How to Build an Employee Listening Strategy
Employee listening only matters if people can see what changed because they spoke up.
In this episode of the HR Leaders Podcast, I sit down with Amy Schultz, Chief Talent & Learning Officer of DTE Energy to explore how employee listening can become a real operating system for culture and business performance.
For HR leaders, the bigger challenge is not collecting more employee data. It is building the leadership accountability, feedback loops and operating rhythms that turn sentiment into visible change. As organisations navigate AI, transformation and increasing uncertainty, Amy shares why culture has to become part of how the business operates, not something HR manages alongside it.5 things you’ll learn from this episode:
What DTE discovered when employees started signalling that their opinions were not being heard as strongly as before
The mechanism that helped move engagement from an HR-owned process to an executive leadership priority
How DTE goes beyond survey scores to uncover what is really sitting underneath employee sentiment
Why closing the feedback loop can matter just as much as taking action on the feedback itself
How changing technology and AI are influencing the capabilities DTE may prioritise differently in future talent decisions
81% of People and HR roles at leading tech companies already expect AI skills. Is your team keeping up?
Leapsome analysed 5,000+ data points across 100 leading tech companies to understand how AI, revenue per employee, pay transparency, and changing workforce expectations are reshaping the HR playbook.
The companies pulling ahead are not just adding more AI features. They are rethinking how HR works across the entire employee journey, connecting hiring, core HR, performance, learning, goals, engagement, and compensation through a more unified people data foundation.
That is the direction Leapsome is building toward with its ATS, core HRIS, full Talent Suite, and cross-functional AI agents, helping organisations move away from fragmented point solutions and toward one continuous talent workflow.
Explore 50+ findings in the 2027 Workforce Trends Report and see what the companies moving fastest are doing differently.
[01:00:00:02 - 01:00:06:10]
Hey, Amy, welcome to the show. How are you doing? I'm good, Chris. How are you doing? Good. Fresh back off of the holiday?
[01:00:07:12 - 01:00:15:03]
Yes, a little jet lagged, so might have to bear with me this morning. Yeah. Isn't it crazy that we have to recover from our holidays?
[01:00:16:08 - 01:00:40:13]
I know, it is. You have to be prepared for it. And then you empty everything before you go or you try. And then, yeah, it does take a bit. Yeah, my wife and daughter were in Canada for a couple of weeks in August and they came back and she was like, "Oh, I'm so tired. I need to recover." I was like, "You literally went on holiday for two weeks." And it's like, now you got to recover from the holiday because you did so much during the holiday. So, what?
[01:00:41:24 - 01:01:03:07]
And unpacking is a whole other story. So, that just piles up while you're catching back up on work. I think my wife will hate me for saying this. I think the stuff is still not unpacked. Yeah, yeah, exactly. This leaves you for a while as well. But anyway, how you been? How are things? I've been good. I've been good. I think we haven't talked for about a month or so.
[01:01:04:10 - 01:01:22:09]
And it's been busy both personally, professionally. DTE has just recently rolled out a new promise, a new purpose for our organization. So, we're pretty excited about that. And things are good. The industry is very different than it used to be.
[01:01:23:13 - 01:01:42:21]
We have many different challenges from an external perspective and our regulatory perspective. But we're a very old company. So, it's been a challenge and exciting to help carry our people forward. Yeah, for those that aren't aware of the business, give them a bit of background.
[01:01:44:03 - 01:01:56:21]
Sorry about that. So, for those that aren't aware of the business, give them a quick background. Oh, quick background. So, DTE, we are a utility company, one of two in Michigan. We serve both energy and gas.
[01:01:57:21 - 01:02:19:14]
2.3 million customers in our electric business and 1.3 in our gas organization. And we operate in several different states as well. And so, it's very complex. We have dozens of business units across the, Chris, can I give a time out for a second? Yeah, sure.
[01:02:20:18 - 01:03:00:19]
Is it possible to start over? Or is it too late? Yeah, of course. Okay, I feel like I was just tripping over myself. I didn't know you wanted me to do an introduction. You wasn't, by the way, whatsoever. I wasn't. No. I don't know what you were hearing, but it was actually completely fine. I don't know. No, I didn't hear a single trip, by the way. You didn't? Okay, all right. You're in your head. You're in your head. Don't worry, just chill. We can start again if you want, or I can just ask the question again about tell me a little bit about the organization. Yeah, can we just not start with how I started it? I think you start, I agree. I don't know why you, like, honestly.
