[00:00:00] Hi everyone, it's Dylan Taggart. I'm here again for another episode of HRTechChat
[00:00:06] as brought to you by 360 Insights. I'm here with Lilith Christensen today. Lilith is the
[00:00:11] founder and lead consultant of Human Genuity. She's also the former Chief Strategy and Product
[00:00:16] Officer at Silk Road Technologies and prior to joining Silk Road, she was the VP of
[00:00:21] organization development practice at Kaiser Associates. She focuses on programs and processes
[00:00:27] to help people thrive in an organization and we're happy to have her here today. Lilith, thanks
[00:00:32] for joining us. Great, thanks, Dylan. I'm excited to be here.
[00:00:37] And in the event I miss anything, anything you'd like to tell people by yourself before we
[00:00:42] dive into some questions.
[00:00:44] Sure, I think the most exciting thing or kind of new news on my front is that I've launched
[00:00:50] Human Genuity after being Silk Road now rival for the last six years. I've decided to
[00:00:58] return to working directly with organizations to really focus in on helping them create
[00:01:05] exciting programs and experiences that really help their employees thrive. So I'm excited
[00:01:10] to be back on the hands-on side of the business.
[00:01:15] But it's perfect for my first question, which is now that you are taking a more hands-on
[00:01:21] role. What are some of the trends you're noticing? And what are some of the major
[00:01:29] movers from your perspective?
[00:01:33] So I think what I have seen the most so far really is a continuation of some of the trends
[00:01:40] that began emerging as a result of COVID, which I would define as really being a double
[00:01:46] down and a focus on the employee experience by organizations. I think I have seen those
[00:01:54] that are succeeding the most as being ones that are really being thoughtful and careful
[00:02:01] around how they're engineering that experience so that they allow their employees to
[00:02:06] really reach their highest potential. And as a result of that, really start seeing improved
[00:02:12] business outcomes. I've also seen a lot more technology taking hold and newer interests into the market.
[00:02:20] I think we've probably seen that across the board in many industries just in terms of the use
[00:02:25] of artificial intelligence and trying to determine the right way to harness that capability and
[00:02:31] do it in a way that enables an inorganization to succeed more quickly or to reach higher levels
[00:02:38] of performance. There's been a lot new entrance into the market that I've noticed in particular
[00:02:44] to support around talent intelligence and helping to make more data-driven decisions around
[00:02:50] recruiting, development, learning opportunities and supporting growth of the employee population.
[00:03:00] So in terms of promoting employee growth for you, what would you say is the ideal
[00:03:11] employee experience right now that you could deliver to someone in broad strokes obviously
[00:03:15] because of your companies need to be different. But let's say a company is starting up and
[00:03:22] what are the must-have through them to kind of ensure a great employee experience in 2024 given
[00:03:27] the trends you're noticing? Certainly as you said Dylan, lots of different answers for different
[00:03:35] types of organizations and sizes of organizations. But if I had to think of what some of the key
[00:03:41] common threads are that make it most successful is first having a good understanding and definition
[00:03:49] around the culture and the core principles or operating principles for an organization
[00:03:55] and using that as your first North Star, I guess if you will, to make decisions around the
[00:04:03] talent experience or the employee experience. And once you have that set then it's around thinking about
[00:04:11] how your processes are going to get executed and are they operating in alignment with achieving
[00:04:18] against those particular operating values? So if it's around collaboration then are we making decisions
[00:04:26] in a way as the organization making decisions in a way that's bringing in input from a lot of
[00:04:31] different perspectives before decision is made or do they notice that they're in fact kind of
[00:04:38] soloing it as leaders and making their own decisions and moving a path forward. So I think it's
[00:04:45] looking for alignment and ensuring that your processes are operating in consistency with those
[00:04:53] operating principles or core values. Another piece that I'd say is really important and the
[00:05:00] sooner that an organization can begin operating in this way, say from its founding through its
[00:05:05] maturity, is around supporting the manager in that process of helping really supporting the
[00:05:14] employee in terms of that employee experience. I think that's a really critical lunch pen to the
[00:05:21] overall success and I'm sure we've all seen those studies around that individuals don't leave
[00:05:28] companies, they leave managers so the more that I think an organization can provide support to the
[00:05:35] managers around what are best practices, how to engage with their employees, how to support that
[00:05:41] experience I think is absolutely critical. One of the elements that I see always as a piece that
[00:05:50] helps drive success is around supporting feedback between a manager and an employee or even
[00:05:57] between the employee and the organization at large that if there's, there's still a lot of work in progress
[00:06:04] let's say and formalizing programs and processes. If the organization starts by ensuring there is
[00:06:13] an active feedback channel between managers and employees and up through leadership, that and itself
[00:06:19] can really help the organization mature a lot more quickly. And when I think about feedback, what that
[00:06:26] means to me is it's providing positive reinforcement around what the employee is doing in their role.
