Get Reworked Podcast: Scaling Voice of the Employee to 1.2M Walmart Employees
In this episode of Get Reworked, Maren Waggoner, VP of People, End-to-End Operations, U.S. at Walmart gives us an inside look at how the company communicates with — and hears from — the 1.2 million associates working in U.S. operations.
Listen: Get Reworked Full Episode List
"Part of listening isn't just what might not be working, we definitely want to have an eye to that and an ear to it. But also, we want to have an ear to what are the great ideas that our associates are seeing every day in their day-to-day work. And we have an application, or a kind of a channel, that we've established called [email protected] at Walmart. And so any associate at any time can go into this channel and submit an idea of maybe something we should consider doing or a better way of doing things," said Maren.
Highlights of the conversation include:
- What the company means by tech-enabled, people-led.
- How employee listening scales from the local to the corporate level.
- How Walmart uses tools like natural language processing to establish employee sentiment.
Plus, host Siobhan Fagan talks with Maren about creating feedback loops for employee suggestions, how the company balances technology and in person channels for communications and where she plans to focus her efforts in the year ahead. Listen in for more.
Please note: The conversation was recorded before the mass shooting at a Walmart store in Chesapeake, Va. in November, so the events of that day do not come up in the discussion.
Have a suggestion, comment or topic for a future episode? Send it to [email protected].
Tune-in Here
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Show Notes
- Maren on LinkedIn
- Walmart Corporate Site
Episode Transcript
Note: This transcript has been edited for space and clarity
Maren Waggoner: We travel out to stores. We have our notepads with us, whether that's, you know, actual hard copy, or our iPhones that we're taking notes and constantly looking for feedback from our associates and ideas and asking questions. And so that I will say, beyond any formal listening program or channel is, quite frankly, a way of just how we lead at Walmart. And it's so ingrained to who we are and as a core part of our values.
Siobhan: Voice of employee comes up all the time on this podcast as well as on the reworked site. And one of the questions that comes up just as frequently as the topic is how to do it at scale.
You just heard from Maren Wagner, Maren is the senior vice president of people end-to-end operations at Walmart. And I can think of no better person to bring on to discuss voice of employee at scale.
Maren joined Walmart in 2017, as a director of organizational effectiveness, and she went on to roles in talent management, people partnership and workforce strategy. She brings a strong organizational design, change management and talent management experience to this, and she is relatively new to this job and is excited to see what's going on next. So I can't wait to bring her on.
Let's Get Reworked.
Siobhan: Welcome to the podcast, Maren.
Maren: Thank you Siobhan, great to be here.
Siobhan: So I was so excited to have the opportunity to speak with you today. If only because in part, your role at Walmart, you are the senior vice president of people end-to-end operations in the U.S. And I wanted to talk to you about voice of the employee and employee listening at scale. And when I was thinking about the scale on which you operate on at Walmart, it's such a fun topic.
So before we dive in here, I'm hoping that you can talk a little bit about what your role exactly means. Explain what an end-to-end operations senior vice president of people does.
What it Means to Be SVP of People, End-to-End Operations at Walmart
Maren: Yeah, sure thing, and it's a great honor to be in the role and serve our associates who who then really get the chance to serve our millions of customers across the country.
But essentially, when we think about our operations business, which is in the Walmart U.S. segment of Walmart, Inc, more broadly, because Walmart Inc, includes Sam's Club, we have international, so we're a big organization. But if I talk about our Walmart U.S. footprint here, in Northern America, the operations organization is made up of all of our stores, which is about 4,600 of them, different formats are neighborhood markets, super centers, and so on. Also, our entire supply chain. So our distribution centers or fulfillment centers, that also includes our private fleet truck drivers, also includes last-mile delivery vans that we've got. So that essentially is our field population.
We've other populations that are within that operations group as well, that kind of support around it. So that's real estate all the way through HVAC technicians and maintenance, but also engineers that do hardware automation and engineering. So it's really exciting to be able to care for the people side of things for that vast of a workforce with the majority of them, of course, being frontline, in our stores or in our distribution centers.
Siobhan: Can you just roughly outline how many people fall under that frontline worker and distribution side?
Maren: Yeah, it's about 1.2 million.
