies that help recruiters out?

 

Neena Kovuru: 15:03

Well, I can give you two simple examples. Like, you know, we tried out this time to video screening for candidates, like where they could answer a few questions with an allocated time. And interestingly, you know, we had some candidates who are like great resumes, and intro, and when they started answering, they had no clue even for like basic questions we asked like at the timed interview. So I actually felt like after using that, that this was a great pre screening tool that you could use, because, you know, now recruiters can actually focus their time and energy on truly qualified candidates not who appear on resume, but really understand the topic and talk on that. You know, another one I feel you can be truly data

 

David Turetsky: 15:39

Absolutely. driven is your if you're able to channelize the data that you have in all your HR systems. And we talked about this again, you know, last time when we were in the at the conference, and basically meaning that you are able to enable the visualization, right your your entire employee lifecycle. And if you can do that, then you can be more strategic and informed right in every phase, whether it is you're developing recruiting strategies, or you're optimizing your professional development, you can actually empower your leaders, right, because they can now base decisions on data by leveraging technology. So one of the things though, going back to Dwight's question, is education and being able to make sure that they get the most bang for that buck, right, making them more literate around not just the analytics, but around the data.

 

Neena Kovuru: 16:30

Yes.

 

David Turetsky: 16:30

Doesn't that mean doesn't need or mean that we need to do more education to be able to get the most out of that?

 

Neena Kovuru: 16:36

Yes, absolutely. Like I said, you know, training is essential. First of all, I mean, there are some good companies that provide first of all, basic education, right to understand on that that information, what are the steps that recruiters need to do to be more efficient, then they need to understand, well, what is the data telling me right? Understanding, you need to have training classes within our organization, not just for the recruiters but for everyone, because every area has data. And that's what I mean, when we say that, you know, having data for the entire organization now being able to tell the other divisions or departments and saying, This is what the data is telling me about your area, these are the areas you could improve. And these are the areas where you're doing fine. And maybe you keep, you know, keep doing what you're doing. So even for recruiters, right, they need to understand if this data is telling me this way, then I need to be prepared to recruit people differently, or continue recruiting a certain way, asking the same type of questions, or maybe advertising in the same area. So I think it just depends what what are we trying to accomplish? What is our business objective? Overall, you know, what is where is the organization going, and then we have to align all our questions and training in, in the story that the data is telling us to meet the overall objective.

 

Dwight Brown: 17:53

And I would also go as far as to say that in that process, because when you when you think of education, there's a defined start and an end that goes with that, but it the, you know, you think about implementation of of data and getting people to understand it, it's almost like an organization needs to also have ongoing, I'll call them translators, you know, because let's face it, data is a language. And you always need somebody there that knows the business but knows the data that can also help the recruiters and so that education ends up being sort of an ongoing process to and, and really, these are the analysts in the typical structures that you see.

 

Neena Kovuru: 18:35

That's it that is that is the reason that your HR team has to work with the HRIS area, right? Because you need someone, you first of all also need someone who has the vision and understanding of the data, who can help everyone understand what is going on. And it never ends, right because it's a journey, because your data is going to keep changing, you're you're never going to be on the same system, you're never going to have the same objectives. So you grow with the organization and the changes that are coming in the organization, and everyone has to work together to be successful, you can't just depend completely on one area of an organization.

 

David Turetsky: 19:11

That's really one of the things that I'm hoping for is that the training helps managers more so probably than even the recruiters understand the language and the process and the feedback loop they're getting from the metrics, so that they can constantly refine their process and refine how they interact with candidates, because losing that candidate is a really good life lesson. But learning from losing it is the better lesson and learning for the next time when you get the right candidate. And you're not you didn't necessarily see it, but the signals are there. And the feedback loop that you're getting from the entire process gives you those kind of lessons to make sure you don't make that same mistake again.

 

Neena Kovuru: 19:54

I agree with you. I mean, you know, they say failures are the stepping stone to success, right. So you learn from your failures, then you'll see something that you haven't done right? You obviously don't want to make the same mistake again and you want to put, Hey, how can I improve this process? Or how can I improve certain whatever went wrong, whether it's a system or a process or thinking, change it?

