VCU 12/9/03 1:00 PM CT PARTNERSHIP WITH STAFFING COMPANIES Present: Millie Hewett and Teri Blankenship Hi. And welcome to today's Webcast on Partnership with Staffing Companies. I'm Teri Blankenship. Thanks for joining us today. If you're new to our Webcast, the Webcast is captioned, so if you need the captioning feature, just click on the captioning link on the Webcast page. This will take you to a new Web page, where you'll see a text box with streaming text. Also, today's Webcast will be archived for you by tomorrow and we will email you the user name and password so you can access it. Following today's Webcast, we'll have a live chatroom session, and this is where you can submit your questions to our presenter. Our presenter today is Millie Hewett. Millie is the Richmond, Virginia area sales manager for MANPOWER, Incorporated, and she is on the Virginia Business Leadership Network Steering Committee. During her eight years in Richmond, Millie has used her experience for securing job opportunities for diverse populations, and Millie has been an active member of the VCU-RRTC Charter Business Roundtable since 1998. Before I turn the program over to Millie today, I want to give you a little bit of background information about this Webcast. In July of 2002, the Virginia Board for People with Disabilities awarded a grant to Virginia Commonwealth University's Rehabilitation Research and Training Center. The purpose of this grant was to develop a model for the placement of persons with disabilities through the staffing industry. This model was to educate ESOs -- employment service organizations -- community rehab providers and local rehab offices about the benefits of working with the staffing industry. At the same time, the model was to educate the staffing industry about the benefits of working with ESOs, community rehab providers, and local rehab offices. The model would demonstrate a working relationship between a staffing company and local rehab providers and would result in the employment of at least 25 people with disabilities, with at least 15 of those people working longer than 180 days. VCU-RRTC entered into a partnership with the local MANPOWER office in Richmond -- in the Richmond area. The 18-month grant ends at the end of this year. Today, Millie will share some of those outcomes of this partnership and how others can accomplish the same results. So let's begin and I'll turn the program over to Millie. MILLIE HEWETT: Thanks, Teri. I really appreciate the opportunity to be here today to talk about a topic that I'm very passionate about. But before I get started on the actual topic, I would be remiss if I didn't give my 30-second commercial about MANPOWER. Today, MANPOWER international released our employment outlook survey for the first quarter of 2004. I encourage all of you to check the media today, or you can go on our Web site. Also, the opening session today at the New York Stock Exchange, our CEO and chairman, Jeff Jarus got to ring the bell. So talking about the corporation as a whole, we have 4,000 offices in 63 countries. In the U.S., we have over 2,000 offices in all 50 states. Employment of 2 million people worldwide is what we registered last year, and our leading indicator is our assessment and training that we can provide on a worldwide basis. Although we're going to talk about mostly our traditional administrative, industrial, and contact center workers, we're not just a staffing company; we're also a staffing solution provider. We do site management, HR services, direct hire consulting, training, our global learning center -- which is a Web-based e-learning -- in the last four years we've trained over 1 million workers. It is now in eight languages worldwide. And most importantly to us, again, the passion is this year in October we received the 2003 secretary of labor's New Freedom Initiative Award. Most important because this is the first year that corporate award winners have received the award due to their commitment to employing people with disabilities on a national basis. One of the main reasons we received it is because of our innovative public/private partnerships and our efforts, and we're very excited about that award and to be in the distinction of the other companies. One of the bright spots in today's weak employment market that we've been hearing about now for the last two years is American staffing companies are hiring. The statistics show that we employed 50,000 more workers per day in the second quarter of this year than in the first, and this is the third consecutive quarter that we have had year-over-year employment growth. So as you're looking for opportunities for your clients/customers, you need to look at the staffing industry and what it can do for you. Now, before we get into this, if those of you who have been around for a while, if you haven't worked with a staffing organization in the last three years to five years, we have changed but we need to dispel some of the great myths. I'll give you a minute to write down a myth that you think about the staffing industry and what are they, and let's look at the three most popular myths that are out there. The first is that America is becoming a nation of contingent workers as opposed to regular workers employed directly by the company. We're becoming a nation of hiring supplemental staff