Scaling Communication From the Local- to the Corporate-Level
Siobhan: Wow, so when we're looking at that many people, and that diverse population and mix of part-time and full-time employees working in the stores doing the real estate, doing the supply chain? How do you communicate with people on a company-wide scale? And then how do you keep in touch with them on a local level?
Maren: Yeah, it's a great question. And I'll share some of the things we're doing and various different practices with it. But also, I would say it's evolving. So I wouldn't say we've completely cracked the nut either, because 1.2 million is a lot. And we're constantly looking for how we get better on how we communicate the tools we use, but also how we create a human connection.
So I would preface it with we're always learning and getting better in this. But a couple of things I'd share is, you actually mentioned that the local level is where it starts. So I'd actually start there, and then I'll build up to the corporate level. But at the local level, the connections our associates have every day with their teammates, with their supervisors with the store management or DC management. That's really where the magic happens.
And so what we even do at a local level is, you know, from a human-to-human touch perspective, we have huddles in our facilities on a regular basis. We encourage that and so, our store managers and our leaders within the facilities they may have, you know, whether it's daily or a few times a week, also for the different shifts of our associates, they might have a huddle and that could be 10-15 minutes, but it's a way to recognize it's a way to prioritize the work. It's a way to celebrate successes, welcome new hires, and so on. So it's a great way for the local team to stay connected.
On the digital side of things, also at a local level, but this goes up to corporate too, is our associates have devices that actually enables them to do their work. So this is actual, their actual work, whether it may be scanning inventory, or doing price changes, but also how they communicate. So there's chat features on there, we actually have an app on this device that's called the Meet at Walmart app. And so it's everything about their day to day life once they clock in and are on the clock with us. And so through that there's chat functionality, so they can text and chat with one another.
And then also, there's other platforms that we use, like Workplace, which is kind of a social collaboration forum that our frontline associates have access to, which we found is a great way for leadership messages to be shared, but also just to share some fun and successes. So we have anniversary celebrations there, birthday celebrations, or if they do community events. So it's a great forum.
So I would say it's really a combination of local and corporate level, and a combination of human touch. So the store huddles and kind of actual in person interaction. And then fueled by and powered by technology and devices.
The very last thing I would say is we also have a really good and this is part of our culture at Walmart, a really good cadence and rigor around big moments in the year to help communicate more corporate down to our facilities. So one of that we do at a year beginning meeting. And so with that, we have all store managers and distribution managers come in, usually to a location somewhere in the U.S. and they hear the messages right then from our leadership team and have toolkits to carry that back to their facilities. We do that again in the middle of the year. And we do it again at source of Q3 timing. So third quarter, prepping for the holidays, we only know so much comes up in the holiday time. So those three moments a year are also really critical for us.
Human vs. Digital Practices: People-Led, Tech-Enabled
Siobhan: I love hearing about these face-to-face huddles that they have in the stores because honestly, so much of the time on this podcast, and also on our site, we're talking about this remote workplace, we're talking about the hybrid workplace and having to translate things between digital connections.
So I'm wondering if you manage to adopt any practices from those face-to-face to your digital interactions or vice versa?
Maren: Yeah, that's a really good question. We really, I think, believe in the philosophy overall of people-led and tech-enabled. And so that's where it really leads to technology, the digital side of things should help fuel us. But we can't forget the humanity in that.
And so where it's important to have face-to-face interaction, and that could be face-to-face through a digital device to right as we think about things like FaceTime, or chat, that's still a human connection in real-time, kind of synchronous, but can be fueled by a device.
But then also, to your point, I think, being very purposeful about when that actual human interaction is key. And so if we think about welcoming somebody new to the team new to a facility and onboarding them, showing them around a store, that's hard to do, just in a digital way. And so we're trying to be purposeful about when we use what tool.
How Voice of the Employee Works for 1.2M Employees
Siobhan: I think that one of the things that I would love to touch on, we talk about voice of the employee a lot. And we love hearing examples of how different organizations are using the voice of the employee, how they're managing to collect it. And it sounds like in your case, A, the scale, again, 1.2 million workers, but also just the diversity in the populations, I'm hoping that you can share a little bit about how you gather voice of employee, and how you actually kind of keep those different channels clear or separate, or when you actually bring them together, the different areas that people are working in.
Maren: Yeah, I'm so glad to have this topic to discuss. It's something I'm really, really passionate about and, and actually had the chance to work on more broadly this year to double-down on our associate listening strategy. And I'm really excited to share some of the bits and pieces that we've done, and how we're continuing to progress.
