Episode 99: How Unilever is Creating New Ways of Working for Its Employees (Interview with Placid Jover)
This week’s podcast guest is Placid Jover, VP of HR for Latin America at Unilever.
Throughout the episode, Placid and I discuss:
His perspective on how the people analytics field has evolved over the last decade
How Unilever is tackling inclusivity, in particular when it comes to age and changing workforce demographics
The new innovative model that Unilever has launched called, U-Work, that helps its workforce to work, earn, learn, and live differently
The impact of the pandemic on the advancement of new working models for the future of work
How behavioural science can help improve the workplace
Support for this podcast comes from iPsychtec. You can learn more by visiting https://ipsychtec.com/
You can listen to this week’s episode below, or by using your podcast app of choice, just click the corresponding image to get access via the podcast website here.
Interview Transcript
David Green: Today, I am delighted to welcome Placid Jover, Vice-President for HR at Unilever for Latin America, to The Digital HR Leaders Podcast.
Welcome to the show Placid. We have known each other for a long time, but please, can you provide listeners with a brief introduction to you and your role at Unilever?
Placid Jover: Yes, absolutely. Good to see you, David, a pity that we cannot do this face-to-face, but it is really good to see you, my friend.
So hopefully by my spanglish you can tell that I am definitely not from from the UK. I was born in Barcelona. That is where I studied and I studied business administration. As I was finishing my MBA I started doing an internship at Bacardi, working in their marketing department. Soon after I moved to Unilever, to join HR, this was quite a while ago. And at the moment, as you said, I am the Head of HR for Unilever LatAm. This is a 6, 7, 8, depending on what currency you do, billion dollar business. 30,000 people, 23 countries. Prior to being in this part of the world with Unilever, I have been with the company in Spain, also in the Netherlands. Four years in Switzerland. I was in the UK for six years, three of which, as you will remember, I built the analytics capability for Unilever in HR. Then we moved to Argentina and Uruguay.
Just for completeness, I am a dad, father of two. Married to Julia and I love to learn. I love running. I love cooking and love travelling and reading,
David Green: And that is a couple of things we have in common, father of two, love running, love cooking, and love learning, so probably why we hit it off when we met. I think it was, oh, maybe about all the way back in 2013 or 2014 when I was still at Cielo before I joined IBM. I think, when people analytics was very much an emerging space, as you said, you were building that capability at Unilever at the time. I remember you bringing a summit together at Unilever, at four acres in Kingston. It was a gathering of academics, practitioners, thinkers, and tech firms, and me, which was very kind of you to invite me. The field has come a long way since then. We have really seen people analytics evolve and obviously you now, as a HR leader in a region, using probably people analytics to solve some of the big challenges out there.
From someone that has been in the space and is now adjacent to the space, I would love to see how you see it, Placid. The evolution of careers in people analytics and how the landscape has really changed since 2014, when we first met.
Placid Jover: Yes, it definitely has, as we say in Spanish, rained a lot since 2013 or 2014. And as I remember David, back in the day as I was building that capability, there were no playbooks, there were really no benchmarks. Finding skills to join HR analytics, I don't want to say it was a mission impossible, but it was close to being a mission impossible type of thing. Even if you managed to get people to join, it was really difficult to retain them. First, because still back then, it was a really hard skill, but also it was really difficult to offer a compelling career proposition for people that had that skillset. So there were no career paths.
I think, from a data perspective, we were data rich probably already, but not data intelligent. And as I remember also going to the HR technology conference and talking to a number of people, including yourself, the tech readiness I don't think was what it is today.
So all in all, I think it was difficult to build analytics and to learn from other people, compared to what it is today. Again, if I reflect, therefore our current reality on driving analytics, I think today it is a really good place to be, David, analytics generally speaking and HR analytics as well in particular.
I think today, it also fair to say, that hopefully there are more benchmarks, it is easier to learn from peers, from other industries, from literature. We have better talent in this space. It continues to be, there is scarcity, but there is better talent. I think that for the talent you can get in to HR analytics, a company can offer a compelling career proposition to those individuals. I think it is also easier to retain that talent. Of course technology is fantastic these days.
And I would say, compared to seven years ago where everything was a challenge, today, it is all about endless possibilities.
There is probably one common thread that I would like to probably call out. Between 2013-2014 and 2022 now, which is what hasn't changed is the need to stay really grounded, really close to the business and to the problems, that will make a difference to your company and to the consumer and to the customer. That is the recipe to just win. It doesn’t matter if it was seven or eight years ago versus today, I think that has not changed for sure.