[00:06:33] It's also providing development support for them and it's the manager asking for feedback too
[00:06:40] from that individual. How is it going from your standpoint? Is there other ways that I could help
[00:06:46] support you better than what I'm doing now? And then lastly to make sure that when there is
[00:06:53] insight, share either around the manager or around the organization more broadly that
[00:07:00] something is done with that information. That it's not just kind of going into a black hole, but rather
[00:07:07] there's a kind of circle back to employees or the employee population around what was heard
[00:07:13] and what is being done or not because sometimes we know we can't take action on every
[00:07:20] idea or piece of feedback that we receive from our employees but it's just as important to share
[00:07:26] the context as to why not because that can itself create a role learning opportunity for the organization
[00:07:34] or an individual. And in terms of the culture you mentioned, there's going to be a couple
[00:07:40] questions and follow up questions to what you just said. In terms of the culture aspect,
[00:07:47] is that something you feel like all employees are looking for? All people looking for a job
[00:07:53] looking for a word, where do you feel culture kind of ranks within their kind of list of priorities?
[00:08:00] And is that more of a white collar trend or blue collar trend or both?
[00:08:05] That's a good question Dylan. I hadn't thought about necessarily differing
[00:08:10] and changing it between blue collar versus white collar. The way that I look at it and I think is
[00:08:19] pretty well proven out is honestly to look back at that like Maslobs hierarchy it needs.
[00:08:25] So the first and foremost that any employee whether it's an hourly position or salary,
[00:08:31] different types of roles is making sure are they going to have their basic needs met?
[00:08:36] Are they getting the right kind of salary or compensation that they need is the work environment
[00:08:42] one that supports what's needed of them? And then beyond that it gets to those next level pieces where
[00:08:49] I do think the culture comes in pretty quickly and especially when we look at the diversity of
[00:08:57] generations and the workforce and what the up and coming generation is looking for, that experience
[00:09:04] that they're going to have and how the culture influences it. I really do see as being critically
[00:09:10] important and what culture could mean even if it's not as documented as the way I mentioned before,
[00:09:18] it's still the working norms of that organization. Does someone feel supported if that's what they
[00:09:25] need or do they prefer a more kind of solitary working environment? I do believe those are things
[00:09:31] that individuals are looking for no matter what their role is in the company or what industry
[00:09:38] they're playing in. That makes a lot of sense and in terms of the feedback channel,
[00:09:45] see we're talking about in the kind of a latter half of your first answer.
[00:09:51] What would you say is a good way to set up these feedback channels especially during
[00:09:57] given that not everyone but a good portion of especially corporate workers are still remote or
[00:10:03] hybrid and so there's less face-to-face interaction so less ways for this kind of like I guess
[00:10:08] organically come up like water cooler style, I guess you could say. And when you are setting up
[00:10:15] those channels, I could see how it could easily get into a way of there being too many checks and
[00:10:22] balances perhaps of like you know okay you got a submit to take it a bumblebee by the time you do that
[00:10:27] you're just like you know it forget it's not that big of a deal so I'm assuming simple is
[00:10:31] easier is better than complicated in that situation but how would you set that up and
[00:10:36] so it's actually it seems organic and somewhere you can actually kind of
[00:10:42] speak the truth I guess without feeling that you're going to be reprimanded. Yeah, so I think a
[00:10:47] couple different ways come to mind for me as you mentioned there are certainly sophisticated
[00:10:54] systems that can be put in place that has the manager and the employee writing down their feedback
[00:11:00] and kind of showing that back and forth that happens. Putting that aside what I would recommend
[00:11:07] is that a minimum providing managers with a guide post around here are the three topics to cover
[00:11:14] once a month with your employees how are things going what's meeting expectations what are you
[00:11:20] surprised about and and and how can I help you achieve your goals I guess I was actually more in the
[00:11:27] three but you know a few just prompts for them that allows them to then have a more organic