[01:03:02:04 - 01:03:46:08]
(Laughs) It was actually, it was fine. Don't worry about it. Okay, all right, all right. I think my coffee had quite hit and then-- No, I feel like you're overthinking it. It was perfect. It was fine. Okay, all right. Well, I'll go with it then, but-- Trust me. I'll trust you. You're fine, yeah. So I'll go back into asking you to tell people a little bit about DTE, yeah? Okay, that's fine. And then we'll jump back in from there. But that whole intro was great. So we'll leave that be. Yeah, I think it was really organic and natural and authentic, which is exactly what we want as well. Tell us a little bit more about DTE for those who are not aware.
[01:03:48:10 - 01:04:17:19]
DTE is a utility company in Michigan. We serve 2.3 million customers in our electric business and about 1.3 for our gas organization. And we have a non-regulatory business development aspect to our work as well and operate in several, I think it's about 23 different states at this point. But our primary business is in Michigan. We have dozens of different business units,
[01:04:18:21 - 01:05:03:14]
generation, distribution, both on the electric side and the gas side and about 10,000 employees. And gosh, let's see, I can't think up and but we operate throughout the entire state. Yeah, well, and I bet you're busy right now given the AI boom and the energy requirements. Right now. Very busy, yeah, there's no doubt. Everything's changing. And as everyone knows from an energy perspective, we have to serve our customers and there's a lot going on. Both on the AI front, from an external perspective, how do we support that? But then how do we transform our own business?
[01:05:04:16 - 01:05:46:04]
It's a very old, as we know, it's a very old industry. And how do you change both the infrastructure and the technology, but then help ensure that the culture and people keep up with that? Because if we aren't aligning our culture and people to the work that we need to do internally to transform, it's not gonna work. So I think it's a pretty exciting time for the HR organization and people and culture. Because change is so massive for every organization and our utility companies, energy companies, there's change in every single aspect of what we do.
[01:05:47:14 - 01:07:05:22]
So there's questions, why are we different today than we were yesterday and where are we going tomorrow? Those are some of the key questions that we've had to align on as a leadership team and then communicate throughout the organization. And that's exciting and has been challenging, but also really informed by the sentiment we hear from our workforce. Was that part of the driver then when you was talking about looking at your culture, the values that you just mentioned earlier, were those some of the key drivers behind those decisions? Yeah, yeah, absolutely. So maybe taking a step back and what led us to this new rollout of our promise is our focus on engagement and culture over the years. And I don't know if it was, gosh, 20 some odd years ago, we were pretty low on our engagement outcomes. And it was probably, I've been there about 12 and a half years and it was just before that, 14, 15 years ago, when the company, our CEO at the time said, "Look, engagement is gonna be the fountainhead of how we deliver our business results and we need to focus on engagement and continuous improvement and enable our workforce to be the base of that and to really own it."
[01:07:07:03 - 01:07:50:07]
Anyhow, ever since then, we've been building a machine as it relates to how we drive our culture and we will listen to our workforce. And looking at that as an operating system for our people, a core operating system that drives our business results. And it's taken extremely seriously. It's not an annual survey. It's a way to hear how our sentiment, the sentiment of our team members shift over time. And how do we identify and analyze the trends, whether it's going up or going down in very specific ways and then address it. And to your question, why did we just build and develop a new promise?
[01:07:51:10 - 01:08:34:03]
It's we heard from our workforce that where are we going as a company? Why are things so different today than they were yesterday? And what are the behaviors that both we individually and our leadership, what do those need to look like in order to achieve the results that we're looking for as a company? So all of it, all of this information was gathered from our employee engagement and our listening strategies and the sentiment of our workforce and then fed into how do we position and frame that for our workforce. Yeah. Is that where Listen Act Own came from? Is that part of that or something separate? Yeah, I mean, Listen Act Own is really more of just
[01:08:35:03 - 01:08:53:13]
kind of the structure. It's not necessarily an internal model that we, we have named, but it is, how do we listen to our workforce? And we listened to them throughout the year in many ways. We've got our annual Gallup engagement survey, which is actually taking place right now.
