CykoMetrix Spotlight is a regular series published by www.CykoMetrix.com, a SaaS-based online assessment company specialized in team effectiveness optimization.
Each show features a prominent personality in the psychometric assessment, human resources, or coaching industries, where we learn about how data can be judiciously used by companies to increase productivity and improve work environments.
In this episode, CykoMetrix CMO Sylvain Rochon, meets Heidi Hauver, Vice President of Talent and HR, and Leadership and Culture Advisor at Invest Ottawa. Heidi was also Vice President of Human Resources at Pythian, another Ottawa company. She has been in HR and Sales for many years, and for many, many companies.
Heidi Hauver: Welcome. Thanks for having me, Sylvain.
Sylvain Rochon: You are welcome. Now, first question, Heidi, what are you passionate about?
Heidi: So, anyone who has been with me for a long time or has known me for a long time knows that I am really passionate about the work that I do. I love Human Resources. I feel really fortunate to have found work that I am not only passionate about, but that also brings me purpose. I feel I am a bit of an innovator. I have an entrepreneurial spirit. And I think, in HR, how I have been able to, maybe even differentiate myself a little bit, is that interest and changing the outlook of Human Resources from the traditional, transactional way that a lot of folks knew Human Resources to transformational and demonstrating that strategic value that HR can have for any organization, be it a really small organization are really large organization.
Sylvain: That is very cool. Very professional centric. So, you really enjoy your work, you are passionate about what you do.
Heidi: I do. I really do. And so often, and we hear this, right? If you follow your passion, you find something you love to do, you do not feel like you work a day in your life, and I feel really fortunate to feel that way. My husband feels the same way about his work and we have been trying to instill that to our littles, who are just little, they are four and six. But often, kids will ask, 'Why do you have to go to work today? Why do you work?' And initially, I remember talking to them when they were much littler and saying, 'Mommy goes to work so we can make money, so we can go on adventures, to the museum on the weekend, et cetera, et cetera. But in the last three years and a half, two years, I have been changing. And now, when they ask me, I say, 'No, Mommy was really lucky, she loves what she does. And I hope, one day, you will enjoy what you get to do as much as I get to do, and how much Daddy enjoys what he does at work.' And then, we try to have a discussion about, 'What do you think you want to do when you grow up? What are the things that interest you?' So, I am trying to disconnect it from, you know, we work to make money. Well, actually, I work because I love what I do. I get to meet great people, I get to instill change, I get to be part of a company's success.
During the pandemic, the kids think that I am not working unless I am engaged in a conversation like this. So, when they hear that I am just at my computer, literally, working on a program or a project or writing an email, they are like, 'Why are you not working?' It is funny how they have connected being on video calls as I am actively working versus I am not doing anything if I am just on my computer truly working, which is kind of funny. It will be interesting to see how these youngsters remember the pandemic in ten, fifteen years from now.
Sylvain: It is going to be part of their, well, a big part of their life because they are young. It is going to be an imprint onto them, more so, than it will be on us, hopefully.
Heidi: We will see on a positive ray, definitely, glass-half-full mentality. And I think, we will, probably, address this in some of the things we talked about, but you cannot get that time back that we have had all together. When was the last time, in any of our lives, we had to pause, truly across the world, and be with our family units? It is pretty remarkable, actually. And I, because my children were young, I got to work remotely for the last nine, ten months and be with them in a way that I would not have otherwise. And so, there are a lot of interesting things, I think, that have come out of this very dynamic, a very incredible dynamic here that we have had.
Sylvain: I would use the word 'transformative' this year was, definitely. Now, Heidi, why do you think 2020 and 2021 is the year of the HR leader?
Heidi: So, it is interesting because I think, this has been a time when organizations have had to lean in on their HR resources, on their HR leadership. I almost would say that in a different way, we too, are on the front lines with our organizations. Safer, of course, than the front line workers in healthcare, doing incredible work for our community. But we are the ones on the front line in our organizations, helping to navigate. You know, back in February, March, we kind of waiting to see what was happening around the world, pre-pandemic planning, to, kind of, over the course of the last couple months and then getting to the point where we are actually starting to now talk about post-pandemic planning. What is that look like for our world, in our organizations? How is that going to impact our people? We have been tasked to ensure the health, wellness, and safety of our people, which is always our number one priority, that has not changed.
