#399 Unlocking Employee Loyalty: Kirill Morozov on the Power of Motivation and Recognition in MENA

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Mehmet: Hello, and welcome back to a new episode of the CTO show with Mehmet. Today, I'm very pleased joining me Kirill Morozov. Kirill, the way I love to introduce people is to let them actually introduce themselves. So you are in a sector [00:01:00] which is very close to my heart. I know this, but before we deep dive in that, tell us a little bit more about you, about your journey and what you are currently up to, and then we can start the discussion from there.

Mehmet: So the floor is yours.

Kirill: Okay, thank you very much. Uh, full steam ahead and go on iceberg as the captain of Titanic says. So my name is Kirill Morozov. I'm a CEO of TEAL HR, it's motivation system for your employees. Uh, and I have a very long and very interesting background because I was working with the medical equipment.

Kirill: I was, uh, working with the aviation. I was working with IT products and even making smart cities and, uh, intercoms for the smart cities. So

Mehmet: wow, fantastic. You know, there's, we have a lot to talk about today, so let's dive. Look, uh, Carol, the, the way [00:02:00] I am curious always, and people, they think that it's like a traditional question I do on the podcast, but really, you know, I am always curious about why people You know, they get to something or they start something right?

Mehmet: So especially in in the in the HR space It's it's it's like it's one of the I would say i'm not complicated, but I would say Interesting. Let's put it this way. So Tell me the story behind, you know TEAL HR like why did why did you find the need to to have? Uh TEAL HR Um, basically what's the problem you tried to solve, I would say.

Mehmet: Um, and you know, little bit maybe about the journey, how it started and what you are currently with, with, with TEAL HR.

Kirill: Yeah, sure. I was, uh, working, uh, in business and always was from the side of the business. So, uh, employees [00:03:00] have to work, have to work hard to bring me money. Yeah. That's my point, that's what I'm doing.

Kirill: My, uh, favorite books is how to, uh, work with, uh, the, um, people, uh, how to use them to make your, uh, progress in your business. But, uh, how people like, a person like me working with motivation and start making the business in, uh, motivation. platform. Very interesting for me how I came to this point. So the main idea was when I start realizing that it's not, um, there is no any kind of a mistake or dualism in, uh, using.

Kirill: Uh, people and, uh, the state, they [00:04:00] have to be happy on their work, uh, place. So it's, it's nothing wrong when you use somebody to make business, but the nice way, the green way, the polite way. Uh, the way when this person will stay happy, uh, spending his time on work and then when he, uh, stop working, he go home and his life is full of fun, full of interesting stuff.

Kirill: So it's nothing wrong with both of these, uh, points. So when I realize how to make, uh, the, this, both, uh, things work together, uh, that's, uh, when I understand that I have to do the service, the platform, there was not about platform for the first time. Uh, I just have, uh, you know, like I have a dream. That's the point.

Kirill: I have the, um, [00:05:00] understanding that I have to make, uh, the, uh, everybody that Uh, everybody's working life a bit better. Not the brilliant, not the wonderful, not the happy for everyone, but just everyone have to be okay. That's my, uh, mission right now. You know,

Mehmet: this is okay. Let's let you had the dream. And I would say this is too good, too good to be true.

Mehmet: Right. Um, Because and I can understand you, Kirill, and I understand, you know, the pain points that you just mentioned. And I think this is one of the main reason organization, whether they are startups or I would say even like proper corporates, uh, they are living the problem of what's called employee attrition, which means like people leave them.

Mehmet: Right. So [00:06:00] loyalty, we can discuss this maybe for hours, but in your experience, you know, loyalty means we need also to motivate. The employees, right? So, so we need let, let them, you know, let them feel that they have kind of belongings. So what are like some of the effective tools, approaches you've seen, like can really boost the employees, motivation and loyalty.

Kirill: Okay. I have the, um, some kind of material. It's about how to make, uh, changes of any kind. So that's the title of this material. So how to make the changes of every kind. Our first step is understanding what you're doing. Second step is how you will measure, uh, the changes. Now the third step is have the, uh, way to communicate, to [00:07:00] bring your ideas into the people.

