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Employee Engagement & Productivity: How to Understand What is Importantexplore different strategies for thinking about how to engage teams and measure productivity during the pandemic and beyond.

Over the past year, our understanding about when and where work takes place has shifted dramatically.

But have we changed our thinking around productivity and employee engagement? When we asked employers last fall how they were balancing productivity and organizational goals with a remote workforce, many responded that they were taking a more flexible approach to productivity.

Join Teisha Iglesias, Manager, Talent, Partners & Inclusion at the Alberta Electricity System Operator for a webinar that will explore different strategies for thinking about how to engage teams and measure productivity during the pandemic and beyond.



thank you so much for joining us today for our webinar on employee engagement and productivity this is a very highly requested topic

especially with so many of us working remotely during the pandemic we’ve received a lot of interesting questions in advance and we have a

wonderful speaker joining us today to be able to talk about this subject so just for some housekeeping notes uh the

webinar is going to be recorded and it’s going to be available on our website afterwards that’s

you can use the chat or the q a feature to ask questions of t-shirt today i’ll be keeping track of them myself and

moderating questions as they come through and if you have any difficulty you’re welcome to reach out to me through the chat or through my email at hosslit before we get started i’d like to recognize that ehrc’s 2021

webinar series is proudly sponsored by elektra elektra is committed to creating a dynamic and progressive work environment where

employees are safe respected included and valued as leaders in electricity innovation

and human resources practices they want to ensure that ehrc is able to deliver high quality content to the largest

audience possible thank you elektra for your response for your support and our speaker joining us today is

tisha iglesias who has over 20 years of professional practice and human resources in healthcare information technology and the energy sector

her professional designations include chartered professionals in human resources cphr and society of human resources

management senior certified professional shrm scp she leads a dynamic business

partner team at the alberta electric system operator aeso with oversight of talent acquisition

goals performance management succession workforce planning employee relations and inclusion and diversity

an mru alumni and a graduate from the university of lethbridge tisha is a wife and mother she strives to live a purpose-driven

life learn new things and pay it forward to help others thrive we are so thrilled you could join us today tisha i’m going to stop sharing my

screen and allow you to put your presentation up and hand it over to you

thank you alex i’m just gonna get settled here and share my screen

hey so i believe screen sharing is on you’re good to go good to go well thank

you again alex thank you for the introduction thank you electricity human resources canada for this opportunity

to connect with your community and a special welcome to everyone that’s on the call today

i’m tisha iglesias the manager of talent partners and inclusion with alberta electric

system operator which is commonly referred to as the iso and i’ve been part of the isil’s people

and culture team the past eight years and and therefore have been connected to the work

that has been going on in our organization around people evolving our people practices

and culture and since 2019 the iso has been on a culture evolution journey

so i’ll share that with you today and how that journey has enabled our employee engagement and productivity

approaches prior to and also during the pandemic

the iso is a independent not-for-profit agency of government that

exists to ensure that the province has reliable and affordable power we are located in

calgary alberta four key areas of the iso’s mandates are connect

customers to the grid operate the grid to ensure supply meets demand every minute of

every day plan the transmission system for the future so alberta’s grid is ready as

more power needs to travel from where it is generated to where it needs to be used

and develop and operate through wholesale electricity market

we have 450 employees and we have been working remotely for a

little over a year now we have about 50 employees in our

organization who work on site depending on organizational support needs

you know the electricity industry is being impacted by transformational change and as a result of that technological

advancements new business models and increased digitization as well as changing customer preferences

and demographics all of these things have a profound impact on the way electricity is produced consumed and

exchanged and these trends impact both the pace and the intensity

of this industry transformation and as a result the iso’s

2019 to 2023 strategic plan has been focused all around shaping the

transformation and doing that with these four strategic priorities of people

framework technology we have strategic initiatives developed

to enhance each of these strategic priorities and the people strategy really underpins them all

you know our people are our greatest asset and we can’t possibly achieve any of these priorities

without them and so focusing on culture and employee engagement really became an

imperative for us and from a cultural perspective we had to take a look at ourselves and we had to define hey

you know who are we and what are we all about now and what do we need to shift and pivot

towards in order to advance these strategic priorities as part of our overall

strategic plan and in 2019 we embarked on a culture

evolution journey uh we figured out what those

things were from a cultural trait perspective of where we needed to pivot to and from an agile organization which was

a key focus in the face of industry transformation we really felt that we had to be

more human in some aspects and and from a trust perspective uh this was about for us really

