Employee-driven Development with Aman Malhi

"The drive to learn and grow has to come from the person.”

-Aman Malhi

Does your organization empower employees to take charge of their own development?   What might be possible if this were the case?  In today’s episode, my guest explains how she and her team are leveraging many different development vehicles and sources to create an environment where people don’t need to be pushed to learn but instead ask for investment in their learning.

My guest is Aman Malhi. Aman represents the People and Culture team at the executive level at Refrigerative Supply Limited. She also owns Business Strategy for Refrigerative Supply. Under her leadership, the People and Culture team has grown from 1.5 individuals to seven experienced professionals who support the business in all human resources functions.

Aman is a seasoned business leader with industry experience in manufacturing, production, pharmaceuticals, restaurant and hospitality, retail and wholesale, financial services, telecommunications, mergers and acquisitions, insurance, distribution, and not-for-profit industries. Her organizational experience includes startup, high-growth, mature brands, franchisee, publicly traded, unionized, centralized, decentralized, private equity, family-owned, North American and global firms. 

Aman has an MBA specializing in International Business and Innovation and a Bachelor’s in Business Administration with a major in Human Resources. She is a current Chartered Professional in Human Resources BC & Yukon member and a past member of the MacKay CEO Forum and TEC Canada. Additionally, Aman is a Program Advisory Committee member at Acsenda School of Management in Vancouver, and an HR committee member for PHS Community Services Society. She previously led the marketing team for Lean In Vancouver and was a Professional Mentoring Program Committee lead with the Human Resources Management Association. 

In this episode of Talent Management Truths, you’ll discover:

• Ways to create an environment where employees drive their own learning and development
• Ideas for building a function from scratch while navigating rapid organizational growth 
• Inspiration to link professional development to bonuses

Links

• Aman Malhi on Linkedin: https://www.linkedin.com/in/aman-malhi-cphr/ 

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Transcript

Does your organization empower employees to take charge of their own development? What might be possible if this were the case? In today's episode, my guest explains how she and her team are leveraging many different development vehicles and sources to create in an environment where people don't need to be pushed to learn, but instead ask for investment in their learning.

My guest is Amman Mahi. Amman represents the people and culture team at the executive level at Refrigerated Supply Limited. She also owns business strategy. Amman has industry experience in many, many different sectors and has worked with all types of businesses from startup to established. She has an MBA and a Bachelor's in Business administration with a major in hr.

Amman contributes to the profession through various professional associations as a mentor, as a council member, and so on. This is definitely one passionate HR leader. In this episode of Talent Management Truce, you'll discover ways to create an environment where employees drive their own learning and development.

Ideas for building a function from scratch while navigating rapid organizational growth and inspiration to link professional development to bonuses. I hope you enjoy. 

Aman Malhi GMT20240627-170906_Recording_separate1: Hello and welcome back to Talent Management Truths. I'm your host, Lisa Mitchell. Today I am joined by Amman Malhi. Amman is the Director of People and Culture at Refrigerated Supply Limited out of Burnaby, bc. Welcome to the show, Amman.

Aman Malhi GMT20240627-170906_Recording_separate2: Thank for having me, Lisa. I'm looking forward to our conversation.

Aman Malhi GMT20240627-170906_Recording_separate1: Me too. So let's start by hearing a little bit about your career journey to this point. How did you come up the ranks here? 

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah, I have been in people and culture for about 14 years and my career journey has been very, very interesting. I started 14 years ago at Best Buy Canada. sort of got thrown into it just based on my personality. And I really loved what I was doing. Just sort of like every other HR leader that I've spoken to, my journey started in recruitment and then took off.

I started with recruitment, then moved and got compensation. Got engagement, got recognition, got learning, got everything. And so 14 years later now I lead the people and culture function at refrigerator supply. And all aspects of people and culture are within my team now. 

Aman Malhi GMT20240627-170906_Recording_separate1: Yeah, it is interesting that you say, you know, you got thrown into it. That is a common theme amongst guests on the show. Like some have been very intentional, came outta school. We're like, okay, I want to do hr. But for a lot of us, it wasn't sort of originally the plan. 'cause maybe we didn't know about it.

Like I discovered it after. A teaching career, you know, it's crazy. The other thing that I picked up there too was the starting in recruitment. 'cause yes, there's quite a few senior HR leaders that started there. I actually started on the l and d side, but yeah. Yeah, it's interesting how people come into, into the space.

