Name: Building Skills That Scale: Unlock the Talent on Your Team
Uploaded: 2026-03-25T19:15:58.990Z
Duration: 38 min 36 s
Description: Building Skills That Scale: Unlock the Talent on Your Team

Transcript for "Building Skills That Scale: Unlock the Talent on Your Team": Welcome everyone. Today, we're going to explore how the latest trends in training and development can help your business get the most from the team you already have. We'll look at how to strategically upscale and retrain your people with the tools and strategies that build agility and long term capability, strengthen retention, and turn your internal talent into a competitive advantage. Throughout this webinar, you can submit questions via the Q and A tab just to the right of the screen there. We have a few folks in the back end who are helping support this. Now we may not be able to respond to every question, but they are all very helpful for us to create future resources like this to help strengthen your business. Also speaking of resources, you can access related online article links, a printable PDF of today's slides and more in the docs column at the right at any time. And then after the event, we will be sending a follow-up email with a recording and you can get all of these resources then as well. One last housekeeping detail and please note this presentation does not constitute legal advice. This is for informational purposes only. And now I'd like to introduce our speakers. With twenty years of leadership, learning and development experience, Susan McCoy has a proven track record as a learning instructor in the fields of personal and professional development, human resources, and life accident and health insurance. She has specialized in training for employees across all levels to support career growth and improve organizational capabilities. She holds a project management professional certification, and she's managed various service and HR related initiatives for the past eight years here at Paychex. Jacqueline Sciammarella is a human resources professional holding senior certification credentials with the Society for Human Resources Management or SHRM and Human Resources Certification Institute. With more than twenty years of progressive consulting and operations experience, Jacqueline has a comprehensive background managing employee relations, training and development, risk mitigation and strategic planning resulting in strong partnerships with business leaders in various industries across The US. She welcomes the challenges that come with the ever changing landscape of labor regulations and HR management. So now I'd like to go over what we're going to be covering today. For the next half hour, it's going to be a lot of ground. We're going have information tips and some real client stories around developing skills that scale, engaging and retaining your employees and planning for the future, getting buy in on your training programs from leadership as well. We'll also discuss new training technologies such as including AI in your program to upskill employees, And we'll show you some tools and resources you can use to learn more as you begin to expand skill building at your business. Now if you already work with one of our HR professionals and want to begin incorporating today's concepts into your business, please reach out to them. And as we move through today's presentation, if you decide you'd like to explore how one of our HR professionals could help your business tackle challenges like this, please click the button in the upper right to request a callback with one of our team members to discuss how we might be able to support your business needs. And now I want to take a moment to hear from you, our audience, about what you're experiencing. So let's kick off with a quick poll. Now you should see the polls tab open on the right side there. Be a little red dot next to it there. Just go ahead and mark your response and click the submit button. The question is, what is your biggest challenge in developing your team's skills? Is it lack of time and resources to identify the skills? Is it, keeping skills relevant as roles evolve? Is it actually engaging and motivating team members to even be trying to do this? So let me get a feeling for how you're all doing. What are the reactions here? I know it's a lot of people think, yep, I was guessing it was going to be lack of time and resources. But very interesting, Susan. I see that engaging and motivating team members was right there as number two as they keep piling on. Keeping skills relevant as roles evolve, also very interesting. So what are you thinking when you see these results? I am watching the numbers climb, and I was thinking, I'm not surprised. And I'm excited, that this is how folks are responding because we're gonna be talking about all of these things today. So that's great. Excellent. Alright. So speaking of skills, we'll start by talking about some ways that you can help your people develop skills throughout their careers. The workplace is evolving faster than ever before, and organizations are feeling the pressure to keep up with new technologies, changing employee expectations, and shifting skill requirements. Because of this, training cannot be something that we only think about when a problem occurs. Instead, organizations have that opportunity to prepare their teams now for what's happening next. One trend that we're seeing is the growing use of AI in training. Everyone's talking about AI. AI can help personalize those learning experiences, recommend