promoting workplace flexibility and being able to

have that capability within the organization for mobility working from home working on

site um dressing for our day those were some things that

really forged out of evolving to that culture of trust agility we needed to

adapt to change and do that quickly you know the transformation of the industry is

happening and the pace of change is is tremendous and so we needed to to build up our

change resiliency and uh also look at areas of pushing down decision making as well too

we wanted to nurture innovation and creativity and as a result of that desire to

nurture that we also saw inclusion as being an imperative with

inclusion being that gateway for driving innovation and high performance and then wellness

and well-being was was there as well as a key consideration and so for us the convergence of both

our strategic priorities and our culture evolution

really pointed us towards employee engagement and for the iso employee engagement is

all about how are we shaping and influencing meaningful employee experiences within our iso

community so this has been core to our strategic

strategic initiatives around engagement and the productivity approaches that

we’ve taken prior to and and during the pandemic

so i’m going to walk through some of our engagement approaches that we we’ve looked at during

prior to enjoying the pandemic the first is employee listening we’ve seen the

power in a grassroots approach as a solution to enable

both strategy and increase employee engagement and prior to the pandemic we’ve used

design thinking sprint teams in a variety of ways and we’ve used them to

drive work across the organization and to highlight a few we use them to

drive strategic execution initiatives and and that would that translates to even developing road

maps initial road maps on some of these strategies that we needed to take to advance our

strategic plan we developed a flexible work practice in 2019

and we also developed an inclusion diversity practice and used that sprint team to do some

work there uh you know during the pandemic

we really were focused around not just surviving but trying to thrive

with a people first mindset and when we launched our flexible work practice in

2019 adoption was uh sporadically across the organization we had pockets in the

organization that were all for it they were kind of doing it before other parts of the organization that were like i don’t know how that’s going

to work you know they were more comfortable with people being in the office so to

speak and for us the pandemic really propelled that flexible work practice into full

organization-wide adoption in march of 2020 so it was really instrumental for

us that we already had that in place it it became woven into all of our messaging

and it became a a very instrumental thing for us to be able to rely on but

then also to be able to reinforce because as we were going through the pandemic

you know we needed to be human we need to be empathetic to everything that we all were facing and

the ability to rely on that this internal practice

really was an advantage for us

from a listening survey perspective we’ve launched a variety of pulse surveys the executive team and

leaders review these results and determine any course of action the survey results are also reported back to

the organization as well from a transparency perspective

and uh a few of these surveys that we’ve launched some of them during the pandemic like

the working from home this was about us really understanding some of the employees experiences

around how things are going with them how are we doing as an organization and

communicating and engaging similar with preparing to return to the

workplace this was in april of last year where we were just kind of checking in to see hey

you know we don’t know when that time is going to come but when it does what does that look like

for for our employees and what are some of the things that are important for them as we start to

just think about that and think about what that’s going to look like for us this year a new survey that we launched

this year is their employee engagement survey and we’re also ramping up to launch our

first inclusion and diversity survey which is really centered around how do we you know first to get a gauge

on employees perceptions on on our inclusivity also to be able to collect voluntary

diversity demographic data and and learn if there’s anywhere that

we need to to apply some concerted efforts and focus as it pertains to uh inclusion and

diversity within our organization second engagement strategy is learning

together our iso community is highly engaged in learning and the pandemic really forced

us to pivot quickly we had to increase our online course delivery across the organization

and we also during the pandemics saw increases of new courses coming on that were even

employee-like employee participation and developing the content and really leading those out

and also new communities of practice forging within the leadership community within our organization

prior to the pandemic we had a personal productivity roadmap with our tools

our technical tools and uh that was um you know a longer term plan and the

pandemic really propelled those gradual plans to just come full swing so our community had to transition

really quickly uh and and they did in terms of really redeploying

and pivoting from the original plan and and propelling the release and deployment of new

devices and upgrading our our platforms so that we can now be on to

newer platforms sooner that enable more of the collaborative tools

to be available to us at our fingertips and and we had to learn how how to optimize

these new collaborative tools so that we can create new virtual collaborative experiences that we were

so accustomed to having in person

onboarding with purpose was a key strategy that we an approach that

we had to take from an engagement perspective at the beginning of our transition to working from home

you know we had to figure out how are we going to onboard all of these upcoming new hires uh and it was it was truly a community

effort to do that and to really idea ideate how to get everything done quickly um how to ensure that through

the virtual onboarding experience that we were still trying to create those meaningful