So, you know, at re refrigerated supply you've been there I think since 2020, so about four years at the time of recording in the summer of 2024. So tell us a little bit about your team and, and some of the, the projects or programs you have in place there.

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah, absolutely. So, I wanna start off with my team. So it's me and I have seven other individuals and we opt. Create on the circles of excellence concept, so there's, there's talent acquisition, there's compensation, there's learning and development health and safety, so different circles of excellence, but our overarching goal has always been to create a culture of growth.

And I see that because that also aligns with ourselves overarching goals. So our, we're very culture of growth driven organization. And so everything we do is. Always guided by that goal. You know, building people capacity building our ability to see through blind spots, acknowledging insecurities and short shortcomings.

it has always been about culture of growth and so that's what my team does. We collectively work on the areas where we can help the business grow. And it could be people, it could be space, it could be culture, it could be really anything. And just in the last four years, the business since I've been here, the business has grown 37%.

So, my team has been very, very busy.

Aman Malhi GMT20240627-170906_Recording_separate1: 'cause I remember when we first met you had said that, you know, it, it had grown like just in three years and that's a year ago. Geez. Like I think from two 200 close to 300 to 435 people. Yeah. Yeah. So lots of growth, like specifically in employee base. And then also it sounds like it's an approach for you.

Aman Malhi GMT20240627-170906_Recording_separate2: mm-Hmm

Aman Malhi GMT20240627-170906_Recording_separate1: I'm curious about, you know, you talked about growth could be building people capacity, but another thing that stood out was acknowledging insecurities and shortcomings. Can you elaborate on, on what that's all about?

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah, absolutely. So my I say that because one of the, one of my passions has, Al has always been to create positive workplaces, not punitive ones. So, you know, I. And that's what I remind myself all the time. Anytime somebody's like, Hey, I wanna put together a performance bonus plan, or I wanna put together a policy, or I wanna put design a workspace.

I'm always, my number one goal is to have a positive interaction, then a punitive one. So when I say acknowledging insecurities and shortcomings, that is because I wanna make sure. You know, it's all about focusing on positive. So we have, partnerships with Franklin Covey. We have a partnership with Dale Carnegie.

We have a RSL University in-House, where we are developing courses in-House as well as purchasing courses from different providers. we do in-house training sessions with speakers that we invite, we. Send our team members on to conferences, trade association events. And this is all to recognize, okay, you know, this is where my room for development is and how do I fix it?

And that all starts with. Making sure people understand, hey, this, the intent is positive, it's not punitive. And so that's what I always remind myself and my team as well. So we don't really work on any, you know, anything that would lead people to believe that this is not the place that they can acknowledge their shortcomings.

Aman Malhi GMT20240627-170906_Recording_separate1: So I'm wondering, you know, so it sounds like you've got lots of great partnerships in the budget to go with, luckily. 'cause a lot of people don't have that, that may might be listening. So I'm just interested in how you in initially set the stage though to create that safe space where people can, you know, sort of acknowledge insecurities because that's, that I found as a coach is something that.

Most of us struggle with at any given time, especially in the workplace.

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah. And that's a really good question. I have been fortunate to be in an organization, so Refrigerator Supply Limited is a family based organization, is family owned, and so I've been lucky enough to be in an organization because it's family owned. There's a. There's a huge push around, Hey, you know, we're all in this together and so we are going to give you whatever you need to be effective in your role.

So that's partly, I would say that's 50% of the reason why people are comfortable putting up their hand and saying, I need help. I don't know how that this is done, but I am open to learning. And the 50% is just, joint effort by the executive team all the way from our CEO. So we are constantly pushing a culture where people, you know, can say, Hey, I would love some help.

I would love some training. I am a first time manager. Thank you for the promotion, but I don't know how to do this job. You know, and our CEO is very good at that too. We do our CEO's name is German. German, and I do monthly huddles with our organization and he'll be the first one to put up his hand hand and say, you know what?

I don't really know a lot about supply chain, or, I don't really know a lot about ai, for example. And I think that really drives the culture for us because people see that. People see him acknowledging. saying, I know AI is here to stay and it's great, but I don't really know what is copilot, how does that impact me?

So when he says things like that, I think it gives everybody else a lot of motivation to say the same thing and say, you know what, I too need help. And so it's, it's partly how the company wa grew up and partly it's really. A hundred percent focus on driving a culture where people are comfortable saying, I need help.