David Green: And I am guessing you are seeing that now, leading HR in LatAm, obviously quite a long way from Unilever's headquarters from a mileage perspective. What are some of the differences that you have seen from being at the centre and building that capability and OD in people analytics versus leading HR for a region and being almost a customer of analytics there?
Placid Jover: I think having an analytics team or functional capability, David, I think makes us better as professionals on the ground. Having good quality data when it comes to making hiring decisions, managing doing workforce planning, the ability to more easily connect people with the finance side of things, that is very insightful and that is very helpful when it comes to business forecasting. At the point of making the appointments, managing talent, having good insights, good talent score, I think that takes a bit of emotion from people decisions and was it impossible to eliminate completely biased? I think we can have a more complete, objective, fair conversation about a number of topics where as in the past, it was all about experience. So that is probably what I would say. Having that capability makes people on the ground much, much more powerful. The challenge for people in those jobs is to never forget that your consumer is people like me and people like my teams on the ground. And whilst it is nice and it is necessary that those teams just keep pushing boundaries, keep pioneering, keep working on cutting edge whatever type of research, in the end all of that is pointless unless we get the rest of the people in HR to consume, to use, to understand, and actually to make decisions using that data, David. So that is probably my answer to your question
David Green: Great and that leads quite nicely onto the next question. But the other thing to say, just to put it out there, is with that people analytics summit that you organised at Unilever and then Nicky carried on, that definitely was one of the inspirations as we created Insight222, so a bit of a personal thank you there as well.
Bringing smart people together, you solve problems much quicker. And I think that is a great principle for us to learn both within companies and as we work between companies as well. So let's throw it forwards now. What do you think new entrants into the field of HR or people analytics, can expect out of their careers in the coming years, maybe even in the next decade or so? I am really asking you to look forward now, having looked back a bit.
Placid Jover: Making predictions these days is a bit challenging. But what I think in my opinion about it is, surely this will be a good place to be. I think human resources and analytics will continue to be a good place to be and HR will be a profession or a function that is becoming more and more science-based and therefore this benefits the analytics function as well. As I look into the future, and again I cannot detach myself from the reality of the world of what it takes to run a business. I think it will be super important for people joining HR analytics, that we have the ability to continue to lead innovation, that we contribute to shape with our expertise, with our skillset, with our data, with our insights, to shape and execute successfully business strategy. I think we all can agree that change is here to stay and therefore the ability to deliver, changing an organisation is something that the HR people will continue to have to do, supported also by the analytics team. So landing and managing change.
There is something also around building and inspiring people in talent and creating an inclusive and diverse workforce. In all of these there is an important component, which is the employee experience, so we must not forget about that. And not just about the experience to your own employees, but also to everyone that ends up getting in touch with your business. And also, how do you measure all of that, what is the ROI of the experience and each one of these sub activities within the experiences that you create.
And last but not least, there is also something I would say about navigating successfully, a multi-level type of stakeholder environment that we are living in.
So I think that those would be a few nuggets of, what it would take to succeed for those people who are joining HR analytics, but definitely I think this will be a really good place to be.
The pandemic, let's not talk too much about it. Everyone has been speaking about COVID-19 and so on for quite a long time. But the pandemic just has accelerated and shown the importance of having good HR and good analytics people and the impact that can have to your business.
In the end, a company is its brands and people and successfully managing people, building teams, that is surely the recipe for success and doing things right.
David Green: Yeah. And I think if again, we don't talk about the pandemic too much, but that focus on employee experience and wellbeing has really been there. And I know it has been there in Unilever, for the last two years and analytics is so important for that. So whether it is just doing regular surveys, whether it is looking at some of the collaboration data and understanding things like burnout collaboration, or over collaboration, or lack of focus time. As you were saying, that ability for all HR professionals, clearly not to be data scientists and run analysis, but to think more analytically. Tie those insights to the business, whether that is business leaders but even to customers as well, understanding that link. Because as you said, we are people and brands effectively. And then to think, how do we measure that employee experience and how do we then measure it, understand it, but also create actions that improve the employee experience and tells employees what we are doing as well. There is so much there, for us as a function, to learn and grow from.
