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[Music] thank you hello everyone if you saw funny words here it's because it was trying to translate Spanish into Spanish and it was very confused but I will be speaking in English and there are some subtitles here they won't be perfect sometimes they will say funny things that I did not say but it is nice to have them there so hello I am so happy to be here I'm so happy to see many of you today uh hopefully you are excited about the new school year I am excited to be here I know there was some introduction already but this is me uh I am here with you all to offer a master's level specialization in people analytics people analytics is my passion tell you a little bit of what it is but I teach that here I teach at a university in the USA in Seattle Washington and also at UC Berkeley in California I've taught at a lot of other schools as well I have taught in the United Kingdom I have taught in Sweden I have taught in Russia I have taught in a lot of different places so I'm excited to be able to do that here as well before I became a professor I was in I was a professional in the HR Human Resources space I was a vice president an executive at General Electric doing all sorts of things with human resources learning analytics technology all these kinds of things so I wanted you to know a little bit about my background I am a psychology student as well I studied psychology I also studied Communications I then went on to do industrial psychology how many of you are in industrial psychology oh oh I am excited so I love psychology uh how many of you will take psychometrics ah that was my specialization I loved psychometrics hola Sylvia so that is something I found and it it turned out to be something that I loved what is funny about it is when I was started out in Psychology I didn't start out wanting to do industrial psychology I actually wanted to do animal psychology and I'll tell you that in my career too but I started out wanting to work with animals and then ended up working with people in businesses which is kind of like working with animals they just wear clothes uh after that I went to work for a while and then later I wanted to go back to school and get my PhD so I got a PhD in what they call human Capital Management it's kind of like HR except that the focus is that people are valuable that they are the most important valuable thing in a company and that we need to treat them like Capital as valuable as money as valuable as things more valuable than money more valuable than things so that is what I studied and I focused a lot on competencies or capabilities and I did my whole dissertation on that for my career I did start out in Psychology research and I did work with monkeys I spent three years training monkeys how to play computer games let's let's see it yeah that is not a translation problem I really did teach monkeys how to play video games and then watched their brain patterns to see how they learned so that was how I started my career uh it's a little different it's a little funny and it was part of a study to help NASA understand how your brain will work when you're trying to push buttons in very extreme situations like being sent up into space we even had some of our materials go on the space shuttle Challenger or sorry lo siento Challenger died um Discovery we had some of our stuff go on the Space Shuttle Discovery uh after the monkeys I realized that I didn't want to play with animals for my whole life I still like animals I still like to go see them but I learned that I started to like data which is really weird because I hated data I hated math I hated analytics I took a statistics class and I kind of failed like you can admit it who does not like math okay I totally understand the reason I went into psychology is because someone told me there was very little math in it and I was like yes that's the right one but when I went into research you have to do some math you have to do some statistics and I started to learn what you could do with it and while I was researching something for my monkeys I needed to learn how to do this Statistics thing and the only article that I could find was a business psychology article and so I was reading it just to learn how to do Analytics and when I read it the whole article was how they were using data to avoid discrimination in the workplace and it was an analysis to help identify if organizations were unfairly only hiring certain types of people and I went you can do that you can make the world better with numbers what and then I had to go learn data because I never learned it before so then I had to take more classes because I was I I didn't like math until I knew what you could do with it and then when I knew what you could do with it it opened up this whole new world for me and that's when I went into industrial psychology and I started doing some Consulting work and I moved into human resources and I did a lot of data work on how do we find Opportunities to make the workplace better using data information and that made me very unique in human resources I was one of the only people who wanted to use data so when there was something that needed an answer I was the person everybody called and said oh leather and they like we need some help and that is how I really got to progress in my career is people started to know that I was the person with the facts I was the person with the answers with the numbers and over the course of my career I got promoted and then promoted and then promoted and before I know it I was an executive in a very big company with lots of teams around me but I think it was all because I knew that data and information is what you can use to really get ahead I did that for a long time and then I realized I want to help other people know this too when I went to school nobody talked about this stuff you probably don't hear anybody talk about the numbers and the analytics very often sometimes but it's still really new and because it's so new I wanted to go into the universities and help students learn about it early in their careers and to get a little bit more classes and opportunities to learn about this while you're still in school so I became a professor and I currently work at both UC Berkeley and University of Washington and that's also why I am here and so we start one of our classes tonight we have a people analytics class and it starts this evening January 10th and we will have a group of professors and students and all