only. That is myth. The second is that we are not paying prevailing wages, it's low pay, it's no benefits, it's a second tier or second class workforce, if you will. And if that were a fact, then why would we have the largest growth that we've seen in the last two years, and why would anybody continue to work for a staffing company? And the third myth would be that workers are not protected under the nation's labor laws and employment laws like regular or permanent workers, such as Americans with Disabilities Act, equal opportunity employment, minimum wage or wage laws. These are, in fact, myths. The reality are that the Bureau of Labor Statistics comprised that only 1.5% of the total workforce -- about 2 million people on any given day -- are contingent workers. That, in fact -- and I will give you a definition of "traditional" versus "transitional" versus "long-term" workers. A traditional worker is what most of us think about when we think about a staffing company. Somebody who's an intermittent worker. That makes up 20% of the workforce. That would be your college students, your working mothers, your school teachers who are only available to us on an intermittent basis and then they come in and out of the workforce as needed. Transitional workers are 55% of the workforce, and that is the ones that are using it as a bridge to finding or securing other employment. So I like to think of the transitional worker as they start out in the industry but then they end up finding employment either through our placement or through just being in the workforce. And then the long-term or contractual workers, these are workers who may have been on assignment for six months or longer and that are committed to being at that business for an unspecified period of time. Staffing firms' employees are protected under the same laws applicable to traditional workers, so to dispel that myth, why would you not partner with a staffing company? We hope to dispel the rehab myths as well. Now, the re-happen myths, I probably don't need to tell you what they are with this audience. Number one is the day labor issue. That's a worker who will work a day or two, will be sent to different companies each day, different businesses each day, that there's no consistency, no training will be provided, and this would be very, very challenging for somebody coming into the workforce that needed an accommodation to be sent to different organizations or different businesses every day. Again, it is a myth. That the employee pays for the service -- and I can't tell you, when we entered into this partnership with VCU, the two myths that probably gave us the most angst were the employee pays and the day labor. In fact, the employee thinks it will cost them to work for a staffing company, that they'll take some cut out of their paycheck and their earnings for finding them a job. That there are no benefits available to the supplemental workforce. There's no healthcare, which is the number-one concern in employment today nationwide. That there's no vacation, no holiday, no way to save for the future. And speaking of future, that these are dead-end jobs, that you should be spending your efforts to secure real employment, permanent employment, regular employment; that this is a waste of time. That people who work for staffing companies can't find real jobs; that there must be something wrong with their skills or their interview techniques because they would have to rely on a staffing company. If I believed all of this about it, I would say "no way," but I know it to be untrue. The realities are -- and this is where I get to test you and don't know how well you did -- what percentage of business did I say in the last few slides is long-term? 25% of the positions that staffing companies are filling today are long-term commitments. The number of people who will be hired on a temp-to-perm basis or a temp-to-hire basis or we refer to as a temp-to-regular -- that will be bridging between the staffing company and a permanent employer, is 55%. We are in a profit-making industry, and we don't try to hide that. As I mentioned, we rang the bell at the New York Stock Exchange today. We bill the company or the business for services rendered, and the workers are paid prevailing wages and nothing is deducted from their paycheck other than the normal taxes, insurances that they may decide to take. We pay based on the abilities of the candidate, the skills, and the job description. So there is no cost to the worker or the client. If we were not able to offer healthcare, vacation, holiday, 401(k), and additional ongoing training, we would not be able to retain a workforce. We would have major retention issues. So those facts are reality today in the supplemental staffing industry. Now, as with any supplemental company that does staffing, the statistics that we show are that 60% of the people that we place in businesses will, in fact, be hired by the organization we place them at. That does not mean they will be hired into the job they're doing. A good example of that is when I was out of the job market, I actually started 22 years ago, as Teri mentioned, in the staffing industry as a temp, and I ended up getting hired by where I was placed, which just happened to be at MANPOWER. Not doing the job I was doing, because the job I was doing, I was taking