content based on employee needs, and even assist in creating training material creating training material more efficiently. Another important shift is toward microlearning and on demand modules. Instead of longer one time training sessions, employees increasingly are benefiting from shorter, focused learning opportunities they can access when they need them. The approach fits better with busy schedules and improves knowledge retention overall. We're also seeing organizations moving from reactive to proactive training. Rather than waiting for performance issues or compliance gaps, companies are identifying skill needs early and developing their people ahead of time. There's also a stronger emphasis on skills based learning. Organizations focusing less on job titles and more on the specific skills employees need to succeed and grow within the organization. Finally, immersive and experiential learning is becoming more popular. This includes simulations, role playing, and hands on activities that are allowing employees to practice real world and real work scenarios in a safe environment. Altogether, these trends are creating a big opportunity for organizations to build training strategies that are more flexible, engage engaging, and are focused on long term growth. Jacqueline, what are you seeing with, some of our clients today? Yes, Susan. Sure. So what you're describing here, these trends, we're really seeing them take shape shape out in the field, and there are a few that especially stick out to me that I wanted to cover today. Microlearning and on demand modules, along with the shift from reactive to proactive training, Those are huge for our clients right now. So just to share a quick little story on the topic of microlearning and on demand modules, I actually work with a client in the retail industry who used to require their employees to attend these half day in person training sessions. And it became really clear that this just was not working. Employees were overwhelmed. They weren't retaining the information, and pulling them away from the floor for hours at a time was not helping anyone. It was just time consuming and honestly pretty ineffective. So I partnered with them to modernize the entire approach using the micro learning and on demand tools that we have here at Paychex. Instead of long classroom style sessions, we built out short three to five minute modules their employees could access anytime throughout the workday, even right from their phones. They could quickly review trainings on product knowledge or brush up on ways to handle different customer interactions without having to leave the sales floor for half a day. And the difference was immediate. They saw higher completion rates, faster employee onboarding, and overall more confident employees delivering a better customer experience. It's really amazing how much impact small, digestible learning moments can have. Now the other big shift we're helping clients make is moving from reactive training to proactive training. As HR business partners, this is where our collaboration really comes into play, helping our clients identify what they need, when they need it, and how to use our technology and resources to get there. So let me share another quick example on that note. Another client I work with owns several very successful restaurants in New York City with over 500 employees. And we all know the restaurant industry moves fast. Right? It's extremely competitive. It tends to have very high turnover. And when I first started working with them, they told me that they had big plans to expand. But this constant churn of backfilling positions was eating up all of their time and energy. So it was hard for them to even think about growth, let alone plan for it. So after digging in and reviewing their processes, we worked on shifting them toward a proactive training strategy. We started by identifying skill gaps and high potential employees and building development plans that not only supported current roles, but also prepared people for future leadership opportunities. And this changed everything. Their turnover started to drop. They built a strong internal pipeline of future leaders. And when the chance finally came to open a new location and fulfill their dreams that they talked to me about, they already had people ready to step into these roles. By taking a proactive approach, we align their training with their long term goals, which made them more resilient and better positioned for growth. And now, instead of scrambling to fill openings, they can actually focus on the exciting parts of expanding the business. Rob? That's great, Jacqueline. Mean, what a what a great real life example of the difference it can make getting ahead of this. Now in our poll, one of the top issues was employee engagement and retention. So I'm curious, Susan, how does adding skills help with that? I mean, training employees, I know it does more than improve productivity, but how does it play with engagement and retention? So one of the biggest misconceptions that organizations have is that if they invest in training their employees, those employees might leave and take their skills elsewhere. However, the opposite is is actually true. Employees today are actively looking for opportunities to grow, learn, and advance. When organizations are investing in their development, employees are more likely to stay engaged and are more committed to where they are. Employees are hungry for career growth. They wanna see a path forward and understand how their role