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AHLA's Speaking of Health Law
Workforce Issues in Health Care Transactions
Tom Donohoe, Shareholder, Hall Render Killian Heath & Lyman PC, Kelly Adams, Region General Counsel, Intermountain Health, and Barb Grandjean, Partner, Husch Blackwell LLP, discuss the various labor and employment considerations that are present in health care transactions, with a focus on the current M&A environment. They cover issues related to pre-due diligence, due diligence, the transaction itself, and integration. Tom, Kelly, and Barb wrote an AHLA Briefing and spoke on an AHLA webinar about this topic. From AHLA’s Labor and Employment Practice Group.
Watch this episode: https://www.youtube.com/watch?v=IGiHqDQ3FSk
Read the AHLA Briefing: https://www.americanhealthlaw.org/content-library/publications/briefings/d5f695e8-63f4-489a-8358-c2abe33ae0a0/Workforce-Issues-in-Health-Care-Transactions
Access the AHLA on-demand webinar: https://educate.americanhealthlaw.org/local/catalog/view/product.php?productid=1387
Learn more about AHLA’s Labor and Employment Practice Group: https://www.americanhealthlaw.org/practice-groups/practice-groups/labor-and-employment
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SPEAKER_00:Welcome everyone to this podcast titled Workforce Issues in Healthcare Transaction that is provided by the American Health Law Association. We are excited to be here to speak to this topic today. My name is Tom Donahoe and I am a shareholder at Hall Renderer Killian Heath and Lyman in its Denver office. And I'm also a vice chair of HLA's labor and employment section. My practice primarily focuses on strategic transactions and So the topic that we'll be discussing today is of great interest to the work that I do on a day-to-day basis. With that, I'll turn it over to Kelly to go ahead and introduce herself.
SPEAKER_02:Hi, I'm Kelly Adams. I'm the Region General Counsel for Intermountain Health, a nonprofit healthcare system based in the Intermountain West with 32 hospitals and about 385 clinics across its service areas. In my role, I oversee all the legal work in the Peaks region, which includes Intermountain's operations in Colorado and Montana, In my practice, I provide legal and strategic advice on a wide range of transactional, regulatory, and operational matters with a specialized focus on mergers, acquisitions, dispositions, strategic growth transactions, partnerships, affiliations, and joint ventures. I've been with Intermountain since January of 2020. Prior to that, I was in private practice with a law firm called Ackerman. Before starting my legal career, I worked in research and program development for the University of Colorado Hospital, an academic medical center. It's great to be here.
SPEAKER_03:Okay, well, last but certainly not least is me. I'm Barb Grandjean. I am a partner in the Denver office of Hush Blackwell. My specialty is labor and employment, and I sit in our healthcare strategic business unit. So some of the things that we're going to talk about today, particularly on the due diligence front, are things that I am doing frequently as part of my regular practice.
SPEAKER_00:Great. Well, thanks, Barb. Thanks, Kelly. So today's podcast is a follow-up to a couple of conversations and publications we have had on this topic previously. We gave a webinar back in November of 2024 titled Labor and Employment Issues. and healthcare transactions. And then we also published an article earlier this year through the Labor and Employment Practice Group titled Workforce Issues and Healthcare Transactions, similar to this podcast. So if there's interest, please go ahead and read or listen to those presentations and articles. But since we've really been talking about and writing about this topic, there has been a lot of developments in this space as As one would imagine, as of this year, earlier this year and in the last few months, there's been a handful, well, there's been a lot of healthcare transactions and a few notable ones just to highlight on the larger scale and the hospital health system space of the Northwell. Nuvon's merger closed earlier this year. You had Prime Healthcare who acquired facilities from Ascension Health in the Chicago and Illinois area and then Sanford Health and Marshfield Clinic clinic merged together. So those are bigger transactions. And like I said, there's been a handful of other ones that have proceeded and closed as well. And others have fallen apart at the same time. So this continues to be an active space. And so the issues that we'll talk about today, particularly as it relates to labor employment, no doubt have continued to impact those transactions. And then maybe more importantly, and certainly that weighs on this space, we had a change of administration. I hope everyone is aware of that as of the beginning of this year. And with any change of administration comes a number of new policies, obviously agency changes, which we are all seeing and in the middle of right now, and that is impacting a lot of areas of the industry, but there are some specific implications to the labor and employment space as well. So really with today's discussion, we want to talk through some of the things we've spoken to and written about in the webinar and in the article, but at the same time, want to address and weave in some of the developments that have taken place over the last few months, and like I said, keep this topic pretty fresh. So with that, Kelly, love you so spoke and I know you contributed to the article on pre-due diligence and some of the important themes or topics that should be addressed in that phase of a healthcare transaction. So we'd love to kind of hear your thoughts around that area and some of the things that our audience should be focusing on there.