[01:08:54:21 - 01:10:49:05]
But the sentiment we get back is then analyzed, not very seriously and taken directly to the executive committee with the trends that we see by business unit. So there's this listen aspect that's followed often by focus groups and frontline leader listening tours that identify more deeply what's underneath the paper results. And it's taken back to the executive committee and each year that there's an alignment of the different trends. And then a focus on how are we gonna act on them? So the executive committee will read these, will align on it, will take any double clicks we need to into what we're hearing and then set a leader goal to cascade throughout the organization. And then we go to work in building the tools and the resources to support changes in that. So for instance, last year, we started to see actually over the course of a few years, a slight decline on one of the questions, my opinion counts. And what does that mean? I mean, there's a lot to unpack under my opinion counts. If our workforce is starting to feel like they don't have as much of a voice. So from there, it went into, we activated the whole senior leader team, about 35, top 35 leaders to meet at the point of activity with different teams to understand what my opinion counts meant and to them and why they started to feel that their voice wasn't as heard what the bear, that they felt their voices weren't heard. What were the barriers that led to that? And all of that information cascaded then back up to the CEO and her leadership team. And by dissecting more of that, they came up with,
[01:10:50:10 - 01:11:25:20]
we together came up with four different commitments that the executives were going to own. So when we think about listen, act, this is that act portion our CEO herself, she committed to and championed what we call the leader empowerment team. So our let team and it was a cross functional group of frontline leaders across the organization that took the data from the survey and really broke it down. And that's where we learned these are the barriers they're feeling. We don't understand necessarily where we're going as a company, why are things changing? And we're not doing things the same way as we did before.
[01:11:26:23 - 01:11:55:05]
And from there, it fed into this new our promise and the communications and that we needed to better connect the direction of the company with where people sit every day and that understanding. Sometimes we take that for granted, right? Like the lack of communication can very quickly cause uncertainty, right?
[01:11:56:15 - 01:13:18:23]
Yeah. And you can never over communicate really. And that's also kind of a big part of our lead the roles of our leaders and managers, right? To be able to have those conversations and connect that as well. Because we're all asking, what does this mean for Chris? What does this mean for my role, my future here as well? And if there's some gaps there, it just leads immediately to uncertainty. So it's great that the team jumped into action to make sure that was committed. Yeah, we had several other commitments as well that are, and I think that I don't wanna underestimate if you're executive committee leaders, you're operational leaders owning engagement rather than an HR owned survey, makes is I think the magic sauce when I-- What does that look like practically though? Like how do you, yeah. Yeah, it's a great question. So one of the actions that came out of our survey last year and this my opinions count was questions around, all right, we've had engagement committees at every business unit for years. What's the quality of those engagement committees? We've had, half of our organization is represented and half is not. So it's that partnership between the union leaders and our management team to own engagement collectively. And we have labor management committee meetings and joint engagement action plans.
[01:13:20:13 - 01:14:01:04]
And then we have leader action plans at every single level, every supervisor and above reviews their results, works with their teams, build an actions plan. So each executive committee member chose one of those areas to champion. And it was known throughout the entire organization that our president of electric was owning our joint engagement action plans, which were the action plans between the union leaders and the management. And met with those teams monthly throughout the entire organization to help remove barriers, to review the quality of those plans, to go and listen to the workforce themselves.
[01:14:02:23 - 01:17:06:19]
Our president of the gas company owned leader action plans. So what did quality look like? And he inserted himself into this. It wasn't a go do everyone else, your HR, your problem or your effort to handle, they became the face of it. And that made a huge difference. If things obviously change a lot, you mentioned the Gallup exceptional workplace awards. You've won that for 40 consecutive years. Is that right? Yes. So what changed? What's helped you go from where you just mentioned, where you started to sustain that? What's the main thing? If you could point to one thing that's helped you sustain that year after year, of all the things you do, what comes to mind? Yeah, I think it's what I just was talking about. I mean, 14 years, only utility company in the country to have received that honor. I think it's the machine that's built. It's recognizing that engagement and culture is not an HR or nice to have effort. It's building an operating framework around engagement to drive the results. Just like we look at our financial statements or any of our other operational efforts, if we don't have the people and the culture behind it and working it and believing in it and owning it, it's building a machine. So every year you're looking at the sentiment, you're double clicking in the areas that have these trends that are going up or down, and then you're building a system around it to support it. Yeah. It was one of our CEOs, he's not a CEO today, but he talked about our culture as a garden. And I always loved that. If you don't tend to the weeds, it will be overrun. And every year you have to be methodical. Every year we survey a handful of times a year, but you have to look for what's growing and what's dying and build a system around it to support it and ensure that the leaders throughout the organization own the actions and the discussions with their teams. So it really touches all 10,000 people. Yeah. For those maybe that started on that journey, what were some of the big challenges that you faced whilst going through this? And maybe even continue to do so, right? Because it's an ongoing process. Yeah. You know, I think in all different, perhaps HR systems, whether it's engagement, performance management, how do you switch it from being a compliance, check the box, yes, I completed my action plan. So something that really drives meaningful conversations and outcomes, where you're able to impact the feeling that my opinion does count for every single one of your team members. Or I do understand where we're going as a company and what the future vision is and how my behaviors and actions connect to that.