can evolve over time. When leaders are making that development a priority, it helps to attract new talent and retain the strong team members that they already have. One way to support this is by enabling career pathing. Now this does not have to be overly complicated. It simply can mean helping employees understand what skills they can build and what opportunities may exist for them in the future. Another important piece to this is that continuing learning and upskilling. Development should not be a one time training session. Instead, it should be an ongoing process that helps employees build new skills as the organization evolves. Mentorship and leadership development are also extremely powerful tools. Giving employees opportunities to learn from experienced leaders or preparing for future leadership roles can build confidence and strengthen your internal talent pipeline. I will also say that it's very helpful to promote internal mobility and cross functional growth. Employees often are gaining valuable experience by contributing to different projects or learning about other areas of the business as they're working with those other business units. Finally, aligning individual development plans with business goals. This helps to ensure that employee growth also supports the organization's success. When employees can see how their development contributes to the bigger picture, it creates stronger engagement and purpose. Ultimately, when organizations are investing and developing their people, they're not just building skills. They're building loyalty, engagement, and a stronger team for that future. Jacqueline, what do you think about training, and how it can help lower turnover and increase retention for what you're seeing? So when we talk about employee training and development, the impact goes way beyond just helping someone do their job better. These programs directly influence job satisfaction, motivation and overall engagement. And when employees feel supported and engaged, turnover naturally decreases, which, as we all know, has a very real impact on the bottom line. Losing great people doesn't just create a staffing headache. It puts a company at a competitive disadvantage. And if it happens repeatedly, it can make it much harder to attract top talent in the future. On the other hand, employees who feel their company is genuinely invested in their growth are simply less likely to leave. When people have a clear sense of where they can go professionally, it gives their day to day work more purpose and keeps them committed. Going back to my restaurant client for a moment, the one who wanted to expand but was struggling with turnover, when we introduced proactive training programs, the shift in engagement was immediate. Employees felt valued, they were more motivated, and they could actually see a future with the company. And all of that came from making development a priority. There's a philosophy I really love from Richard Branson. If you're not familiar with him, he's built multiple companies across many different industries. And his approach is simple, but it's powerful. Invest heavily in training so your people become high quality talent, and then create a culture that makes them wanna stay. One of his best known quotes summarizes this perfectly. He says, train people well enough so they can leave. Treat them well enough so they don't want to. And that's exactly what happened with this client. By taking a proactive approach, not only did they reduce turnover, but they started to build a stronger, more supportive culture. It became a place where people wanted to work and wanted to grow. Employees were more engaged because they had a clear development path, and they felt a deeper sense of purpose and a real connection to the success of the business. In the end, they didn't just improve retention and job satisfaction. They position themselves as a leader in a highly competitive market. And this one example shows how intentional efforts around training and development directly drive retention, strengthen culture, and ultimately support the financial health of the business. That's great, Jacqueline, and it's it's very interesting how you'd mentioned sometimes people leave and you and you're not expecting, and it creates a real problem. So, like, that's where we get to succession planning. We know building strong future ready leaders is essential, but it's only half the question. The other half is making sure the right people are ready to step in to the key roles when the time comes. So this is where succession planning plays a vital role. It helps organizations proactively prepare for leadership transitions rather than just reacting to them and hoping it works out. So Susan, I'm gonna turn this over to you now. Rob, you are spot on. Succession planning is not just about filling a vacancy when someone leaves. It's about intentionally developing the next generation of leaders before the need becomes urgent. Organizations that prepare tomorrow's leaders today create stability, protect knowledge, and build long term resilience. So taking a look at how to prepare those future leaders, you start with developing adaptability and change agility. Equip leaders to navigate rapid shifts in technology, markets, and workforce expectations. You can also work to build digital and data confidence. Train leaders to leverage digital tools, automation, and analytics for informed decision making. Think about strengthening human centered leadership. Focus on empathy, communication, inclusivity, and coaching