And then, you know, we back it up with investing in our employees.

Aman Malhi GMT20240627-170906_Recording_separate1: Yeah, and I think that's really, really there's some important points in there because I see companies, you know, some that I've worked with in the past too, where. This idea of creating a psychologically safe space where people can be vulnerable, can ask for help. It really is no more than lip service.

So you have senior teams and so on really, you know, drinking the Kool-Aid and believing this is good. But in action, they have an armed their people leaders throughout like all the levels to actually. Make that a reality for, for the majority of employees experience. So it sounds like here though, what I love is that you've got the modeling right from the top.

So there's consistency in communication and messaging, but there's also, you know, examples that people can work from. Yeah. As well as you're buing it up with all of these great, awesome resources. I have a girlfriend who, who, who's a salesperson for Franklin Covey. So it's just, you know, like there's lots of good material in there that you've mentioned.

Okay. So, something that's changed since you joined, since you and I first talked originally your portfolio was people and culture. And I do wanna dig into originally how you came in and, and went about sort of setting that up. But recently you've been given space.

Aman Malhi GMT20240627-170906_Recording_separate2: Yes.

Aman Malhi GMT20240627-170906_Recording_separate1: not outer space, but, but RSL space.

So tell us a little bit about your initial reaction to knowing like, oh, I'm gonna have space, which is facilities and real estate added into the mix.

Aman Malhi GMT20240627-170906_Recording_separate2: it was interesting, it was about six months ago you know, the opportunity came up to own the facilities in real estate area. So when I say real estate, it's more, it's you know, we're not in the real estate business, but it's more about where would a new location be? Where would a new distribution, distribution center be?

And so when the opportunity came up, I was like, oh, I know nothing. I know nothing about permitting, nothing about any technical aspects of buildings. I, I don't know which go, which, you know, branch of government to get in touch with. And, and as I was thinking about that, I, I was thinking, I, I reminded myself about our culture of growth and I was like, if there was anybody else, I would've said, you know what?

Jump in and I'm sure they'll we'll help you out. And that's what I did. I was like, well, I'm gonna take my own advice. So I jumped in, took it on. That was number one. But second, I actually also realized, you know, when I'm working on all these initiatives around people and making RSL and employer of choice.

I think space is a big piece of it, right? Because we wanna make sure, especially in today's day and age, where, you know, we do have a hybrid work policy where people only come into work or are only required to come into work three days a week. You know, we wanna make sure that those three days when they're here, there is maximum collaboration, there is maximum interaction.

People are, are looking forward to coming into work for those three days. And space plays a big part of it. A big role in it, so those were the two reasons. So I said, I, I decided I'm gonna take it on, and it has been incredibly rewarding because I didn't realize how much thought and energy goes into looking at.

You know, where should we have our new location? You know, would it be transit accessible? Would people want to take the bus here if they're not driving? And if they're driving, how long would their commute be? What is the cost of living in this community? You know, are we now putting more pressure on people?

To come to this building. Is the population growing? Are we gonna have the right talent to choose from to hire for this location? So it has been incredibly amazing and I'm so glad I took it on because I'm learning a lot and I'm personally, professionally growing quite a bit because of that.

Aman Malhi GMT20240627-170906_Recording_separate1: I love that. 'cause it is interesting, right? Like I, I, on the face of it, it's like, oh, how does this fit into people, into human resources into. And it does actually, I see it with quite a few clients where they, they, they own this, you know, same combination of portfolio. My own experience has been more around developing conference centers or l and d training spaces over the years, right.

Where people come to learn. And so I appreciate that connection, but I really love how you're taking it one step further around, you know, just. Like what does this mean for somebody's overall experience when they're coming to a space and when they're operating in it? How are we setting them up to demonstrate the behaviors like.

Collaboration that we want, that we need.

there's a lot of good stuff in there. Okay. Well, let's, let's turn left a little bit here and, and I wanna go back to when you first came into RSL. And, you know, one of the things that you built and put in place was this concept of an RSL University.

And I'd love it if you could give us a peek behind the curtains at that initial structure. And what did that, what does that look like?

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah, absolutely. And so, when I first started, I have to tell you there was nothing, there was nothing in place in terms of people and culture. you know, the decisions around people were sort of being made off the side of the head of finances desk. And so I was, I was really brought in to put in a people and culture strategy and actually develop a, a business function with a structured framework.