[01:17:07:21 - 01:17:29:07]
So I think it's that repetitive nature that helps sustain those results. But the barrier is how do you make these efforts not feel like have tos and compliance, but rather really enable the barriers and the drivers, driving the behaviors we need to enable.
[01:17:30:08 - 01:17:35:14]
And that takes time, right? And it's more of a cultural mindset shift than anything else.
[01:17:38:04 - 01:22:27:08]
It is, but, or and, it comes with real intentional behaviors and the reinforcement of those behaviors. So I think it's been so easy over the years to look at culture work as something that's softer, sits separate from the business. And I think that the team has really found ways to integrate it into the strategic direction, the strategic plan to achieve the direction we're going. Yeah, one of the things that I hear, by the way, I just wanna pause for a second. Can you turn me down a little bit on your speakers? Cause I'm hearing myself out of your computer. This tiny bit. I was like, it was like getting feedback through the speakers, it's no worries. We're at it out. It's all good. Hello, hello. Yeah, I can't hear myself now. So I was hearing myself on the computer. Let's jump back in. One of the things that I'm hearing a lot in my conversations and frustrations from employees is when you can't act on feedback right away, how do you show people that they've still been heard? Because a lot of times we do, you see these surveys go out. We kind of share, okay, these are the things that we're gonna focus on. Great. We kind of ignore the rest or we don't really provide clarity or feedback. I think that's just as, if not, it may be even more important that we hear you, but this is where we're gonna prioritize and we're not gonna do those and this is why. So how do you approach that? I think that's probably the toughest thing to do because you get right into your company full of activators. You're just moving forward, but not necessarily tying it back to we're doing this or we're changing this because we heard you. And that alone to your point, that speaks volumes. And I think we, it's a constant challenge for closing feedback loops and being overt about that. But for an example, the senior leadership team, as I mentioned, the top 35, 40 of the company are visiting with their teams and going through a pretty intentional listening tour. But the second half of the year is when they intend to go back. And to say, these are all the actions and that we captured and what we heard that were barriers. And whether it's from materials and equipment perspective and I need more trucks in the field, or if it is a, I'm not getting opportunities to grow and develop, they heard that the first round and then they're going back in the second round to close those feedback loops and to check off what has been done as a result of those last conversations. And then at an enterprise level, those listening tours, each business unit is actually reporting up to their most senior leader and then reporting it out to our CEOs meetings once a month. Today, in fact, we have a couple that are being reported out in summary form. So though they're getting the feedback from their own business unit, we're also looking for enterprise themes. And then those enterprise themes are pulled together in different ways we're communicating back to the whole organization. And frankly, what I was sharing before with our promise, when we're in the midst of rolling this out right now, it's all through storytelling, but it's also, we've acknowledged that this is a result of what we heard from all of you. You know, we've heard you don't necessarily have a good understanding of where we're going in the future, so we need to paint it. And we painted it in these kind of chapters, the reality we're facing, this is our moment, you know, our vision for tomorrow and how we're going to advance together. And not only did we build that narrative based on the gaps we understood that existed, but we tested then the model of our promise and what we call our service keys and then our leadership principles, again, with over a thousand people within our organization, and then they provided feedback on it. But to your point, Chris, we had to tell the workforce that our employees, that this is based on their sentiment, their feedback and try to pull it together. Those are examples, but it's hard, it's hard to do on a regular basis. You just have to bring, be overt about it. I don't know if we ever are as much as we need to be, but it's a- It's an ongoing journey, right? It never ends. How are you capturing and analyzing that data?
