Adriana DiNenno was our guest for this, the latest episode of the 3Sixty Insights video podcast. Adriana has an intriguing dual role at Infor. As product manager of Infor People Solutions, she plays a leading role in informing the development of Infor’s solutions for talent in the workforce. She also helped found and co-chairs Infor People Wellbeing, an internal group focused on — as the name implies — supporting positive employee sentiment there. Note that the word is people, not employees. Increasingly, vendors and customers of software for human capital management are officially referring to their employees as their people, a more human term.
As co-chair, Adriana had a vision to help create a place where Infor’s people can prioritize their mental health insomuch as it intersects with their work life. It’s an area often overlooked in the world of work. She quickly came to the realization, however, that Infor People Wellbeing would and needed to encompass the full gamut of wellbeing — not just the mental health aspect, but the physical, the financial, the environmental, and the social. “There are all these dimensions of employee well being,” she says. “So there couldn’t be a better name than Infor People Wellbeing,” which happened to fit perfectly with the area of product she helps manage (again, Infor People Solutions).
As we have learned on #HRTechChat over the past year, most roads in the employee experience lead to the intersection of concrete and abstract HCM — the idea that easily and not-so-easily quantifiable activities in HCM are interconnected and holistically bear on organizational success. Over the course of our conversation, Adriana and I brainstormed several not-so-hypothetical examples, and it’s worth noting: An organization’s people’s overall wellbeing may not be easy to quantify in a way that shows the potential impact on the business, and yet employee wellbeing undoubtedly affects productivity.
I very much enjoyed chatting with Adriana, a dynamic member of the team at Infor, and encourage everyone here to view the full episode.
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Brent Skinner 00:00
Hello, everyone, and welcome to the latest episode of HRTechChat. I am very pleased to have with us today, Adriana DiNenno, who’s going to talk to us about her dual role at Infor. One is product in product management and the other is product managers management for enforced people solutions. And the other the other role of hers which is very interesting is she’s co chair of the Infor people well being business resource group. And well being as is never been more important. We’re hearing a lot about it in the space. And Adriana and I are going to discuss the rise of it and how it kind of interestingly fits into what we’ve been talking about quite a bit this year at 360 insights, which is abstract and concrete HCM. So, so welcome. Adriana. Thank you for joining us.
Adriana DiNenno 00:54
Hi, Brad. Thanks for having me here this morning. So,
Brent Skinner 00:58
yeah, yeah, I’ve been really excited for this particular episode, you have a very interesting role at Infor. And maybe we could focus on the business resource group for a little bit here. Am I correct? In recalling that you found it or you, you sort of championed the founding of this group and add in for?
Adriana DiNenno 01:25
Yes, I did. So actually named it too. So in for people solutions had previously been named Human Capital Management HCM. And that was a buzz term, you know that years ago was more acceptable and normal. They are now which is we are people solutions, we focus on the people and within HR. And so when this group was first starting, I really I went to the head of HR with the idea to have something that focuses on mental health because of how important mental health is in our society. Not sure if everyone knows, but right now one in two people has a mental illness. And it’s a you know, it’s a real thing. And so I went to the head of HR, and we got the group started. And I quickly realized it’s way more than just the mental, you know, it’s the physical, the financial, the environmental, the social, and there’s all these dimensions of employee well being. So I couldn’t come up with a better name than in for people well being and then it happened to fit perfectly with people solutions, right? Because they’re all kind of swarming in the same area. So
Brent Skinner 02:50
yeah. I think it’s a great name for the for the resource group, a resource group, excuse me. And it’s, it’s very interesting, we hear about financial wellness, we’ve been seeing this crop up in discussions around payroll and earned wage access solutions, and all this kind of stuff. I just want to go back, though, because I think it’d be great to park on this for a little bit is mental illness, right? Or mental challenges, even if you’re not mentally ill, you’re still facing, you know, pretty tough, steep challenges mentally today. And that really surprised me, though, one in every two people. Yeah.