And I have been saying this for months, but we plan for these things. We plan for the water boiler to bust and we have to send everyone home. What we did not expect that everyone would be home, with everybody else in their family unit. And that the entire world would be going through this at the same time. In some ways, it is positive because everyone can be empathetic to everyone's dynamic situations. I mean, everyone does have unique family circumstances that we have had to navigate but enhancing communication, trying to plan and trying to communicate what the future looks like, without any of us knowing what the next three, six, nine months are going to look like. Trying to enhance collaboration as we have all been now working remotely. And in tech, as you know, we have been really fortunate that we can actually have our employees working productively at home, safely at home. Not every sector has that benefit. So, it does not go lost. I think that is something that a lot of us have been fortunate, feeling fortunate about, and grateful for.
But it has changed things. How do we work? What tools do we use? How do we keep that connection? How do we maintain that culture that we spent so much time, energy, and effort building when everyone is working at home? How do you remove that isolation from folks who, again, back to that unique family circumstances? Not everyone has family units. Some of those folks have been on their own. And how do we curate that connection? How do we make sure everyone is getting what they need? Recognizing everyone has really unique needs. And I think that that is where, that innovation, that creativity comes into play about how many keep things fresh? What worked in March, April, and May, is not working any longer. And that is kept, I think, all HR professionals and leaders on their toes because we have had to gain continuously understand what is going on with our organizations, what our people need, getting that pulse has been really important. And we have had to be creative and keep things fresh and innovative to ensure that we have been able to maintain this as long as we have. And I think, that has been interesting and very dynamic, and not of the course of what we --
No one planned for this January. Our plans went out the window. And I think, everyone has been able to, kind of, no one has going to be able to stay the status quo. And the reality is, is that, because it has been so dynamic in nature, things have changed. We are going back to the office or we are not going back to the office or now, this is happening and this is happening. And so, we have had to be fluid and dynamic, and agile. I think it has been good. I think it has brought the various organizations and departments together, to work in tandem to be successful in making sure that our people are successful and our businesses continue to maintain, for some, or grow or continue to grow.
The other thing, too, that has happened that we, that I spend a lot of time thinking about and all of the HR leadership are thinking about, is diversity, equity, and inclusion. And obviously, with the very terrible events that unfolded this past spring, with the murder of George Floyd, and hearing the voices from our own team and in our communities around the world, that this is time for action and for change. This also weighs on the leaders and the HR professionals and leaders to, basically, look at what is happening in their own organization and to instill that change that is necessary, combined with a global pandemic. So, it has been, I think, a very dynamic year for HR leaders. It has been also an incredible opportunity for us to lead by example and to come to our organizations and to help navigate through it now.
Now, Sylvain, I will say, I am very fortunate to mentor a lot of emerging HR leaders in our community and I host some peer groups, self-care for the HR leader. I sit on my, kind of, my soapbox there, quite a bit, because I think our role is to make sure everyone else is doing well and to navigate the challenges that our organizations have had. Some of those organizations, unfortunately, I have had to let go of team members because they have been navigating through the pandemic and that sense of uncertainty. But coming together to help those folks and support them on their transition, to take care of those folks who remain, to create that sense of confidence that weighs a lot on the shoulders of HR leaders. So, self-care is really critical.
Sylvain: Well, yes. It is important, for sure, especially this year. It has been a year of opportunities, I think for HR, to evolve, has it not?
Heidi: Hugely. And I have always been an advocate and champion for HR being strategic. Now, more than ever, I think a lot of organizations have witnessed that firsthand and have really leaned in on their HR leaders for support as they have navigated very uncertain times, things we had just never seen before. And even if you have planned for the unplannable, this is not something that any of us could have thought was possible, at a global, not just even locally. But you know, I grew up in Quebec, we survived the ice storm, and that left a lasting impression on me. But that was isolated to a specific part of Quebec. This has been global in nature.
