And

we have clients competing nationally, sometimes globally for the same roles.

And that added complexity of that same role in Austin, Texas, is going to cost something very different from San Francisco to even Raleigh, North Carolina.

And so a lot of clients, I think they're starting to ask, how do I build a compensation strategy that's competitive in multiple markets? How do I attract the talent that I need without lowering my budget? And I think too, another piece of it, and as you mentioned of kind of previously compensation was so much more private, but we've had this big shift with transparency and what employees expect to know and hear and understand.

And employees now more than ever, I think, want to understand not just what they're paid, but why they're paid that way and then what their growth opportunities look like.

And as we've seen, you know, kind of over the years, 10 years dropped and people aren't staying necessarily for decades at an organization.

And so if an employee doesn't understand their compensation or necessarily see a path to growth, you know, they're going to start looking elsewhere.

So when you both talk about compensation becoming more strategic, what does that actually look like in practice? Jenny, what strategic work gets pushed aside, for example, when teams are buried in administrative tasks?

And

we have clients competing nationally, sometimes globally for the same roles.

And that added complexity of that same role in Austin, Texas, is going to cost something very different from San Francisco to even Raleigh, North Carolina.

And so a lot of clients, I think they're starting to ask, how do I build a compensation strategy that's competitive in multiple markets? How do I attract the talent that I need without lowering my budget? And I think too, another piece of it, and as you mentioned of kind of previously compensation was so much more private, but we've had this big shift with transparency and what employees expect to know and hear and understand.

And employees now more than ever, I think, want to understand not just what they're paid, but why they're paid that way and then what their growth opportunities look like.

And as we've seen, you know, kind of over the years, 10 years dropped and people aren't staying necessarily for decades at an organization.

And so if an employee doesn't understand their compensation or necessarily see a path to growth, you know, they're going to start looking elsewhere.

So when you both talk about compensation becoming more strategic, what does that actually look like in practice? Jenny, what strategic work gets pushed aside, for example, when teams are buried in administrative tasks?