Adriana DiNenno 03:37
You when you say that it could be temporary, or chronic, or permanent. Right. So I know at certain points in my life, you know, when my mom passed, I was having more mental health challenges than other points in my life. So it can be temporary, it can be more heavy at certain points than others. We’re all people and we’re all experiencing life as we’re trying to work and you know, have our personal things. So
Brent Skinner 04:12
you know what, you brought that up, and I’m sorry for your loss. And you You’re welcome. bereavement though, let’s talk about bereavement. Because that I mean, if you want to talk about concrete and abstract HCM and how it fits in with what you’re doing with people, wellness people, well being, excuse me, I mean, scheduling software account, being able to adapt, adapt very quickly, flexibly to let’s say you’re jumping around a bit I’m having trouble getting this out. Let’s say let’s look at an example right let’s think about like retail, the retail, like a floor associate at a let’s say like a mid mid tier, we will say Walmart, let’s say target, right? As Walmart’s go to example, we’ll go with target this time.
Adriana DiNenno 05:08
Brent Skinner 05:12
Tarjay, as I’ve heard it called,
Adriana DiNenno 05:15
I never get out. So
Brent Skinner 05:17
me too. They have some they have some good candy selections there. And they, at one time, they had red hearts, which are my favorite those hearts cinnamon candies, I’m sure they’re really bad for you made with Red Lake number five, or whatever it is. But they taste great, though. I digress. Let’s say you have a target floor associate, who suddenly has a death of a close family member. Right? And I mean, you have as an organization you have, it doesn’t change your scheduling needs, right. And we’re not qualifying that as good or bad. The show must go on, right. And so you need a scheduling software that can account for that very quickly, maybe with a quick shift swapping that can help facilitate somebody bereavement time that they need to take right away, that sort of thing. And that’s a great example, I think of how concrete and abstract HCM really the confluence of the two because when you think about scheduling software, for instance, timekeeping and all this, think of at first blush, it just seems like this seems like concrete HCM. Just to clue in viewers who we’ve been talking about abstract and concrete, not realizing that there might be some people viewing this that haven’t heard this concept before. Concrete is all this stuff in HCM that’s easily quantifiable, measurable, it’s a lot of that administrative work. And a lot of that stuff that just takes a lot of time to get right needs to be tamped down and tight in your in your HR department, then abstract HCM is all about employee sentiment, employee engagement, how are your employees feeling about the job? How are they feeling on the job. And ultimately, this, you know, the aggregate of the of these have this employee sentiment, eventually sort of Informing or being the basis of your employer culture and your employer brand. So that’s apatite HCM? Well, this is a great example, you know, employee well being bereavement scheduling software that in a very concrete way is able to adapt very quickly. But it has an enormous impact on employee sentiment for that, that person. And in particular, yeah, and
Adriana DiNenno 07:36
I can add some flavor there if you want, using your examples. So you know, it’s great. And we’ve been doing it for years that you know, you have scheduling software, and you can give people the concrete time off, you know, and maybe do a shift swap, and we have our all of our systems are, you know, they’re very much integrated, and they work together. Like we have workforce management where you can do that. And that’s the one side of it is giving you the time off, whether it’s a mental health day, a bereavement day, or whatever. But then the other side of that, that I think is just becoming coming to more fruition is the intangible part of that, which is the employee sentiment. And that’s the part that I think’s been missing. I mean, even back when my mother died, I got my standard bereavement and life went on right afterward, it was as if never happened. And I think what’s happening now is through these types of groups, as well as you know, so that’s something that may just be a process versus the process being supported in the software, you know, having the ability for the employee to know that they have a support system, people around them that care. And so like Infor, for example, we have this group, we just had someone approached me and our co chair that they want to do like peer to peer with cancer. So if you’re a cancer survivor, you can like give advice to someone going through treatments, or you know, if you’re a person that experienced someone passing from cancer or caring for someone with cancer that you have, someone you can talk to, but so we have the group and the emotional parts that come with it. But we also have tools in our software to check in with your employee we have manager to employee check ins. And if managers are using those tools appropriately and saying hey, how you doing, like on a scale, I think our check in says like one to 10 How are you doing a And, you know, we have just different totaling within the software to really engage with that employees. So