different people coming together to learn about how do we use analytics and data to make really smart decisions to make the workplace better and I'm doing this as part of a Fulbright scholarship so I am what they call a Fulbright scholar where the United States sends their Educators to other places to share their work and their ideas and so I am lucky to be here that is the United States Ambassador and me um saying hello that was last time I was here in Guatemala and so this is part of what I'm doing as my Fulbright as well so what I want to talk about today it will be new for probably all of you it is a little bit of a business school topic and a psychology topic and a human resources topic but the reason why I chose this one is the last time that I came to Guatemala and I was talking to business people the people you all might work with one day they were all very interested in the topic of Return of investment and how HR can lead to what they call Roi return on investment and so I wanted you all to know just a little about it so that if you end up talking to other professionals or you end up in these kinds of positions you'll have that background as well so Human Resources I think you familiar with the topic human resources and yeah okay getting lots of head nods good it's hard to be in the psychology program and not hear about it but human resources is a function in the business that focuses on anything about the workers or the workplace and human resources is actually still somewhat new of a business function by new I don't mean in the last couple of years I mean the last 100 couple hundred of yours and that's because HR has been evolving and growing and changing in the way that it is so HR does include lots of things around what we would call personnel and that's things like making sure people get their money when they do work making sure that they have benefits handling the hiring of employees the firing of employees having different policies dealing with problems when they come up that's actually the hardest part of HR but Personnel are the like day-to-day things that you have to do no matter what and then over time it has become Human Resources where you still do all of these things but you do more now Human Resources is doing things like onboarding that meaning they're helping people when they get the new job know how things work and how they get around they're not just hiring people they're spending time doing recruitment saying oh let's look for the best people let's talk to a whole bunch of different ones there's effort now spent on trying to keep employees so they don't quit and go somewhere else Learning and Development is an entire area where we can help employees grow their skills and develop Performance Management how do we help make sure that all employees are being productive and doing their work and also keeping employees engaged so when you talk through human resources uh currently you will see most of these topics some companies don't do all of them some do all of them but one thing that's not common are is where Human Resources is going today so this is something almost every company does this is something most companies do not all some do it better some do it worse and this is the future this is where human resources is going some companies are doing some of these today some are not but this is what we would call Strategic Human Resources so instead of just making sure that the employees are there that they're hired that they're happy it's going a step further and saying how can we help the business understand the value how do we connect with functions like Finance how do we use new technology new systems new processes how to use data and Analytics it's things like focusing on well-being with the pandemic there became a lot of focus on how can we help employees be mentally able to work and how do we keep them safe and healthy there is also now work happening around how do we have a competitive Advantage meaning how do we make sure our company gets all the good people and we steal them from everybody else like we want all the good ones and we're gonna do better than our competitors things like employer branding so that thing like how do we get people to want to come work for us how do we get people to want to be here and then also focusing on diversity and inclusion and that's becoming much more popular these days uh globally it looks different in every company and it looks different in every geography but it's becoming a really common new topic so these are what I would call the future of HR this is also where you can have a lot more alignment around strategic outcomes I focus on the first two a lot those are what I do that's what I teach that's what I um but you can you can use these across the board so you can do things like Roi of any type of function or area you can use analytics anywhere you can use technology anywhere okay so when I say strategic HR this is a definition from the Society of human resource management strategic Human Resource Management involves a future oriented process of developing and implementing HR programs that address and solve business problems and directly contribute to Major long-term business objectives so strategic HR is this opportunity to do things now that are going to make the future even better and the way that we get to strategic instead of just HR practices is these are the different HR processes that might happen but the difference between just doing something in HR the difference between just recruiting and hiring people and doing it was strategic intent is to align it with the business a lot of times we get busy doing our own jobs that we forget about connecting it to other parts of the business and that's really where the Strategic alignment comes in and when you can do this business alignment that's where you have something that's going to create impact for the business that's where you can show the value and there are ways to show that value and connect it all together so um as my friend Jeff Higgins likes to say no business case no money if you want to do something and you need money to do it you better be able to tie it back to the business or else people will just say no no you can't do that you don't have the you don't have it connected uh Jeff is also going to be part of our course that we are offering here Jeff is a former Chief Financial Officer he is the founder of human Capital Management Institute and uh he is joining me in some of the classes in our program here as