But again, I go back to the empathy. I know you know, when you think about the positive things that will come from this, our employees have long been asking for flexibility and a hybrid model of working from the office and working from home. And I think, a lot of organizations that never would have considered that were forced to and I have actually seen. I talked to a lot of founders and CEOs who, they were pleasantly surprised that their team did as well as they did. Now, again, working remotely is not for everyone, and they see that they are going to be moving to a hybrid. A lot of organizations will find themselves in that place. It is not all or nothing. They will find themselves in a place where they want to be able to support what we call it home life harmony and enabling people that flexibility to work from home on occasion, to go to the office, because that sense of community is so strong. Most of the people I have talked to do not want to work remotely all the time from home. Most of the team members I speak to just want the flexibility that enables them to have that life harmony and be able to meet the needs of their unique family circumstances.
Sylvain: Yes. Now, I would like to have to go to a comment you have made with me before which was you love to work with data. So, the question is how have HR leaders use data to support them with pre and post-pandemic planning?
Heidi: So, I do want to give a shout-out to my colleagues at Pythian, which you mentioned at the top of our call. I, early on, realized I was never what I would call a data geek. I am not technical at all. I have recruited the top tech leaders in our community, from data scientist ASIC Engineers. For twenty years, I could not write code to save my life. So, I, definitely, am not a technical person. But I knew very quickly, early on, in my career that I needed to be strategic, to build credibility and trust with my colleagues. I needed to speak their language. And data was a central to that. So, I am still that touchy-feely HR person. Like I do, I am, you know, the EQ piece for me is really important. But the IQ piece, when you relate that back to using data to drive business decisions, has been critical. And I spend a lot of time with the emerging leaders, talking to them about the critical importance of using data being part of the business, understanding your business, first and foremost, and I will often say I am a business professional with a passion for HR. And so, using data, as we have been pre-planning, post-planning, obviously, employee satisfaction data has been huge. A lot of us have been measuring where organizations were before, how they did throughout the pandemic, kind of getting that pulse of the organization, that might be through pulse surveys or employee net promoter score, that has been really critical.
Other fun ways that I have been using data though, are culturally. What are people's anniversaries and celebrating those moments and birthdays, curating data on favorite foods and favorite activities? Ways that they, you know, the knowledge they want to gain. What is the training that is an area of focus for them? Curating that data, again, getting that quantitative data, but then use it from a qualitative point of view. To roll out a lunch and learn series on health and wellness or project management, bring project management training to your organization because that is what everybody has put forward as areas of interest. And so, I think, often we think of data, and we are going to talk about that, like headcount turnover et cetera, et cetera, that is really important, but I like to look beyond, like curating data that gives you a really good overview of what is it that people need. And so, I know that early on, a lot of us were serving our teams to capture that data. What do we need to start doing to support you? Stop doing, continue doing? And I think that data has been really important, that has helped us navigate through to meet the needs of our organization. And that is not, necessarily, the traditional data we would have been asking or to capture, but has been really, really important to help us with our planning, including where do we go post-pandemic? We are thinking about that. What happens once we are all vaccinated twelve months from now, hopefully, fingers crossed, right? What is that world looks like? And it is going to look different. We are never going to go back to what it was like before. And to meet the needs of your employee, capturing that information, more on the qualitative side, about what is it that our employees need and want is really critical right now.
I am a big believer, Sylvain, no matter what you do, like before you go out and roll out any type of project or initiative or bring in a new total rewards aspect to what you offer your employees, get the pulse of what your employees want, need, are asking for. I am a creative, and I learned this the hard way, I will sit and brainstorm with my team, I could do that every day. I love it. I love to brainstorm. I love to get those creative juices going, and I can come up with some really amazing ideas. But when you do this and bring those ideas to the forefront without getting the pulse of your organization to see that it is meeting their needs, you will fail. And I have done that. I have learned the hard way. And to now, I go this way, bottom-up approach, where I am like, 'Hey, here are some cool ideas. What do you think?' Then everybody can be part of the solution.