photographs. It's always easier to secure a job when you have one, even a temporary job, even a contingent job, so one of the things I would con -- encourage you to do is look at this as a viable alternative for your consumers, for your candidates, to get them entry into the workforce. Way! In this relationship n developing this partnership with VCU, the first two bullets on the screen are probably the things that we struggled with the most, so I probably will spend more time on these. We had to define job readiness, and one of the things that we had, in working with the rehab agencies and the providers, is what -- our communication was on what determined "job-ready." Now, we can give people skills, we can give them training, we can give them upgrade of their skills for technology, we can give them newer software, we can give them soft skills training, but the basic motivator, the job readiness when you enter into a partnership, they do have to come to the staffing company with a motivation and a desire to work. Now, I think this was our number-one challenge, that the providers saw this as another vehicle to send candidates to us, and yet as we developed the relationships, we realized that even they didn't think the person they were working with had the desire to work, and the motivation to work. So I think that, number two, the two-way trust, don't hide information. We can determine where a person should be placed, the type of work they should be doing, through our interview, our assessment, the work environment that we do at our customers and the businesses, but we do have to have open communication and we struggled with this as well as the job readiness. I'll give you a couple of examples, and that's why we said don't hide the information. Many times some of the people with disabilities that were referred to us had a primary disability and a secondary disability. A primary disability might have been an obvious disability. The secondary disability might have been a hidden disability. If the dialogue didn't get to the point where we exchanged that information, then we were basing our whole intake process, our skill assessment, the way we were going to administer the testing, accommodation, based on perhaps a physical limitation, not realizing that we were also dealing with another limitation that was hidden. And by exchange of information, we realized that as sensitive as it is, and who should share what, and we should make the person applying for the job share the information, but it made it a much easier process for the candidate coming through the door when a lot of this had been discussed behind the scene and we knew actually how to progress with the person with the disability. So the sharing of information, that didn't happen. We're going to show you some methods and what we did to get to the point where the two-way communication was shared. The other thing I would mention is staying close to the process. Ask for feedback. I think we always ask for feedback from the consumer, from the job coach, from the ESO. Likewise, you need to ask for feedback from the staffing company. How did you think their interview went? What did you see their strengths as? Where would you be placing them? Because we both have different assessment tools we're using. Then by coming together and staying close and asking for feedback, we can make the best informed decision for that candidate. Because our ultimate goal here is exactly the same: Showing an increase of employment for people with disabilities in America. We both have the same mission. The coaching, the counseling, and the communicating. When you develop a partnership, we're the experts in the human resource side, the employment side, if you will. Our job is to match an applicant with a customer or a business and make the perfect match. We are not the experts, nor do we claim to be, is in disability awareness. So the coaching, the counseling, and the communicating, when you develop a partnership, there are things we are going to ask you to do as being the experts in job coaching and what's appropriate for your consumer, and there's things that we're going to want to do such as attendance and job performance that we'll assume that responsibility. But as long as we're communicating on it, you'll be able to help your consumer as well as we'll be able to help our employee have a successful performance. You'll see, as we get into this a little deeper, that, in fact, we have become more of an expert in the past several years with our relationship with VCU. But clearly, we are the employment experts, we know what our businesses want. We expect you to give us the disability awareness piece, if you will. One of the samples or examples I want to give you today is in developing partnerships, what's really important. And I really think the first bullet should say, "Be realistic." One of the things that we look at is, in the referral process that we set up, is we were getting referrals and we look at people's complete work history, but if, for example, it's an acquired disability that's happened in the last three to five years and you give us 20 years of their background and education, although important, what's important today is being realistic on what is does the person bring to the table today? Those are the kinds of skills, knowledge, abilities, performance, that