well he's a great guy all right so when we connect the business strategy with HR we're doing that so that HR is able to be successful and able to have impact impact just means to have a really strong effect or outcome and one of the best ways to do that is to show things like Roi or return on investment now this is a definition from Wikipedia it's not academic but this is a definition of Roi and it has kind of some extra financy words but what Roi is is it is a performance measure so it's just a number a value that says how are we doing are we doing good are we doing bad how are we doing but it does it specifically around how much benefit how much good do you get out of a certain amount of effort so there's an equation there's definitions but Roi is most simply just this are your benefits more than your costs and you can think about Roi for everything you do in your life if you're thinking should I cook my own dinner tonight you will say okay well the benefits are I can cook exactly what I like it tastes really good it'll be hot right when I eat it but the costs are I have to buy the groceries I have to chop everything I have to cook them and you might decide whether you think the benefits are greater than the cost because maybe instead you'll just eat a bag of chips because you're lazy I do that sometimes but that is an Roi conversation is the benefit more than the cost and if you take that mindset you could take it into anything you do but if you take it into HR it lets you start to show the real value of what an idea or a process might be so I'm going to try to walk you through an example um just so you know has anybody done an Roi calculation before oh you're lucky you have all escaped it so far uh you might come across it in a certain in certain Finance or economics classes but I'm going to walk you through a really simple example don't freak out when you see numbers there are going to be a couple numbers but they'll be okay so let's pretend that you work in HR you get a job nhr at a small company company has about 24 employees and you want to implement a new employee recognition process why do you want to do this well because you started working there about three months ago we call that a quarter in business they talk about like four quarters in the year so you noticed that in the last quarter the last three months four people left and you ask someone you're like is that normal and someone said yeah and it's about four people every quarter and you're like that's a lot that's bad right and I don't like that let's fix it and you know you're in the HR department so you want to do something you want to reduce the turnover or we would call it increase retention meaning we don't want people to leave we want them to stay so you go online hello Google and you ask Google how do I help keep people how do we improve employee retention and you find a great article which by the way I linked one here and you find a great article that says hey if you do an employee recognition program where you recognize employees for their hard work you can increase retention by 68 so like you could keep people they will stay if you do this and oh by the way the article also said that you it helps with recruitment which is like Yay because then you don't have to hire more people yay um but you find this research so you have a problem you have something that you think could help fix the problem but you don't know how and what you're gonna do so you give it some thought you know this is a very small company you don't have a lot of money to do big events you can't bring in a whole new technology platform and you might be the only person in HR so you don't have a lot of time so you decide to sit down and you come up with an idea and you just decide you know what what if every quarter every month what if every month we ask for nominations of the best employees and every month somebody wins and we say congratulations you're the employee of the month and we give them a small price like 500 quetzales just something nice to say oh thank you you're so great we like you so you get recognition and you get just a little reward if you did this it would cost you uh 1500 quetzales every quarter because there's three months and a quarter so you'd pay one person 500 another person 500 another person 500. so this is the cost this is what it would cost for you to do it and oh by the way there are studies saying even small amounts make a very big difference so you think you want to propose this but even though you think it's a good idea like I don't think my boss will say yes I don't know how to tell them it's a good idea I'm I'm new I haven't worked here very long they don't know me how can I convince them to do this that's where you can start to use things like Roi you can talk like a business person and say well let's calculate the ROI the return on investment are the benefits more than the cost and you can start by getting your data you already have your data you already know that four people leave there are only 24 people in the company so four divided by 24 here's the math sorry uh it says that 16.7 or 17 of the people who work there quit 17 say bye and they just leave and you have that data already so you start with that and then you take that research that you found and you say okay well if we start a Rewards program like a recognition and rewards program if that article is correct and if we can reduce turnover by 68 meaning 68 fewer people leave well then we could say that that turnover rate that's 16.7 would actually drop all the way down to 5.3 percent and what that means is that instead of losing four employees during a quarter in three months instead of losing four you would only lose one if you were in HR you would be like oh that'd be so nice because it's so much work when somebody quits and it's so much work to have to hire somebody new that'd be so great if you're in HR you would already be happy you'd be like I'm sold I love it it's a great idea but if you're not in HR you're like um I still don't want to pay people you you want me to give money away that I'm not currently giving so unfortunately you have to go a couple more steps you have to get to how much money would you save if you did this so you can go online again thank you Google Google does all the work for us now Google was not this good when I was in school it's so great you can go on Google and you can find out that when you have to replace someone when one person quits and you have to hire a new person you can