Placid Jover: Absolutely. And just a small aside, David. Even when we talk about employee experience, even in some small things like you are running a town hall for your company, you do it virtually, the fact that after the town hall you can send an easy survey with quantitative and qualitative type of questions and you take the time to ask those questions. To wait for the answer. To understand what people are saying, what is it that they want to hear next time? Even in those small things, you are improving the experience of people, right?
So I think anyways, for me, that is a place of endless possibilities in making workplaces a bit better than they were before.
David Green: Agreed. So if we turn to the future of work more broadly, you talk a lot about longevity. You did these excellent and I do recommend people check them out, Placid posted towards the end of 2021, 10 provocations on his LinkedIn feed. And one of them was around the longevity revolution, you called it. I know you are particularly passionate about the age dimension of inclusive working practices. Can you tell us a little bit more about that and why you believe it is so important for organisations to get it right?
Placid Jover: Yes and one day, not today, on this podcast because I think you have lots of people listening and it is quite an intimate story. But one day, over coffee, I will tell you the why I am so passionate in particular what was really the thing that lit the fire, that drives my interest and my appetite for longevity. But speaking from a more conceptual place, when I look at the diversity, equity, and inclusion agenda, I think it is also fair to say that most companies, most of us think about it through the lens of gender, of race, disability, and sexual orientation. These are the four main pillars that companies talk about the efforts, what is it that we are doing, our practices, et cetera, et cetera. And whilst all of those four pillars are really important, I think we can't forget that the age dimension is also really important in all of this. And in addition to longevity and age, the fact that I have been in LatAm now for two and a half years, there is another point to call out, David, which is the social economic component. Especially in geographies where the divide between people who have jobs, a good income, a good place to live from those that don’t, not having that part of the workforce well-represented can be a drag to your business. But anyways, going back to the point around longevity. When I was head of HR in the UK I was just looking at data and thinking ahead, I think that is the job when you are in one of those big HR jobs, you are not just managing today but I think it is equally as important to look at the mid and the long-term, not just how we are going to close the month or the quarter.
I was looking at the UK and back then, another way I think that data has changed over the last two and a half years, the UK has roughly 66 million people living in it. 66. When you look at the active population, so meaning people between the ages of 16 to 65 and contributing, the number drops from 66 to 33 million people.
From those 33 million people, those that are working, contributing, paying taxes, one third of that pool of workers, that pool of people, are aged 50 and above.
So the first question that I was asking myself, David is, we have a third of our population who are aged 50 and above, can I say, can we say, could you all say that our people practices, our policies, how we think, how we approach a number of things, how we approach recruitment, can we say that this is inclusive? Because it is a massive pool. Are we listening enough to them?
We run focus groups in the UK, with that segment of the population and it broke my heart to listen to what they had to say about the missed opportunities, of not talking to them enough, not listening to them enough, et cetera, et cetera. But that is not the end of the story, David. So 66, 33, and one-third, but then the other important insight when it comes to longevity was the UK is getting, in terms of talent inflow, you guys are getting around a million people joining the workforce, but you are losing 2 million people a year.
So that is something that has to do with how do we keep people employed, people on the pitch for a longer period of time. We will not fix the skills shortage, the talent wars, just with graduate schemes. I think that the answer needs to be more holistic and more systemic.
And another data point that I came across the other day, whilst reading a magazine, don't ask me what the magazine was but I can search for it, David. But the data point was something along the lines of, every day, between now and 2030, 10,000 people in the US are getting to the age of 65. 10,000 a day, between now and 2030.
So for me, bottom line David, and I don't have all the answers when it comes to longevity, but I just know that there is something in that segment of the population that has probably a number of the answers to problems that we currently have. I will leave it here.
David Green: Yeah, it is a good provocation to have. If you look at some of the data in other countries, I know if I look at Europe, Germany in particular has a shrinking workforce and the UK, as you rightly said. A lot of the economies in Western Europe, the US, other countries as well. And at the same time, healthcare is getting better. People are living longer. People are having longer careers, will have to have longer careers because some of the, we could really go into this one couldn’t we, some of the state systems in Europe in particular, around retirement, they are not affordable in the long run. Skills are changing quicker and quicker anyway, so this idea that you go to school and then you work is redundant now, you have got to be continuously learning, which is something we are really seeing and that HR professionals are getting involved with. So yeah, I am passionate about that as well and not just because I am approaching 50, I hasten to add. I think you are exactly right, Placid. And the socioeconomic is another area along with diversity, equity, and inclusion that I think we will see talked about, in coming years.