And so I stepped in and started building built the team, built in the processes brought in the tech stack, brought in or implemented a lot of the frameworks that we have today. And one of the things that I kept realizing over and over again was there's this big. Piece was missing around structured training, structured employee development.

We, we, we had a lot of it. And, you know, of course we did, 'cause the company is 75 years old. There was a lot of training going on, but it wasn't, there was no framework around that. So there was no. You know, there was no decision making process around, okay, why should somebody go to a conference?

Or why should we invest in a Franklin Covey course, or, you know, why should we get a membership to an association? There was no thought process behind it and there was nobody driving it. And so it was really just, you know, pretty random. Every now and then somebody would raise their hand and say, Hey, you know, I saw this conference happening in Toronto and I think it would be a great idea for me to go.

And the business would be like, oh, okay, great. Sure, go ahead. But there wasn't any decision making process, like I said. So I decided I was going to put a structure around that. And so. My goal was to really come at it from every point of view around, you know, we need soft skills training, we need technical training, we need leadership training, we need management training we need frontline training.

And so all of that. Those big pieces require different kinds of training, different curriculum, different training paths. And for that, I needed a platform. And so one of the things that I had done was I had implemented a new HRIS with partner in partnership with UKG and. within the R-H-R-I-S, we got a learning module and that's where I built the RSL University.

So I built RSL University within our HRIS within, in the LMS module. And so with RSL University, what we do now is it's an LMS, it's an in-house, LMS built in our HRIS and we. Built our own courses. So some of our courses that are unique to RSL are built in-House and the courses that, you know, apply universally, we purchase them, we purchase them from different providers, and we put them on our LMS and we build training curriculums.

So if you are a first time manager, we have management 1 0 1, 1 0 2, 1 0 3, 1 0 4. So it's intentionally designed curriculums for people. Depending on where they are in their career journey. So that's one piece of it. And then the, and you touched on that as well. We have a partnership with Franklin Covey.

We have a partnership with Dale Carnegie. 'cause you know, we can't replace the experts, right? We can't replace Franklin Covey with the university. So we still do have those partnerships, but we drive what we can through DAR University because those ones, you know, we can offer flexibility to our employees to take to complete.

They're training at their own pace.

Aman Malhi GMT20240627-170906_Recording_separate1: So, is it all online, Amman? Like is it, is it like, it sounds like sort of curated learning paths.

Aman Malhi GMT20240627-170906_Recording_separate2: Yes. So it's all online. And it can be accessed on your mobile mobile phone or your desktop, and you can take it at any point any time of day and and it tracks your progress. So yes, it completely online.

Aman Malhi GMT20240627-170906_Recording_separate1: Okay. So it's kinda like road mapping, but online learning. So are, are there other components as well? Live components or mentoring or anything like that?

Aman Malhi GMT20240627-170906_Recording_separate2: We do. Yes, we do. Yes. So, we have tons of mentoring is actually, I have to admit, one of the areas that we still need to do a lot of work in. It has been a priority for me since last year. And I still need to, I still need to implement an effective program. But we do, we do partner with subject matter experts where we bring them in to do, sessions with our teams. The most recent one we did a session on predictive index with, with a lot of our teams. So we do have in-person training in-person coaching with our, with subject matter experts as well. But for the mentorship program, yeah, that's, that's a piece that as an organization we still need to work on.

Aman Malhi GMT20240627-170906_Recording_separate1: Yeah. Oh, fair enough. And, and you can't do all the things right? Like it's, it's, it takes a while to build these things out. I, it was more, I was just curious if, so with these in-person pieces. Are they baked into the, the roadmaps or, no, like it's, it's, it's sort of like a separate outside of the university paths.

Aman Malhi GMT20240627-170906_Recording_separate2: So yeah, so they in person, it's outside of the university, the uni, the university is strictly online and we're not able to offer in person 'cause it's just not designed that way. So they are two separate streams.

Aman Malhi GMT20240627-170906_Recording_separate1: Okay. Just, I'm just curious and where I'm coming from is because you know, depending on clients or my own experiencDRIVEMENTORe, sometimes it's a blend, but it, it does depend on your platform, how you structure and sequence, you know, the, the learning that people will go through in the mix of, modalities, right?

Whether it be online or in person or hybrid and so on. Yeah. Yeah. It's just interesting. I appreciate you sharing more about what's in it and how you went about it. So what would you say has been one of the lessons learned as you went through this build, which sounds massive. I mean, don't worry about mentoring.