we're looking at currently. The two-way training that we've been able to facilitate is VCU and through the business leadership networks, we have been able to get a ton of disability awareness training. Pretty much awareness training for every disability, the type of disability, that you might have out there. And what we've been able to provide the ESO and the rehab providers and the department of rehab services is staffing awareness training, what to expect when you go into a staffing agency, what to expect on our intake process. You know, are we going to test just for the sake of testing? Do we test before we interview? Well, the best staffing agencies and the best recruiters will tell you, you interview before you assess. Always. Whether the person has a disability or not. Because the comfort level of the person is much higher, and so one of the first things I look for when I look at other staffing agencies is, do they come in and they test before they ever actually talk to the person, they give them an assessment? And again, we refer to it as SKAPS internally but you're looking at what skills, knowledge, abilities, and performance the person brings to the table to be successful. Now, for my visual aid, this is the traditional way that HR recruiters, staffing businesses typically would recruit. I don't know if you can see this. It's a funnel. And the traditional way would be, I post a job on monster.com or flip dog or in the newspaper, and I actually have 60 candidates apply for that job. And in this funnel, I'm going to have 60 applicants come in and through the intake process -- again, the interviewing, the assessment, the background verification, the background checking, the references -- ultimately, one candidate will emerge and be my choice for that position. The reverse funnel should be true of the staffing agency you partner with, which is I take one candidate into my intake process and through the same tools -- the interview, the assessment, the verification, the work environment that we go out and actually do with the customer -- I may have a possibility of 60 positions or businesses that emerge. So it is a complete reverse funnel of the traditional intake process. Now, why is that advantageous? Making the right match involves you helping us to assess and give us the best-case scenario for this individual. And I think when you look at the fact that the interim employment was 20%, I know that in our relationship over the last 18 months and the data we've been tracking, that, in fact, with people with mental health disabilities, a lot of times interim employment is very important to them. They do need to be coming and out of the workplace. They do need to have short-term duration or long-term duration and then breaks. And that's why the consistency is there in making the right match, because we can match the candidate to the appropriate environment. The results of the VCU/MANPOWER partnership, again, what we determined we had to do is go out and survey the employment specialist and the rehab agencies, but we also had to do surveys with MANPOWER. And the survey questionnaires really asked them some of the slides you saw before, which is the myths, the realities, what do you think of staffing agencies. Everybody had a story about working with a staffing agency that was an awful story. It was a story about sending somebody in, they placed them on a job they couldn't do, and the person, you know, did poorly. On the other hand, when they surveyed the MANPOWER offices, in fact the story of when the Business Leadership Network 5 years ago first came to MANPOWER's door to talk about, "We can help with disability awareness and disability training and are you interested in joining," we already were working with department of rehab services and the staffing person they talked to said, "Well, we already do that." So there was a real education that needed to take place through these surveys to say, "We need to bring the rehab agencies up to speed on what staffing companies are doing today, but as well as we needed to bring MANPOWER staff up to speed on what rehab agencies and ESOs are capable of providing us with today." Such as accommodations. We developed a referral and information exchange process that worked very well, once we fine-tuned it, and that was where we were actually sharing on paper, once the trust had been developed, what the disability was, what they thought the limitations would be, what accommodations they thought would be necessary, what type environment they thought they would do best in. But at the same time, we would do our own intake process and either confirm or deny what they thought was true about the candidate. One of the reasons I encourage you to look at staffing companies is because when you realize that it can expose somebody to a lot of different jobs in a lot of different industries in a very short window of time, I think that will help your applicant to be more successful when they're out applying for jobs if they do on their own. The tracking system we developed was more informational, but more importantly is the network meetings we had to establish trust. When we first started into this partnership, the rehab agencies and the ESOs didn't really want to share information with us about their client, their customer, their consumer. They were afraid