Brent Skinner 10:08
no, that’s the so you brought up a really good point, you know, this sort of having the support system in place a human support system and in place at work, and that’s an organizational culture thing. And it’s very important. And you also speak of, you know, the software, being able to facilitate a manager check in and, and this is maybe you could help me understand. Because we hear a lot about this. And, and I always think, I think to myself, just, I’m just being devil’s advocate for the sake of the discussion, I’m not saying I necessarily deserve this, but you know, someone might say, Well, okay, why don’t just have the manager pick up the phone and call the employee or stop by their desk, or send them a text message, you know, if they’re Millennials or Generation Z, because they hate phone calls. Being Generation Z, X, myself, not z, I wish, X, I’m kind of equally comfortable with text and actually, like text more than phone calls to if we’re being honest. But what’s this stuff? What is it about the technology itself that that delivers more value there, and we talked about an instrument that’s like a Likert scale that’s built into the system, so they can kind of punch it in and, and like, you know, that the manager can send the link? I mean, imagine that I imagined, like, ideally, it would be maybe a zoom call and embedded into or whatever, whatever. You know, were you were using MS. Teams, viewers, were using MS teams today. But you know, something that embeds into whatever video conferencing software you use, so that it can be a conversation and also a link that’s automatically shared at the same time. It’s like, can you just ask, sir, I
Adriana DiNenno 12:04
can. I can try to give some insight in there. I mean, I guess, yeah, there’s nothing that beats a manager one on one. And we’re not saying that, you know, manager, one on ones are important, you know, maybe once a week or, you know, bi weekly, whatever with you and your manager. But there’s something also to be said about the written word. And maybe that’s just the journalism major in me. But I know we have a system called the rape system, where you send a rape to somebody and it’s kind words about the person. And so I know, I have a co worker who just went above and beyond to help me with something. So I logged to read for him today. And I said, you know, thank you so much, for all you do for me. And if I don’t say it enough, thank you. Could I have just called him on the phone instead? It Yeah, I do that. But it also went to his manager, and his other managers, and there’s something for him to have that to be able to print it out, hang it up, if he wants to. There’s something about that. And there’s also something to be said about, yeah, you and your manager sit down once a week and talk for half hour, but if you just need a quick check in one of the days to say, you know, working on this how to blocker, then it doesn’t have to wait an entire week, you know, and let’s just face it, things happen. I know, people get sick, and you may have to cancel the one on one, because you’re working, you know, you’re still working, but your voice is gone or something you know, like or you’re just not up for a call because you may not be feeling good that day. So I think technology does come into play with it, but I think it also supplements having the good HR process. So
Brent Skinner 14:02
yeah, yeah, he makes some great points, you know, the, B it is not technically true, but that that rave being in the public domain, the public domain of the greater domain of observe observable by your peers, right? That’s that that’s, that feels good. You know, I’ve been at employers in the past where there’s something similar, a little bit more antiquated, but where someone can post basically a, you know, a compliment or extolling somebodies performance on some project and everyone can see it and in it and it does have a nice cascading effect and it does have you know, beyond the point to point effect. So, obviously is the person who’s the recipient of the compliment or the rave or whatever you want to call it, right? However you brand a compliment, right? There beyond the person receives that compliment, right? It does lift all boats, right, it has a positive residual castes are, I think a better word is cascading effect on the rest of the organizational population. And so that’s, that’s a, it’s, it’s, it’s like, feeding the organizational culture. Good nutrients, right? So are you kidding me? Or, you know, a nice, sweet, you know, even like, like junk food tastes good to you know, not that compliment is junk food. But the idea I’m trying to take this metaphor too far.