Kirill: So that's the main idea of, uh, all my, uh, Working process is to facilitate and communicate and take the, um, the feedback. So, the main idea, uh, just go and talk to your employee. He's a great guy. Smart guy, interesting guy. Uh, otherwise, why you working with this guy first? For, for the first? Uh, so he's a good guy.

Kirill: You need to talk to him because you have a lot of, uh, a misunderstanding, a lot of, uh, different points of view, and you just need to speak with your employees on the on one language. I'm not talking about, you know, like English or Arabic, [00:08:00] it's not about this. It's about the purposes, it's about the lifestyle, it's about the mindset.

Kirill: So, one of, uh, interesting, uh, situation I, uh, have in my life is, uh, I was, uh, like motivation, working like a motivation speaker on some kind of conference. And one of the, uh, CEOs, uh, asked me, uh, I pay for my employees, uh, education. I gave them the courses, I paid the money, but they don't want to. How dare them?

Kirill: How dare them not to, uh, be educated, uh, not to spend their time, uh, to learn more about something? I, I paid for this already. And that's the problem, because, uh, for the point of view of the, of her employees, uh, it's about, like, boss came to [00:09:00] them and say, Hey, you have to spend your own. Personal time without paying for some kind of stuff I make you to do.

Kirill: So two points of view we have here. First of all, I'm a good person. I want to educate my employees. I pay money for this. And the second point of view, uh, boss came and making me do something I don't want to. So, we need to, uh, make both of these points of view, they, they both legal. So, you can't say this point of view is wrong, this point of view is right.

Kirill: They both have to, their rights to live. So, you just need to show the, uh, both. Okay, you paid money, but, uh, why? Your employees should do this. Why they should take part in this education? Did you tell them how their lives [00:10:00] change when they, uh, spend this, their time for this? No, you don't. You just make them.

Kirill: Of course they don't want to. Take part in this because they don't understand. They don't have motivation for changes. And if you talk to these people, you will understand that some of them wanted to, actually all of them wanted changes in their life. You just have to show how this investment of their time in this education, in this particular education, will change their life, uh, how to, it help them to be better, to make their life better, to make their family's life better.

Kirill: If you don't spend time and you don't try to give them the reason to take part in this education, how you can ask them for this, for doing something, for investing their time. That's my point.

Mehmet: Totally understood. Now, I know [00:11:00] that TLH are focused a lot on our region, the MENA region, right? Um, so, and everyone knows, like, we talk about it, it's, it's like the cultural, difference and the business dynamics, which are different from probably maybe Europe or maybe even Southeast Asia.

Mehmet: It's different, you know, so each region has its own. So you decided to focus on the MENA region. So how have you seen the adoption for, you know, this concept that you have brought with DLHR, uh, and have you spotted any like specific trends, I would say, when it When it comes to HR technologies in, in, uh, our region here in the MENA region?

Kirill: Yeah. First of all, I, uh, uh, I'm a book guy, so I'm a bookworm. I like books. Uh, when I was in, uh, Dubai, I, uh, looked through a lot of bookstores and of course I was [00:12:00] looking, uh, through the books about, uh, how to work with employees. So, uh, actually I was a bit, uh, disappointed because that's the books, the same, uh, I read and buy in Europe, the same, uh, I read and buy in USA.

Kirill: So, uh, it's quite, uh, uh, not, uh, some kind of regional specified or some kind of, uh, specified. Special. Um, things, uh, I can take from these books. Uh, there's quite ordinary for the old regions, so the globalization, the uh, uh, how the companies work, how the businesses work. They quite. similar in different regions.

Kirill: Of course, you have, uh, different kind of, uh, traditions, different kind of, [00:13:00] um, special things. You have to know how to shake hands, how to bow, how to Doing some kind of who, who should pay for the, uh, visit, uh, in some kind of, uh, cafe or, uh, something. So of course you have different kind of, uh, traditions in every region, but eventually we live in the great world where, um, everything is very, very, uh, standard.