That is what I love about curating data. We are getting the pulse of what is happening in a variety of different ways, and then using that information to have really interesting discussions, to formulate a plan, but ensure that everybody can be part of that solution.
Sylvain: Very good. I find it funny that you use the word 'pulse' because it is accurate. It is also a term we use at Cykometrix as to generate benchmarks because you want to see what is the pulse now?
Sylvain: And then, you do something, some activities, and then, you want to take the pulse after to see what is the impact of what you are doing, what you did?
Sylvain: But that is critical, right? Have you used some of these database strategies creatively in the past to get the attention of your colleagues or peers?
Heidi: Hundred percent. It is about capturing the imagination in and getting them curious as to how can HR use data to drive better, best practices within the organization, drive business results. And we do this in other functional areas of the business. We just often overlooked in HR. One example I will give you is that, especially, on the recruiting side of the business, there is so much data to collect on recruitment to enhance your process. And I think that one of the things that I recommend to a lot of people is, especially, around the setting expectations piece about recruitment, there is a lot of frustration from hiring managers in the recruiting team, is using data to confirm service level agreements amongst the various teams that you are supporting. So, as an example, if you are working with a sales team, and you see in the past because you have been starting to monitor your data, that the time to hire, from the time you, basically, get an intake call with the VP of Sales to the time that you get that sales professional in their role going through orientation, let us say, is seventy-five to ninety days. Well, guess what? Once you have proof that that has been consistent, that becomes a service level agreement that you can make with the Vice President of Sales and say, 'So, hey look, traditionally, over the last ten hires we have done with this specific skill set, it has been, traditionally, seventy-five to ninety days. Let us agree that that is the benchmark we are going to work towards.' We are going to try to always improve it but that immediately builds credibility and trust because you are working with data that is concrete. You can present the last sales hires and what that time to hire has been. You can then even get better and looking at, 'Well, how do we streamline that? How do we decrease that time to hire because seventy-five to ninety days is too long?' Well, then you can collectively work with that team to look at ways to be more efficient and effective in your hiring practices. So, the time to hire piece, huge. I think it really is capturing that information. Setting a service level agreement within the different departments that you are supporting can, I think, be a really big game-changer because, again, you set the expectation, you have that accountability to one another, you are going to work towards that ultimate goal.
Turnover data, I also think, is really interesting. There is, I think, a lot of time, we measure voluntary and involuntary turnover, which is quantitative and very clear.
But I think the quantitative piece there is understanding the looking for themes and patterns, in terms of, 'Wow, you know what? In the first six months, we have, you know, we see a trend here of losing individuals. Maybe we need to look at enhancing our orientation or onboarding program. Maybe there is a disconnect in our hiring process somewhere.' I take this very seriously. Whenever someone is not successful in an organization I worked for, I take ownership of we, too, have been part of that person not being successful. So, what can we learn from it? And when you look at the data and you actually can see, potentially, trends about certain departments having certain turnover or it is within a certain timeframe. It is always within the first twelve to eighteen months that we are having people leave the R&D team. What is going on there? And then, you unpack it, and that is the fun part. That is where we can come in and work with the various leaders in their groups to understand why do we see a trend in this area? So even on the turnover piece, I always say that HR leaders go deeper, be more curious, ask more questions, measure this, but then go back to look what potential, you know, trends are in the background that you are just not seeing in that early stage data. But that is the first part. You have got to be measuring that first layer to get really deep.
Sylvain: Yes. Always, it is in enquiring, right? You got to ask the right questions, get the right information, and then, you know what to do next, and then, you measure again.
Heidi: Yes. Because, and I think, I am so glad you said that because having clean data, and I know you are going to smile when I say this, is so critical. Guesstimating, it is just, it can be really, it is just not great. You need to make sure your data is clean. You need to make sure. And I think it is best to say, Sylvain, really good question are that is really interesting. I cannot get you accurate data at this stage, but I will go get that for you. Give me a couple of days to get that for you, as opposed to providing data that is not accurate. Because I think then that just, again, if you are trying to build credibility and trust with your colleagues, you need to make sure that you are coming forward with really confident data. And if you do not have the tools, and a lot of that is, a lot of times that the early onset, that is a big challenge. It is just not having the tools to give you that data. We all have used Excel spreadsheets to curate data until we have the right robust tools, like yours, to be able to use that in a more sophisticated way. But that confidence piece is really critical around having clean data.