When we come back in just a moment, Placid talks about some of the myths of the multi-generational workforce and how Unilever is changing the way it manages, retains, and attracts talent. This series of The Digital HR Leaders Podcast is sponsored by iPsychTec. Their CultureScope cloud application is one of the most advanced and scientific approaches to culture and behavioural measurement, to drive performance and manage risk throughout organisations.
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To find out more, head over to ipsychtec.com. Welcome back to this episode of The Digital HR Leaders Podcast with Placid Jover, VP of HR for Latin America, at Unilever.
Now back to the conversation.
Let’s continue that conversation a little bit. Obviously it is important that countries get it right, organisations get it right as well, because this population represents a significant proportion of their workforce and probably even a growing area of their workforce as well.
What are some of the myths about the multi-generational workforce, that you think organisations and maybe commentators get a little bit trapped by?
Placid Jover: A really good question. Probably I would say three things, David. And this again, it is my opinion, when it comes to myths. What I have seen when I talk to people in HR in my business, in other businesses, I would distill the essence of those myths, in three distinct buckets.
One would be, this does not apply to me.
This does not apply to my country. The numbers that you are quoting Placid, for the UK and the US, have nothing to do with me. This is a young country, lots of young people, we are really far away from that.
The point is, it doesn't matter what your demographics are today, we are all pretty much going to follow the same pattern. So why wait? Which leads me to my second point, which is, yeah we all know this, but we have time. We have time. Don't worry, we will get it. We have so many priorities today so let's leave it here, let's put it in the backlog and we will start working on it in a couple of years, but right now we are fine aren't we.
The other one, David, and I am not sure if it is politically correct so if it is, I will give you permission to delete this part from the podcast.
But the other myth is, we believe that people, when they get to certain age, they lose motivation. They don't work hard. They are slow. They don't learn fast.
And I completely disagree.
So those would be the three things.
1] Doesn't apply to me. My reality, my country, is different,
2] Plenty of time. We will sort it. We don't sort these things. You don't sort this from one year to another, we need to collectively start working on it.
3] Last but not the least, this perception that when people get to a certain age, they need to be put aside. I refuse to believe this.
David Green: And I completely agree with that and I think the data points out that is correct as well. Just because you are older doesn't mean that you can't be a digital native effectively, you can get the skills for that. Yeah, it is very interesting topic.
I know it is something that you are tackling at Unilever. I would love to hear your thoughts on how can we tackle changing workforce demographics? And can you tell us a little bit about what you are doing at Unilever to address this?
Placid Jover: Probably the same as everyone listening and every company out there, we are all trying new things, learning, experimenting. So the point that I am making David, is I don't claim that we have found a solution and are probably just trying to find a solution the same as everyone else. We are trying to contribute. I will start by saying that, when we live in a market where supply is short, but the answer is actually to build instead of buying skills in talent. So, that is something when we talk about workforce demographics, are we really connected to our own workforce? And are we building from within, instead of buying from outside?
There is a philosophical point here, if you wish, and again it is pure economics, supply and demand. And supply will continue to be short for the following years. So there is something around building.
The example that I can call out, David, is something for the brands internally and externally is “U-Work”
And this is something that together with a colleague, we started to work on it in 2017. So back to my point around, we will not find the answers from one day to another, tackling these big problems requires time, imagination, managing change, et cetera, et cetera.
So we started this journey in 2017, it is now 2022, just to give you an idea. And basically what we found and I am really proud about it, David, we have created really a new type of employment contract. Something that doesn't exist today, anywhere to our knowledge. What we have done is, with this now new type of employment contract, we have created the hybrid between what it means to be a full time equivalent, working for a company like Unilever, and a hybrid between that full-time equivalent and being a contractor or a gig worker.
Let me give you a bit more flavour. Imagine a gig worker that gets a pension contribution every month. Imagine a full time equivalent or an employee, that doesn't need to be working for Unilever and could go and work for another company, whilst every month, he or she gets paid a monthly contribution from Unilever.
That is the type of new thing that we have created, David. I think it is revolutionary. It is allowing us to retain skills in people that otherwise we would have lost.
The type of individuals that, at the moment, are benefiting from it are people that are approaching the age of retirement, but they don't want to retire fully. So this is a way for them to keep connected to Unilever, but working with the company in a completely different way. The other type of archetype, or persona, or individual, that is benefiting from it are some of our younger grads that joined the company, but at some point they say, oh, I would love to continue to study, or I would love to go work for someone else, or I would love to join the startup movement, or I would love to whatever. That is a way for them to remain in the Unilever ecosystem.