But I would be remiss if I didn't say that listening has been a part of our 60-year plus culture since our Sam Walton founder days. There literally are in our spark shop, which is here in our corporate office, you can buy a notepad with a Sam Walton quote on it that says, you know the importance of listening to our associates and how they have the best ideas, that is so ingrained in our culture. I mean, literally to the you can buy a notebook with that quote on it in our merchandising store just shows you how important that is to our culture. And that's lived every day by our leaders.
And so if we travel out to stores, we have our notepads with us, whether that's, you know, actual hard copy or our iPhones that we're taking notes in, and are constantly looking for feedback from our associates and ideas and asking questions and so that, I will say, beyond any formal listening program or channel is, quite frankly, a way of just how we lead at Walmart, and it's so ingrained to who we are RNA is a core part of our values. So I'm really proud of that. And we continue to bring that to life. And obviously now use more digital tools to continue to enhance that to the whole piece around people led and tech enabled.
What I would share a bit maybe, on what we've done building on that culture and that strength of ours on listening, particularly in the last couple of yours, and doubling down even this past year has been looking at all of our different listening channels that we do have. So we have different workforces, as I mentioned, and we have a whole multitude of different channels that we listen to our associates with.
I'll share a couple examples. One being best in class companies have annual engagement surveys, we just recently relaunched ours as well, we have a validated construct of associate engagement that we measure as an outcome and are very clear on the drivers of engagement. And so that survey is actually enterprise-wide. So not just Walmart, us not just field but as across the entire enterprise, U.S. focused primarily. And we're able to look at that data and are quite rigorous with how we look at the data, both qualitative and quantitative in nature, to inform insights, and then further action planning.
In the facilities, specifically, given our workforce of 1.2 million, we know once a year isn't enough, and we hire a lot of people on a regular basis as well. So we actually have regular pulse surveys, as well, that our associates can take on the devices. So it's a quick push through the [email protected] And they can actually do a kind of quicker surveys in the moment, based on topics of engagement that might be important to us, we want to get feedback on.
As part of that, it's actually not just feedback, it's also we want to solicit ideas. So part of listening isn't just what, what might not be working, we definitely want to have an eye to that and an ear to it. But also, we want to have an ear to what are the great ideas that our associates are seeing every day in their day-to-day work. And we actually have an application, or a kind of a channel, that we've established called [email protected] at Walmart. And so any associated any time can go into this channel and submit an idea of maybe something we should consider doing or a better way of doing things. So those are just a few examples. I can go into more, but let me pause and see if you have any follow up questions on those.
Receiving and Acknowledging Feedback
Siobhan: Yeah, I do. Actually, that last one, the great idea collection, I'm wondering if you have any examples of an idea that came in from someone that you actually implemented?
Maren: We do, we actually, we get lots of ideas on a regular basis. So we have a kind of scanning process for inventory and we were piloting that through one area of the store. So I think it was in the fresh area. And our associates through the ideas channel, gave us the feedback of hey, this is working really well, it would also be great to do that in apparel, it'd be great to do it in other areas of the store. So it actually helped us roll out something that we were already working on at a faster rate, because of the ideas and feedback we got from our associates.
On the other side, we also see things of bug fixes of something that might not work a friction point. And so those things have gone really well. Thanksgiving Day Off actually was an idea from our associates as well. We just announced that during the holiday time. And so we're very proud that we're able to give our frontline associates the day off to spend with their families on Thanksgiving. And that was direct feedback from our associates as well.
Siobhan: Oh, that's wonderful. I'm wondering if there's any kind of mechanism and I'm getting a little in the weeds, and then I'm going to give it back over to you to go further into these different methods that you use, because I love hearing all the different ways you're gathering this intelligence. But is there a built in mechanism, especially with the digital format, where people receive an acknowledgment or some kind of update on the status of their suggestions?
Maren: We do. Yep, I would say this is one where I feel good about what we're doing. But there's probably greater technology as well, that we're continuing to experiment with. But we feel very strongly about making sure there's an acknowledgement and some of it honestly, if it's an email, like I get email, sometimes myself just based on associate seeing my email address or through store visit, and we were very deliberate about responding. We have a sundown rule at Walmart as well, where we will only acknowledge within 24 hours what an associate is saying and if they have an idea. So that's part of our culture.
