In this panel discussion video, Maren Korellis (Talent Acquisition & Career Development Manager, Urban Outfitters), Lindsey Daniels (Talent Acquisition Manager, Nordstrom) and Troy Barnett (Senior Director, Corporate Services Technology, Under Armour) join HireVue COO Chip Luman to discuss how to drive profits while maintaining a strong candidate experience in retain hiring.
Watch this on-demand video now to learn:
Mara: Currently what I’m responsible for is really the field recruiting process, the systems, the training, succession planning, from our store manager and up, district level and regional manager. And then worked on a very special project, which is an internal field to home office and getting our employees from the field into the home office, which HireVue has been a huge success for us. And really, my key thing that HireVue has helped us change is service. Urban has always been seen as a culture, really cool kids, the stores are great, but service is probably not at the top of our list if you were going to say Urban. And through HireVue we’ve had an opportunity to really change that so it’s been great.
Lindsey: Hello. I’m Lindsay Daniels and I support our store hiring so both our full line and our rock stores. We hire about 40,000 employees a year so it’s pretty high volume. We’ll talk a little bit later on the panel about what HireVue has done to help us really make the bottom line stronger but I’ll tell you a couple things right now that we’re focused on this year that HireVue is able to help us with. Number one is growing our campus engagement program so that we can ultimately grow our retail internship. We’re also focused on giving more exposure to our employment brand. So traditionally at Nordstrom we’ve really focused on letting our consumer brand entice job seekers to come to us and that’s not working the way that it used to so we really need to put our employment brand out there and HireVue is helping with that. And then, similar to Urban, we’re really focused on ensuring that we’re giving the very best service because those that are applying at Nordstrom are also our customers and we want them to keep shopping.Lindsey
Chip: Thanks. Troy?
Troy: Hi. I’m Troy Barnett, Corporate Services and Director. So for us, retail is a big growth driver for the company. We’re averaging about 40 to 50 teammates per store so retail is a big growth driver so we always have to have that constant bench of employees and teammates that we can pull from to keep our stores profitable. We scale up as many retail stores during the holiday season by an additional 2,500 teammates and so HireVue has helped us to really ensure that we can get quality teammates in those stores. Each one of our stores has a culture and if you’re managing that store you want people who are going to fit how you operate, how you run your store, because your revenue is tied to your performance. And so you want people on your team that you know are going to buy in to how you operate. And so what we were able to do is really, and we’ll talk more about it later, but we were able to put the power in the hands of our managers to really be store managers, to manage their teammates from hire to retire.
Chip: That’s a great segue, Troy. Let’s start out, because the title of the session is about delivering profits and it is about the hiring managers, so if you could each share a little bit about the value that they’re driving, the feedback you’re getting from those managers, and how it’s helping them do exactly that, spend more time in the store focused on operations.
Mara: Sure I can start.
Mara: We actually put the hiring all in the hands of the store managers so our 220 store managers out there all are responsible for reviewing the HireVue videos and making those hiring decisions. We’re just giving them the appropriate training and make sure that they understand that. And I think it’s been a huge win for us. In the beginning, obviously, we lost the paper application. People were coming in, we were seeing that screening process, and we lost that human touch and HireVue has allowed us to get back in there and really meet those candidates on a much more personal level. And the store managers really have the opportunity to determine when they’re going to view these candidates so they may be doing them at 8:00 in the morning or at 10:00 at night and it really keeps them on the floor as much as possible. That’s really what made a huge difference for us.
Lindsey: So at Nordstrom we have a little bit of a different hiring approach. We have a centralized team in Seattle that does all of the job posting, all of the application review, and then sends out the video invites, and reviews the videos. So the hiring managers actually aren’t reviewing the videos at Nordstrom but where we’ve seen a big win for them is that through HireVue we’ve been able to reduce our time to fill by about 20% already, which is huge for large volume retailers. And so what that ultimately does for the hiring manager is gets their positions filled quicker so that they can drive more volume with a full staff. We’ve also found that HireVue has allowed us to get our hiring managers less candidates but more qualified so they’re interviewing less, which allows them to spend more time on the floor.
And then, while this doesn’t necessarily tie to a metric it’s pretty important to us, our hiring managers have shared that the messaging that HireVue sends to candidates that technology is important to us is a big win because again, those candidates are our customers and in our stores technology is a big part of our business.
Chip: Great. Troy?