And again, they are employees. They are employees that do not need to work for us all the time. They work on projects even when we have projects, however, every month doesn't matter if they work or they don't, every month they get paid, they have a pension contribution, and they have healthcare provided by the company.
In all of this it sounds quite impossible, how is this really affordable? The economics that we have put behind this shows that this is a sustainable model, that works for people, works for the company, works for all, and is responsible as well.
We started with an experiment, just to give you a few more nuggets on this topic. We started to work on this in 2017. We started to experiment in 2019, in the UK. At the moment, so now it is 2022, less than three years later, we are approaching really fast having a total of a hundred people in this model. We are live in countries like the UK, but also in Argentina, in Mexico, in Turkey, the Philippines, and we just launched now in India. And it is really nice to see that we are from grads, when it comes down to levels and hierarchies, we have from graduates to directors and vice-presidents that have joined this type of lifestyle.
The claim behind “U-Work” David, is work, earn, learn, and live differently. And that is the type of HR that I think, can change the world.
Going back to analytics and going back to tech, what now I need to solve for is, what type of technology do I get to manage this type of workforce? How do I pay these people? Do I do it using my traditional payroll provider and system or is there a different or a better way? How do I connect with these people? How do I offer them work with Unilever?
And again, this is just a small example of something that started, as I say in 2017, 5 years ago. Went live in 2019, but it is opening up a world of possibilities in the way that we manage, retain and attract talent and it is really exciting.
David Green: Yeah, very exciting. And as you said, very different, I have not heard of any other organisations doing that. But you could see that's something that could certainly grow. One thing I have learnt from working with you and others at Unilever, over the years, is that you are a big company, one of the biggest companies around, but you have that desire to experiment. We had Jeroen Wels, one of your colleagues, on last year talking about the work that you have done around talent marketplace. Jeroen, was even talking about and I don't know if this is something that you have talked about as well, about actually sharing talent between organisations. I guess, in a way “U-Work” is one way of doing that. Jeroen, talked about that by doing that, you get the benefit of maybe people spending time with startups and bringing some of that innovation then into Unilever as well.
So that supports the individual because it gives them that variety that they are looking for and that flexibility, but it also supports as the organisation because it generates ideas and the outside in thinking as well, to really help the organisation. So, “U-Work” is something that everyone wins by, whether it is the one hundred workers at the moment, and no doubt more in the future, that are part of that scheme, if you want to call it that. The company benefits, because you have got access to those people, helping them develop and learn, and then the ideas that it helps to generate.
Placid Jover: Absolutely. Absolutely. So that is for me, why it is so exciting. It is not just about HR for HR, it is HR that is actually solving business and societal problems, and that is really cool, working at the intersection.
David Green: We hope you are enjoying this episode of The Digital HR Leaders Podcast. If you are looking to continue your learning journey, head over to myHR future.com and take a look at the, my HR future academy. It is a learning experience platform, supporting HR professionals to become more data-driven, more business focused, and more experience led.
By taking our short assessment, you will see how you stack up against the HR skills of the future. Then our recommended learning journeys, guide you every step of the way, helping you to close your skills gaps, deepen your knowledge and press play on your career. Now, let's go back to the conversation with Placid Jover, as he shares his thoughts on the impact of the pandemic on the future of work.
Do you think the impact of the pandemic is going to help or hinder the advancement of new working models, like “U-Work”, for the future of work?
Placid Jover: Yeah. The short answer is yes. The short answer is yes. And it is actually interesting that you asked this question, David. At the beginning, and I am not going back to Feb/March, 2020 when the world actually just came to a complete stop, my worry was what is going to happen to this. Because we lfromaunched something that is really cool for the needs of consumer, and in this case the consumer being the employee, and the company needs. The pandemic will create fear. Who wants to leave the security of full-time job work, et cetera, to go to this type of scheme, David, that was our fear.
To our surprise, our numbers have just kept growing. We started with one person and now, two and a half years later, we have a hundred and we are live in more than ten countries, approaching 15.
All of this has happened working virtually and during the pandemic.
So I can say in the first person, I am sure that the pandemic has accelerated, not stopped, a number of those shifts.