You have put so much in place already. What, what, what have you learned? I. 

Aman Malhi GMT20240627-170906_Recording_separate2: my biggest learning has been you can only take people as far as they want to go, and I have kind of ran with it. So when I, you know, I think when I was a, a little bit younger in my career, I was very gung-ho about everybody must receive training and everybody must learn and they, you know, everybody must have a course that they take.

And I've come a long way from that mindset because I've realized. Really the drive to learn and grow has to come from the person. And so what we, so when I, when I was building our university and, and implementing all these other partnerships, what I had my message was, Hey, there's all these resources at your disposal, but you have to tell us what you need.

One of the things Lisa, I forgot to mention, is, in addition to all of this, we also have a $3,500 tuition reimbursement that we offer to our employees every year. If we're taking a course outside of what we offer, and so there's tons and tons of resources available, but what we ask from our employees is, you tell us what you need and we will find, we will get you what you need for your development.

and it has really been transformational because I think when it comes from the employee, you know, when they email me and say, Hey, you know, I recently took on a supply chain role. I'd love to get certified in supply chain. It is a whole other conversation than maybe my team going to someone and saying, you should take a supply chain certification course.

And so my biggest learning has been, you know, you have to create an environment where people are saying, invest in us instead of the organization pushing them to learn. And it has it, it and I, I've seen. Huge amounts of success because, you know, we can't keep up right now, we can't keep up with the amount of turn learning and training people are asking for.

for example, last year one of the universities in out of Toronto was offering mini MBA program and. One of our mid-level managers emailed me and said, Hey, do you think I could take this mini MBA? It's a 13 week program and it touches on everything I need to know on how to run a successful branch.

And I was like, this is amazing. Yes, of course you can take it. And he emailed a bunch of other mid-level managers and we ended up having 23 mid-level managers go through this mini MBA. And this was all driven by them, not by me or my team, or their leaders. And it was. It was such a great feeling because you know, that only came from the fact that we are asking our people, tell us what you would like and we will provide it.

And so that has been my biggest learning.

Aman Malhi GMT20240627-170906_Recording_separate1: Wow, and what an amazing experience that. They get to go on this mini MBA, like, it really sounds very much like RSL does indeed, you know, put their money where the mouth is and really support people. How do you do the budget? Just as a logistical question, like, is the budget in the different cost centers where the employees reside or is it, 'cause it sounds like they're asking you for approval, so how does that work?

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah, what a great question. So the budget is all within people and culture? It is it is all on my p and l and that's by design. It's really selfishly, I keep it within my budget because I can then drive economies of scale. And so just going back to the mini MBA instead of se, instead of, you know, sending one person, which would've probably cost, you know, what, whatever it was gonna cost, when I sent 21 people together, I was able to rec leverage economies of scale.

So that's why I designed so, it helps my team to make sure that, you know, if there's a lot of interest in the same course or the same program, then what we do is we bring all the learners together and say, Hey, there's all these other learners who want to do the same thing. Why don't we send this group together?

And, and the business can leverage some economies of scale. So that's, that's really the reason behind keeping everything on, on my own p and l.

Aman Malhi GMT20240627-170906_Recording_separate1: And is there any kind of like, requirement on you or your team to do quality audits of these outside programs?

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah. that is another sort of things that is that I am planning to do because especially now when there's economical impacts that a lot of the businesses are facing, starting to face that is something that I am gonna start doing. I don't have it in place at the moment.

Aman Malhi GMT20240627-170906_Recording_separate1: Yeah. Yeah. 'cause I'm just thinking about, you know, in different experiences because it sort of goes back to what you were saying, like you've got this. Really good handle on the fact that it, like when you got there, people were, there was training happening. It reminds me of my last corporate gig as well.

There was training happening all throughout the business, massive organization and not always, not usually by experts. And, and there was no sustainability, no link into the performance expectations. And evaluation of performance at all. It was literally like throwing stuff at the wall. So that's why I'm always curious, like, you know, 'cause I think from a sustainability perspective and also HR training professionals were always being asked to make the case for spending X dollars, right?

Like, how are we gonna know that this was a good investment? So that's where the question was coming from.

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah, no, and it's, it's really, really valid question. So we do have, one of the thing, one of pieces of you know, in information that I wanna share is that we, training and development is a part of everybody's bonus program. So what we, we have done is we, you know, as an individual. everybody at RSL, one of the components of their bonus program, the annual bonus program is training.