Kirill: So, uh, if you work in business in Europe, you can, uh, change the region and you will be, you will, you will not start from the beginning. You understand the most things, how, how it works. So you just need to change yourself for the, uh, cultural differences. That's not like dividing [00:14:00] people too much. It's okay.

Kirill: It's very understandable. It's very simple to, um, to use in your work. So, uh, where I start from. So, uh, first point that globalization is making everything easier. Uh, you can work with every kind of person in every, every kind of, um, all around the world. And the second point, of course. It is, uh, differences, of course, you have, uh, for example, in, uh, Jitex, we have the, uh, slogan, uh, like, uh, mindset changing platform.

Kirill: It's not working in Europe because in Europe, they don't want you to change their mindset. They have a thousand years of mindset from the Roman Empire and they okay with their mindset. [00:15:00] They want to keep it. So you should change your mindset. And in, uh, in Dubai, I was I was having a lot of traffic on my stand because of this, uh, slogan, like, uh, mindset changing.

Kirill: Everybody just came to me and asked, how you trying to change mindset? Not about, uh, in, in what way you will change it, but how, how you will change it. So that's the, um, thing, uh, interesting, uh, people in Dubai, how to change mindset.

Mehmet: Right, right. I have to agree with you, Kirill, because, yeah, so, so the cultural aspect You know, you just hit the nail on the head, as they say, because 100 percent so the personal traits, I would say, the characteristics of humans, I think it's the same across all the countries, right across the world, right?[00:16:00]

Mehmet: What changes? Yes. Like the way you say hi, you know, and maybe in some cultures, you know, you should, you know, Still say to the boss, sir, mister, miss, mrs, right. Where in some other places it's like more easy, you know, you can call them by name and so on. And this is something cultural because you know what I thought first, like it's, Oh, why they are still doing like this?

Mehmet: Because I know, for example, especially maybe in, Asia and East Asia, like they have still, you know, this like respect to, to not because it's like something comes from hierarchy. It's more like a sign of respect. Right? So, uh, it doesn't have to do with, I agree with you. Like it doesn't have to do a lot with loyalty.

Mehmet: Now, I was on your website and I know like, you know what you do is like you work on seven different things, right? So you work on the recognition, you work on the rewards and so on. So one, one thing [00:17:00] stopped me actually, and that was the psychometrics, right? Psychometrics. So now, um, I never seen. I'm not sure.

Mehmet: Maybe I'm just mistaken. I have never seen people who works in HR department that might have some psychology background, which I highly recommend. So, tell me how this psychometrics works. Like, what exactly it is and how it can affect the loyalty slash, you know, the business.

Kirill: Yeah, first of all, I remember the story I want to share with you.

Kirill: It's about, uh, we were talking with HR professional about different kind of psychometric things. And one of the, um, psychometric things, it's the method, uh, created by, [00:18:00] for example, 70 years ago, like Meyer Briggs, Uh, testing so and it's not working, uh, properly. Okay, I, I maybe have a lot of hate, uh, in the comments, but, uh, my position, uh, it's, uh, uh, it's not have to be true, but it's my position.

Kirill: So it's not working. But, uh, when I start. Discussing the Myobricks, uh, method with this HR specialist, high level, uh, HR specialist. They tell me why they use it. Because it's very simple, uh, to give the, um, uh, bosses the, um, feeling like they, uh, deeply understand people and can deeply, uh, um, you know, like, uh, have some, [00:19:00] uh, Understanding.

Kirill: Yeah. Some kind of understanding the people just to use this framework. , like, uh, uh, answer the few questions. I will check how these, uh, answers will, uh, uh, combine together and I'll understand everything about you. So, Mm-Hmm, , it's very simple. It, you can, uh, teach everybody how to use this method, and that's why it's still living.

Kirill: It's like the, uh, I don't know, like, uh. Tarot, uh, cards, like, you know, you, you're just taking three cards and, uh, reading the books, how they, you know, worked combined together. Okay, we have the very good, uh, next week because the cards told me, so that's the same point. You have the, um, Uh, the method, how to help yourself, uh, to be more sure in your [00:20:00] future, to be more sure in your decisions.