connections um you know and and so that first day experience really

changed quite a bit from how it would have been if we were on on the work site

and you know but despite that you know onboarding is critical it’s a critical

employee experience for us we wanted to ensure that the new hires joining our organization really felt

confident in their decision to select us as their employer of choice

and uh that also tied into our thinking with regards to

our student interns we had presented these offers out to the students in

january of last year early last year and we had to

make that decision as to what we’re going to do uh and and we decided to forge ahead and keep going forward and honor those of

those offers and and we did and and what we we did with the students is we

we leveraged again our desire to create these connections and and created a cohort you know we aligned

all their start dates together we created meet and greet experiences for them to get to know each other as a

cohort we also launched an internal meet the students campaign something that we

haven’t done before and that was intended for the organization to be able to

know from what our students were where they’re coming from from the university uh perspective what their majors were

be able to see their their picture because they would be popping up as new faces

on a video chat or new names on the distribution list

we also engaged with our student interns last year and they banded together and created a

whole fun and and an interactive celebration of nikola tesla’s birthday

last year so it was a great group to tap into to be

able to engage with us as an organization as well too outside of just

their work that they were doing in their respective team

connecting as a community is also a key engagement approach given our desire for our iso

community to thrive during this pandemic for us we chose a few very specific things that

we felt were really important for us to do uh first and foremost frequent and regular

uh clear messaging you know if we didn’t have an update we still sent out a message on a regular

basis just reassuring our community of what we did know um and

then informing that any any changes of status we will be updating them as soon as we could and this was

very key during the quite frankly through most of last year for sure

with regards to uh us living through the pandemic uh and and still is uh important for us

and we’re still doing that in in messaging in the frequent in a clear way we also developed faqs

for leaders last year we thought it was really important for us to

provide with leaders with some just key key things to to keep reinforcing reinforce the

flexible work practice reinforce that once we know things we will communicate that and also

reinforcing that with the flexible work practice it just really came with the fact that

we we have to be flexible in the sense of what we’re all going through um you know many people had

other aspects of their life that they were also managing and dealing with through the pandemic

and uh you know we had to be flexible with when people were working uh during the day um the need for people

to really take these breaks and disconnect and and you know take care of themselves as much as they are taking care of the

work we created thrive together page uh on our intranet

so we had a central place for employees to go and find information uh any information connected towards

profit 19 our updates uh but we also infused other things

on that site as well too so it had also an abundance of additional resources promoting well-being

and um and and other resources that we would have had for tips and tricks tips

for productivity um you know now we’re we’re working from our homes and our homes may have not

been configured for that to to happen very comfortably so you know other things

to to provide our employees with resources to help them as we all

navigated through this together and additionally we promoted well-being by hosting

sessions for employees we had a facilitator a specialist who came in who teaches

mental health resiliency and self-care and and this is something that we’re keeping a very close eye on

within our organization and looking at other opportunities where we can continue to to offer these types of

uh sessions for our employees where they can gain some tips gain some tools

many of our employees are not just seeking for this for themselves but are also seeking seeking these tips

seeking these tools for how they can help their families as well

our ceo last year had sent out very regular messages i believe last year it was it was almost

a weekly thing just so he can stay connected and keep connected with our organization

now his messages are still very frequent his messages are very transparent very

authentic he weaves in what’s happening in the organization he weaves in spotlights on inclusion and

diversity and it’s also another way for him to be able to connect with us across the org he also hosts

uh coffee chats which are informal chats as a way to connect with our employees

around the organization it’s an opportunity to be able to just jump into the call if you’re available if you’ve got some

time and be able to also see others in the organization others that you may have not seen in a

long time or been able to connect with and just catch up exchange stories

what’s going on in everybody’s lives right now what are they doing etc

um so it’s it’s really a way for us to just kind of let our hair down because one of the

things that we we lost out on with regards to our working from home is the capability to

run into each other you know at the work site in in the in the kitchen in the elevator

you know in the lobby here and here and there so uh these types of

experiences have been helpful for that

we’ve also had virtual town halls we’ve maintained those and we pivoted those real quickly we’ve

infused a variety of different things into our town halls asking feedback from our employees of

what they’d like to see new things they’d like to see and responding to that

we’ve encouraged teams to still engage in team building and pivoted to doing that on in an online

way as needed and our teams have gotten very creative in the past year with

with new ideas and new things to do with their teams virtually

and also our social club has been extremely active last year they’ve

pulled off talent shows they’ve pulled off um snowman building contests

and it’s just been tremendous uh efforts that have been done to

forge that sense of community and connection within our organization

the other thing i’d like to point out with connecting as a community is our employee resource groups