SPEAKER_02:Absolutely. Yeah. And maybe just to set the stage generally, right? I think early multifaceted due diligence or prediligence, it really helps the parties identify issues up front and particularly in the climate that you described. It's important to sort of get a handle on those issues early on and think through how that might impact how you approach or decide to move forward with the deal overall or inform the integration process, which we'll talk about a bit more later. So Prediligence really should be shaped by the value proposition and the drivers for the deal. So is it about cost efficiency? So you need sort of rigorous financial management and operational discipline. Is it about driving innovation? Or is the target attractive because of talent capabilities? I think those type of questions really help prioritize what you're looking for. And then specifically in the context of the labor and employment context, I think in all of those scenarios, especially the last, there's really a strong need to understand and plan for how to retain key leaders and employees and how to manage labor and employment issues to successfully execute on the deal and to integrate the organizations and to really capitalize on the opportunities to drive business objectives of the transaction. And I think when you're thinking about healthcare M&A in particular, culture and compatibility are critically important, especially in the current environment. And I think they are often still underestimated health systems, hospitals, clinics, they're labor-intensive and people-driven. And we're in a time where they're facing some pretty significant headwinds financially on the reimbursement front with threats to Medicaid. And looking at the trends, you mentioned several transactions, but if you look at the overall trend in the first quarter of 2025, there's pretty low activity in the M&A space across markets, including in healthcare. And I think Organizations generally are hitting the brakes with moving forward transactions or exploring new opportunities. And certainly I think overall market volatility, economic uncertainty around policy changes from the new administration that will affect healthcare delivery. That's certainly driving that trend, I believe, but it also highlights the need, I think, to be really strategic in selecting a partner and making sure you have the right leadership, the right workforce, the right processes in place to help weather that storm together. So It's good to ensure, again, sort of the right tools and processes during pre-diligence to assess not only kind of the standard issues like financials, but also organizational fit and understanding sort of the respective mission and values that come with the two organizations, the workplace culture, management style, employee engagement. I think from a legal perspective, misalignment on some of these issues could increase the risk of discrimination or harassment claims when you're combining potentially two very different workplace practices or organizational values beyond the two groups. So I think beyond that too, on a broader level, those issues could have a big bearing on the overall success of the deal or the merger. I think too, thinking through sort of from an operations perspective to tie this theme back to some of the challenges in the industry. This last year in 2024, there were a historic number of healthcare transactions involving financially distressed organizations. So I think those deals represented about 30% of healthcare M&A. And I think that's reflective of workforce challenges across the industry, things like high labor costs, talent shortages, clinical burnout. And I think certainly understanding those challenges and how those are being managed within an organization is a key thing to look at during a prediligence. We've also seen a lot of turnover on the leadership front across hospitals and health systems, high number of CEO exits this year. So just identifying early on in the process, you know, are there flight risks that might destabilize the organization and figuring out sort of how to address those proactively. And I think, you know, we'll talk in more detail around integration, everyone's favorite topic, but I think something to look at during prediligence too is integration risk, right? Are, are there are things about the organizational structure or the operations themselves that are going to make it difficult to fully integrate the organizations. Again, so how is leadership retention being managed? I think that one can maybe cut both ways, right? On one hand, it's important to stabilize leadership to help enable a smoother integration, but keeping a leadership team fully intact for both organizations for a protracted period of time could stall integration and drive the two organizations to continue to operate somewhat independently rather than really truly fully combining. And along with the leadership, looking at the workforce capabilities and the structure, right? Is the reporting structure such that it'll be challenging to combine the workforces? Are there redundancies? Do there need to be planned reductions? I think getting an inventory And doing some preliminary review of HR systems and policies early on can sort of help set the stage and prepare for a smoother integration process. So those are just a few different aspects of prediligence in the labor and employment context and give you a flavor of what are some of the things you might dig into deeper during diligence and then ultimately have to address as you negotiate the transaction and manage the deal if it closes and gets to the integration phase.