typically expect to spend a certain amount of the salary that you'd pay that person to replace them and for like entry-level jobs it's about 16 percent for mid-level jobs it's about 20 percent for really high positions like Executives or those with really special skills it can sometimes take twice as much money to replace them as it costs to pay them and that's because think about how do you hire a new CEO you know how do you find a new person it will take a very long time you'll have to do a bunch of searching a bunch of interviews but there are studies that can tell you how much it costs to replace someone and when you know that now you know how much money you can save if you don't have to replace people if you don't have to spend time and money to find a new person you can save a lot of money so if we take those numbers and there's too much math to run through all of them so I'm just we're going to go with a really simple example we're going to say Let's Pretend those four employees who left we're all mid-level employees and let's just say that we are going to fix that level instead of four people leaving it will be one uh we're going to pretend for the sake of this example that a mid-level employee makes about 25 000 gate sales and so we could figure it out from there if you really did work at this company you would know the real numbers because you could just pull up their salary and multiply it but we're going to use this as an example so if we had for employees who were making 25 000 kids Alice a year losing one mid-level employee we could figure out how much that cost us we'd say 25 000 kids Alice times twenty percent to replace them equals five thousand Kate sales so now you know exactly how much money it costs to replace every employee so if we were losing four employees that means four employees five thousand Kate sales for every employee it was costing you 20 000 quetzales every quarter to replace the people who left that's how much money you were already spending the company was spending it then but now if you only lose one employee you're only paying 5 000 K sales to replace the one employee which means you're saving or you have a benefit of fifteen thousand kids anybody remember how much the program was going to cost every quarter yeah so and good job those who remember the number with these numbers you can now calculate your return on investment because you know your benefit and which was fifteen thousand you know your cost which was fifteen hundred and if you put that into the equation and again you don't have to memorize the equation you just go on Google hello Google how do I calculate Roi again and then Google will tell you and then you put the numbers in um 900 percent that seems crazy right that's huge that means that if you spent 1500 quetzales just for a little regalito uh if you give them just a little present then you could see you getting return of 900 back and that's your way of saying guess what company I am saving you so much money and all I'm doing is asking for recommendations for Rewards 500 Kate Solace every month and I am saving you a ton of money oh by the way we might also be doing better with recruiting because people want to work somewhere where they are recognized and rewarded oh by the way our employees are happier because we only have 24 employees possibly everybody could get rewarded in two years time people will feel loved they will feel recognized they will be happier possibly they will work harder and so now you have everything to go talk to your boss talk to the business and say I have data to prove why this is going to be good and I'm going to save you so much money most important step is then you celebrate because you just proved how special you are you just went into this job and you helped the employees be recognized you saved the company money every single quarter and you showed how valuable HR can be sometimes HR doesn't give the credit for the work that it does even if you had done an employee recognition program HR doesn't always get the credit for 900 return on investment but if you can talk about it in the business language you can show the company how much value you bring I think this way of thinking this way of talking uh honestly I think this is why I advanced in my career as fast as I did I didn't just say I want to do a recognition program I said I want to save you money and I want to make people happy and here is everything to prove it so it's not just about doing Roi it's a way of thinking it's how do we talk about value how do we talk about return on investment and how do we bring it in now one thing I will warn you about is sometimes you will do all of this work and the ROI will be really bad sometimes you will learn that it was a bad idea you will run the numbers and it will be negative you'll be like oh no I'm gonna lose us so much money but this is good because it can save you from making a bad decision you can take this same approach see if it's a positive number and if it's not maybe you want to think of a different idea maybe you want to try something else maybe you want to look a little longer a little uh different until you can find something foreign I know there were numbers but again you don't have to memorize this stuff that's what the internet is for you just have to know that it exists and then work through it each time that you want to propose something questions comments yeah I was saying I wanted to pick your brain a bit what do you think people and sometimes even psychologists find it so hard to raise the idea that happy employees lead to a better performance or a higher productivity rate yeah such a good question um and in the work that I do we we call it people analytics that is our biggest challenge is because there is proof that happier employees are more productive they have a lot of benefits for the organization but to your question there are challenges to that all of you Clinical Psychology business psychology you understand that people are complicated they are I like to call it squishy you can't define a person very easily and even if you can define a person one day that doesn't mean that's how they feel the next day so if you ask me if I'm happy well today yes I am happy today but if you ask me on another day maybe I'm not happy that day and also our happiness is more than just work you know you aren't just happy at work what if something is happening in your family what if something is happening in society what if that what if you got in a car accident that