Sylvain: So, if I am an HR leader or an HR leader listening to this, where do they go to get good data? What tools are available?
Heidi: So, I mean, listen, I think, one of the best tools that are an emerging HR leader can put together for themselves to demonstrate that value is putting together a dashboard. And even if you are leading with just ten KPIs, Key Performance Indicators, including headcount, including tenure, turnover, and looking at the voluntary and involuntary piece because those are two pretty big different data points to look at. Looking at the average age of your team, looking at the average salary. The average salary piece is a great one, and a lot of people overlook this. I have been asked a lot of times, 'Why would I have a rolling average salary point in my KPI in my dashboard?' And I am like, 'Well, look, if Sylvain is the CEO and he walks, you know, he already video chats me at this stage, not walk over to see me, or if my CEO says, listen, Heidi, we have to go hire ten new individuals to the team, and we are not quite sure how many are going in what department. But no, listen, are we going to figure out how much is that going to cost the organization?' If I say to my CEO, 'Well, listen, our average salary is seventy-five thousand dollars,' she or he can do the math very quickly. And so, it is an important data point because you want to be able to know what your average salaries and then all, and of course, all the benefits in the vacationing, et cetera, et cetera. Because that can give you and your CFO and your CEO a really quick ability to be able to say, 'Okay, ten that new hires equals X.' Of course, there is the nuance as you can get, you can go really gradual[?].
I used to have an average salary per department because I really like to lean in and say, 'Okay, if it was R&D headcount, R&D times ten that new hires are going to be X. Full in because we would have the full cost in. So, I would say that is really important. And that is easy enough to do in an Excel spreadsheet where every one salary, use your average tool to get that number. Hopefully, over time, as you scale your organization, you are going to see the value of HR data and you are going to enable your HR leaders with the right tools. There are tons of great tools out there, cost-effective, on a monthly basis, SaaS tools that will enable your HR leader to have quick data at the tip of their fingertips, and I think that is important. But if you do not have that, let us say, we are starting really, really granular like, right out of the box, headcount, turnover, measuring the voluntary and involuntary, average tenure, really important, employee satisfaction. If you can do an eNPS, a Net Promoter Score, and then, the time to hire piece, if you can measure that with the goal of eventually measuring time to productivity, which is really exciting because you can measure that. It is more of an art than a science but it is possible to measure that per department. And so, those would be some of the basics to start with.
And I would put that into a PowerPoint or whatever slide sharing tool that you use, curate that data, and report on that on a monthly basis to start, and then, go a little deeper. And maybe, every quarter, you get a little bit more interesting data. You can plugin and really deep dive into the time to hire data or the turnover data and you can look at measuring other fun things like I have mentioned already, like favorite food or top ten books that the team is wanting to read in 2021. You can have fun with data, and you can use that, again, to curate really cool programming and bring forth some really cool initiatives for your organization.
Sylvain: Well, that sounds great. You have got to start somewhere and then later --
Heidi: Got to start somewhere.
Sylvain: Thinking about starting somewhere and where we are going, in an age where data is king, as you know. I forgot who said it but it was like, data is the new oil. I would love to remember the reference where it came from, but it is brilliant, especially, in the light of Artificial Intelligence and all these tools that are coming up, like, will there always be a need for the HR professional?
Heidi: A hundred percent. And one thing I want to say just on our last comment around the data piece and starting from somewhere, ask your colleagues what their top five KPIs are and what they want you to measure as an HR leader. That is, kind of, usually can answer the question right and get you going.