[01:22:30:13 - 01:22:57:22]
The data from our, it's a great, that's several different ways. I mean, the surveys are pretty self-explanatory. We get the results of our, both our survey questions and then the verbatim is in all of our verbatim and we'll get 9,000 plus verbatim on each of our questions. So they're themed. And then they're sent to the different process owners. So for instance, if we have themes around communication,
[01:22:59:01 - 01:23:33:10]
those will be bundled and sent to our communications team with our team and help to dissect that. And then they build that into their next, their plan for the next year and how they're gonna close that gap. Or if the issue is on, we have a lot of verbatims on, I don't have an opportunity to learn and grow or I feel like there aren't enough pathways for me, then our team takes that and addresses that in the next year's strategic plan. So a lot of, or if there's data that we don't understand, we pull together focus groups.
[01:23:34:18 - 01:24:24:10]
But there's, so again, I think it's this operating system that we've created over the years that is just a play that we run. And where we see different trends, we address it right away back to that kind of garden analogy and we don't let our foot off the gas as it relates to assessing, analyzing our culture and the impact it has on our business. And then how we have to bring it all into all of our people systems, Chris. I mean, I hear you talking about this all the time, but if we don't take all that sentiment then update our onboarding practices and how we're looking at bringing in talent and our development process and performance management.
[01:24:26:24 - 01:24:29:22]
Of course, if I'm saying-- It's all right, you're busy. It's not gonna be.
[01:24:33:06 - 01:24:45:21]
Then it's not gonna sustain itself. Yeah, now I think this is really interesting, right? Because I like the framework one, like you said earlier, multiple times, it's not owned by HR. So you're delegating that immediately to the right,
[01:24:47:06 - 01:25:37:15]
part of the business that can actually execute an action on that. So you're not waiting for an annual survey to then spend another few months then figuring out who's gonna take the action and the appropriate time you've done that you've already missed. It's kind of like you're already, it's already out of date information by that point. So I think it has a lot of agility and also people give you their feedback, they expect a response in a reasonable time, right? It's like, great, oh, I gave my feedback and six months later I get a message saying, okay, we're gonna do something about it, right? Yeah, you know what else you're making me think about is I've been talking about the enterprise efforts, but every leader has a certain period of time they have to review their results with their team. And it's all tracked. That was my next question, by the way. My next question was how do you hold leaders accountable? So I'm like, that was one of my list.
[01:25:39:02 - 01:25:43:19]
Yeah, it's an engagement action plan that they are working on with their team.
[01:25:45:20 - 01:26:36:23]
And it's all reported back up, goes back to executive alignment, I think at the top. And where are those conversations happening and where are they not? But we cascade leader goals every year that are around, you know, engagement is one thing, but it's generally what are we trying to do to support our people? Our last leader goal that we cascaded last year was around my opinions count. And one of the barriers we heard from our team members is innovation. And we know we need to have the time to innovate, but we need to have the space to do it. We need to have the freedom to fail fast. And we need to have the training to support understanding technology and where we're going. So that was feedback we got last year. So this year we built those programs to support it.
[01:26:38:10 - 01:27:39:06]
The training, the reinforcement of, it's okay to fail fast, we're in a very risk averse industry from a safety perspective. So that kind of translates even to how we behave on a day-to-day basis. So our goal then was around innovation and then built the systems and the tools and the trainings and the resources to enable that. So we don't look at engagement as a vacuum. And a vacuum that is a business objective that we need to support, but drives the culture that our people experience. So this year, that's what the goal was about. Yeah, I love that. I'll show my last interview, I was speaking with EY's chief learning officer and they just finished their, sorry, they're in the middle of it right now. They're doing an AI month for the entire business. Where they've got learning programs and speakers coming in they've got some really cool tools where people are building agents and it's like a global initiative, but they've also made space for that.
[01:27:40:09 - 01:28:13:06]
Of course, people still got to do their job, right? Especially in your industry, they still got to do their job to keep things moving and running. But doing that globally for an entire month showing, creating that safe space for people to fail and experiment and be in a playground. And he's already sharing some of the cool agents and solutions that are being built. That are now even actually being offered to customers already, which is crazy. Again, that's sort of time to turn around and innovation, but it's important that we make space for that. Cause we always talk about that, right? But people are like, "Oh, I don't have time."
[01:28:14:17 - 01:28:21:13]
To do, "Hey, you want me to innovate and learn and develop, but when, how do I do that?" Right?
[01:28:22:17 - 01:28:38:10]
Yeah, I think it's translate, the greatest challenge is translating anything that is written on a wall into action or written on a piece of paper into action. And so you wait, I think you were talking about Simon, you said, and what they're doing.