Troy: For us, really putting that power in the hands of the managers was extremely important so they have the ability to launch their own requisitions. They send out their own offer letters. All the onboarding process is automated. So they have the ability to basically review a HireVue, have that person come in, send the offer letter while the person is in the store, have the person sign it online, and tell them when their start date is. And so that’s really revolutionized how we’ve been able to really keep our stores fully staffed. As you know, in the retail business it really is a turnkey business when you start looking at the population that you’re looking at and you’re trying to attract because we’re going after those millennials who understand technology and who are looking for a good rate and they may leave your store to go down the street to another store for an extra 25 cents an hour.
And so we have to constantly keep that flexibility to hire, to keep our stores staffed, and that has allowed us to keep our managers really on the floor because the things that they need to do they can still do from dry pass, while even being on the counter, or being walking around the store. So they’re still in touch with what’s happening on the floor, which has been able to drive revenue, drive engagement. And when you have a team like that you want people who are going to be able to operate as a manager like you want them to because, again, your bonuses and everything is tied to your store performance. And so being able to pick your own team is extremely important. And when you have a team that you trust, that you have a camaraderie with as well as chemistry with that not only has increased sales but also performance of the store in general.
Chip: That ties in to some of the things that Marcus Buckingham was talking about yesterday around team chemistry and those kinds of things. He touched a little bit on that candidate experience and I know brand experience is important to all of you. Talk a little bit about what you’ve done with the candidate experience and your brand and the alignment and the communications and those things with your candidates.
Mara: Sure. We have not yet integrated, which I wish we would, with SuccessFactors but we were able to integrate the On-Demand link into our email that goes out to the candidates so they don’t see something coming from HireVue and SuccessFactors, which has been a huge win for us. And even that initial email kind of describing what HireVue is all about, ours is really hokey and fun and kind of clever and I think really puts the candidate at ease. We felt that that was really important even though the millennial is on the computer all the time, they’re filming themselves. We don’t have an issue at all with them completing the interview. It actually, I just looked yesterday, and our time that we send out the actual interview until they complete it is 4.5 hours, which is insane.
So they’re really loving that and I think just the landing page, just the way you communicate with them throughout the whole interview process, it’s so important that the tone is appropriate to the brand, that the imaging is appropriate to the brand, and we’ve done everything to try to maintain that.
Chip: Great. Great. I’m going to tell Troy to save that integration story for later because it’s a good one.
Lindsey: So similar to Urban, we use the OpenVue link and we have put that into our Taleo correspondence that we send to candidates, really just to give the candidate a better experience. They’re getting an initial email form Taleo-Nordstrom when they apply thanking them for their application. So to have their second correspondence from us to record a HireVue video coming from that exact same email address has been a really critical piece to our success with HireVue. But we did make the language really fun to ensure that they feel the Nordstrom fashion fun in everything that they’re doing from the time that they apply to the time that they’re done recording their video. We also have focused pretty heavily on working with our internal marketing team to have our brand that is our consumer side, look identical to what we’re doing with our HireVue videos. So our landing page looks like our Nordstrom ads.
We also have infused quite a bit of diversity into the videos, so into the On-Demand videos, which is something that’s somewhat new for us, a new approach with HireVue. So what that looks like is we have a series of five to seven questions that we’re asking a candidate with the On-Demand interview. We have a different Nordstrom local leader asking that question so that the candidate really gets a sense that we take diversity seriously and that’s a big part of our brand.
Troy: Under Armour obviously is a sports brand and so even our language, our videos, our pictures that we put on our HireVue pages reflect the brand. Even our messaging that goes out to our teammates also reflects that athletic culture, that brand, that fast-paced, that hard-hitting, “We want you to be a part of our team.” We don’t call people that work for our company employees. We call them teammates. We don’t have meetings. We have huddles. So it’s infused through every part of our culture and people feel that when they go through the experience. And what I love when they come in I get a chance to meet from the senior leadership on down and I ask them how was their onboarding experience, they’ve all had positive responses and they say they wouldn’t expect anything less from a company like Under Armour. So that’s kind of what we’re looking for and so we have, we just recently started our internship program.