morning there are so many variables and so what gets difficult is when we try to measure Something like Happiness uh other individuals psychologists actually are you're comfortable with the unknown but other people are not so they have a hard time translating something that changes all the time and that is not a firm number into a business number that's actually where people analytics and psychometrics can come in it does mean you have to use what we call proxies meaning instead of using something like uh money or time you might have to use survey results or you might have to use uh how many days somebody calls in sick or is absent those would be measures of like engagement and so you do have to spend some effort getting your measurement right and using psychometrics processes reliability validity but if you can show those then you can actually run through a really similar process to this but what ends up happening is you're doing things like this where you need to use assumptions and you need to say well on average a happier employee is 10 more productive or 20 more productive it won't be exact but it will still be what we call directionally correct and if you can talk about it intelligently most people can can understand that but it is a big Challenge and it's probably where I spent most of the time in my career is to explain those kinds of things it's a good question it's more a comment than a question but I worked in HR for like a year and I don't know I might sound dumb uh with this but this is just like so eye-opening to me because like the struggle I went through every day the whole year that I was working in that is like how do I communicate what I want to do to my boss and inevitably what happened it always ended up happening because I couldn't do it was look like you know what what why would I spend money on this like I'm already paying them to work why would I want to give them benefits exactly I'm already paying them why would I give than this yeah but back to uh my friend Jeff no business case no money yeah that's a great comment and I am sorry about your experiences then but hopefully you can try to use this in the future thank you I wanted to ask something I don't know how to word it properly but it came to my attention all of this value you put on employees I wanted to ask you does this also apply to minimum wage workers because I found it very interesting that like huge companies have this tendency of just firing people after three years there and I mean it's super interesting this that you you talk about like the value that they put but it I can't like oversee this problem that I have with these corporations that they fire people and they don't care about their happiness so I wanted to ask you and does this Roe also work with these people yeah wow you said that very well um you explained the biggest thing that I am currently working on so I spend my time teaching and then I spend the other part of my time trying to fix this problem you you are very good at seeing the big problem out there so historically people in a business are only considered a cost I have to pay them salary I have to give them benefits I have to spend money recruiting they cost so much money I have to train them and that's because for very for a very long time Finance was the closest business partner to the president and the CEO and so everything is thought of like a cost people were never considered what we call an asset or capital and there are groups of people myself Jeff who I showed you in the picture and others we are part of a organization called The International Organization for standardization and we are currently working on standard HR measurements to show the value of human capital and I have an article coming out in the MIT management review for Business Leaders around how they need to start putting people on the corporate balance sheet the place where you put how much money did we make how much money did we spend to start putting people as value because think about technology companies think about Google or I'm going to have Uber in my class next week they all of their value is in people knowing how to code it's not in buildings it's not in products it's in people you mentioned minimum wage workers the reason that those roles are there is because it's the humans doing the work the humans are all of the value so you called out one of the biggest problems that is not fixed today that is my goal in life is to get people listed as the value that they generate the positive news is that a lot of research is now proving that companies who invest in their people like this example that would be investing in the people do get higher Roi back and we're starting to see that the companies who adopt this process earlier actually are doing better like in terms of their their stock prices how much money they make and so other companies are like how are they doing that well how are they getting all that money so they're starting to pay attention but only in the last five years maybe so it'll probably take us another 10 or 15 years to really get there the good thing for you is if any of you are interested in it when companies want to start to do it they're going to say who knows how who knows how nobody knows how even if you are very young if you know how to do this you are going to be the only person who knows how to do it and you will get the job uh it's how I ended up getting jobs that I was very young but I was the only person who knew how to do it so there's going to become more jobs for this but very few people because it's not normally in classes and other things but I really like that you called out that thanks a lot you mentioned you've been traveling a lot for work and I wanted to know if you see a big difference uh culturally speaking in HR like is it way different in the U.S than in Guatemala and what can we do to adapt to those cultural differences yeah good question uh I haven't spent enough time to know all of the cultural differences and I also think it's really hard to understand somebody else's culture when you're not from there so I I can't speak to everything but um there are really big differences in the area that I focus on which is like analytics Roi um the United States didn't start really getting into this work until about 2008 2010 that's when it kind of started there and then the United Kingdom was after that and then places like South Korea um a little bit in India today but it's been growing very slowly and so um I don't know for sure I do