So they are, they automatically are encouraged to invest in their training time and energy. We invest the business invests the money but. We don't, we don't define it. We don't say, Hey Lisa, you must take a communication course this year. Or you must take, you know, a certification course this year.

We always say is, you have to take some sort of training that will help you with your professional development. So that's step one. We have made. We've, we, we've put that process in place to encourage everyone. But then step two, now to your point is really understanding. Okay, so we are.

We are investing a lot, but what are we getting out of it? That is, that is yet to come.

Aman Malhi GMT20240627-170906_Recording_separate1: Yeah. Well, and I mean, that's always the hard part for all, culture professionals, I find right. Is, is being able to, even if you have a really strong evaluation strategy at. Front is, is going back to execute on said strategy. Right. So that is the trick, like building it and then executing. So I hear you.

There's only so much you can do. You can't boil the ocean and it sounds like you've really put some very very cool, strong structures in place. And I can't believe you've got a tuition assistance of 3,500. Most of my clients, some of who are listening I know would die for that. That's really beautiful.

So, you know, just we're nearing the end of our time together, and I'm just curious, you, you, you're clearly a very driven ideas kind of person. What are your plans to evolve RSL and overall the people and culture approach as you move forward? 

Aman Malhi GMT20240627-170906_Recording_separate2: Oh, my favorite question. So we are you know, we're just now after four years wrapping up our building. So we have just been a team that has been building, building, you know, building compensation plans com, compensation strategy, recognition strategy, bringing in platforms, designing different programs.

Our next I would say a few, couple years is now going to be really enhancing them. So we ba we've put in the foundation for a lot of the programs and now we. We wanna make sure we're leveraging them to to ensure that they are being impactful. Two of the things that we did just since the year started was we implemented a new recognition program through Achievers and it has taken off.

People are loving it. You know, we implemented a new mental health program in partnership with a dialogue and that has been incredibly effective as well. And you know, so we have a lot of these. Programs and policies and processes in place, but I just wanna make sure that, you know, the initial excitement doesn't fade away and we keep up with it.

And the engagement, the drive, the motivation, it, it continues to stay. So for the next couple of years, my goal is to make sure that what we spend time on building, it's actually sustainable and actually keeps driving the business forward. And then, just helping the business grow. We have pretty ambitious growth plans in terms of, people, space and revenue and I am very much looking forward to making an impact through my team on those growth plans.

Aman Malhi GMT20240627-170906_Recording_separate1: Yes. And I know you will. I can tell already, so that's awesome. So I, I just wanna just summarize. So enhancing what, so you've built your foundation and the building pieces is massive, right? There's so many pieces and, and you know, we hadn't even talked about. All the other pieces of your portfolio. We've really been focused on the people development piece, but the comp and all of the nuts and bolts involved.

So, so now that you've got this foundation that's enhancing leveraging, making sure everything's as impactful as it can be, sustainability and continuing to grow, so quite a, big recipe card here. Lots, lots of stuff cooking in the, in the next year or years to come. By the way, just as an aside, achievers is a, is a great recognition program.

One of my dear friends and clients is, is from Achievers. So I'm really glad that you guys are enjoying it. That's great to hear. I'll have to let her know to listen to this one.

Aman Malhi GMT20240627-170906_Recording_separate2: Yeah. No, we're loving it. Our, just within the first month of our launch, our adoption rate was 89%.

Aman Malhi GMT20240627-170906_Recording_separate1: Wow, that's incredible. Oh,

Aman Malhi GMT20240627-170906_Recording_separate2: They are, you know, they are such an incredible organization to partner with. 'cause they're really, really invested in your success as, their client. You know, they're not one of those vendors that set it up for you and then they

Aman Malhi GMT20240627-170906_Recording_separate1: And then they're gone.

Aman Malhi GMT20240627-170906_Recording_separate2: and they're gone. Yes. Achievers has been a true partner and I am so glad.

I mean, when I was looking for a recognition program, as I'm sure you know, Lisa, there's tons and tons ofop options to choose from, and I took six months and I really, really drove achievers to, you know, to prove that they are going to be the right choice. And I'm so happy. I'm so happy with that partnership.

Mm-hmm.

Aman Malhi GMT20240627-170906_Recording_separate1: that's great. That's great. Awesome. Well, I really, really appreciate your time and energy today. Sharing a bit more about what you do at RSL. It's been really a pleasure. Thank you so much.