 

David Turetsky: 20:25

So Neena, what do you think is the future of recruiting from a technology perspective?

 

Neena Kovuru: 20:30

Well, there's a lot going on, but I'll say, you know, well, I can first of all, think like, chatbots, that are powered by artificial intelligence, you know, they could be programmed to analyze like key terms and resumes, maybe even initiate interactions with candidates ask them like a predefined set of questions. And, you know, if the algorithms are programmed correctly, I feel like then they can eliminate the bias from the recruitment process, right? Because it's all depends on how well the algorithms configured and programmed. And, you know, chat bots, I think, can be an effective tool in the recruiters toolbox in the future, because I don't feel they're doing everything they're doing today. Because today, if you ask them a question, it almost feels like, you know, I'm getting a predefined answer and stuff. So I feel like there is a lot, a lot of improvement. That means where I actually, like I'm talking to a person and not feeling like a robot or something is just answering my questions. So I think that it could help recruiters right, then they wouldn't have to spend many hours parsing resumes, or shortlisting qualified candidates, if the Chatbot actually worked the way it was, you know, we envisioned it to work. And, you know, I also think, like Advanced Hiring methods, like analyzing candidates expressions, thinking patterns, using AI technology, you know, that would be helpful, because now you're actually looking to enhance the quality of hire, right? Because now you're evaluating skills like teamwork, creative thinking, time management, communication skills, skills that we today cannot analyze, really speaking that way. So

 

David Turetsky: 22:00

Well we can when we do assessments, right? If you only candidate, a candidate, through an assessment, you can get that. The problem is, is that they're expensive and you can't do it on every single candidate.

 

Neena Kovuru: 22:13

You can't. And I also think like the assessments, and in some ways, the assessments are so pre defined, I mean, sometimes, you know, in discussions with other people, they say, we have done so many we know how to, you know, kind of fool the system to say. You know, but I feel like with the AI technology, you you may be able to ask questions in a different way, you know, that, that you are not used to, like, you know, so the candidates have to think, and they are answering on the spot, and they are, you know, the critical thinking comes in play, and I feel like the answers could be more, you know, the system could evaluate you in a better way. And, you know, like, even predictive analytics, you know, that also is something I think like in the future is going to play a major role, because, you know, it can help, right with predict, give it streamlining, sourcing, screening, and hiring, and, you know, maybe even interpret relevant information so recruiters can actually find patterns, like develop solutions and improve the recruiting strategies. I think that could be something in the future, finding correlations in the data, you know, kind of determine, hey, who's the ideal profile for my organization? So maybe, all this we can do using the new technology that will be out there in the future.

 

David Turetsky: 23:23

If they're integrated into the application hiring process, even better, right? It makes it a seamless experience, you're thinking about EX, or, in this case, I think it's CX candidate experience. And you're making it so that as they come in they're not feeling like they're being put in a queue, that that has to go through a robot before they actually get to talk to a human, that you're training the candidate and you're training the system and your training the process, in, here's how we're going to make sure that the process not only is enjoyable to the end user, who in this case is the the candidate, but also that they're going to learn more about themselves, you're going to learn more about them in the fit, and you're gonna be able to have more, more appropriate conversations about why or why they don't fit your organization, whether it's culture or skills or other things, instead of just having them get a I'm sorry, we love your resume. It's got lots of great experience on it, but we're going to go toward other great other candidates.

 

Neena Kovuru: 24:32

I agree.

 

David Turetsky: 24:34

Why didn't you like me? What was wrong about me? What's wrong with my experience? I'm a master at this. Why didn't you hire me? Because that all that does is tarnish your brand and your reputation.

 

Neena Kovuru: 24:45

And I agree with you, David, I think that the process also needs to be like engaging, right when you are actually screening that candidate. It shouldn't be this monotonous process we go through today. It needs to be an engaging process where you are actually trying to understand the person, just like you said, right? And they should feel like, okay, they're trying to get to know me to see whether I'm a good fit. And you know, the organization appreciates what I have, or how I can add value.

 

David Turetsky: 25:10

Exactly.

 

Neena Kovuru: 25:11

I think that is the key using technology to actually make the you know, get all your pre screening done. And then you bring them in if you want to, for any, you know, in person interview.