But also through technology, as you mentioned and asked about, we actually just did up a site, we're kind of all things through listening, our associates can see the backlog, if you will. So what has been said we give examples of maybe, you know, store manager or so and so in this store gave this one idea, here's what we're working on, here's what we're doing about it, because we know some things might not be quick fixes, they might be longer term roadmap type of things as well. So we're wanting to be more and more transparent about that.
And we just recently in the last couple of months launched an intranet site where any associate can go and track has this been submitted? Where is it in the backlog queue of things, is it being worked on and that includes various channels as well. So it might not be from store tours. It could also be through our engagement surveys. So it's kind of a one stop shop, if you will, for the themes we're hearing and what we're doing about it.
Siobhan: Is this this same process for both full-time and part-time employees or I imagine there's ...
Maren: It is.
Siobhan: It is, OK so both have the same access?
Maren: Yeah, they're our associate, they're our associate. Yep. Regardless of schedule.
Siobhan: Interesting. One thing that I know is difficult with the voice of employee feedback is when you have to say no, because obviously you're gonna have to there's no way you can actually act on every suggestion and bit of feedback. Do you let people know why not? Or is there just kind of a communication saying that?
Learning Opportunities
Maren: Yes, you exactly said it, the why not is important. So we're continuously trying to raise the bar, quite frankly, on ourselves on the corporate side to explain context, to explain the why, and and be diligent about sharing that back with our associates where we can as well or letting them know of, hey, this might be a no, not now, but could be later as well.
Separating Real Signals From the Noise
Siobhan: So I'm going to hand the microphone back over to you because I know that I did, you gave me a chance to ask a follow-up question. And I think I went with six or seven. So what other methods are you using to gather voice of employee?
Maren: Yeah, just a few other ones I would mention beyond kind of traditional. I mentioned the surveys, I mentioned our day-to-day interactions in the store. As we listen and take notes. We also are starting to experiment with just broader text analysis and using natural language processing to bring both qualitative and quantitative data in for really broader themes and insights to then help with action planning.
And so we have various different, as I mentioned, workplace chat groups, or ideas that can be submitted, as I mentioned, we actually take all that data on a monthly basis, and look through it for themes using technology, natural language processing, to look for what are the emerging themes, it helps us instill in my mind, and it's particularly important for myself and my team, what signal and what's noise, right is noise, something of, you know, we just hear a few of them. But it's more anecdotally, and there's not a lot of volume on it, but it might be more concentrated or just fewer volume on it versus true signal of we're hearing a lot of this or it's a great suggestions coming up multiple times. And so it's really helping us get into that level of detail. To understand, you know, let's say sentiment a bit more broadly, and themes a bit more broadly, on a regular basis using technology.
Siobhan: I love the idea of separating the signals from the noise. I think it's something that we all struggle with when we're looking at data. And I'm hoping that you could potentially share some tips or some insights in how you approach that.
Maren: Yeah, I think the technology really helps us there, actually. So through even like cluster text analysis, we can see like, oh, this is a big cluster, you know, PTO, policy questions have come up this particular month, and there's a big cluster around that that gives us, especially in my role from people team, that gives us some really good insight of, hey, we might need to clarify something, we might need to lean in into this a bit more versus if it's a smaller cluster, because it only came up, you know, five times and in very separate, that might be more of a noise, something again, we want to look into anything and associate says, but it might not be as much of a signal, so to speak.
Turning Good Jobs Into Great Careers
Siobhan: I wanted to touch a little bit on growth opportunities at Walmart, I know that you recently put out an announcement saying that you are going to be hiring 40,000 associates for the upcoming holiday season, which again, just the sheer scale is amazing. And part of this announcement included some of the career pathways available to associates and I was hoping that you could talk a little bit, not necessarily in that specific case, but how career pathways work for people who maybe start on the frontline, and then can potentially move through Walmart.
Maren: Absolutely, this is something we really pride ourselves in, we we really want to provide good jobs that can turn into great careers. And and so once somebody joins with Walmart, and quite frankly, in our recruitment marketing materials, still too, we talk about the various career paths, the percent of hourly to salary promotions is something we pay a lot of attention to, and movement when somebody joins. And quite frankly, what we see actually is that within the first seven months of somebody joining, even if it's a front-end entry level job, within seven months, they usually are able to already move to a workgroup of higher pay and continue to advance their career. And that could be in another area of the store with a little bit more responsibility.