Back to data is king and, you know, will there always be a need for HR? I debate this a lot with folks because the box is brilliant. The technology we have today, I mean, every year, it increases. The reason we have vaccination in places because the science and technology is so advanced. And in that way, I am, certainly, personally, very grateful. I still believe though, that because Human Resources have humans as a center, in terms of what we do that we will always have a place. We are always going to be able to, I think, be more strategic, be more valuable to our organizations by leveraging the data, leveraging the box, and leveraging the tools that we have access to. But we always need to be there to interpret and interpret in a different way. Interpret in terms of understanding our organization and the people in which we have as part of that organization. Understanding that when we get the interpretation from the eNPS data, looking at what trends and patterns the AI tool has brought to our attention, we can layer on a whole other quantitative piece of data, qualitative piece of data of understanding that the connecting the dots for people of going, 'I know why marketing brought this data for.' Or, 'I know why this is a trend in terms of the information that has come forward through like an Employee Net Promoter Score or employee satisfaction survey.' You will have a different context. And even if you can feed that into a system at some point, you still need that connection. Ultimately at the end of the day, one of our roles, I think, is to curate that sense of belonging for our team. And to be a caveat, a connection to the broader organization.
Now, I am a big believer that HR, as an HR leader, I balance the needs of both our organization and our people. And it is not always balanced. Sometimes, I am balancing the needs of our people. Sometimes I am balancing the needs of the organization. But ultimately, at the end of the day, I am responsible for both. And I think that we will always have a need to have the human side of human resources, part and parcel of, you know. I do not think we will ever going to outsource HR completely to a robot. I think that we will, though, enhance the decisions we make. Enhance how we hire. We enhance how we create programs, et cetera, et cetera, by leveraging the amazing tools we have access to. But I still think we are going to need a human to be at the center of that to understand the needs of your organization. To be there and be available for our team.
Sylvain: I think that is entirely accurate. And I have to say my piece in this. Because I am a futurist. So, I write a lot about the future, Artificial Intelligence, and humans interacting in the new world where there is more and more AI better than us at being productive. I think you are right. There is always going to be a need for people to help others to achieve certain things. It can be organizational goals, it can be personal goals. So, what is the HR professional to? It is to empower and to help an organization get organized around people. We are always going to organize ourselves to achieve projects.
Sylvain: So, yes. AI can be very productive. A software can be extremely helpful. But the human part is usually -- The man's a human person to be in there.
Heidi: I think, on what you are saying, and over the years, I have heard various HR leaders be trying to ignore what is actually happening. And not embrace data when they [inaudible]. And I think, I have been fortunate that I have seen how beneficial it is to utilize data to build rapport with colleagues. To, as I said to, you know, recently, you know, just before, ask my CFO, what is the most important data that you want me to be collecting? What would be the most useful to help you do your job? Well, that is a whole different conversation. And I think that that is where you build credibility and trust. That is where you build partnerships. And I have always been connected in with Finance and the various teams that I have supported. But it is about having those conversations, right? What would be the most useful? Like what data are we not collecting that we should be collecting? And sometimes, it is the basics. And sometimes, it is more nuanced, depending on your organization and what you are trying to achieve.
But I think that, ultimately, you have got to go with where the world is going. You have got to embrace it, or you will be left behind. That is the reality. Nothing new there. And so, I choose to embrace the tools and resources I have and leverage the data so I can be a stronger HR leader. Remove some of the puzzles for me. Make it easier for me to make really good decisions for our people and for our business. Who does not want that?
Sylvain: Who does not want that? Exactly. Now, one final question, Heidi. I think it is a bit personal, which should be great, I think. What are your goals for 2021? What do you want to achieve in the next year?
Heidi: I love goals and I always set personal and professional goals. Certainly, we are going through that as an organization right now. We have been fortunate at Invest Ottawa, as Ottawa's Lead Economic Development Agency, to be part of the recovery for our city. So, we feel incredibly fortunate to have purposeful work and we are excited about what 2021 will bring. From a personal perspective, I am really excited about focusing on growing myself and my knowledge and my experience in the area of diversity, equity, and inclusion. And I am actually kicking off a course in January and we are going to be really focused in 2021 to enhance my journey, on that front, so I can be a better leader and I can support our organization on our community better.