Kirill: So it's just helping you to be more sure. Uh, that's the first, uh, thing I want to share with you. It's, uh, This story why some kind of methods didn't work, uh, though they, they leave, they still living and they still using our psychometric method. It's far more complicated. Uh, we have to, uh, use a lot of, um, studies.

Kirill: We have to use a lot of, um, for example, we have, um. Uh, we have to, um, don't use, uh, some methods in MENA region because it's not working. We don't have the, uh, right, uh, percent of, uh, sureness in our decisions. So we have to cancel, uh, a few tests, uh, for MENA region. We have to [00:21:00] study and, uh, uh, research more and more to, uh, To be sure that this, this is working, but what we, you, uh, especially, uh, that's, uh, combined with your previous, uh, question about, uh, what's the differences between, uh, mindsets of, uh, for the people in different countries.

Kirill: Yes, it's actually how you understand the words. For example, for even when you're reading books, for example, yes, I'm now reading books in English, and for me, uh, Mario Puzo, The Godfather, it's very simple book. Uh, it's very understandable, uh, uh, not complicated. I read it just for fun, uh, and very, very simple, very, um, you know, like lazy reading, not complicated stuff, but, uh, I start, [00:22:00] uh, reading the Lord of the Rings.

Kirill: It should be the same lazy reading, but it's not. It's very complicated. It's very sophisticated, uh, words. Very interesting, uh, combining of the words. Uh, the grammar is, uh, absolutely outstanding. So, the, uh, my idea is that, uh, when you, um, reading the book of a non native speaker, Yes, written by non native speaker.

Kirill: It's very, and you're not a native speaker, it's very easy, it's very normal, it's okay. But when you start reading the, or speaking with some guy who is Now the professor, uh, in, uh, of, uh, Anglo-Saxon, uh, languages, and he's an expert, top 5% of the, uh, and people who understand English the [00:23:00] most, of course, they will talk different, they will use different words, they will use different meanings.

Kirill: Uh, a lot of, uh, complicated, uh, like, uh, words, uh, and uh, uh, jokes. Actually, I love jokes in English because there are a lot of, uh, layers in these jokes. For example, the, if we're talking about the Tolkien, uh, he was the part of, uh, the society called Inklings. Uh, it's combined with work ink, like, uh, Uh, the, uh, uh, royal family, mythical royal family, Inklings.

Kirill: So, and they call themselves Inklings. That's very funny, very sophisticated, but I never thought about it, uh, before. It's, it's not my, uh, level of understanding the English to, to make this joke. I just Can understand it [00:24:00] so that's why the differences between Countries are very important. So in psychometric studies, we have we we have this problem of understanding words and we have to use only testing with cards with pictures Now, without the complicated, um, I say words, but it's not about words, but I hope, uh, maybe point.

Mehmet: Huh? Yeah. The terms you mean the terms that, yeah, yeah, yeah, yeah, yeah, yeah, yeah, sure. Um, that's valid point. Kirill. Now, another thing, and you know, don't get me wrong. I'm not, I'm, I'm trying here not to be the devil advocate that they say. feedback of, you know, uh, I stayed in corporate world for 20 plus years.

Mehmet: Right. And, and I've been in all these, uh, I would say, uh, [00:25:00] discussions. Now, one of the things, uh, because I know like you covered that also, uh, with your product, uh, which are like the assessments right now, um, unfortunately, You know, or fortunately, I don't know. I don't want to judge, you know, when, when employees, they have to sit with their managers and then they go and each one of them, they have to rate each other's right.

Mehmet: So they write what, what we call it, you know, the yearly, uh, What they call appraisals and assessments and all this lots and lots and lots of time, you know, people, they say, you know what, the result will be known because everyone going to give the manager, you know, because they are afraid, you know, so they're going to give this high ratings.

Mehmet: And. And then they come back after a couple of weeks. Okay. See, like, I have put like five stars for him or for her, but see how they slashed me [00:26:00] in the appraisal. So I'm not sure what's the solution for this because, you know, as someone who works in this domain, I'm asking you again, it's not like to challenge you or to challenge the platform.