 

David Turetsky: 25:20

Right. Because, because for those recruiters who don't remember, I'll just share something with you. At that point, the person has filled out an online resume, or sorry, they filled out the online application form, they may have actually had to retype their resume or they uploaded it and they had to fix it. They had gone through some pre screening questions, then they're probably put in a queue, once all of their part of for that first application is done, they may get an email back saying, Oh, we've chosen you go through a second round. Now take this assessment. They think they may have done great on the assessment, but actually, they did terribly on the assessment, and then they get an automated or automatic response, telling them thank you so much for spending all that time with us. Yeah, we've chosen to go in a different direction. So recruiters think about Yeah, cuz explore your CX candidate experience and think about what you're asking them to do. And are there places within that, where you can make it a better experience for them and make something make maybe make something where they can learn about themselves and learn about why they didn't get chosen.

 

Neena Kovuru: 26:29

Yeah, no, I think communication is the key. And I would agree with you, there are many organizations you will never hear back. Or you are always left in one status. And you don't know, almost in the end, when you finally get that automated rejection letter. And you're, you know, you're like hanging in the space. And it's like, what happened to me?

 

David Turetsky: 26:47

And you either spent five minutes waiting, or you spent 50 days waiting to get an answer back months later.

 

Neena Kovuru: 26:56

I have seen this there are many, like, you know, months go by and you never hear back. And it's like, Well, where did it go? Is it in lala land and what happened to it? And so I think that's so important, because it leaves a sour taste in your mouth. And you, you really need because you're spoiling the brand of the company also right by doing that, because, you know, if somebody would ask me, this happened to me, I'll say, I don't think they know how to recruit because they never get back to you. They don't have you know, the the proper etiquette, let's say just how to deal with a candidate. And so it's affecting the image of the company. So the brand is so important, we all carry that responsibility.

 

David Turetsky: 27:34

Is it ghosting or is it gaslighting? I'm not sure which one it is.

 

Neena Kovuru: 27:37

I have no idea. Maybe ghosting, they don't talk to you?

 

David Turetsky: 27:42

It is. To your point, you just want to know one way or another. You want to know Yeah, yeah. Should I should I keep looking or not? Or is there a better job for me at that at that employer? After 50 days? I don't care.

 

Neena Kovuru: 27:56

Yeah, and you know, a lot of times, like a lot of times I've seen in organizations that recruiters say I'm handling too much. I have too many requisitions too many candidates, I think that's where they need to look too, to see well, what is the right optimal number, to make sure that the candidates do not feel that they don't have a good experience. Right? So ensure that you you're giving that positive message. So you know, make sure you fix like your recruiting area don't overload your recruiters.

 

David Turetsky: 28:25

Wise words. Yeah.

 

Dwight Brown: 28:27

And and there's so many opportunities to use the data to do that.

 

David Turetsky: 28:31

Absolutely.

 

Dwight Brown: 28:32

And we we missed the boat. So often with that, though.

 

David Turetsky: 28:36

This is one area of an organization, especially the HR organization that is flush with data.

 

Neena Kovuru: 28:43

It is. And we can make so many improvements just by looking. Simple, low hanging fruits are out there, right? If you really want to make some changes, you can make simple changes under can be still very effective. So Neena, we've talked a lot about the role of data in the

 

David Turetsky: 28:57

Absolutely. world of recruiting. We've talked about how companies can effectively use data and can train all the different participants in the process. We've talked about a few of the examples of failures as well as positive technologies in the recruiting world. We've also talked about potential future and what could be in the world of recruiting. Anything else you want to cover before we close?

 

Neena Kovuru: 29:34

No, I think we we were focusing more on recruiting today. So I think that that's cool.

 

David Turetsky: 29:40

Awesome. Neena, thank you so much.

 

Neena Kovuru: 29:43

Thank you for having me. It's a pleasure.

 

David Turetsky: 29:46

Absolutely a pleasure for us. Dwight. Thank you, as always.

 

Dwight Brown: 29:49

Thank you for being here with me. And thank you, Nina for joining us for this.

 

Neena Kovuru: 29:51

Thank you.

 

David Turetsky: 29:53

And thank you all for listening. Take care, stay safe.

 

Announcer: 29:59

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.