Adriana DiNenno 15:51
Now, but yeah, now becomes contagious, and people like it, it also gives the person who’s giving it just as much gratification, I know, I just signed up for Christmas, to buy a child at our, at the church, like a present, and it gives me a lot of joy. It’s like the same feeling like, I feel so happy with the fact that I could just do that tiny thing. So it’s kind of the same type of feelings that like, happen in your brain. So yeah, I think that that’s the part of the abstract along with, like, you know, feeling recognized, because it’s important that we feel recognized and that we belong. And I think that all part is what’s always been missed in the age, HR systems. And that’s now our focus is shifting to say, okay, you know, how do we retain this talent? How do we recruit new people, and people want to come to an organization where they’re going to feel like they belong, where they’re going to not want to have to leave the job. I know, one of our, the co chair for my group, there’s two of us, she’d started, right. Um, she’s pretty new to Infor. But she started right after she or she became a chair right after she joined. And one of the reason she decided to join in for was because we have these types of groups, you know, we have this one but we also have private in for we have blackout in for women and in for and they all very much work together in a lot of ways. And that was a deciding criteria for a candidate and looking for a new position. Whereas 10 years ago, that wouldn’t have been the case, right? I They these weren’t even a concept. So
Brent Skinner 17:56
that’s very interesting. So what I’m hearing is something if I’m running a field a little bit here, but what I’m hearing is that, that you folks are, you are with some intentionality, some premeditation, right. You’re hiring for, for cultural fit.
Adriana DiNenno 18:17
We hire for talent and cultural fit, correct? Yeah, I think it’s, it’s the whole big picture. And in our software, we try to give you the tools to do that to like higher equity, making sure that your hiring workflows promote an equitable process, that you’re looking at all aspects of the employee, like we have a talent science tool where I actually just took the behavioral assessment. And I have to say it was dead on like, it gives you a behavioral assessment, and we give them to new hires. And we’re going to have a lot of employees be taking them as part of our BRG. And it gives you like, Information about yourself. And it can kind of like, empower you to know where your strengths are, where you may be, you know, where not that it’s not a strength, but where you may, you know, be a little Oh, age around it, you know, in this area, she requires more recognition. So that you’re kind of aware of, it’s kind of like the personality test in a way. Okay, so Myers Brigg one from but way better. Yeah.
Brent Skinner 19:39
Oh, yeah. The psychometrics and psychometric instruments available today. They blow Myers Briggs out of the water. Yeah. This is not your father’s Myers Brigg. Yeah. It’s interesting. I was this is so fascinating, wasn’t expecting our conversation to sort of veer into behavioral testing, but, but or personality testing and but soft skill testing, testing is but we would call it but that’s, that’s really smart. I mean, if you want to become an agile if you want to cultivate an agile workforce, right? Where internal mobility, and I guess external mobility recruiting hiring people, right? If you want to
Adriana DiNenno 20:33
avoid hiring process, yeah, it equitable
Brent Skinner 20:37
hiring process, but if you want to be as well-oiled and have a machine as possible, and you’re, you really are hiring, whether it’s internally or externally, as accurately as possible for the best potential success, then you really need to be, you really need to be incorporating these soft skill assessments into your, into the process. So that that’s it, and some viewers here will, may have noticed that we’ve had previous episodes where we talked about that, at the intersection of artificial intelligence as well, because there’s a lot of there’s a lot going on, in artificial intelligence right now in terms of helping their tools to help companies develop an ontological, you know, figure out what’s the ontology of their, you know, their soft skills internally and all this kind of stuff. Right? And, and, in my opinion, those efforts are, they’re well meaning and we need to we need to, you know, sick the AI on that stuff, so to speak, right? The same time, it’s not Informed by solid in depth monitoring psychometrics, then we might be going in the wrong direction or, or moving too fast.