David Green: Yeah. We have had several guests on the show, over the last two years, and whether they are people like Heather McGowan, who analyses the whole space or whether it is practitioners such as yourself, the general consensus is that the future of work has been advanced or accelerated by the pandemic. Obviously we can't forget that it has been a health crisis. It has really pushed HR to the forefront and those that have got skilled HR practitioners, invested in analytics, are prepared to experiment whether with schemes like “U-Work” or experiment around what hybrid work might mean for an organisation, what that means for workplace design. We can see that those organisations are driving engagement and retention within their workforces, but also my hypothesis is, those are the companies that will recover quicker as hopefully this year, at some point, as we begin to move out of the pandemic. Let’s hope that happens in 2022.
Again, let’s come back to inclusion as a bigger topic. What would be your number one piece of advice to other organisations that are hearing what you are saying and thinking that could really be something that we could include into our inclusive practices and to develop more inclusive working practices within their organisations?
Placid Jover: So, I would say, because even though we all have data at times, we just don't connect deeply with the data. So I would say really understand the data behind your workforce and demographics and the one that is driving the economy that you and your company belong to. Again, I am not sure that we do that enough.
So that is probably the first thing that I would say. Once you connect with and understand the data, I would probably suggest to create awareness and to talk about it with colleagues within the HR function, in leadership team meetings. I think that raising awareness at the top table, that makes a big difference.
And last but not least, really borrowing the word that you said David, find the time, energy, resources, and people wanting to just experiment. Seek to find ways to increase that flexibility and personalisation, that as human beings and workers are craving more and more. And again, create workplaces where people want work and to belong. Those would be the three or four things that I would say, I think.
David Green: So it comes back to what you said earlier around using data to understand the problem, if there is a problem, but understand the problem at a deeper level, because obviously if you are speaking to leadership teams at the top table, you need data to talk about it. And as you said, that flexibility and personalisation really links what you were talking about employee experience, because not every employee wants the same thing. They want different things out of work and it is about understanding that, isn't it, and offering that flexibility and personalisation to help people get what they want out of an employee, or not an employee.
Placid, we have come to the last question before I just ask for your contact details and stuff for people to to learn more. This is a question we are asking everyone on the series and it may be one that is quite close to your heart, given your background in OD and analytics as well. How does behavioural science help improve the workplace?
Placid Jover: So this is the question that you are asking everyone, I should have checked.
I think so probably insight about the workforce, that would be how it helps. Insights about the workforce helps to remove bias. It doesn't eliminate it but it helps to remove.
And equally as important I think, it helps also to create a more empathetic, less judgmental, point of view about the world.
Those will be the three things.
David Green: That also links a little bit to your 10 provocations, I will read it to you because you did write it a few months ago.
You said “the role of HR technology to manage all talent and people data, and extract the right insights through people analytics is key for sound decision-making”
I would love to hear a bit more about your thinking around that because I think that links very much to this question.
Placid Jover: Yeah. So I will need to re-read those 10 provocations. I have probably referred to it already, at the beginning of our chat, having good data, good insights, good capability, within the company, making that data available at the point of need. Also quite often we can have lots of data, but when you are looking at it, you just say, when was this last reviewed or extracted? This snapshot, where is it coming from? But if you have available, ready now, good quality data, I think that effectively helps us all make good people decisions, good talent decisions.
So that is what I would say around that provocation and you therefore need that skill-set, you need that capability. You need good technology and you need also people that can consume that data and understand where things are coming from and why the system, the dashboard, the KPI, why whatever is telling you what it is telling, so that you also know what you have to do with it.
David Green: That is a great way to end our discussion Placid, thank you very much. And I do recommend people go onto LinkedIn and follow Placid. He is always posting, perhaps not as much as I do, but then again, that is probably a good thing. But when you do post, it always, definitely, makes you think and I think that is important as we all seek to learn.
So thanks for being a guest on The Digital HR Leaders Podcast, Placid. It is always good to catch up with you. Can you let listeners know how they can stay in touch with, follow you on social media and find out more about your work?
Placid Jover: Yes, absolutely. So it is placid.jover@unilever.com, that's the email for David's friends. I am always available. I am also on LinkedIn. That is the way to find me, David, very simple, email and my LinkedIn.
David Green: Thanks very much Placid, it is the first time we have had a guest from Montevideo, so that is really cool. It's always great to talk. Thanks very much for being on the show.
Placid Jover: My pleasure. Thanks for having me, David.