skills. You can encourage continuous learning by promoting growth mindset, microlearning, and ongoing professional development. Support cross functional skill building by preparing leaders to collaborate across departments and understand the entire business ecosystem. And lastly, foster innovation and strategic thinking. Teach leaders to identify emerging opportunities and solve complex problems creatively. So that's more about the prep for succession planning. Jacqueline, what are your thoughts on why succession planning is so important? So succession planning is essential for any organization that wants to stay strong, resilient, and future ready. At its core, it's about building a pipeline of capable, confident leaders who can step into key roles without interruption. So it's really a long term investment in the stability and growth of the business, and I'm going to walk you through why it matters. First, succession planning protects the organization from risk. People retire. They pursue new opportunities. They get promoted. Sometimes they leave with little or no notice. And without a plan, those transitions can create delays, confusion, and even real financial impact. A solid succession plan keeps the business running smoothly, so nothing skips a beat. Second, it helps us develop and retain our talent. Employees want to feel like they have a future with your company, that their growth matters. When we identify potential successors early and intentionally develop them, we're sending a clear message. We see your potential, and we're investing in it. That boosts engagement, loyalty, and performance, so it's truly a win all around. Third, succession planning strengthens the leadership bench. Instead of scrambling when a vacancy pops up, we're proactively building the skills and experience people need before the role is available. So when an opportunity opens, they're ready to step in and make an impact quickly. Fourth, it enhances a sense of belonging and engagement. By adopting a thoughtful and structured approach to identifying future leaders, we can help limit biases and create more opportunities for all individuals. This fosters leadership teams that are more connected and engaged, driving innovation and better decision making. And finally, succession planning helps organizations stay competitive. Companies that plan ahead adapt faster, navigate change more effectively, and retain that institutional knowledge instead of watching it walk out the door. So in short, succession planning isn't optional. It's a strategic must have. It protects your business, grows your people, strengthens your leadership pipeline, builds a more engaged culture, and helps you stay competitive in a constantly evolving environment. If we want strong organization tomorrow, succession planning is the work we invest in today. Alright. Back to you, Rob. Thanks, Jacqueline. So as we consider the importance of succession planning, it it's clear to me that having a strong process is only part of the equation. And I've seen this a lot over my years that that for any kind of plan to work, leaders really need to be fully aligned, supportive, and committed. So this is where leadership buy in becomes critical because without it, even the best training strategy, even the best succession strategy is gonna struggle to take root. Susan, you wanna tell me a little more about this and how you can get leadership buy in? 1000%. I sure do. Thank you. Leaders set the tone for the entire organization. When leaders model commitment to development, employees will follow. Without visible support from the top, even the best training or succession strategies will struggle to gain any traction. People naturally pay attention to what leaders prioritize. Strategic initiatives need resources to succeed. Training, upskilling, succession planning, it all requires time, budget, and tools. Leadership buy in ensures these initiatives are properly funded and integrated into business priorities and not treated as optional or nice to have. They are must haves. Change sticks only when leaders champion it. Any kind of talent related change, whether it's a new process, an updated skill, a future leadership pathway, it all requires reinforcement. Leaders provide the advocacy, messaging, and consistency needed to make change feel real rather than theoretical. Employees are more engaged when leaders support development. 100%. When employees see leaders investing in their growth, they feel valued. This directly will increase engagement, retention, and performance. Leadership buy in creates psychological safety around learning and advancement. Development efforts align with business goals. Leadership involvement ensures talent strategies aren't happening in a vacuum. Instead, they stay aligned with the company's long term goals, growth plans, and future skill needs, creating a more sustainable talent pipeline. Lastly, succession planning. This requires honest conversation. Leaders must be willing to identify high potential employees, evaluate readiness, and have open discussions about future roles. Without leadership alignment, succession planning becomes inconsistent or subjective. That's why leadership buy in is essential. Jacqueline, what are your thoughts on how to gain leadership buy in? Well, Susan, there are a few strategies we recommend, so I'll talk us through them here. First, it's really important to involve leaders early in the process, not after everything is already finalized. When leaders are part of the conversation from the beginning, they feel