Mehmet: I'm trying, you know, to see how you can help maybe.

Kirill: Yeah, sure. It's, it's, it's understandable problem. It's called the, um, actually I don't know how it's called in English. Good for our product that I'm not making the assessment in English. So, uh, it's called the social, uh, dilemma, maybe. No, no, no. Social, uh, okay, uh, answers.

Kirill: So, you understand what's, uh, the test or assessment, uh, or, uh, your people around you asking you, uh, and you can give them the social, uh, answer. So, it's not true, but it's, uh, [00:27:00] very convenient, very, uh, um, safe, nobody will Challenge you if you answer like this, so it's known problem It's absolutely okay, and you have a different ways how to work with this Answers so first of all, it's the cultural of feedback.

Kirill: So You have to bring the culture Uh, how to give the, uh, why feedback is useful, uh, how you use it, uh, how, why you should give the, um, real feedback and not, uh, acceptable, acceptable, social acceptable answers. That's how it's called. I remember. Uh, so that's, uh, a few ways how to work with social acceptable answers.

Kirill: First of all, uh, to bring the cultural feedback. Uh, [00:28:00] second, uh, you can make the answers anonymous. So if the, um, people truly believe that, uh, their answers are anonymous, they will, uh, more likely give you real answers, but it's not the solution, of course, because the solution is combining of different methods.

Kirill: Uh, the third way how you could help with this, it's, uh, making the special question. Uh, we know that there is the, uh, E NPS or maybe even in NPS, uh, method. Uh, it's when you ask your employee, uh, how likely, uh, he would recommend working in your company, uh, for his family or friends. Uh, in this way, uh, in this question, is this, uh, way you asking the question, you can, uh, easily understand the social, uh, social, [00:29:00] um, I forgot the word again, uh, acceptable answer.

Kirill: So, uh, you saying, uh, highly recommended and, uh, nobody will ask you, nobody will, uh, challenge you because, uh, what's, uh, happened when you say, no, I didn't want to recommend my company. We will ask you why, why wouldn't you recommend your company and you have to answering you have to making a lot of stuff.

Kirill: Uh, because I, I'm in a bad mood today because I have an argue with my boss. My. Situation with my cat is not okay, or maybe the company is not the best way How I should spend my life. I read the book and it was very Interesting and I don't want to [00:30:00] work today So a lot of way you have to your answer is challenging and you have to Like protect yourself Uh, some people, uh, feel themselves like they protecting when you ask them why, or trying to understand their position.

Kirill: So the best way, okay, I will highly recommend the company. Just don't take me, uh, in this, uh, situation. Kirill, just quickly.

Mehmet: Well, just quickly, don't you think this should be done by third party? I mean, it should maybe, maybe that I'm not sure who, but someone should bring a, another company to do this. Like, because if the HR is doing it, people might say, Hey, like, yeah, they, they, you know, so they, they kind of.

Mehmet: Ask us even with anonymous look like, you know, this anonymous url, you know I know from experience. I know like it's really anonymous, but people still have because it's [00:31:00] coming from Inside the company, right or am I mistaken?

Kirill: Uh, yeah, you're right and wrong In the both ways, so it's it's not as easy uh, for example Yes, uh, you can give this uh testing to the the Third part company.

Kirill: And if your employees believe that they are truly independent, uh, they will answer, uh, the right way. But it's not, uh, a work. Uh, for example, when we, uh, uh, the, the, the way, uh, when we will, uh, asking your employees, uh, why they answer like this. So if that's, they still have to answer why they don't want to recommend your company to their friends and families.

Kirill: Uh, that's the first point. The second point, uh, we have the anonymous, uh, regime in our, [00:32:00] uh, uh, survey. But, uh, it's the common situation when the HR of the company, uh, take me or my employees and saying, okay, we put the anonymous, how to see who answer what. Right. I say there is no way. It's anonymous. You put the, uh, you put the, uh, settings it's, it's anonymous.

Kirill: We, we, we don't know who answer what. Say, ah, it's not, you, you cannot, you, you, obviously you have the information. Give it to me. I pay you the money. And they really trying to, um, push me to give them this information because they, uh, they don't believe that it's possible to them as the paying part, uh, not be accessible to this information.