[01:28:41:10 - 01:28:59:06]
It's a really important point because this transformation that we're all experiencing, if we don't manage that well and help alleviate the fears or concerns of our workforce, that's gonna drive right into their feeling of safety within the workforce.
[01:29:00:10 - 01:29:08:15]
How they feel about the culture of the organization and if they're supported or not. So engagement hits every front.
[01:29:10:03 - 01:29:39:04]
And we haven't spoken to you that much. We could do a whole other show, but you mentioned it very briefly earlier, but that obviously all rolls into the way you hire, the way you develop, the way you recognize people to drive those behaviors. So it becomes part of everyday life, right? And that then shapes the culture of the business. So it's a constant repetitive, but it takes time, right, to be able to do that.
[01:29:40:12 - 01:30:01:19]
Right, just yesterday we were meeting and talking about how are we gonna change our hiring practices, our assessments, our interview guides to align more to the lens around innovation and agility. We talk a lot though about the competencies, the capabilities that need to shift in this new world.
[01:30:03:00 - 01:31:03:04]
We were also just talking about they're not necessarily different, but my team members yesterday was talking about the weighting of what we're looking for might just be different. Especially in a world of AI, we're gonna need to develop and hire for talent that's really focused on emotional intelligence and critical thinking in a different way. And though we've always looked for it, is there an enhancement that we've-- I agree with you. I think we've always spoke about those things, but now with the technical capabilities, a lot of that being AI can do a lot of that stuff right now. So now is it, you know, curiosity is gonna be, is something we, you know, is gonna be huge. Because now it's like, you know, what are the right questions to ask? You know, what are the problems that we're solving for? How do we connect these dots? And okay, and then look at how do we leverage AI to achieve that? Or like to your point, critical thinking.
[01:31:04:06 - 01:31:42:15]
It's really challenging now to actually be intentional about that because it's really easy just to ask AI and get an answer and not actually take the time to really think through what are we solving for? Asking the right questions, getting opposing views and perspectives because you kind of end up being in a vacuum of being able just to kind of almost like a mirror image of whatever you're asking, right? When it comes to AI specifically. So I think all of those power skills, I don't wanna call them soft skills because I feel like it doesn't do a great justice. All those power skills are gonna become now more important, now more than ever in the age of AI and technology.
[01:31:43:15 - 01:32:01:02]
Yeah. Yeah. Listen, before I let you go, for those leaders listening that perhaps are earlier in the journey who wanna put, you know, listen, act, and own into practice, having been on the journey, what advice would you give to them? Maybe looking back, what do you know now that you wish you knew
[01:32:02:18 - 01:32:04:02]
when you started on the journey?
[01:32:06:10 - 01:32:17:20]
Well, I was fortunate enough to work in organizations that believe that culture is the core
[01:32:19:24 - 01:32:34:15]
operating system of our people that will drive the results we're looking for. So having that level of executive alignment and connection to our people being at the center,
[01:32:35:19 - 01:34:01:08]
start there. The ownership isn't on HR to make this a, just a tactical exercise each year. But listening is not to your point, a soft skill. It's an intentional effort and machine that you really need to build. And to what we talked about before, it's then how do you act on it? You really need to understand where it's coming from and the different elements that tie into the feeling of our team members, because that creates the culture and then their behaviors and efforts. So the executive alignment and ensuring that this isn't a nice to have, but a critical component of our overall strategy, start there and understand the beliefs of your executive team. And then don't take what's on a piece of paper as the end results go deeper and really listen to your workforce, go to the point of activity and understand the trends and then engage your leaders, support them, build all the systems you need to around it. But no engagement isn't just a tagline. It's really how does our workforce see every element of our business?
[01:34:02:20 - 01:34:22:09]
How do they feel? Do they feel heard? Do they feel like they have the opportunity to grow? Do they feel like they have the talent around them to support them and then embedded into all of the people systems to drive the business outcomes, create that alignment from top to bottom, bottom to top. Love that. Well, congratulations to you and team so far.
[01:34:23:18 - 01:34:46:06]
It is a journey, right? So it continues, but thank you for taking the time out to share with our audience. Where can people connect with you? If they want to reach out, say hi to you, where's the best place, LinkedIn? LinkedIn would be great. Yeah, LinkedIn would be great. I'd love to. Amazing. Well, I appreciate you taking the time to come on the show and I wish you all the best until the next week, all right? Thanks Chris. Good to see you. Good to see you.
Amy Schultz, Chief Talent & Learning officer at DTE Energy