have friends throughout Latin America as well I think Latin America is still back in like the 2010 people are starting to hear about it but they don't believe it yet they don't know if it's right and that's one of the reasons why I want to come and have classes and share because I think the places that aren't there yet can I don't know how like leapfrog you know why you don't have to take 10 years like the US did it took the U.S 10 years to sort of figure it out but now there are all these experts who've done it they've written books they're working on things like the standards I talk about so now it's possible for other places to use all of their hard work and then just jump right to where they are so that's my hope is that um a lot of the early work has been done and so and it will need to be changed for every culture but at least they can follow on some of that work when you can explain something that's complicated in a simple way that means you know it well so thank you for making it simple for us thank you uh how do you take it into consideration variables like given the example that you gave um let's say the same person gets picked every month because they're the boss's favorite so instead of been a motivation it upsets employers or the opposite it's so successful that now they're not friends anymore they're just competing all the time how do you take those things to contribute Association no fantastic question uh this is why I love people analytics and that's what I mean by just the whole area of using data and the comment about people are complicated um when you find the programs and actually thank you um one of the things that I recommend anytime you are starting something like this maybe you used Roi to propose your idea but what you really need to be doing all the way through is after you show this was such a good question for my slide thank you wow after you show the value and the ROI you want to continue to identify if there are any problems so then you have to always be asking yourself what could be a good thing or a bad thing out of this one bad thing might be well we don't want the same people all the time so maybe we will set processes where you can't win it more than twice in a year and then it would go to the other person but you would have to be thinking how to identify the problems and the other thing is to always continue to research and benchmark so if we had used that article that told us that retention gets better by 68 percent that means we need to keep researching to understand what other opportunities what other problems could come around and also to understand what other companies are doing so to Benchmark so we might say okay well other companies you know put a maximum on how many times you could get it or other companies um included in the Nomine in the recommendation how the other person is a good collaborator because maybe they want to recognize and reinforce teamwork and positive relationships so you would kind you would want to continue to research to help guide it and every time you see a potential problem Oh someone's complaining because they're getting competitive then you say okay well how could we make it so that you get rewarded for being a good team member uh the other thing too that you'll want to look into is having allies like friends within the business so this is something like making sure that Finance understands that you want to have this money spent this is things like making sure that the person who selects them understands the goal and doesn't always pick their friend or something like that and then getting buy-in from everybody so before you do this making sure people like it and then um back to kind of where you're going you want to track it as you're going along and if you have this analytical mindset about Roi you should hopefully at the end of the next quarter say so how many employees left because if four employees still left it didn't work or maybe it takes time you know maybe and so you want to keep tracking and you would say okay next quarter how many left okay next quarter how many left and if after three or four quarters you're identifying that it's a problem you might have to change your approach um so the the hard answer is there's a lot more work even after you do the first set to make sure that it stays and it can be complicated but it's a mindset and if your mindset is that way you're kind of always thinking that way my main point is that for those of you especially those of you going to HR there is value in HR most of us in this room already think that we're like yeah HR like we care about the people we're the good guys but sometimes we need to show that to other people and sometimes the easiest way to show that to other people is with things like Roi and business value and so some tips that I will just leave you with and things to think about it's not just for big companies I meet a lot of people who say well yeah but that's because you used to work for General Electric or yeah that's good for Uber and all these big ones but that example I gave you today 24 people it doesn't have to be for big companies you do not have to be a data scientist or a statistician you just have to know that these things exist and most people who do something like Roi again they'll go hello Google tell me how to do that and then they look at it and they go okay write this number subtract that number and then they check their work you don't have to be really Advanced you can be you can spend a lot of time and there's lots to do but you don't have to be you can also do this in any area of HR I just decided to use an example about employee recognition but you could do this in Learning and Development you could do this in recruiting you can do this in any area um the thing I usually recommend to people with this kind of thinking process is to start really small don't try to analyze everything don't try to show the value of everything find something that's a big problem or is very important so like if attrition is a big problem focus on that start small and then just make sure to share your findings and track success okay then um if you want to I love being contacted and connected you can follow me on LinkedIn I have a YouTube channel you can send me emails I love connecting and talking about this kind of stuff so feel free to stay connected with me and a special thank you to the psychology department for inviting me I love being part of this with you and thanks for joining me today everyone foreign [Music]