So we have a lot of pretty quick movement within a facility, whether that's stores, and that's primarily because most of our jobs are there, but also in our distribution centers. And then we're really deliberate to also share pathways to either grow upwards in management, so from an hourly associate, to an hourly supervisor to a manager. That's salaried level all the way to kind of a pinnacle role for us, which is the store manager role or in a distribution center, the the GM, the general manager role. So those are those are really flagship roles for us.
And a lot of our associates share stories about that and so it's not uncommon that our store managers or they're salaried members of management leadership teams are in onboarding even, so at the very beginning of our associates joining and share their own career paths.
And matter of fact, I was in Portland, Maine, two weeks ago, visiting stores and prepping for the holidays. And when you're out in stores, talking to associates, whether it's a supervisory level of management level, you know, I would say nine times out of 10, they've been with Walmart for multiple years, and I've had advancement either within that store or across stores, and will say, like, you know, I used to be at the store down the road, and then I moved to this one. And now I'm the, you know, apparel coach here. And so it's amazing to see those stories. And we are very deliberate about sharing those stories, to make sure it's visible and easy. And then that our career site and our systems and tools support the transparent posting of those jobs as well, so that people see access to that opportunity.
Siobhan: So you mentioned one of the benefits, actually, in that last comment about your visit to Portland, Maine, where some of the people had been with the company for over nine years. I'm wondering what other kinds of benefits have you seen from that sort of progression from associate up to management.
Maren: I mean, as mentioned, we follow the career trajectories and look at our promotion rates. And, you know, that's all the way up into a corporate roles as well. So I would say it transcends beyond just the facility management as well as we have a lot of examples of associates that I work with day in and day out here., even in the corporate office in Bentonville who used to be a store manager used to be a market manager started off as a cart pusher. So those stories are very much alive in creates a network and creates from a benefits perspective, a lot of great knowledge sharing.
And I think also, you know, we're such a large employer, the hope that it can be done. And if our associates, you know, see that and are able to have a positive work environment, a good team around them. And they've seen that and they have, you know, maybe a buddy, onboarding buddy, who's been with us for longer and has had different jobs, that helps them see that path as well. And so it's something we believe in very strongly.
Siobhan: Yeah, that's interesting, because I'm thinking about the tools that you're using for that employee feedback, and how you could potentially see a signal in these kinds of areas where if a particular store has a high rate of advancement, or something like that, and the sort of communications around that.
Maren: That's right, and we actually use them to even like, going back to the first question, celebrate that in the huddles, or in the workplace groups, chat groups where we can post pictures, and somebody gets a new job or, you know, celebrates a milestone of tenure with us. And so we actually use that to really share that message more broadly too.
Siobhan: Can I ask, is there much interaction with these communications? Like you mentioned, the supply chain people in the last-mile delivery people? Do people interact across departments much on these channels? Or does it tend to be sort of more starting at the local, as you said, and then they would be sort of just taking in information from other areas?
Maren: Yeah, I would say it starts more local, though, it's pretty open source. And so it's not uncommon at the local level, that the local store and the local distribution center where they get their inventory from have a good connection, and might help each other out, too.
That really comes to life, particularly in you know, unfortunate instances, like hurricanes that we just had in Florida, where the communities band together. And that's the communities within Walmart, across different facilities in different jobs, but also, of course, the broader communities they serve and the customers. So in those moments, we really see that shine out.
And then as I mentioned, we have those kind of three moments in the year where the teams come together and hear leadership messages more broadly. And we're purposeful on creating connections and collaboration across different types of formats and jobs. But I would say, you know, on a day-to-day basis, it's probably more on a local level.
Siobhan: No, that absolutely makes sense.
So I know that this role is relatively new for you, you've filled many different roles in Walmart over your career there. And I guess I just kind of want to end it asking you what you're looking forward to doing next with this role. How are you hoping to build these efforts? I love that you acknowledge that these are always a work in progress.
But what's next for you and for your role at Walmart?
What's Next for Walmart's SVP of People, End-to-End Operations
Maren: Yeah, it's a great question. And very timely, as we're sitting here in November, and I'm thinking about priorities for next year. So really good question.