SPEAKER_00:Those are great insights, Kelly. As you're sharing your thoughts, I think the one variable that is inevitable but sometimes undervalued is that humans run healthcare. At the end of the day, these organizations, their leaders, the employees are really probably the greatest asset. as you get in, not just the prediligence, but I know we'll talk about other parts or phases of the transactions. It's just so important to be mindful of that because how you manage that, and again, I don't want to commoditize people, but that manage that asset could have significant bearing on whether you will realize what you think you're going to realize as part of that transaction. So I love some of those insights and how some of those things should be assessed up front. And particularly in a slow moving environment, it may be that folks folks are learning from some of the transactions that have occurred or that have not occurred and maybe evaluating some of these things a little bit more and maybe a little bit slower to, in addition to considering some of the other factors you mentioned, jump into a big transaction altogether. So great insights. Barb, I know you talked about kind of where folks should put their efforts, focus in that due diligence. As you get past the prediligence phase, done these assessments, you think things are looking good. Let's get to due diligence. Let's spend the time and resources. So love to hear your thoughts on, you know, where those focuses, whether they should be in the same places we talked about or wrote about previously, or what new things should be considered giving some of the changes that have been, that have occurred over the last few months.
SPEAKER_03:Yeah, Tom, thank you. So when I'm advising and managing due diligence from the legal perspective for our clients, I'm trying to make sure that we have enough information about the human assets and the transaction that we know how to draft the documents, that we can identify some of those integration issues that Kelly talked about. And everybody has got their own checklist, but the way I think about it is, okay, of these human assets, who are the employers? Who are the possible employer type entities involved? And what does that mean? So I'm talking about staffing agencies, locums companies, labor unions. I'm also trying to figure out who are the employees? Who are those assets? And what am I looking at in terms of employment or contractors? Or are they just medical staff and not really employees? And so you're trying to to look at all the aspects of those human assets. Who are the employees and where are they? So in a remote workforce, your clinical people are probably not working remotely. They might be, but you've got a lot of administrative people in health systems that are in fact working remotely. And so from a state level perspective, because that's where it all is now, 50 states, 50 different approaches, what are you buying into in terms of new geographies, You know, what do you need to understand about that and how you try to harmonize across the geography? So where are these assets? what limitations might be built into your ability to manage these assets? And I'm thinking there about things like, do we have at-will employees or do we talk about employment agreements with certain people? Do we have limitations or restrictions on how we can manage some of these assets? Is there a severance plan? Are there other things that we need to know that make us kind of in a longer term relationship with any of these assets that we might otherwise expect. You're thinking about what to allocate in the deal in terms of ongoing liabilities and things that you could be inheriting either knowingly or unknowingly. So I'm thinking about very complicated wage and hour issues in the healthcare space, misclassification of employees versus contractors, overtime issues, all those kinds of things. And we see healthcare systems being sued over pay quite often. And then some of the red flags we're also looking for that could impact integration that Kelly's going to discuss more later. And so it's things like equal pay laws, different paid time off programs, state, again, kind of the multi-state issues, but states requiring different types of sick leave or insurance for sick leave. So you're trying to get an understanding of what you might be biting off from a diligence perspective. Tom, you previewed at the beginning, I think there are some new things that start to hit the list now with the change in administration and just some of the things that have been going on across the country. And a good example of that is restrictive covenants. And so we're always in diligence looking at restrictive covenants like non-competes and non-solicitation agreements. Many states have different rules for practitioners. Those rules may or may not apply to the legal administrator leadership. So we are... trying to understand what rules apply, but then the rules are constantly changing. So three days ago in Colorado, the governor signed an amendment to Colorado's non-compete law. Traditionally in Colorado, you haven't been able to prevent physicians from practicing medicine, but there's a provision in our statute that allows you to seek damages from someone resulting from competition that would include a physician. But as of three days ago, this new law says that that pay to compete language has been removed from our statute. So you were looking at non-competes for the same types of people in the same state that are going to look different depending on when the enforceability will be different depending on when they were signed. So Kelly, I know you've had some recent experience with non-competes in Colorado and Montana. Would you share some of that with us?