We had 8,500 future college graduates apply for our internships. We did 6,000 HireVue interviews and we only hired 103 people. So it was very competitive. Getting through that volume and using the HireVue interviews as part of that was extremely important. We’re averaging about 14,000 new applicants to our website every month. We have about 80,000 new people coming to our site just to look and see what’s going on. We have about 30,000 that come back on a regular basis. So we want to be able to turn those metrics into money, into people being hired, because SG&A cost is the biggest part of any company. So you have to maximize that and make sure you have quality teammates, quality experience, and so that you can onboard them, get them up to speed. You’re talking about a company that has been growing at 25+% in revenue for the last 19 quarters so we don’t have a lot of time and we want to make sure we make smart decisions but we want to make them very quickly and HireVue has allowed us to do that.
Chip: And if you were at the awards ceremony last night you know there’s some great candidate engagement at Urban. They’ve got candidates going out after they take their video and recording their own YouTube videos talking about what a great experience it was, etc., etc. That’s just a testament to that engagement that you can get out of this type of a process. Lindsey& touched on it a little bit and I think another thing that’s important, and you’ve all talked a little bit about that brand alignment and hiring people who are passionate about your clothing and the culture and all that. Talk a little bit about, and Lindsay shared, what you’re doing on the diversity side with the questions to make sure you’re getting the right kind of cultural alignment and brand alignment in the interviewing process.Lindsey
Mara: Sure. Well, I think you said yesterday at the awards, we have a pretty interesting first question and we ask the candidate to doodle a picture of themselves and things that are important to them. And I think we really look for someone who are creative, they can think on their feet, they really embrace the opportunity to kind of be funny and have a sense of humor and that’s really important to us. We do dive into some service questions and definitely some product questions. I think that really helps us to understand whether or not that applicant even understands the culture that we’re in. But we really look for humor and I think in our organization it’s so important that they have that and can bring it to the table with the customers.
Lindsey: So to start with, we really spend quite a bit of time on our intro video talking about customer service in the retail environment, so ensuring that the candidate understands that means there’s rolling racks and there’s hard work and there’s all these things that they maybe hadn’t realized were a part of retail. So part of the intro video has one of our local leaders in that setting to really set the stage for the candidate to understand what service looks like in retail. And then similar to Urban, we’re just asking questions that are asking the candidate to illustrate how they’ve provided great service in the past, how they’ve provided service in challenging situations, because those do come up. And then our outro video also just touches on service but the intro and the outro videos are pretty important to our NPS scores and just the candidate overall feeling attached to the company and really understanding what service means in a retail environment.
Troy: We do something very similar to that. The intro and outro video is extremely important because you want your candidates to feel like they’re not just being viewed and passed over, but that you’re really engaging and using this tool to really find the best candidate for the job. And so we’ve gone from not only retail but even having our CFO do a live interview with a candidate while he was at his son’s soccer practice, while sitting in his car on his iPad and going all the way down to the retail experience to where we’ve had some of the most creative people on those videos talk about who they were. One individual decided he wanted to change his Under Armour shirt after every question and so he would change, a new shirt on. Another person had an Under Armour backdrop built while answering his questions. So you see a lot of creativity and they really have a lot of fun with it and that’s what you really want.
You want people who don’t take themselves so serious but understand that the importance of the job but also be willing to step outside of the norm and do something different. Because we want to not only be innovative in a product that we sell but we also want to be innovative in the processes and the technology that we use.
Mara: I think one of the other things that is really helpful is the reporting tools and just looking at your percentages. And looking at ours, 91% of our candidates think that our questions are relevant and in the beginning we actually tweaked them after looking at some of that and were able to say, “Okay, they maybe don’t think this question is so great but this one is great so how do we replicate that?” So the tools for reporting have been really helpful for us.
Chip: Great. So we’ve been talking a lot about the end state and where you are. Let’s maybe take a step back and talk about the process transformation, things that you changed, those conversations with hiring managers from corporate, bringing that new process in. You get to talk about integration now with success factors, and as well with Taleo., but kind of the journey of getting there.
Mara: Yeah. We have a pretty unique situation. I didn’t want to push this on anyone. I believed in it full heartedly and I knew that once someone started using it that the word would spread and everyone would say, “Okay, Mara, now I’m ready. I want to do this.” So we really introduced it to only 10 to 15 store managers and we said, “Start using it. See what you think. Tell us, give us some feedback on the candidate, your experience as a hiring manager, how you like the candidate experience.” And from that, within, I would say, three months we had the entire chain using the system to interview all candidates. Very quickly we went from just using it to interview sales associates to interviewing team leaders to interviewing managers, department managers, our display artists. It just took fire and now everyone is on board.