ownership over the initiative. So ask them for their perspective on skill gaps and challenges within their teams and what they see as the organization's strategic priorities. Not only does this make the overall upskilling or reskilling strategy stronger, but it also increases the likelihood that leaders will actively support it. Second, connect the initiative to what truly matters to them. Instead of positioning reskilling or upskilling as just another learning program, frame it as a solution to real business challenges, things like closing talent gaps, boosting retention, or preparing employees for new technologies. When leaders can clearly see how the work ties into their goals, buy in becomes a lot easier. Next, remember that leaders want to understand the return on investment, so important. So show how reskilling and upskilling can reduce hiring costs, shorten time to productivity, and improve overall performance. Developing internal talent is always almost always more cost effective than recruiting externally. It takes less time, less money, and employees ramp up more quickly because they already know the business. When you present clear metrics and outcomes, you'll help leaders view training as a strategic investment rather than an expense. And finally, be proactive about addressing concerns. Leaders may worry about the time involved, how much this will cost, or whether the employees will actually apply the new skills. So acknowledge those concerns openly and show them how you plan to manage them. That transparency builds trust and makes leaders much more comfortable getting behind the initiative. That's excellent, Jacqueline. Great, great information and and and suggestions there. So one thing, and this is a section that really interests me, the idea that how you train your employees can be as important as why you train them. So there's a lot of new methods from flexible learning formats to incorporating training into the workday and the adoption of AI powered solution, all training trick changing how employees are upskilling their talent. So, Susan, I want you to take us through this a little bit, what you're seeing out there. Oh, absolutely. When we talk about employee training and development today, it's not just about the content of the training. How the training is delivered is just as important. Technology is reshaping how people build skills. So it's important for organizations to adapt their approach to keep training effective and engaging. Now, looking at AI, organizations do need to keep up with AI and other emerging technologies that are transforming learning. AI powered tools can personalize training recommendations, generate training content quickly, and provide real time feedback. This allows training to be more targeted and efficient rather than a one size fits all approach. Also, we have to recognize that employees learn in different ways. So training has to be flexible and offered in different formats. Some prefer short videos. Others learn better from hands on experience or live sessions, self paced courses, Microlearning, mobile friendly platforms, and on demand content allows employees to access training in a way that fits their schedule and their learning style. This flexibility increases engagement and will improve knowledge retention. Finally, the most effective learning often happens within the flow of work. Instead of pulling folks away for long training sessions, organizations are able to embed learning directly into daily tasks through quick resources, digital tools, or just in time guidance. This will help employees apply new skills immediately, which strengthens learning and makes development a continuous part of their work, rather than feeling like a separate activity. So speaking of tools, Jacqueline, do you wanna share what tools we have here at Paychex? I sure do, Susan. So at Paychex, we offer so many great tools and resources to support your training and development needs. For our HR pro clients, there are multiple training methods to choose from. They're all designed to meet different learning styles, meet employees where they are, and align with your operational reality. So whether you need online learning, on demand modules, or live virtual seminars led by your dedicated HR professional, we have options that are flexible and customizable to your business. Our dedicated HR professionals can work with you to develop a training and development strategy, as well as deliver live virtual training sessions tailored to fit the needs of your organization. We also offer Paychex Learning Essentials through the Paychex Flex platform. This is our online learning management system, and it includes hundreds of self paced interactive courses for both employees and leaders. You also have access to our training HR learning hub. It's a centralized platform where you can find both live and on demand training. It supports everything from compliance requirements to employee development at every level to leadership and management growth. And lastly, we've added something really exciting, our new AI enhanced HR compliance platform six fifty. This is available to our HR Pro clients and provides real time compliance guidance and HR best practices that can support your overall training strategy. All right. With that, I'm going to pass it back to Rob so we can take another quick poll and then start looking at the questions that have been coming in. Rob? Thanks. Thank you, Jacqueline. I love that six fifty, platform. What a great, great tool that is. So before we get into some