we call them ergs for short in our organization and they’ve been a pillar of support for

employees and in particular we have a powered up parents employee resource group and there’s been regular

conversations throughout last year there’s been information sharing posting

on sites connecting in having having these conversations and employ sharing

conversations throughout the organization to support one another we were all going through that as

parents and many just needed an outlet they

needed support they needed to be able to talk out what they were going through and

what they were experiencing um you know through you know restrictions

lockdowns outbreaks schools open school closes school opens again and closes again so there’s just a lot

going on as we all we’re living through and experiencing and and through through the employee resource

group network network they’ve definitely been instrumental in fostering a lot of the employees sharing

and storytelling and however we’ve done that also through macro ways as well

in our organization recently we’ve launched faces of the isil campaign which

features a lighthearted profiles employees who volunteer to provide a unique insight into their lives and what

they enjoy doing outside of the of their time at work and

as well this year our internal inclusion and diversity campaigns now will be featuring a spotlight on

employees throughout the organization so they will be sharing their own stories

about why that particular celebration is personally meaningful to them

so collectively as an organization employee listening learning together

onboarding with purpose and connecting as a community have been core engaged

engagement approaches that we’ve pursued to influence and shape meaningful employee

experiences in addition to focusing on on business results

and from a productivity perspective we’ve been focused on as i’ve mentioned earlier the workplace

flexibility and and really promoting that as that aligns with our culture of trust

we had to just roll with what we were faced with last

year and recognize that with everything that each individual person was dealing with with their own personal situation

in addition to life that flexibility was key in the work and the messages even to leaders had to

be we have this workplace flexibility we had messages even from our ceo

that had sent where he said that look right we’ve got this workplace flexibility

practice let’s engage this and let’s also realize that as everybody’s navigating through this

pandemic and work and home and it’s all in the same place um that uh you know people might be

working different hours throughout the day taking breaks during the day uh and that’s okay because that’s what

we’re gonna need to do we all are gonna need to do that um at some point for ourselves as we go

through this this navigate through the pandemic together and so really for us uh we measured

productivity on the results on our goals you know how did we achieve from a corporate perspective and

how are people from an individual perspective

we also been looking at machine learning we from our pulse surveys

we are leveraging the machine learning that we get from our pulse surveys that provide some key focus areas where

as an organization you might need to pay attention to and you know that really presents

opportunities for us let’s look at that let’s unpack it and

let’s try things test and learn you know it’s not perfection um in order

to foster that cultural trade of innovation and creativity we need to be able to step out and try

new things and try new ideas and see what happens uh trying to apply that growth mindset

and and learn from okay this this worked incredibly well let’s let’s try to do that again

um or next time what are we going to do differently given that same

approach or the same factors that are in place something new for us that we’re

exploring is organizational network analysis we’re using a small pilot to understand

more fully the the patterns of collaboration and interactions between people and the

networks that are formed as a result of that in our organization so this is very new for us

and uh leveraging collaborative tools as i mentioned before we were on

older platforms before the pandemic we had early challenges as a result of

that with our ability to to fully connect and collaborate uh once we moved on to newer platforms

we started to see quickly the ability for us to really engage with these new tools and

for those tools to really help advance the work that we’re trying to do one of the things that we experience

organizationally that was a little bit of a pain point in the earlier months of the working from home is the

fact that the ability to collaborate we didn’t

have a good way to do that with the tools that we had we you know on site we would be in the

meeting room we would be a white board we would break out in a room and have individual conversations and then come

back together um and and round table and so we had to once we started to get onto

our new tools leverage these new tools to enable the virtual collaborative experience

um to replace that which we were very much accustomed to having in person

so i’ll just share with you some of our reflections when we look at prior to the pandemic

during the pandemic and where we see ourselves uh what’s ahead of us in the future and

some of the opportunities that we see and i’ll use an analogy of a rose

with regards to the things that we felt were successful for us during this pandemic

uh and even a little bit before was around this whole concept of us thriving together um moving quickly

as an organization and across so many different teams that were all integral in making so many

things happen and really putting first the the whole desire around shaping meaningful employee

experiences something that is a opportunity a new potential opportunity

that we’re exploring we’ll package that as a bud is

redefining our future of work you know we’ve already determined that we’re moving towards a hybrid model

and we’ve been leveraging a design sprint team to to help enabling some of that

thinking and we’re also thinking about the impact for leaders with respect to leading a hybrid