Lindsey: So similar to what the other panel, the panel before this, was giving advice on, we started with a small pilot and we had one region in our Racks try it and I’m so thankful that we did that because we had some challenges and we were able to overcome those because we were working with a smaller group. And so that really formed the current process that we use now, which is, as I described before, putting that OpenVue link into our Taleo communication to ultimately improve our take rate. We just hired 1,100 retail interns with the HireVue process and our take rate was at 53% so we started with about 16,000 applications. We sent out 6,000 invites and to get 53% of those back, to hire 1,100 interns, was a big win for us. But the only way that we got there was by starting with a smaller pilot and then really scaling it to something that we felt really confident about so that when we do get push back we understand where we came from and that this is a good approach for us now.
Troy: We started with a small internal group also. We didn’t start with retail. We started with our internal managers, hiring managers, because we wanted to be able to get immediate feedback. And so when people found out what we were doing with the one group it really did spread like wildfire and everybody else wanted to be a part of it. And so it just continued to grow from there. On the retail side, we used to have all of our stores managed by a small team back at our corporate office in Baltimore, Maryland but that became overwhelming because in 2012 Under Armour opened up a new retail store every other week. And so we were not able to scale to support them and we were basically picking their people who were going to work in their store. And so when we took a step back, we wanted to look at how can we change this process and turn it over on its head, we looked at doing a lot of things at the same time.
So one was integrating HireVue into our ATS. It was implementing a new onboarding platform. It was automating the I-9 process and taking all that paperwork out of the hands of our store managers and doing everything online. And so we did all those things at one time and then we brought all the store managers in and we had a big training session at our corporate facility and walked them through the process. And so that’s kind of how we were able to get that integrated very quickly across all of our retail stores. So now, as we open up new stores, there’s a process already in place, there’s a training in place, and so now we’re able to scale that very quickly because it seems like every day I get an email about we just opened up a new brand store or we opened up a new retail store. And so I’ve always wanted to have technology be an enabler, not a hindrance.
And so wherever Under Armour decides to put boots on the ground, we want to make sure that from a technology perspective we can support that. And so now one of the biggest challenges that we’re dealing with right now is we’re getting ready to open up a store in Quebec, Canada. And so, anybody who’s ever done that, you already know what we’re going through with the laws in Canada and making sure that it has the French Canadian language and really making sure that we have that same brand experience but also meet those local law requirements.
Chip: And HireVue is localized in Quebec French, and Parisian French. We learned that also early on with Rio Tinto, one of our customers working in there. I want to dig a little deeper here because this manager, you guys all said it spread like wildfire. One of the things that’s regularly asked is, ‘Our managers aren’t going to like this. It’s going to be a problem for them and they’re going to push back.” What caused it to spread like wildfire? What’s your thought about why did managers say, “I want some of that. How can I get on board with doing that?”
Mara: Well, we used to do group interviews. A group of candidates would come and they’d sit in the sales floor and they’d take up space and they’d disturb service that was happening on the floor and I think it was really a hard thing for managers to watch. And HireVue just enabled them to do this, like I said, schedule different times when it was convenient for them to review videos versus having to do it when the store was open or when it was a good time for their candidates. And I think that was the the biggest win. They have so much more flexibility and they get to be on the floor when they need to be on the floor versus doing an interview.
Lindsey: So everything we do at Nordstrom, we’re always trying to improve our service. And one statistic that I think you’ll find really interesting is we found, for our internship, that between 8:00 p.m. and 11:00 p.m. was the average time that a candidate was recording their video. So that was really compelling for our hiring managers because that’s a customer service offering that we couldn’t offer if we were conducting phone interviews. So I think that really illustrated for them what a great product this is for the business but also for the candidates and so that’s part of how it spread like wildfire for us.
Troy: We told the hiring managers we wanted to give them a seat at the table because what was happening is the recruiters were basically hand-picking who they thought should come in. And so what we did was we told the hiring managers, “You pick who you want to come in. Here’s from a resume perspective, from our first initial phone interview, here’s who we think but here’s a group of four or five people. Who do you want to talk to?” And so allowing them to look at those interviews even at night from their iPad, from their iPhones, while they’re traveling, allowed them to pick who they wanted to come in. And so when those individuals did come in, they felt like they already had a chemistry with those individuals and it made the interview process a lot easier. And the hiring managers actually showed up for the meetings. Now, that scheduling is so important because we would go through all this scheduling to get hiring managers to come in and they just wouldn’t show up.