It has been a long time. I was in school for a very long time, but it has been a while since I have been -- I took a long break, and then it has been a while since I have actually signed up for a course. I am really excited about that. You know, I have always -- I am a lifelong learner. I read a lot. I will always be doing webinars and podcasts and listening to various means of learning. But this is the first time in a while where I signed up for a course, I am really excited about that. I mean, again, the benefits of the pandemic is that we are getting access to courses that we could not before because everybody has gone remote. And so, the ability for you to get access to incredible professors and great content, just great learning, is, I do not think I have ever seen so much that I wanted to do. Like, I mean, it has been hard to narrow it down to diversity, equity, and inclusion in 2021. It is going to be really critical.
I think, as HR leaders, we have such a responsibility. I am not trying to add more weight to people [inaudible], so we have to lead by example. Recognizing my bias is and understanding what is going on in the world and learning and exploring that in a way I have not been before. I mean, I want a champion, I want to be an amazing ally. I want to understand what that means today, know what being an ally meant a year ago. And so, I am really excited to come together with other leaders to learn about diversity, equity, and inclusion in 2021.
And you know what, again, I think that a big believer in being a lifelong learner. I do not think there is ever a bad time to start. I do not think there is ever a wrong time to pick up a book and explore a topic or an area that you do not know anything about. I am a big believer to go, that is the question to which I do not have the answer. But then, I am going to be the first to jump online, good or bad, and use my Google [inaudible] to figure out what the person was talking about or explore deeper. I am a big believer to win, coming together as a team, and talking about various subjects. I encourage my team to not always have all the answers because we do not, right? And I think, one of the biggest things you can do as a leader is say, 'Good question. I do not have the answer, but I am gonna go figure it out. I am going to go explore, [inaudible] the people who have the answer.'
And so, I think, 2021 will remain a year where we are going to have a lot of opportunities to connect globally, to learn, and have a lot of resources available to us where we do not even have to leave our homes. We can stay safe and get access to a world of content that we did not have access to previously. So, to me, that is positive, and I hope that stays. [Inaudible] pandemic that we still have the ability to curate and come together globally as, you know. I have had the pleasure of doing that with other HR leaders that I would never have met in person.
People come together to talk about the pandemic and what we are all doing to keep our organization safe and thriving through this pandemic. That never would have happened, if we would have all had to try to find a single location to come together and meet at. Whereas you can bring twelve HR leaders across the world together almost in ten minutes with [inaudible]. It is a pretty remarkable thing. And I hope that community and the sense of collaboration continues past the pandemic.
Sylvain: Yes. You know, as they say, crisis brings opportunity. We have seen it throughout the year. And I invite everybody who is listening to this, who is watching this, that if you want to have extra opportunities, you should visit Invest Ottawa. That is where Heidi works. If you want to see her and what Invest Ottawa is all about, to help startups and also growing businesses, getting them resources. And it is super friendly atmosphere, lots of resources there. I have been there for years. I have been consulting a little bit with some of the groups in there, as well. And I am putting the link down below the video so that people know where to go. You can just search Invest Ottawa at www.investottawa.ca.
Heidi: Also, our program has evolved over the last three years. And as you said, we help those budding entrepreneurs just with the idea of how to figure out, how to get that going straight through the scale-ups and helping those businesses expand globally in scale to hundreds of millions. I am really proud of the programs that we are able to bring to our community and we have. It is such an amazing time. Ottawa is the best place to live, work, learn, and play.
Sylvain: It is an amazing place.
Heidi: And we are really fortunate to live in such an amazing community.
Sylvain: Yes. And on the other side of things, like Heidi mentioned data is so, so important to HR. If you want to grow your business using data, well, come quantify your team efficiency with Cykometrix. In the link, you can also look us up and we will help your team measure, get the pulse, see what your efficiency is, what you need to learn. And then, suggest some training and get another pulse again, just like Heidi was suggesting that you all should do. So, yes, please feel free to check us out and we will help you. Thank you, Heidi, for being with me today. That was awesome.
Heidi: Thank you for having me. It is good to see you.
We will be doing more of these. If you are a prominent figure using psychometric data to increase team effectiveness and performance, feel free to contact Cykometrix.com to arrange an interview. It will be a pleasure to discuss.