q and a, and I know we're at a half hour at about time, If you do have to leave, we appreciate that. We'll be sending a follow-up email with a recording of the full event, so you can see the q and a. It's always a great part of the event. So before we get into that q and a discussion with our presenters, we've got another poll that you're going see on the column at the right. You'll see that little red dot. And just mark your responses. You can just click the button and then submit. Would you like to speak to a Paychex expert about customizing our HR Pro package for your business? And if you already have worked with an HR professional, we want to redirect you back to them for further support. This may spark a strategic dialogue as you jointly dive deeper into the training needs for your business team. It's all very custom. So if you want to talk to somebody about the solution that's going to work for you, recommend that. If you already have an HR professional, talk to them and put together that plan that's going to work best for your business and for your team. All right. And with that, let's dive into our final Q and A. And we'll let this run out. As a reminder, you can send questions privately through the Q and A tab that you see on the right of your webinar console. While we can't personally respond to all of the questions, some of them are a little too detailed, we'll try to get to them as we can. So this is a really good one that came in and I'm going to come over here from Claudia Moreno. And Claudia asks, what do you suggest when the leader wants people to learn more to grow but some of the individuals are resistant to the concept of going to school? So Susan, what do you suggest for employees who are not interested in career development? You know, that is that's perfectly okay. Not everyone is looking to climb the career ladder. The focus should be on understanding what drives each individual employee. Often, aligning their projects with, their personal interests, offering positive feedback. This will spark engagement and curiosity in what they're doing. A great strategy is to communicate how developing their skills can enhance their current job satisfaction and overall performance, in turn, making their current role more fulfilling and rewarding. That's great. I love it. And the next question, this one is coming in from Rachel who asks, how do we handle employees that we invest in and they end up leaving anyway? So we've put that time in. I know this is always a concern. We put that time in and and yet off they go. That is the million dollar question. I'll take this one, because I feel like we get this in HR a lot, and we have all had that exact moment where we think we've poured all of this work into training employees. What if they leave? And honestly, I get it. It happens, and it's a very real concern. But here's what I always say when that comes up. The bigger risk isn't employees leaving after you've developed them. It's the employees who stay and never get developed. Those are the people who wind up costing your business far more in missed opportunities, being disengaged, making mistakes, and just overall getting stagnant in their roles. And look, this is a whole topic we could spend a lot of time on by itself, but this is exactly why it's so important to build retention strategies right alongside any training program. Things like stay interviews, recognition programs, pairing your employees up with mentors, reviewing your data. So, for example, we have the retention insights in Flex that can help you understand who might even be at risk of leaving. And, of course, just keeping an eye on market trends is always a good idea for any business. But I work with my clients every single day on policies and practices and engagement strategies that make their workplace a place where people want to stay. So development's happening, people are growing, and leaving feels like the less attractive option because they're valued and supported right where they already are. That's great, Jackie. Thank you. So now I wanna shift to a different topic. I got some questions in. The first one here is from Lisa. And I know a lot of our our customers are smaller businesses. Lisa says succession planning sounds great, but we're a small company with very little turnover. How would that make sense for us? Well, it definitely still applies to to you, to your small business. It can benefit employers of any size. With your particular situation, I would say start with your most critical roles. Those that would cause the most disruption if suddenly, you know, those those employees left. For each of those roles, you want to identify at least one to two successors, create a simple development plan that focuses on the most important skill gaps. If you have an HR professional, they can help you do that. It does not have to be complex. Start with quarterly conversations between managers, and these employees about their development progress. Even basic succession planning steps will help reduce the transition time needed to fill a role, whether you're a small company or a large company, should that time come. It really goes back to the story Jackie told where they were constantly getting surprised and reacting to people leaving instead of just being proactive. They just be ready. It doesn't take a lot just to be ready. So I I like that a lot. Jacqueline, have a couple questions now that are related. They're like two sides of the same coin. First one comes from Jeff, which is what's the best way to communicate succession