Adriana DiNenno 21:56
Yeah, and I think that’s why we were considering for all the business resource groups, having everyone take these behavioral assessments as well. And I know, everyone does currently take them on higher, and we do incorporate that into people solutions. So yeah, there’s lots of different ways that, you know, that that can be done. So
Brent Skinner 22:24
I’ve just, I’ve been in this space long enough that sometimes I forget things, but all of a sudden, I’m remembering what is there is a there’s an Oregon, there’s a vendor that Infor acquired a while back that that is, I believe, is the origins of this, is it people answers? Oh, well, yes, people. Okay, people answers. Yes. Okay.
Adriana DiNenno 22:45
That was the origin of this. And then Infor. Acquired Lawson, which is the origin of a lot of the HR.
Brent Skinner 22:54
So that’s right. That’s right. What are the what are the plans that in for around artificial intelligence? where it intersects with this specifically?
Adriana DiNenno 23:05
Sure, yeah. So we have a artificial intelligence product called Coleman. And we have that what’s really neat about all of our solutions, is that you don’t just have HR here, and an ERP over there. And like, all these systems, just not talking to each other. They all speak to each other through Infor operating system in Port au s. And so you can be using your distribution ERP, your manufacturing ERP, your health care suite, like we have a clover leaf is a major player in that market, what like what the epics and you’re using that tooling. And it integrates, and it’s very interoperable to all the other solutions. So people solution is your answer to HR, as you know, us while using your ERP or your healthcare system, and we have a data lake that stores all the data and then we have the Coleman that kind of does the artificial intelligence and within people solutions we’ve been and we continue to add more and more AI use cases. So that you know, to support that so for example, one of the products that I manage right at that I’m is in my portfolio, which with COVID-19 has just been like it’s occupational health and employee safety. And speaking of well being, it’s, you know, are your employees vaccinated, you know, did they get the flu shots? Was there a safety incident and we provide that in our, our people solutions. And one of the things that I’m doing is adding some more AI use cases for these modules to say, Oh, you had a COVID-19 exposure, okay, you need to be assigned automatically a health component of COVID-19 test. So we kind of are always looking at the latest and greatest AI use cases. But we do have our own for that. And it does talk to all the systems. So
Brent Skinner 25:38
yeah, that’s interesting. Yeah, yeah. Smart. You know, you touched on something that that that we’ve talked about recently, at 360 insights in this idea, we talked about it within the confines of, of HCM itself, right, knocking down silos, which is not a new concept in HCM but, but I really do, you know, believe is my opinion that the conventional silos the traditional taxonomy of HCM, you know, that it’s, it’s, it’s useful still, in terms of discussing the various components of HCM, it helps in conversation, but in practice and application, it’s, it’s a big mistake to think about HCM as being each of these, these parts, you know, they’re all intertwined, you know, and we’re seeing this more and more, for instance, Learning and Performance Management, it’s almost there, almost inextricable at this point, I would never advise an organization to just do one or the other, definitely want to have them intertwined and, and obviously artificial intelligence to help to help Inform that. But yeah,
Adriana DiNenno 26:54
I agree the silos are, are not good for this, the solutions, you know, when you have people solutions, it’s not like there’s a module with diversity, equity inclusion, it’s intertwined throughout the whole experience, like all the things that you’re doing, as you’re processing pay, as you’re hiring talent, it’s considering these concepts throughout the experience. It’s not like a one report, and you’re done. Right, which I think in the past, it was like, Oh, we have a few reports. We’re diverse, right? But that’s not you know, we have a report that shows you how many, you know, of each race or of each, whatever. And that’s not what it is, it’s, it’s really threading those components throughout the whole experience. And then having those systems speak to each other, and, you know, not work in silos. And that’s why our product group we all very much work together. On even though I have a product manager that maybe just focuses on payroll, or benefits, or talent acquisition, we all very much communicate together to eliminate those silos as we come up with the big pictures. Yeah,