[00:11:35] conversation with their employee without necessarily the the rigor or stress of having to
[00:11:41] document that inside type of a formal form or process so that's one way is I would say just equip
[00:11:50] your managers with some talking points around the right kind of content to cover with your employees
[00:11:56] on a regular basis. The other piece that I think is important is creating avenues that allow
[00:12:02] the employees to provide feedback more broadly say around the organization or observations
[00:12:10] that they're seeing and how things are going and it may sound kind of silly but it's almost like
[00:12:17] coming up with the old kind of analog version of a comment box you know I think if organizations
[00:12:25] can provide a way that employees can provide feedback up to management or through HR that's really
[00:12:33] important so you can certainly do surveys on a regular basis try to keep it short if it's
[00:12:39] an employee engagement kind of pulp survey if you're going to do it on a regular basis maybe six
[00:12:46] or fewer questions that are going to be consistently asked that allows you to get trend lines
[00:12:52] around what the pulp's of the employees are in terms of their emotions, feelings, level of engagement
[00:13:00] and then providing in some way of like you said you don't want it to be so formal that it's a
[00:13:06] ticketing system that an employee has to fill out their information and they may have concerns
[00:13:13] around it being tracked back to them individually but a lot of times being able to use a
[00:13:21] someone within HR as being that individual that can co-late information and feedback
[00:13:27] and then present it back to leadership in a consolidated way can really help them
[00:13:35] with ensuring more of the anonymity around feedback that individuals are trying to share with
[00:13:40] the company. Yeah I feel like that the anonymity part is important because I feel
[00:13:48] like you know one wants to be single out of course even though feedback sometimes involves that but
[00:13:55] do you feel like we could ever I feel like in all circumstances anonymity is the best method to take
[00:14:03] feedback for an organization or do you think in some cases that it should be
[00:14:08] looked at from a personal level like if you were a manager do you always want to kind of look at it
[00:14:13] through just the lens of the nuts and bolts of it like there was this issue with person A
[00:14:18] and person B dealt with it this way wasn't great let's take their personalities out of it or
[00:14:22] do you always need to look at that factor or is there kind of a gray area?
[00:14:28] I would definitely say it's a gray area it is really situational specific I think for
[00:14:34] we're individual development in order for a manager to support that employee and the best way
[00:14:42] possible that I encourage that to be a more open line of communication so that they can
[00:14:50] consider the specific circumstance that individuals involved what was on their plate
[00:14:55] what were the goals of that particular assignment let's say and be able to provide growth and
[00:15:03] development feedback in the context of that situation and for it to be most actionable
[00:15:10] that manager needs to know who the individual is in order to help them in the best way I think
[00:15:16] there are clearly other circumstances where if say that issue is perhaps that the individual is having a
[00:15:26] hard time with their manager or supervisor and they are seeking support from the organization
[00:15:34] to help them work through those challenges obviously be a lot harder for them to go directly
[00:15:39] to the supervisor and say I've got a real problem with you maybe in a super transparent
[00:15:45] organization that's built on a culture like that it can be accepted but I think for most organizations
[00:15:52] that's probably something that would be scary for individuals to do so in those cases I think
[00:15:58] that's what you have to provide that additional avenue and I really do encourage people to
[00:16:05] use their human resources department their employee relations department as an advocate for them
[00:16:12] to help in those opportunities and then I think the other piece where it isn't always necessary
[00:16:20] to have or that tying it back to a specific individual isn't always the best path is when
[00:16:28] an organization is looking for feedback more broadly around a program or an experience
[00:16:37] do they do employees feel like they understand their what's being asked of them are employees
[00:16:45] able to bring their skills to bear in their roles on a regular basis I think those types of
[00:16:53] questions that are getting to how are we doing as an organization and a business can still be
[00:17:00] very valuable if they're aggregated and allow that kind of anonymity that we talked about.