we were going to use it to discriminate. They were afraid we were going to use it to screen out, rather than screen in, because that is what they had been exposed to. And I say this to HR professionals and for any of you on the Webcast today, this should rustle your feathers but I tell people that my job every day at MANPOWER is to discriminate. Not illegally, not based on race or disability, but based on finding the best match for a customer and the best match for a worker. We act as a liaison. If the worker is thrilled with the job we place them or the business we place them at, and the business is not really sure it's the best fit, then we haven't done our job as a staffing agency. Likewise, if the business loves the person we placed out there and the person comes back to us, the employee, and says, "You know, they're nice people but I'm not challenged," we haven't done our job. It's got to be a good fit. So the way we discriminate daily in our intake process is finding the best in everyone and putting it to work. The network meetings to establish the trust is where we have these candid conversations, where we can say to somebody, "You're only disclosing the disability to me," so that we can better accommodate and help them in the interview process or the intake process. We have a story of a gentleman who, before the trust had been developed, would have not done very well coming to MANPOWER at all. But once we established this trust through our network meetings and candid conversations, and they came to our office and saw what we did and we went to their offices to see what they did, he came in and his primary disability was anxiety panic disorder. Well, he did come in with his job coach, and what we decided very early on, because of the disability, is the three-hour process might be too long for one sitting, and it was only at the point through these network meetings, through developing the trust, through the sensitivity awareness and disability awareness, that we were actually able to -- the staff person interviewing him realized he was starting to get anxious, he was starting to get repetitive in his speech, he was starting to show signs of anxiety. At that point, she asked the applicant, "Would you prefer to break this up into two sessions?" He was so relieved that we suggested he come back the next day to finish the process. The next day when he came back, he scored in the 97th percentile on his assessment. Now, here's an example. Had we not been flexible, profoundly flexible, I can assure you this gentleman would have done poorly on the assessment because he was showing signs that he needed to be accommodated, just by taking a break for a day. The other piece is, we probably wouldn't have seen him again, or his job coach, because they would have thought, "This is just too strenuous and now you're going to send him to a third business." So I think that the point is, we can be profoundly flexible, but again, there has to be that trust and there has to be the open dialogue. The disability awareness training for MANPOWER that VCU has provided has been invaluable. I was one of the first five years ago who would extend my hand to somebody who couldn't shake mine, and it would make me a little uncomfortable. And I was embarrassed by it. Or I would be one that might say to somebody who is blind that I was interacting with, "See you later," and the minute it came out of my mouth, I thought, "I've said the wrong thing, I've done the wrong thing, I've embarrassed myself, I've embarrassed the person." It's only through the sensitivity and disability awareness training that they've developed for MANPOWER that we've been able to realize that those things don't matter when you're looking for employment for people. People are people. Not to be embarrassed, not to -- so it's through that kind of venture that our staff is now embracing even more, bringing people through the door that are different. And what we do every day is bring people through our door with different abilities. The employment training that we had for ESO and rehab also showed them what kind of opportunities we have, what kind of assessments are we going to give, what kind of accommodations are we capable of making, so that they understood our intake process and now, today, 18 months later in this process, I would venture to say unless the person needs a coach, typically they don't come at all, because they know that we're going to handle people professionally and the way necessary to make it successful. So far, in 2003, we've held six regional workshops for all partners, and I think that these are as well attended from the staffing partners as well as the ESO agencies. These are great networks to get to meet your staffing company. VCU was kind enough, under this grant, to provide us with a staffing specialist to be our liaison between the agencies, between the providers, and between MANPOWER, and I think that was critical to our success is we had a liaison. We're used to being the liaison between the customer or the business and the worker. Now we had a liaison or an advocate, if you will, that would go back and problem-solve for us which made the process much, much easier. And they encouraged us that we did not have to be the experts in every disability; that if we needed help, they were available to us, or had the