planning without creating expectations or causing disappointment if we don't promote someone? And then another one comes from Eva who says, How can you initiate a succession plan without threatening current leaders into thinking they're gonna be replaced? So I can see how there's some dynamics here around succession planning that can maybe cause some troubles. Okay, so those are really good questions. Honestly, they do come up a lot. So let me think about the best way to frame this. So it's so succession planning really requires thoughtful, careful messaging. Right? At its core, it's about talent development. It's not about any guarantee of a promotion. So nobody should have that expectation of being promoted. No one should have that expectation that they're going to be replaced if we're training people to fill roles eventually. The key is really to communicate that being part of a development program, it's an opportunity to grow, to build skills, to prepare for future possibilities in the company. But it doesn't automatically mean someone's going to just step into a specific role. And for employees who aren't selected, I say that, like, transparency is so important. Employees need clear, honest feedback about why, like what strengths they have, where the gaps are, what development opportunities can help them get closer next time. These are the types of conversations I have with my clients every day. Just setting realistic goals, reaffirming your commitment, you know, to their growth, that really goes a long way. And sometimes that could also mean looking into alternative development plans that will still move that employee forward. And then the question about hiring outside of the company. The reality is sometimes you do need to bring in someone with a very specialized set of skills or a fresh perspective, and that's okay. But I would say to that the important part is that internal talent should be considered first, right, and not just overlooked by default. I think your employees need to know that internal mobility is part of your strategy, even if every single role isn't necessarily filled internally. But overall, to answer the original question, it's about setting the right expectations, being transparent, keeping development at the center of the conversation, regardless of what final decisions are made. But great questions. Thank you. Thank you, Jacqueline. Yeah. There are a lot of great questions coming in. I'm gonna do one last one because we have run over time. And this one's just for myself personally. And I I used to work at a small agency, and we were always spread so thin. Like we were always just scrambling just to do the work and we're all putting in overtime. So how do we realistically make time for training and development when everybody's at capacity, everybody's scrambling, everybody's hustling? How do you make time for what maybe some people think is a luxury? I love this question, Rob. I will take this one. I completely understand that concern, and it's one of the most common challenges that we hear from from clients. And that I've worked through over my years, in training, traditional training approaches can feel like a burden. The key shift here is making is shifting that thinking about development not as something that takes time away from work, but as something that makes the work more effective and more efficient. We like to use the term work smarter, not harder. So here's where our approach really addresses that concern. Here at Paychex, we offer multiple training methods to fit the needs of busy managers and employees. We have, as Jackie mentioned, our Paychex learning platform accessible through Paychex Flex, which provides that integrated, on demand self guided learning so users can train at their own pace, again, anytime, anywhere. We also have our training HR platform, which provides access to live and on demand training seminars, related to compliance, HR topics, personal professional development, leadership, and so much more. We also provide HRP led training. So that one to one training that delivers a more consultative, customized approach aligned to your company's specific goals, your individual's workforce challenges, you name it. All of these options are designed with mobile functionality in mind as well. So it makes it easier for employees and managers to access any training on the go and limit any disruption to their day. So it's all about flexibility. If you take anything out of it, it's all about flexibility. Oh, that's great, Susan. It's so funny. As I was looking, Danielle had a question that came in very similar to that. So Danielle, hopefully Susan helped you out there. And I think that's going to wrap us up today. We've gone over, but I appreciate everybody staying for the Q and A. And I really appreciate Susan and Jackie all the great information you provided. Just thank you so much for joining us. As a reminder, can access a printable copy of the presentation deck in the docs column to the right of the console along with other related resources. And you may have seen our survey pop up during the Q and A. If you haven't had a moment to fill that out yet, we welcome your feedback as your responses help us improve future resources like this to support your business. And again, you can connect with any member of our team about any questions you have for how Paychex can support the needs of your business. Just click that Talk with our team button at the upper right corner. Thanks again. Thanks for joining us, and I hope you all have a great day.