[00:17:08] That makes a lot of sense so switching subjects a little bit I've always thought in my research
[00:17:15] practice a little bit that the first few interactions you have your future employer are really
[00:17:22] going to be the ones that could potentially last the longest especially if they're not good
[00:17:28] if they're good you probably are like okay that was normal and you move on and it was amazing I'm
[00:17:33] sure you'd remember it as well and I know you've written your co-author to book called Successful
[00:17:40] onboarding and I know it's one of the first books outlined creating strategic onboarding programs
[00:17:47] at scale to kind of unlock talent and values what would you say are kind of the key methods for
[00:17:56] doing that for someone who hasn't read them or who's listening to doesn't read the book and what would you say
[00:18:01] is the best way to make the best for some pressure for a company so or if that even matters there
[00:18:08] or if it's really just you know it's got this person to work it's quickly as possible and then
[00:18:13] let's start making a first impression or does it start from like kind of day zero so what are
[00:18:19] kind of the strategies and strategies and takeaways from from the book yeah thanks for asking
[00:18:25] that Dylan I definitely think it starts at the very beginning day zero as you said that has to do
[00:18:31] with how the organization portrays themselves on their website in LinkedIn what their employees say
[00:18:39] about them even when they're customer say about them in social media or out in public all of that
[00:18:44] can inform whether it's a place someone seeks out and they want to work there or not
[00:18:50] honestly same thing goes for the individual right in terms of what they're putting out into
[00:18:56] the space I guess in terms of their social media presence the way that they present themselves in
[00:19:05] that application or on their resume all of those elements of first impressions kind of go both ways
[00:19:13] what I think is really important for organizations as they're thinking about that first impression
[00:19:18] is to not try to oversell in that first impression because that can sometimes be the like
[00:19:28] they're tripping up on themselves before they even get started in the recruiting process so an
[00:19:33] example maybe if you're an organization that is undergoing transformation you are a
[00:19:41] process-based company today you're selling a product that is sold to business customers and
[00:19:50] they're buying a product and using that product on a regular basis but what you're pivoting to
[00:19:55] is more around service and being able to provide consultation let's say that a company is that
[00:20:02] use of that product and that's where the company's looking to grow as you're positioning yourself
[00:20:07] to candidates it's important to talk about that change and not say today we're a services company
[00:20:14] and services what comes first between us and our employees because then you're creating perhaps
[00:20:20] a fault some pressure around what it's going to be like when that employee arrives so it's really
[00:20:24] important to be consistent and transparent around where we today and maybe what aspect is aspirational
[00:20:32] and that also goes with the process there may be maybe a plan in the future that the
[00:20:39] the talent experiences are going to be white-clove and everything is buttoned up and it's going
[00:20:45] to be one step to the next and it's a super easy process but if through the recruiting and then the
[00:20:52] onboarding nobody tells the new hire where to show up on day one or when to log into a system and
[00:20:58] be virtually welcomed there are already falling down right at the very beginning so
[00:21:06] probably I could go on and give you even more examples as to why that first impression is important
[00:21:12] the other pieces that I believe really laid the groundwork in a allow for an organization to
[00:21:18] have an experience that helps support their their new hires in the best way and allows them to
[00:21:25] operate at their best is to think about yes the experience and the impressions that you're
[00:21:30] going to have but then it's also the content that goes into it it's it's onboarding is a lot more
[00:21:36] than just getting the paperwork done or getting the employee provision with the equipment that they need
[00:21:44] that's important for sure but beyond that it's got to be helping them to understand the
[00:21:48] culture and how to thrive in that culture doing that through it can be one on ones with managers
[00:21:55] it could be through peer group discussions having a buddy or something like that that helps them
[00:22:00] kind of walk that path and there are early days with the organization it's talking about strategy
[00:22:05] so they can connect the docs you had his their day-to-day in the role that they're playing
[00:22:10] help support the overall success of the organization helping them make connections networks within the
[00:22:18] company or even external to it sometimes and then providing that career support growth and
[00:22:24] development the feedback that we talked about earlier and doing that on a regular basis I think
[00:22:29] those four key elements combined with making sure you've got a tight process you get them provisioned
[00:22:35] and then you provide the training that you need is really what makes for the the foundation
[00:22:42] program yeah I do feel like something you mentioned earlier is something that really kind of
[00:22:50] struck an urban sort of court with me just because I feel like prior to you know prior to me
[00:22:55] having this this role I was looking online for jobs and so many companies I feel like get too hypermolek
[00:23:05] with their what they do there it's like okay you sell software let's maybe be on realistic about
[00:23:12] what actually happens and I know everyone always jokes that in tech the word like disrupting