SPEAKER_02:Yeah, you bet, Barb. So this is definitely a timely and interesting issue that we've been working through in my organization. And being multi-state in our geography, the laws on this obviously vary state by state. And we had a tough legislative session, both in Colorado and in Montana, with both states passing laws that affect non-competes. And so we're working through sort of the the implementation of those statutory changes. And while the laws are not retroactive, you know, you on one hand need to be looking through and updating contract templates for new agreements and to remove the restrictive covenants. And then also, you know, having to deal with sort of the existing contracts, working through whether the organization wants to pursue a uniform approach to non-competes and not enforce any of them or continue to enforce non-competes in contracts executed prior to the effective date of the new laws, which ultimately is really impactful, I think, on culture. And so I think understanding these nuances and aligning with the target, not only sort of on the legal requirements, right, as these laws are changing, but also looking at their processes and how they're managing that more broadly and what the organizational approaches I think is also very relevant.
SPEAKER_03:Yeah. So thank you. I think that's right. And it's more broad even than we could do a whole webinar on that. It's more than just Colorado and Montana. It's really a wave across the country. And so that's an area that we see a lot of change. So I think just to wrap up kind of my diligence comments, in addition to the changing legislation around the country, I think there are some other things that are hitting the list a little bit differently maybe than they used to. And one of those is going to be around work authorizations and immigration and recruiting visas, all those areas are a little bit more in flux than they have traditionally been. And so I think that's something that's important to understand about the target and how that's been managed. I think you're also looking at how the target is is thinking about work authorization and their workforce. And so to just be perfectly blunt, what happens when police show up at the facility or ICE shows up at the facility? How is the target handling those kinds of very human issues? And is that something that you're gonna be able to be aligned with? But I think that's something I'm not sure I would have asked about before, but it's certainly something I would put on the list of things to consider. And then finally, I think we'd be looking at DEI as part of diligence now. I mean, again, traditionally, I think I would have just sort of said, oh, great, they have that. They know what it means. And that's a good thing. Now, you know, there's obviously been a lot of challenges to that. Organizations are dropping it, changing it. So I think I would want to know more about how they view their DEI practices and policies. Do they have any that need to be changed? Have they recently dropped some in a way that you're going to want to understand that as well from a workforce and culture perspective. So unless I've forgotten anything, that kind of wraps up what I'm thinking about, Tom, with due diligence.
SPEAKER_00:Yeah, great. Again, great insights as well, Barb. And as you, again, sharing your thoughts, a couple of things came to mind on my end as well. And one is, just from a in a due diligence standpoint, so much is changing right now that if you're getting into a transaction, it's so important to understand through this process, you know, whether, again, if you're the, let's say you're the buyer or the acquirer, kind of where the other organization is. And that can present legal risk in some instances and others not, but it's almost so important to understand these issues and to understand where the risks exist so that as things change, because organizations just take a while sometimes, right? They may be addressing it prospectively, but there's a whole bunch of legacy stuff that needs to be looked at to make sure. And I think about that in the non-compete, right? You could have updated all your employment agreements going forward, but you really don't have a strategy. And for example, in Colorado, you're you know there's penalties if you try to enforce a unlawful restricted covenant again there's some grant you know there's some allowance for renewals and things like that but just being attuned to it as it evolves is important and then barb just on your other comments i think they were great because you know on dei immigration we understand there may be legal implications but sometimes we don't really know kind of where things will ultimately end up and just in diligence you can identify these things so that you can have the conversation so culturally you feel your lines. And then going forward, you know, you feel like from an integration standpoint, it will be easier to kind of get to where you need to be as the dust settles in some of these areas. So great, great insight. So, you know, I talked a little bit about kind of the transactions itself and where are we addressing labor and employment matters kind of in the deal documents, in the definitive agreement. So again, you've gone through the The pre-diligence process, you've done your diligence, and certainly diligence is going to inform what you include in the transaction or the definitive documents at the end of the day. But I think there's also some key areas, and not a lot of this, I would say, would have changed based on what we've seen over the last few