And so that’s a bad experience for the candidate and a bad reflection of our company. But when we brought them in to the process and they were able to pick those who were coming in, they were excited about meeting them and so they made sure that they were available when those meeting times were scheduled and the experience was a lot better.
Chip: Great. I know you guys are growing fast and you’ve talked about new store openings. Can you go a little deeper and talk about what’s that look like? And again, kind of going back to, Troy, you mentioned, all of a sudden you found out they’re just coming at you and you can’t keep up with it. Again, that transformation of the mess you had before but how it works now and talk a little bit maybe more the feedback of your division presidents and the folks that are responsible for these things, the kind of feedback you’re getting from them around execution and filling up the new stores.
Mara: We’ve had huge success and I think we used to do a cattle call and everybody would come in and it was not as organized as we would have liked it to have been. And the great thing about this is we have one recruiter who really focuses on new stores and she’s able to review all of those interviews prior to inviting them to the then, next, one-on-one interview. The quality of the candidate that we’re now bringing in is so amazing and it has changed, just that next, we can make that next one-on-one interview so much more special because it isn’t just this random, open call of candidates and you don’t know who you’re really going to get. When you know who you’re getting, to bring them in, that next interview seems much more meaty and gives you a lot more information. So that’s been amazing and we’ve not had to fly people out to do these amazing or these big huge cattle call interviews. It’s a much smaller group and much more intimate and I think we get to spend a little bit more time with those candidates.
Lindsey: So at Nordstrom, we promote from within for all of our store leaders, so our assistant managers, department managers, and store managers. So last year we opened our first store in Canada and we now are at two stores and we’re opening one up in September and it’s pushed us out of our comfort zone because we’ve had to hire managers externally. And we couldn’t have done that without HireVue. It was really cool to be able to hire this external talent, which was really phenomenal, by assessing them wholly through a video as opposed to a phone interview. Our leadership team was blown away also by the messaging that this gave to the local community. This was the first time they were seeing Nordstrom, and for them to have a video interview instead of a phone interview was a big win for our leadership team. So it’s been helpful for us in our store openings in Canada.
Troy: I think that the biggest feedback that comes from our hiring managers is when they go to the department heads and say, “We’re able to staff our stores regularly at a very fast pace than what we’re used to and so we’re constantly in a position to meet the needs of our customers.” And so our VPs on the retail side have been extremely supportive of and allowing us to continually train, continually innovate, and they’ve embraced that. And so anything that gets embraced from the top down gets implemented. And so when you have that buy in from senior leadership, it makes it a lot easier to be able to innovate and make change. Another thing that we do is that my team started off with just HR technology before moving to all corporate services, but we’re embedded in HR. We sit among the recruiters. We sit among the admins. We sit among all the coordinators. And so we understand the business just as they do and so we don’t use technology to drive business, we use technology to enhance their current process.
And so because of that relationship we’re able to really walk in lockstep to ensure that what their goals are, what they’re driving for, that technology is going to allow them to do that. And so I think that partnership has formed a unique relationship between technology and our recruiting team. Many times, IT groups are set off to the side, that nobody really wants to talk to those guys and they’re hard to work with. But because we’re embedded within the business unit it’s made the relationship a lot better, the adoption of technology is a lot better, and being able to help them to see the bigger picture, not just focusing on recruiting, not just focusing on compensation, not just focusing on learning and development, but helping them to see what a global, integrated, one source, one environment landscape means for a company that’s growing as fast as we are.
And so we’ve been able to really give them that message and so you’re not going to find a perfect system out there. I don’t care what system you use, there’s going to be something wrong or something you want it to do that it doesn’t do, and so by being able to show the bigger picture allows them to adapt to some of those inconsistencies.
Chip: And you were talking about your ATS, not HireVue when you’re talking about not finding a perfect system, right?
Troy: That’s correct.
Chip: I couldn’t help it. Oh, and I said who it was, didn’t I? You touch on quality, you touch on service, you touch on speed, all of those things you’ve gained. What and how do you measure the impact of the better quality? You said less people coming in, you get the right hires. Again, same store sales, customer feedback. Are you guys seeing any kind of differences in the before and after that’s tied to the quality and the speed and the efficiencies? Actual, hard numbers?
Mara: I don’t have the real hard. . . I know that our turnover has decreased tremendously since we’ve rolled out HireVue. The store teams have just been, I think, really much more engaged in the quality of candidate that they’re hiring and so when you’re really able to touch that person, even in their orientation, and you’ve had that interview and that orientation and there’s that . . . start that bond that happens, they want to stay. And I think their first introduction, when you have a great first introduction, it really sets the tone for their employment.