[00:23:17] is over is used all the time but at a certain point it does become a bit of an i-roll and I think
[00:23:23] it's really important what you said let's let's separate what actually occurs here and like point
[00:23:29] eight a point be every day or every week or every month of what actually happens the set realistic
[00:23:36] extra expectations I think that kind of you know circles back to the cultural aspect you
[00:23:41] talked about earlier because if you start off out of the gates being like wow is a guys like
[00:23:46] you look at this company we have like you know it's not like you know keep expectations real
[00:23:53] it's not like every day is good to be you know at the planning the next moon land you know
[00:23:58] I think if the people people's expectations realistic because it kind of it does
[00:24:07] for me personally it left a bad impression because when I would see that I'd be like I don't
[00:24:11] want to work for someone like this it's just it's not that attitude is not the company
[00:24:18] it seems like there's a detachment from reality yes that's exactly right and and if you
[00:24:25] internalize that if if they're that detached overall from reality how is that kind of play to
[00:24:31] you as an individual are the expectations for you going to be potentially you know out of control
[00:24:38] in terms of the hyperbole there that you're looking to accomplish it's funny what you said I'm like
[00:24:45] if every company was as disruptive as they say they are um I don't know how we'd all keep up
[00:24:51] yeah the world would be upside down it would or everything would be solved right we would have
[00:24:59] world peace and we would have for all the cancer so what are the other yeah maybe yeah
[00:25:06] and and and for sure there are some places that do entirely every day embody that absolutely
[00:25:13] and but but I do feel like with those companies they do kind of tame it down a bit
[00:25:21] that is the reputation for season I guess and that's yeah absolutely that's a great point
[00:25:27] and reminds me of something else I often kind of point out or caution organizations with
[00:25:33] that when you see companies like that that we all look at an admire either because of the the
[00:25:39] business that they're impacting and the the way that they're supporting whether it's
[00:25:46] growth from a business and financial standpoint or it's the impact they're having on the world
[00:25:51] or a population of people or that they're always a best place to work we can can admire that but
[00:25:59] it doesn't necessarily mean every company should try to emulate those specific practices because
[00:26:05] it's got to be something that'll work within your business your culture the constraints that
[00:26:11] you're working in if that was one yeah I think many years ago around when we had first written
[00:26:18] the book that was when people were really starting to pay attention to onboarding and you heard
[00:26:23] about Facebook and Google and others having giant parties at the end of their new hire week and
[00:26:29] having bands come in and inviting all of their new hires and it was a great celebration
[00:26:34] that makes a lot of sense for those businesses at that point in time but it didn't necessarily mean
[00:26:40] that every organization needed to have that kind of an experience and that kind of a budget
[00:26:47] to engage their employees and set them up for success. Yeah for sure because that a certain point
[00:26:54] it's just you kind of shooting yourself in the foot right you know yeah yeah and maybe the
[00:27:00] people you're attracting or maybe not the type that want that otherwise maybe they would go look
[00:27:05] at look to work at a place like that throws these big parties something yeah looking at
[00:27:13] the technology aspect of all this how do you feel I've always thought that like you know
[00:27:20] part of the big health at AI will bring is and and I've been kind of sort of interrupting myself
[00:27:28] here but like the train that the train that thought is that AI is you know meant there's had a
[00:27:35] lot of promises and technology always has a lot of promises some of which are valid.
[00:27:41] Then within the with the AI and kind of digital assistant trend of it all it's that
[00:27:47] oh it's going to take this much more work off the plate of a human being so they can focus on
[00:27:52] XYZ with other human beings. One thing interesting I heard in another interview I did recently was that
[00:27:59] but the woman I spoke to was saying that seems to be the narrative but in reality it just
[00:28:05] seems like there's always more work that's coming that is still preventing me from interacting with
[00:28:09] people. Do you feel like that trend is that's true or do you feel like there is actually a lot of
[00:28:14] promise here to actually be bird and take the bird and off of managers so they can you know have
[00:28:21] a coffee with their employees that have like crunching numbers for an hour. Yeah I think it's going to
[00:28:28] be both ways unfortunately it gets not a simple answer I think there are roles and activities where
[00:28:36] AI is absolutely having that positive impact that it is removing the need for an individual to
[00:28:44] do something repetitive. In the HR space even let's talk about resume review and being able to
[00:28:54] review a stack of 1,000 resumes and come up with a subset that is a more likely set of good
[00:29:03] potential candidates that that used to have to be done by individuals all of the time and now I think
[00:29:10] AI can come in in a way and help save some of that time as it relates to specific recruiters
[00:29:18] but it's not going to replace everything nor should it right we want to have that that human
[00:29:24] expertise their perspective and gut and intuition come into play throughout the process as well
[00:29:32] and I would also think that part of it is maybe that we need to have appropriate expectations