team and what’s that going to be like uh leading a team that’s inside leading a

team that’s off site and how do we mitigate proximity bias and are there any other biases that you

know we haven’t thought of yet that could also be a consideration that we really need to unpack

thinking about the future and thinking about the future possibilities we always want to consistently foster

innovation and creativity we also leverage

uh design thinking sprint teams in the space as well too where we have opportunities for

re-looking at programs and re-looking at uh uh you know experiences that are

currently in place or practices that are currently in place we we want to encourage that

innovative thinking and it’s not about what we have always done but these are other ways

that we can have a new way of thinking a new perspective on that and that also fosters inclusion as well

with the diversity of thoughts and thinking optimizing our internal talent

marketplace is another potential opportunity and things that we’re exploring from an engagement perspective and you

know this is around how do we leverage our talent system how do we leverage data

how do we enable more talent fluidity across the organization and allow that to happen quickly

quickly as well and then from a perspective of things that are

presenting a challenge that we’re navigating through and if you look at that as a form you know we don’t know what we

don’t know and we we’re using our listening employee listening plans

and the various ways that we engage from a listening perspective to keep our ear to the ground and to

keep a pulse on on what’s happening in our iso community and organizationally one of the things

that we’re looking at is really assessing our pace you know despite despite the pandemic last year it’s been

it was an extremely busy year for our organization so we want to keep a close eye on that we want to keep a close eye around

the whole well-being and wellness component as well too and ensure that we provide where we can

those opportunities for these conversations to continue

and i don’t know how many times you have heard this you’re on mute you know we’re

just learning and still learning through adapting to this whole virtual connection

and this virtual virtual conversations and we just need to continue to to

encourage that continue to build on our virtual engagement methods uh

as we do that over a wi-fi and a device where it definitely seems more fluid

when we’re doing that in person so key takeaways

are you know there’s there’s best practice and and there’s best fit so really think about what’s right for

your organization strategy is the driver culture is the key employee experiences influence the

engagement and then measure what’s meaningful and what matters

so thank you over to you alex that was amazing um and i was cracking

up when you were saying that you’re on mute thing because i cannot count a thousand times i’ve said that myself so um i’m so impressed with all of the

the flexibility that the aso has had and all of the different tactics and ways that you’ve explored this that’s

really great um we’ve had some questions come up and i encourage anyone else that wants to to ask to throw them into the q a or

into the chat so um one of the questions that uh was first asked and you talked about looking at a hybrid

model moving ahead is is how much of after the pandemic is is it returning to the way things were versus

the new normal um and i know that you’re still working through that but what are some of the things that you’re thinking of for the planning

yes uh you know that’s a great question and i know like globally everybody’s everybody’s

scratching their head on that and uh so part of the work that we will

be starting to do with the design sprint team um will help infer that our executive team have definitely been

having quite a bit of conversations around that since last year to start to think about that and get and

get ready for that one of the things that’s been abundantly clear to our organization is that we’re not going to be the same

so so you know there is no the way that things used to be there’s just there’s going to be a

new normal there’s going to be uh just kind of a new a new way of working and and what we’re

what we’re looking at is we’re looking at unpacking that into how does that look and feel from

you know what do we go to the to site for um and that’s one of the things too we’ve branded the word office and we now

call it sites because home is also a place in where you work and so you know that’s some of the work that

we’re starting to step into right now for sure in in really starting to articulate how

does that look and feel because we recognize that our our community is going to want to know

when we come back to the community and say okay this is the date and this is we also need to say this is what it

looks like and and these are the flexibilities around that so not only are we thinking and talking

about what does our future work look like we’re also thinking and talking about and we’ll need to talk about our actual

physical spaces and you know what does that look like and and where do we need and where do we not

need and and all of that as well too because we really have set the tone organizationally that we are going to a

hybrid model so with that strategy does come those other decisions for sure

make sense um one of the questions and i knew that this was going to come up is is people are really curious about the software and the tools that you found

that have been really useful for engagement and productivity are there a few that you would recommend well you know our

platform that we are on is office 365 and when we had our rollout

because of the pace and because our rit team had to advance the original

plans uh you know we came out with certain functionalities so we use teams as our platform that is linked

with microsoft and so there was a certain amount of functionality that came out with that first

and then a few months later shortly after we we had more broader functionality so at

first we didn’t have the capability to be able to have the breakout rooms feature

so that provided a little bit of of craziness but we worked around it you know when we were doing design design sprint

teams and if we had uh teams um diverging we just booked these individual

meetings and you go into this invite you go into this invite and and kind of popped in and then once