months, but still kind of I think they're important to highlight. And Kelly mentioned kind of the first one in her comments, and that will set the tone ultimately for this and some of the diligence as well as around leadership retention and transition, right? I mean, you'll have probably talked about it as part of the pre-diligence and even the diligence phase. You'll kind of have an understanding as to what the contracts say and other things for your leaders so that you can tee this up. But really in the definitive agreements, you should take all that together and outline what is going to occur from a leadership to the extent you can. And there's some organizations in a transaction that put this off and that's certainly a way to do it. There's others that get ahead of it pretty quick, understanding that it may be better to make some decisions around that early on to dictate how the transaction and ultimately the integration will go. So to the extent that is the decision, hardwiring that to some agreement with consideration of the employment agreements, the severance, the non-competes, payouts, et cetera, for certain leaders who may be transitioning is a good thing to do in the definitive agreement. Another big one is again, just going back to the thought around how all of this affects the employees at the end of the day. And most of those employees aren't at the table in these negotiations, but they're relying on the leaders to negotiate on their behalf. They want to know what's going to happen to my pay, what's going to happen to my benefits, to my PTO, to my retirement at the end of the day. So I think it's really important to to be concise, to have thought through those issues, to articulate with sufficient detail in the definitive agreements kind of what the agreement will be around those items. Again, are you going to keep pay practices? Are you going to merge pay practices? You have to do some diligence around retirement plans. Well, how do those transition over? State law may dictate what you do with PTOs. So evaluating those is, again, part of the diligence process, the transaction discussions. and then memorializing it in the definitive agreements. I think that's important. So all the parties understand what the agreement is and so that they can strategically communicate that to employees and others that'll be affected as part of the transaction. You know, going to the more nitty gritty a little bit, I think some of the common reps and warranties you'll want to see in the document still and why it's important and these might seem like boilerplate to some degree. It's important because as you insist on certain reps and warranties, particularly around labor and employment issues you do a couple of things. One, you drive disclosures on things that you may want to know about in the disclosure schedules to the transaction or definitive documents. And then you also may lead for those things to get resolved, depending on how they're serious as well prior to closing. And then finally, at the end of the day, if there is a breach or something happens post-transaction, obviously if there's breaches or reps or warranties tied to the indemnity provisions, you'll have access, at least on the buyer side, to recourse. So that's why it's important to kind of think through and just get to some of the most basic reps and warranties for labor and employment issues. And those typically, just a quick list, making sure you have a rep and warranty that the seller has provided complete information around labor and employment matters, there's no threatened labor and employment claims, the seller has been compliant with labor and employment laws, compliant with benefit plans, ERISA, et cetera. There's no retention agreements, bonus agreements, or resignations with key employees. And there may be, but again, you're driving some disclosure schedule requirements there. No employees are represented by unions. So again, if there are, you'll get a disclosure around that. And other things that can be dealt with, and I think are related a little bit to what Barb was speaking to, and have been something to address, but probably more so to be aware of, and maybe address an different way or I-9s, how those will transition H-1B and other visa transitions, how those are going to work. And then you always have your WARN Act notices, how those are going to be provided, how labor union matters will be addressed. And then in a lot of cases, if I'm the buyer, I'm wanting a comprehensive disclaimer of liabilities for employment matters, either as a rep or warranty or maybe as a covenant or whatnot. So again, those are things to continue to focus on in these transactions that live more so in the labor and employment space, but are really important to making sure they're addressed and then included in the documents themselves. So Kelly, you mentioned, just wanted to transition a bit to integration, right? You, in your opening comments, obviously were in the pre diligence phase, but probably already thinking about integration because really, I think at the end of the day, it's fun for the business people, the lawyers to like put the deal together, do due diligence, like burn the late night oil, give high fives at the end, have the closing dinner. But integration is really going to determine whether the transaction is successful and whether the organizations can use it as a springboard to do better things and realize their missions and their purposes. So I'd love to kind of hear your thoughts again on integration and kind of where the important What points are there?