Kirill: So they wanted, they pay for, they pay [00:33:00] not for the feedback, they paying for the full information and, uh, who answer what the, the, this information. So it's very, uh, and some companies, I know they, uh, truly, uh, give this, uh, that's, that's, uh, ruined the trustful between the employees, the company, the third party company who's providing, uh, the service, for example, like a service.

Kirill: So the main point of my very, uh, chaotic speech is, uh, you better try Have the good relationship with your employees. You have to invest in this and it will give you more, uh, results than you just trying to, uh, thinking about some kind of how to cheat the system. So [00:34:00] better just spend a few minutes, go to your employee and ask him what he thinks about the company and, and why just without any service.

Kirill: It's awful answer, maybe if we're talking about, uh, the platform motivation platform I provide, but you don't need any kind of platform actually to, uh, have a good relationship with your employees. You need to, uh, The platforms are helping, they, uh, can automate your, uh, conversations, they can help you, they can, uh, notify you, they can, uh, provide you with some kind of frameworks to help you.

Kirill: But the main idea of every good company, I truly believe in this, that, uh, it's the,

Kirill: Real, uh, one, the HR who want to make [00:35:00] the, uh, good, uh, relationship with the employee. That's the point. You have to want it without it, you cannot make the goods. I'm happy.

Mehmet: Absolutely. You know, I'm happy you answered this way because you know, I, you, you, I wanted you to get to this conclusion because if a company has such a problem, I mean, if, if, you know, they should go fix something before even they, they bring a solution like the one that you offer, like, because if, so they have a, I would call it a, a deep, they are in deep trouble.

Mehmet: If, if really this is the situation there and sooner or later, You know, it's like they will become like a sinking ship and, uh, and, and everyone will be, uh, will be leaving this, uh, this, this ship, right? So I'm happy you gave this answer

Kirill: now. Sorry. I just to make a note that some companies or some, uh, even CEOs or [00:36:00] HR business partners, they don't know that it could be the other way.

Kirill: Right. That's why the podcasts, the, uh, materials, the articles, they should be, uh, as much as possible because there is another way. You don't, you, you can, uh, squeeze all juices from your employees in a polite way. In a way, your employees will be happy to work in your company. That's the point. I'm not talking about like, like a hippie or some kind of hippie who is just make love, not war.

Kirill: No, I'm businessman. I'm about business. I'm about money. I'm about earning money. I'm about squeezing my employees. But you can do it. In a way, they will be happy and it's not something too much to do. It's the same way you work regularly, just [00:37:00] use different frameworks, just use different style. Absolutely.

Mehmet: Absolutely. Absolutely. Uh, Kirill out of curiosity again, like you will be able to, because you provide, uh, you know, the analytics part. So that means there's a lot of data there. Of course, it's the question that you might be expecting from me, how AI can benefit from, from all, you know, these data of interaction between employees and, and, uh, the HR.

Kirill: Uh, very, yeah. Yes, very predictable questions. , but, but for me, I didn't, uh, write the, the right answer for this. So I will, I'll improvise. Uh, IA is very important, uh,[00:38:00]

Kirill: very important way how we work with the data. So, uh, we can find different kind of insights, uh, the different point of view, not logical, but you know, like the, uh, uh, these black boxes working with the algorithms, with the, uh, looking for different kind of, um, correlations. So. But it's not what employee, uh, it's not what, uh, IE uh, bring, uh mm-Hmm,

Kirill: We, for example, 10 or 15, even years ago, I work with the, um, data. Uh, there was a different kind of tools where you can work with, uh, big data. There was no ia, uh, there was, [00:39:00] uh, only. A lot of, uh, data and the special tools like , for example, uh, which help you to find correlations in this data, uh, to have some kind of, uh, uh, theories.

Kirill: Uh, you try to confirm or, you know, they have, uh, uh, false positive correlation. So, uh, with AI it's much more easier. Much more, you don't have to the special, uh, education to work with big data to find your insights from the data. So it's, uh, the situation where you can find a lot of insights. To have a lot of, uh, have a lot of points of view on your problem, on your data and, uh, [00:40:00] and do something.