resources, and that was critical. Today -- and I really feel like I should be having Teri share these numbers because these are VCU numbers through this program, but of the 130 referrals from ESOs and rehab, both developmental and acquired, we've placed 37 in employment. And typically, what we found with the 37 -- and that's a 40%, but the 37 that were placed were candidates who had been out of the job market a while because they had been working, trying to find employment. And so these aren't 37 people that came from one job and were placed into another. They had had kind of a hiatus from employment, either because of their disability or their acquired disability. Of those, 18 of the 37 were long term, which is 180 days, and why this is important to point out is, I can remember as recently as five years ago, you would have rehab partners tell us that, "Well, I don't know that we want to place them in a staffing company's employment because, you know, they're not actually employed for our benefit," and the reality of it is, when you look at the numbers that we talked about earlier, it is viable employment with all the bells and whistles that most employers will provide. And a hundred percent have received some form of training. I mentioned the global learning center earlier, and this is at no cost to the employee. We've had to be somewhat flexible here. Everybody that is applying to us does not necessarily have a computer or an Internet access at home to do Web-based training, and those cases then, they can come into our office for that accessibility and there's a lot of soft skills training that we can give somebody that's been out of the workplace for a while. Before I get to my final thoughts, these what was are much easier when they're interactive but then it wouldn't be a Webcast. I think one of the things that's very important is, if you haven't pursued the staffing industry, some of the things that you can do. First of all, find out in your community, in your market, who is doing the most hiring. We have a scenario with one of our partners, Goodwill Industries, who had been trying to place one of their consumers for six months in banking and finance and they couldn't get the person placed in banking and finance. After we started this partnership, and through these network meetings and meeting and talking around the table, they said, "Wait a minute. MANPOWER, you have the contract to place supplemental workers at this bank/finance company. Why don't we give you this consumer and see what you can do." The person was placed within a week at her business of choice, and it was only because we were the intake process for that customer or that business. So I encourage you to find out who is doing the hiring in your market, what industries are you interested in pursuing, and what staffing agency. That's who I would partner with, the staffing agency who has the business for the intake and the entry-level positions that you want to filter people through. My final thoughts -- and I realize how that sounded after I read it today, and I didn't mean it quite that way -- but be persistent. Don't expect perfection from the start. And I think if you've had a bad experience and you know that the staffing company you're working with or attempted to work with is the one doing the most hiring, don't say, "Well, I've already worked with them, it failed miserably, I'm not going to work with them again," because they have the jobs. You need to be persistent. You maybe need to start with your network meetings or with your breakfast and staffing and communication meetings. It certainly wouldn't be the place I would send a candidate without you being involved. The second thing -- and these are final thoughts for both of us -- we have to be profoundly flexible. I mentioned the assessment of the one candidate. Those assessments, by any other name the word is "test," and people even that don't have a disability do not like to have tests or be assessed for a job. But it's a reality in the workplace today. So I think that if you find that you -- we need to be more flexible on the timing of it, we -- we test a lot of people who have attention deficit disorder, both youth and adult, and we find that if we test them in our normal environment, which is five or six people in the room at the time, that we can almost be guaranteed they're not going to do as well as if we schedule them to test one on one, so that there is not as many distractions. And those accommodations cost nothing, other than being profoundly flexible. We have to both be available. Both partners for job coaching. Traditionally, we're going to coach on the things that are human resources related. The attendance, the performance. But there may be times when we place somebody in a job with -- as a new skill is added, they may need some actual coaching that goes along with whatever disability they have that we're not the experts to provide, and in that case, we're both going to come into the picture so that we can make this a most successful transition. Be creative. I know you all hate that "think out of the box," but you have to -- for as many people that are out there pursuing employment, there are as many opportunities. You know, we keep talking about recovery in 2004. Recovering. The job market. Unemployment is, you know, a little down. The reality of