[00:29:41] too around what it can do and it's going to free up my time over here and if my goal is to be engaging
[00:29:47] with my employees more over here you know that's what where I'm trying to get to we may discover and
[00:29:54] I think in the example of the other individual you were speaking with is that we solved this problem
[00:30:02] but then it actually opened up a new door and there's something else here that now we need to tackle
[00:30:08] and figure out how to solve that issue before we can necessarily pivot and have that 100%
[00:30:15] face time with our employees so I think maybe it's looking at AI as it's going to solve one
[00:30:22] and then it opens up a little bit of a door to what our goal is but then it also at the same time
[00:30:28] opens up a door to a new a new challenge that we also need to solve but I think that's part of
[00:30:34] what's exciting about it is allowing us as leaders and individuals managers in the way that we
[00:30:40] engage with AI to get some of the benefit that we're looking for and then it's around learning
[00:30:46] what's next and how do we program it or feed it data or tackle a new task learn something new
[00:30:54] that will help both the AI and ourselves so that we can continue to get closer and closer to
[00:31:02] that ideal state in terms of you know in this case you're in more human interaction with our employees
[00:31:10] and in terms of you know the kind of technology needing to align with the company's goals
[00:31:16] how would you advise someone who is looking to invest in technology you know especially if they're
[00:31:23] a smaller medium size business with you know maybe a stricter budget
[00:31:28] how would you advise them to look at this technology
[00:31:32] from an HR perspective and to say okay it's worth buying or let's like think about the
[00:31:39] benefit more and like what metrics you think they should be factory and because obviously everyone
[00:31:45] wants to shine a new object but sometimes a shining object has zero value to you but what are some
[00:31:54] good strategies to shape their thinking on this and to maybe frame the way they evaluate the technology
[00:32:01] well I think at first it comes with needing to start around being really crisp and solid on
[00:32:10] what the goals are that the organizations looking to achieve and where are the places where
[00:32:19] that as a talent leader you feel like there's an opportunity have the greatest impact on the business
[00:32:26] by investing in a technology or a solution that helps you solve a particular problem
[00:32:33] on the one hand I think it's an incredible time to be in HR and to be looking at technology options
[00:32:43] because they are proliferating I swear every day it seems like there's a new company that's
[00:32:48] entering the market with a particular solution that solves something that hasn't been solved before
[00:32:55] or trying to make that widget a little bit better so it's great in terms of there being
[00:32:59] options the downside of that of course is a potential buyer is where you start and what's the right
[00:33:07] place to make that first investment and I think the the only way you can guide yourself on that is
[00:33:14] being really clear on the front end around what's the problem you're trying to solve and what's the
[00:33:19] impact that you're looking to drive and then being able to consider all of the potential
[00:33:27] options you have I think as a as a smaller to medium size business the answer's probably not in a big
[00:33:35] HRIS well I shouldn't even said bin but like a solution that tries to accomplish multiple facets
[00:33:43] of supporting HR or talent management I think as a smaller organization you're better off looking
[00:33:50] at a technology that can solve one problem really well and you can be able to quantify see the
[00:33:58] impact of that more easily and and be able to return value to the business as well as see the enhancement
[00:34:07] from an employee experience standpoint and make more progress there rather than trying to look
[00:34:14] for a technology that may be solved your recruiting challenges and your performance management problems
[00:34:20] or you know the issues that you have there in terms of maybe inefficiency and elements like that
[00:34:27] I would say to start small in specific in a way that aligns with helping to achieve
[00:34:34] your goals from a talent standpoint and then aligns to having a specific business impact.
[00:34:41] Very interesting well thank you so much for speaking with me today it was great having you
[00:34:49] tell the people where they can find you and if you're upgrading anything in the future
[00:34:56] yeah thanks Dylan so as we mentioned at the very beginning or when you introduce me I've just launched
[00:35:03] my new consultancy called Human Genuity you can probably tell by that I'm really focused on the
[00:35:09] people side of the business and putting in place programs and processes that allows the individuals
[00:35:16] to reach their full potential within the company you I think as we talked about through our discussion
[00:35:23] around AI and technology that can be a tool that really helps us and helps businesses achieve
[00:35:29] next level but we can't do it without the humans in the business being there to influence it to
[00:35:35] train it and provide their ingenuity around helping a business to succeed so that's really my focus
[00:35:42] I'm really interested in engaging with organizations that want to invest in their people in order
[00:35:48] to drive better business outcomes since I've just launched I don't have a website up yet
[00:35:54] but it will be coming soon so in the meantime you can connect with me via LinkedIn again it's
[00:36:00] LELAth Creshenson and my organization is a human genuity.
[00:36:06] Cool well with that thank you everyone for listening LELA thank you again for joining us
[00:36:10] and we'll see you next time. Great thanks for the time Dylan.
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