Kirill: The main idea that it's still you have to do something with these insights. So the, uh, AI can show you the different, uh, perspective, but anyway, you have to understand is it right way or wrong way? And. Do something to, uh, change the situation. So it's not like the magic wand for me. It's a good tool, nothing magical, quite good.

Kirill: You should use it of course, but it's not the panacea. It's not something will, what will change everything. Yeah, you should use it.

Mehmet: I love this circle because. We've talked about humans, right? So, and machines should not take decisions. I mean, uh, actually it cannot, so I like the way and, you know, I think your [00:41:00] background, you know, it's, it's very obvious here, you know, because you, you, you mentioned something, which is the machine is good at spotting patterns.

Mehmet: The machine is spot is good at spotting these correlations, um, between things. So probably maybe, you know, the way I'm thinking about it. Let's say the engagement of employees start to go down and then, you know, probably an algorithm, or I don't know, like it can correlate. Okay. So once we hired this manager, so things started to go bad, or maybe we started, for example, to ask employees to do some stuff.

Mehmet: Right. And then once we did this, Oh, the actually on the opposite. So things, you know, the, the, the engagement Went up. So, so I love this. And again, the decision of course, it's up to us. And this is exactly, you know, regardless of, of hr and you know, like any other field, this is what I was since last year, I'm telling people like, use the ai, but you take the decision.

Mehmet: So, so you are in the [00:42:00] driving the driver seat and, and doing this. So I love this answer. I really, I really love it. Carol. Uh, Carol, like as we are coming to an end. So there is something I want, you know, to let the audience know. So I know like, uh, just, we are just for the sake of transparency. We are recording this on 23rd, 23rd of September.

Mehmet: So probably this is going in the third week or second week of October, but two days or three days ago, I want to congratulate you and the team because you have won the Middle East technology excellency award. Um, for analytics and human resource consultancy. Really, really, I really, uh, congratulate you and the team on this because I can see, you know, you're doing something really special because you are touching the humans.

Mehmet: Now, the question for you, where people can get in touch and more get to know more about TEAL HR, uh, and you know, probably maybe have a discussion with you and maybe someone off [00:43:00] your team.

Kirill: Yeah, sure. Actually, you just need to put in the browser tillhr. ae. And it will be our MENA region website. So you can book a demo and I'll or my business partner will join you at this demo.

Kirill: So it's not a big deal to talk to us. We are very open to communications. We do love what we provide. So even if you don't want to buy our service, you just have some kind of, uh, uh, interesting thoughts, uh, was to share with us with something. So just, uh, book a demo and we'll talk with you. My sales will hate this, uh, point, my, my point, [00:44:00] but I'm very open for chatting, talking, discussing, and I love.

Kirill: The HR, that's the, you know, people are new oil.

Mehmet: Oh, I love this, Karel. I love this. And, uh, you know, I enjoyed, you know, the discussion and your way of, of explaining things in simple terms. I would say that, and this is, you know, Audience know me by now. I was trying to get the best out of you and really you, you shared lots and lots and lots of, of, uh, valuable and rich information regarding that domain, which is not easy.

Mehmet: It's not easy, but as you said, I like this. Humans are the new oil. Actually, they have been always the case, but I mean, now, you know, we, we should be more highlighting this because every other task can be done by AI or by a machine a hundred percent. So we need to. To keep and retain the people, [00:45:00] uh, carol Um, I know how things can get busy So you gave me the time today and for the audience also as well We appreciate that a lot and this is how I usually end my episodes So this is for the audience if you just discovered this podcast and you like it um Please give us a thumb up, share it, subscribe, whether you are listening on your favorite podcasting app or watching this on YouTube.

Mehmet: We appreciate your support on this. So share it with your friends and colleagues. And if you are one of the people who keeps coming, thank you very much for your loyalty and for all your suggestions and feedbacks that you keep giving back to me. Thank you very much for tuning in. We'll be again very soon in a new episode.

Mehmet: See you soon. Bye bye.