we had that collaborative um breakout rooms feature that’s been a tremendous

uh there’s been a tremendous uptick on that because we are a highly collaborative organization so

to be able to have a group of of people together and if you want to break out in conversation

uh those helped out um we also have um through office 365 we we have things

like onenote uh the other big thing was document collaboration and document

sharing that was a huge win for us as well too we did have sharepoint and we do have

sharepoint but moving to this platform allowed more capability of being able to do more in a

document um and collaborate and and do what you needed to do quickly makes sense one of the questions

that we just got and i know that this is this is one that i’ve seen come up a lot when you’re managing remote workplaces especially

as opposed to on-site and people may be working in the utilities where you know workplace health and safety is is very always top of mind so one of the

questions that we have is is in the context in the concept of like office versus site

now that you’re working from home if someone is to injure themselves when they’re at home or do these other sorts of things how do

you handle these sorts of things now that you think of this hybrid workplace model has that come up do you have any strategies that you’d recommend

yeah you know uh well with regards to the the on-site i believe that that is

definitely sorry on the beyond home injury right you know those are all key considerations as we look at our

future work and and really look at all the facets of what that hybrid model is going to look like so yeah

that’s a that’s a stone that we we need to unearth for sure and think

about what how that’s going to look and feel and you know for our employees that are

currently working on site definitely we we’ve applied a lot of

[Music] if you want to say i won’t say procedures but we’ve put a lot of things

in place to help to enable safety you know the distancing protocols

because you know those are still recommended

with regards to being in the workplace um you know no more than two people in an elevator and and really even just blocking um

who who’s coming into our our work site um if it’s not necessary it doesn’t need

to happen sort of thing so uh you know from the internal perspective for those that are

on site right now a lot of that work is in play and yes absolutely you know it’s part of our

our work on the hybrid model to uncover those other aspects

because you know they’ll happen right oh for sure um yeah so um one more question that

i’ll ask and then we can wrap up for today um is because we’ve gotten a lot of questions about productivity and i know

that there’s a lot of of interest in this and how do you balance this and and i really love your progressive view on measuring more of the outputs and

like are the goals being met and starting with that versus like time tracking um which is really good

but you know there’s you always want to lead with compassion and think of the people and think of the team you still have

you know the bottom line and the business goals and things like that so how have you approached you know any sorts of

difficult conversations around productivity especially when we know you know like there’s parents at home juggling

kids like people are under a lot of anxiety what what do you recommend as an approach to some of those harder talks

yeah the recommended approach is having very open conversations and

discovery you know um there there are things that may be happening that you know the

employee may not be sharing that are the reason why a leader is

seeing performance degrade but that’s our approach our approach is performance management

is you know you manage those expectations what you’re seeing what you’re not seeing

um and but through this pandemic recognize that you know we might need to

turn up our empathy meter a little bit more than maybe where it depending on where the baseline is

set for you individually you know we just need to engage in that way but we

really have been promoting the for leaders to to to really and if they’re not sure

if they don’t know how to approach it they’ve got their business partners to connect in and they’ve been instrumental also in

helping coaching leaders through some of some of these conversations as well too um

if if we’ve had some of those performance issues uh with regards to say you know maybe even

thinking about performance improvement what we’ve seen leaders do is really navigate through that really well through this pandemic

and uh and for some the pandemic actually shifted you know it actually provided

different opportunities where now they were able to actually engage in a

different way um maybe even more because of of the pandemic and so that has shifted

things into the into a desirable direction i think that’s a great point and i think leading with that kind of empathy

and that asking questions instead of making assumptions is really great i know one of the things that i want to make sure that we keep after the

pandemic is when you see someone now and you say how are you it’s not just a trivial question where you say i’m good

you say well here’s how i’m feeling today and i think that kind of realness is something we need to hold on to so um we’ll wrap that up for today this has

been such a great presentation thank you so much for sharing this um the aso is really leading in this area

and i think it’s just a great example that all of us can take something away from so um we’ve recorded this today we’ll be

putting it up again soon and uh and we’ll be sharing it with everyone that attended or didn’t have a chance to attend today so

tisha thank you again from ehrc we’re so glad that you could come and speak to us today thank you alex and thank you for the

community thank you ehrc and uh alex if there’s any uh other

questions that perhaps we didn’t get to in the chat that anybody would like to do a follow-up on please please uh let them

know you can connect them with me and i’m happy to chat sounds great thank you again and

thank you all for joining us today we look forward to seeing you at our next webinar everyone take care and stay