Chip: So you and Larry at Aconex have a touch as part of that process where you’re actually touching the candidate?
Mara: I do that.
Chip: Larry made that joke earlier, right? So, okay.
Lindsey: Our use cases haven’t allowed us to really see the impact that it’s had on turnover so we’re definitely going to be watching that, but I’ll tell you that the 20% decrease in time to fill has definitely helped the bottom line. Our managers are able . . . every time they have someone on the floor where they’re fully staffed they’re producing more volume for the store so at this point that’s really been our win and it’s been a very big one for us. But we’ll continue to watch quality of hire.
Troy: We’re doing very similar, same, looking at time to fill, looking at quality of hire, looking at turnover and we’re just really trying to figure out how we’re going to measure that. We have a lot of different metrics that we’re looking at to pull the story but just from the sentiment of our stores, our store managers, is that the turnover has decreased anywhere from 15% to 20%. When I looked at some of the turnover for our retail stores, some of our retail stores have turned over 100% in one year, and so we’re going to use that as our baseline and see how those stores have performed over the next few months and see if that trend continues. Because that becomes a great story that we can continually tell throughout the company and allow them to continue to embrace this technology. I can tell you from a corporate perspective, we only bring in those one or two people, and it’s not to see if we want to, it’s a matter of choosing which one we want.
And so that alone, from a travel perspective, has saved the company on the bottom line. So we’re going to continue to monitor that. Hopefully, next year we’ll have true, hard metrics of how we were able to turn that tide around because we just really started pushing this whole integrated platform in January and February of this year. So we’re going to try to monitor throughout this year and continue to see what the trend is.
Chip: That being fully staffed is critical. Everybody out here knows, when you walk into a store and you can’t find someone to help you and you get frustrated and you turn around and go right outside the door. Right? That’s the direct impact to the bottom line. You heard Molly saying earlier, if there’s not a nurse there’s no care. And that’s probably the most critical piece is that you’re delivering those full-time employees right there when you need them. Right? Talked a little bit about managers and internal mobility and what are you guys doing, because I know that’s another important thing that, Mara, you said, where you started early on and growing with your organization. Are you guys doing anything around internal mobility, secession planning, promotability?
Mara: The field to home office program for us is really near and dear to my heart. We hire these amazing kids into the stores and we don’t want their journey to end there. We want them to continue to grow with Urban Outfitters and so we really opened up the way someone goes to the home office or has the opportunity to interview for the home office is through HireVue. And the questions are very broad and it’s really tell us about yourself, where do you want to go, what are your strengths, where do you see yourself? All of those great questions that gives this employee the opportunity to share who they are and what they’re interested in. And it has allowed us to quickly move candidates from the field into the home office and it’s been a huge win. I think even in the last three months, we’ve probably hired 15 people from the field into the home office. And it’s an amazing adventure, too, for the employee, that they actually feel like someone is out there listening to what they want and where they see their career going and it’s been a huge win.
Lindsey: So while we hire external interns we also have some internal hires that we bring on to our internship program and so we’ve used HireVue to interview those internal folks. And the reason that this is relevant to Chip’s question is because our interns, after the end of their 8-week program, move into an assistant department manager role. So this is our future leaders and so using HireVue to internally assess talent, it’s different for us, but it’s really exciting and it’s been a big win.
Troy: Additionally, when we hire our interns, they’re maybe one or two years from graduating. We don’t bring them in unless we have a position ready for them, and so if they perform well in their internship, we will make them future job offers for when they graduate. And so it’s not just come do something for the summer. We want to make sure that not only do you have a great experience during the summer but then when you graduate that you can come back and continue to add value to the company. Because we don’t want all that talent, when you’ve invested so much in training them and giving them an understanding of the culture, of the company, and how we operate, you don’t want that talent just walking out of the door. Our goal at Under Armour is to get to the place where we’re promoting 60% from within so that our teams, our IT has a technical track, our managers have a people manager track.
So we are implementing those things right now so that when people do come in and they say, “This is what I want to be and this is what I want to do while I’m here,” that we have a track for them to say, “Okay, here’s what you need to do to get there.” And so that, again, shows that you’re investing in those teammates that you have and they’re more likely to stay and be more invested in the success of the company and that’s what you want.
Chip: Thank you to the panel and find them afterwards if you have questions.