Brent Skinner 28:17
and I know, that Infor talks about industry solutions, which is really smart. And, and just to take that knocking down silos and concept that, you know, frankly, you can apply that same idea to the entire enterprise, right, you know, we talk about the enterprise’s having enough, there’s a there’s a financial applications component, there’s a, there’s a, there’s a CRM, there’s a you know, there’s
Adriana DiNenno 28:44
inventory, there’s, you know, there’s just so many different
Brent Skinner 28:50
supply chain management, you know, all these things, right. And sometimes, you know, there there are some needs, where were you, you know, you really just need an SCM, you know, you know, that that’s essentially what you need. But in, in a lot of cases, it’s and so that and so that the various domains of the of the enterprise will persist in terms of being individually distinct parts of the whole, but at the same time, if you’re talking about solving for industries, then it frees you from a from a conceptual standpoint as an organization to look at any given potential customers. Challenges, right and say, and not have to think, you know, you’re almost not forced to think about solving for their challenges in terms of, okay, well, I’m scheduling in attendance I have, I have performance management, and I have this, this this enterprise asset management solution. Okay, you need these three things, right. It’s more about looking at edit, holistic, I hate that word, because we use it all the time, but it doesn’t look by looking at it holistically, and then and then building like the components of it so that every single solution iteration of solution across your entire customer base might be some different combination of the various individual’s solutions that that the vendor has. Yeah. Does that mix? Yes.
Adriana DiNenno 30:23
Oh, it makes sense. And to your point at the beginning, it’s a combination of the concrete and the abstract now.
Brent Skinner 30:31
Yeah, it is, if you’re, that’s the other thing is concrete and abstract doesn’t apply just to HCM. You know, there are other aspects to it. If you think about everything is concrete and abstract, everything that we do concretely and everything that happens in whatever domain of the enterprise you’re in, there’s a concrete component, and there’s an expression of it that’s also abstract in that, in that it, it affects or has an influence on employee sentiment. You know, in HCM, we like to think that HCM is where HCM technology is where that concrete has the biggest sort of abstract impact. But it’s not the only place. You’re right. And this is an idea that we’ve been the we’ve been floating around. And you know, where I don’t think HCM is just about HR anymore.
Adriana DiNenno 31:29
Yeah, I don’t think so either. No, yeah. And can you elaborate more on why you think that so?
Brent Skinner 31:34
Well? Yeah. I mean, you have so, you know, you get we look at deals sometimes, you know, and who are the stakeholders involved in deals often? More and more so Chief Operations Officer, right? Because they
Adriana DiNenno 31:48
definitely, yeah, 100%. It’s, it’s not just, you know, often they didn’t really understand what the needs were, to our point about the abstract and the abstract is hard to quantify. And so I think more and more it is, and I think that HR generalist role is becoming a different type of role in this, this realm. I just was HR tech, and they talked about that,
Brent Skinner 32:19
well, it has to become totally agree. And it’s, it’s, it’s, uh, feels validating to hear that others are essentially saying similar things. But it needs to, it needs to evolve. Because if HR generalist role remains focused or fixated on sort of, you know, streamlining the administrative tedium, then what happens once that is successful, that effort is successful. Where does that leave HR? Each? Oh, yeah,
Adriana DiNenno 32:51
they were talking about the same thing at the conference, which is where I came into contact with you afterward.
Brent Skinner 32:59
Yeah, that’s right. That’s right. Yeah. Yeah, everything is so serendipitous. It’s wonderful.