it is, this is probably the best vehicle today because the country's not going to staff up, come January 1 of 2004. Supplemental employees are still going to be a big part of the workforce, and it's a wonderful way to get your candidate in the door, where you can have this kind of open dialogue about their skills, abilities, and knowledge. And I think the final thought is, be receptive. The reality of it is, there's two things that keep me personally passionate about this topic. One is that, realizing that this is a protected class of individuals that I could join at any time, and the other thing is that in the 21st century, we are going to face a labor shortage that is serious of 8 to 10 million workers. Part of the reason that we chose to partner at the time we did -- and we've had a five-year good relationship with VCU -- is that the shortage is such that we're all going to be looking for ways to find new candidates, bring new talent to the table, retain workers, so it is 21st century thinking about employment. Teri, on that note, I'll turn it over to you. >> TERI BLANKENSHIP: Thanks, Millie. We have a couple of minutes left, so let me ask you some questions. Are job coaches allowed on-the-job site if they work with you and other staffing companies? >> MILLIE HEWETT: That's a good question, and I'll tell you, that has been an evolution for us over 18 months. When we first started, what would happen is the job coach would appear at the job site without us having segued us it, without our business partner knowing that they were going to have somebody on-site. We encourage job coaches at the job site, but again, we'd like to be the liaison for that just so we know what our customer or business partner expects. Also, in the same vein, a lot of times we were finding job coaches were going out to do performance reviews, see the work environment, and things that we had already done that we could share that information with the job coach and give them that information so they didn't have to make the trip out. So we do encourage that, and, yes, they are allowed. >> TERI BLANKENSHIP: Okay. Thanks, Millie. It seems that trust and providing honest and accurate information are what makes a partnership successful. Can you talk a little bit more about that, and can you maybe give us a couple more examples? >> MILLIE HEWETT: I think if I wanted to get specific in the short time that we have, where we first see the trust and the sharing of information in our intake process with a staffing company or any HR professional is in the application process. And I know one of the things that we were up against is consumers or your customers coming in and applying with us and saying, "Well, I was told not to put that on the application" or "I was encouraged to discuss it during the interview." I think there's a real fear factor that we're going to use the information on the application to somehow discriminate illegally against the candidate. One of the trust factors would be, for example, if someone has a criminal background or a criminal conviction, most applications today ask for that information. If you, as the rehab counselor or ESO, know that, you have to encourage them to be honest and truthful about it, because that's the quickest way you can be eliminated from a process is if you falsify an application. But it's not comfortable, and that's why, if we have this discussion behind the scene, you will realize we're not going to use it to illegally discriminate, and you can help coach your client on how to do that process. >> TERI BLANKENSHIP: Thanks, Millie. That's good advice. I understand that MANPOWER is now an employer network for the Ticket To Work program under Social Security. Can you share a little bit more information about this? >> MILLIE HEWETT: Yes. Thanks, Teri. Under the employment for Social Security Administration Ticket To Work, we did sign on in four states to pilot it, and partly just because we picked four states that had the biggest need, the biggest support network. We didn't pick all 50 states, but the four states are Virginia, Florida, Alabama, and Mississippi. And one of the things we were able to do as a network provider, as a staffing company, it's not just about finding employment -- although I would say the majority of the ticketholders that come to us, that's what they're looking for is gainful employment -- some of it is being able to give them additional training, additional skills, the global learning center, and not just providing them with a job today. So that program is relatively new, and we are very excited that we signed on for Ticket To Work. >> TERI BLANKENSHIP: Thanks, Millie. And thank you so much for being our presenter today. We hope that you've enjoyed this Webcast, and that you've gotten a lot of good information from the results that Millie talked about. Don't forget today's Webcast will be archived for you by tomorrow, and we will email you that information so that you can access it. We're now ready to go into the chatroom. We hope that you'll join us there, where you can submit your questions to Millie. If for some reason you're not able to post your question today in the chatroom, you can email us your question throughout the week and our email address is on the Webcast page. Thanks again, and we'll join you in the chatroom. (Event ended at 1:45 p.m. CT)