And, and to your point, we're always evolving and need to continue to get better.
I think a few things that are on my mind. And this actually ties to our broader are people strategy that we even have as an enterprise. And I'll click into what that means for the Walmart U.S. operations team.
One is continuing to enhance the digital experience of our associates. So frictionless work, making sure it's a positive work environment for them. And they've got the tools, the technology and the support around them to do their job well, so part of that actually gets to listening. So where is there a bug because the scanning on the camera on their device, it takes too long and therefore they have to rescan the merchandise multiple times, we got to remove that type of friction. So that's on my mind and that's a direct correlation to the feedback we hear as well. So continuing to enhance the digital experience of our associates.
Number two, and that's going to be where I'm going to spend a lot of my time is the growth piece. So it links to your second topic on growth opportunities at Walmart. When I think about that, and I think about the overall associated lifecycle, what I'm really interested in is, what happens day one, when somebody joins, do we have the best in class onboarding in place? And do we have that at scale across all the facilities and all the workforces, you know, that I spoke about in the beginning, and I think we've got some really good best practices, but I think we can still optimize some of that. So when we focused on that, particularly as we think about driving engagement and lowering turnover, particularly in the first couple of months, when people are still new, and then are sorting out if that's the right company, for them to have a long career at, so I'm really going to be doubling down on that piece.
The other one is on management, training, leadership development is key. So in that growth pillar staying on there, we actually just did a huge effort this last year to have our store managers go through a Manager Academy to really teach and train good leadership and make sure they get the right tone at the top and are enabled and have the tools, we have some more to go and supply chain to go next year, we need to scale that up to our market managers as well, as well as scale it further down into the facility at the supervisory level. So leadership development is very much top of my mind, because the more our leaders can talk about the growth opportunities and support their associates, the more we can bring that strategy of turning a good job to a great career to life.
And then the last two I would mention, which are just, I think, critically important in today's environment is an inclusive work environment. And so continuing on our EDI agenda, particularly as we think about hourly to salary, promotions, and making sure we have diversity that we have represented in our communities and in our frontlines. And we bring that all the way through something very much on my mind. And then when within that create an inclusive environment that elicits belonging as a sense from our associates.
And then very lastly, well-being I think, you know, we'd all be remiss if we didn't talk about well being coming off of pandemic. And this year with inventory, particularly for frontline, has also been a stressful year. And so we define well-being at Walmart in three tiers being financial well-being emotional well-being and physical well-being. So we continue to enhance our benefits that we provide across our entire workforces from a physical well-being perspective, we have some offerings around emotional well-being and continuing to curate that, as well as this gets to leadership development as well. How do we help our leaders really create that type of environment?
And then lastly, we're doing a lot around financial well being too, particularly as we have part-timers, as you mentioned, or college grads, or you know, high-schoolers who are just starting off with us, and how do we teach them what a credit score is? How do they see that on their devices? How can they connect their paychecks to that and create a savings account, maybe their first ever savings account. And so we're doubling down in the area of financial well-being as well because it helps them for the future as well. So those are some of the priorities on my mind.
Siobhan: I feel as if I just opened up a whole world of future podcasts with you. We might have to follow up because that is a lot that you have on your plate. But it sounds like you've got some great work ahead of you and I will have to follow up and see how you're doing.
If our audience wanted to follow you or find out the work that you're doing at Walmart online, what is the best place for them to find you?
Maren: Yeah, LinkedIn, you can find me through Maren Waggoner, you can follow me there, that's the best place and that's where I share a lot of our associates stories as well. So definitely invite the followership there.
And just want to thank you Siobhan for for the great time today. It was a pleasure talking to you.
Siobhan: Thanks so much for joining me, Maren.
If you have a suggestion or a topic for a future conversation, I'm all ears. Please drop me a line at [email protected]. Additionally, if you liked what you heard, post a review on Apple Podcasts or wherever you may be listening. Please share Get Reworked with anyone you think might benefit from these types of conversations. Find us at reworked.co. And finally, follow us at Get Reworked on Twitter as well. Thank you again for exploring the revolution of work with me, and I'll see you next time.
About the Author
Siobhan is the editor in chief of Reworked, the premier publication covering the r/evolution of work published by Simpler Media Group, Inc. Siobhan leads the site's content strategy, with a focus on the transformation of the workplace.
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