Adriana DiNenno 33:05
Yeah, that was like, the most fun for me to actually go somewhere. That was the first time I’d went anywhere in like years because of the pandemic. So
Brent Skinner 33:13
yeah, yeah, I was in Florida in late September. Also, first, first trip, whenever one of our one of the vendors obviously had their user conference, but it’s, he think about, you know, come in, we’re running out of time here. But but, you know, a lot of companies they have sort of frontline workers, right? I mean, if you think about it, HR, where’s HR, that person’s mind? Nowhere, really, I mean, it’s, you know, that it’s, it’s about that person’s relationship with their manager. And that’s where the employee experience happens, right. And so it’s the manager who has an impact on the employee experience. And so you want technologies that are going to make the manager and the employee, they’re going to make their, the concrete aspects of their jobs as streamlined and intuitive as possible, so that they can spend more time. So the manager can spend more time thinking about the employees, employee sentiment, and also you need you need an organizational culture that, that that fosters that that values that right in,
Adriana DiNenno 34:29
thinks about the manager sentiment. Right now, one of the most common things that’s happening with management is manager burnout. So employee burnout, but manager burnout. And I think that’s the first time we’re actually acknowledging and talking about that, but there’s a lot of pressure on them. They’re an employee to just like the employee, so
Brent Skinner 34:52
you’re absolutely right there people to managers or people to get Oh, yeah. I’m getting him chuckling. because it’s funny, I love that you brought it up because yeah, we talked about the manager employee relationship, and we were so focused on the employees feelings, and what about the managers feelings,
Adriana DiNenno 35:12
you know, managers and employee, it’s almost like when you talk about an actor, and they seem like this, you know, this superstar, you know, that they’re not a person. And it’s like, no, no, that’s a person too, they have feelings. And you know, and a manager, just like the employee, they’re a person and they have feelings, and they’re part of, you know, they’re a little different than the employee, but at the same time, they’re experiencing a lot of the same things we talked about. And we have management, that’s part of our BRGs like our business resource groups, and I love the perspective they bring I love when they attend. And they do attend. And one of our things that we want to do is more manager training. Because I think it’s important as well. So that’s definitely something that our groups are going to be looking at. Yeah, there
Brent Skinner 36:09
needs to be a support group for support for leaders sort of thing as it made me think we said managers or people to it’s in you brought up the idea of you know, the superstar like the movie star, maybe the rock star, it occurred to me yeah, let’s say you’re on Facebook, you’re looking at your friends, family pictures is their day to day and it’s interesting because you, you want to see what your friends are doing what their families are doing but when you see like an actor’s this is this is like this basically explains the paparazzi right because it’s such it’s such a novelty right to see that that that uh, that you know ALPA Chino or I don’t know, dead mouse or whatever. They had an actual family life like a regular life in the background. And we almost all go at it because it’s, it’s such a novelty, it’s so it’s so novelty to our brains to think that these people are normal to and so we’re actually kind of almost sort of just marveling at the at how mundane it is. Which is really interesting. Yeah, it is. Yeah. Well, thank you so much for joining us. Yeah,
Adriana DiNenno 37:33
I love the conversations. And you know, I hope you have a good weekend. And I thank you for having me on here. So it’s
Brent Skinner 37:42
been it’s been fantastic. Keep doing a great job with your with your, your resource group, and then you just really doing great stuff. And this has been a fantastic conversation. So thank you. So thank
Adriana DiNenno 37:55
you, I definitely can’t do it without the people. So the people are what is making that group amazing. And it’s their participation. And it’s they’re embracing the group I’m speaking of. I’m a leader in a way of the group, right. And I only have so much capacity I you know, I’m a mom of two and I’m a product manager. And you know, I’ve got my own set of mental health issues. And I can only handle so much. And what’s been really amazing about the group is people stepping up and saying, Okay, I’ll write all the communications, I’ll do this part. Well, let’s divide and conquer. Because it’s, it’s it takes an army to do this. Like, it doesn’t take just me wanting the group to succeed. I mean, it takes a lot of people who believe in it, and the organic pneus of the group for it to succeed. So I, I am I just want to point that out that it’s definitely like a huge team effort. It’s like, you know, my six year old she requires an army to see.
Brent Skinner 39:03
So as a three year old and in one and a half year old and they require two armies.
Adriana DiNenno 39:12
Seven year old they’re only 13 months apart. So I just want to
Brent Skinner 39:21
Yeah, sorry. We’re talking over each other. But I just wanted to say that you just described the success of a group very, very well. It does. It takes it takes everyone. And I think you put that very well. Yeah. You have a wonderful weekend too. Thank you so much. Okay, thanks.