SPEAKER_02:Yeah, and I always joke, you know, after you sign the deal, you can't just pop the champagne, right? You can't just give each other high fives. It's kind of when the real work starts and you need to, you know, come up with a plan to really take action on what was memorialized in the documents that you described and sort of work through the operational pieces and putting it all into practice. And, you know, being in-house, unlike you and Barb, I actually live with the deals and see this on the day to day. So, you know, I do think it's just a critical piece of of all of this and just vital to unlocking the full potential of the deal and also mitigating legal risk. And I think I would maybe start by sort of centering on just the proactive approach to the areas identified in prediligence and diligence of the phases that Barb described, right? At a high level, to the extent during prediligence, you identify there were gaps in terms of the party's mission or values. I think that's important to address, just really aligning the organizational culture and the vision and the work just to create a shared sense of purpose. I think embracing that why and the purpose behind the organization and what it does and how it delivers healthcare services to patients and communities, that's what ultimately drives employee engagement. And I think when you have a high level of engagement, you reduce your legal risk by enhancing operational efficiencies and really fostering a more positive work culture. And it's a tall order. I think it's a challenge for healthcare organizations to do that. But I think with strong leadership, that's really adept in change management and a strong integration team that can sort of focus on aligning the operations, including HR technology, data migration, employment policies, just to make sure there's parity and equity, streamlining processes and practices, and doing all that in a timely manner. I think ultimately, Organizations that have different approaches to patient care or clinical protocols and maybe organizations that lack process to identify what might be best practices, how to harmonize that work, that's a place you tend to see a lot of friction. And that can lead to increased turnover or just a generally frustrated or disengaged workforce. So I think putting a key eye towards integration of the workforce, making a plan, setting targets for a addressing systems, for addressing benefit plans, redundant resources, how to handle employment engagement issues and retention concerns, how to address the human issues that Barb covered on DEI and immigration issues. you know, oftentimes on the legal side where we see some of this play out is on the harmonization of compensation and benefits. And when there are, you know, sort of the different categories that Barb identified that come into play, how organizations sort of manage those state law differences and come up with a plan that aligns the two organizations. And I think maybe just a final point on integration and managing all these moving pieces. And Tom, you alluded to it. I think, you know, transparent communication is crucial. And that means really really clear communication and setting expectations with employees regarding the changes to policies, to compensation, to benefits, and then creating an engagement plan that really fosters trust and sort of minimizes that potential employee uncertainty and helps protect against environment that really could lend itself to potential employment claims. So I think integration is a long process. It's ongoing and requires just a lot of effort and ongoing monitoring to ensure that it's successful.
SPEAKER_03:And I think, Kelly, I could add one point there. We talk about an integration that's not smooth leading to the risk of employee claims. I would also add leading to a risk of labor union involvement in your workplace, right? So the unhappy or the uncertain employees are the ones that are more likely to listen to the labor union. And so if you don't want to be in a situation of having someone else help you run your business, that's a big consideration as well.
SPEAKER_00:Well, I think, Barb and Kelly, you point out just this broader theme that I mentioned early on in the discussion. And that is if you say, Barb, poor integration or prolonged integration or whatever it may be, may result in labor unions. But I mean, really, if we boil it down, the people are what, you know, poorly executed or prolonged or protracted integration affects at the end of the day, right? If it's not executed well, they're the ones, right? I love that you guys pointed this out. They're the ones that you know will be the ones to probably look at what's going on and and if it's something that's you know if the the pay practices haven't been integrated well they're going to look at that you know my pay stub said you said i was getting this but now i'm getting this i'm going to look into that and if there's been some misstep there there's risk of a claim right if They feel like they're being treated poorly. They may think to unionize. So there are all of these dynamics and kind of reasons to why, you know, just on paper, integration shouldn't just be a good thing and be done well. It can really result not just in the work for, to your point, Kelly, not working at the top of its level, but also the risk of a potential claim. So I love it. It's great.
SPEAKER_03:And then also impact on patient care, right? The ultimate thing that the facilities are thinking about is the patient care and the unhappy, uncertain employees end up impacting the ultimate goal of what you're trying to accomplish as a healthcare employer.
SPEAKER_00:Yeah.
UNKNOWN:Yeah.
SPEAKER_00:And that is a great point to leave on, Barb, because as we think about, well, why do these things matter that we're talking about? Why is it important to be intentional about them? Because sure, we want to mitigate, we want to put together, you know, well thought out transactions that are documented appropriately, they're integrated well, but The more you do that, the more you can deliver on your mission, the more you can focus on patient care and get back to that as soon as possible, which is probably the most important thing, most of these at the end of the day. So with that, we'll go ahead and wrap up. Thank you all the attendees today who listened to our discussion, to this podcast. Again, we've put out a presentation. We put out an article. So if you're interested in seeking other content on this topic, please look at the HLA Labor and Employment Practice Group's materials. And with that, we will finish out and wish everyone a great rest of their day.
SPEAKER_03:Thanks, guys. It was fun. Thank you.
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