# data[].attributes.body
This was an unexpected challenge for the team and vendor and caused us to revised the eligibility logic for the ERA. This project took several months and is still impacting our work in the current phase.

# data[].attributes.body
Education with HRBPs - Q1/Q2/Q3/Q4 - Training, ongoing office hours. Participation continues to be high in the leave area. Ongoing engagement and subjects suggested by HRBPs

# data[].attributes.body
As we highlighted in our engagement discussion, we've had many wonderful opportunities for team members in all of our domains and countries. We were once really "stagnant" but now we continue to grow and have an eye on evolution and how we work together to achieve more.

# data[].attributes.body
The team works well together! I'm looking forward to trying to reduce some of the barriers between CA and US.

# data[].attributes.body
Challenge continues to be State PFML Leaves. Regulatory alignment and coordination between plans. Staying on top of regulatory updates.

# data[].attributes.body
The change in my team over the last year was definitely for the best. An internal promotion, new hire and continued development of existing team members has built a stronger better team!!

# data[].attributes.body
Horizon - especially with escalated timeline in Q3 &Q4!

# data[].attributes.body
We have amazing talent on our team, but we need to do more work to leverage talent in the best way for greater success collectively. Also, we need to really deeply understanding what constraint based leadership means and prioritizing our resources. Integrated goals discussion from yesterday is in this too.

# data[].attributes.body
Blurring the lines between US and Canada to create a more seamless NA support approach to Time & Attendance.

# data[].attributes.body
Trying to keep an eye out and understand what is coming our way from other functions and in our own job family.

# data[].attributes.body
If you don't have a great foundation it's hard to dig in and produce positive results. I think that most of the Lego bricks are there to build the tractor, but there hasn't been time to dig in and make things better for the team. In order to give them the time to focus on what's truly meaningful, we need to make the day-to-day processes more efficient.

# data[].attributes.body
Optimize Leave Processes by continuing to gain more insight into end-to-end leave processes.

# data[].attributes.body
The pension de-risking in NA is moving along as planned. The US Pension plan termination is a large project with great visibility to the company. We have been participating at a high level and our contributions and successes are revealing our strengths and knowledge to those outside of ops. We will continue to be a valued partner and gain confidence from others.

# data[].attributes.body
Avoiding/managing the tyranny of the urgent...when the urgent impacts stakeholders/employees/escalations or it's an unexpected executive order or unknown org/business change...

# data[].attributes.body
Lessons learned with Horizon on defined roles and responsibilities. Led us to move faster, better engagement, and great opportunities. This also requires clear ownership and raising up when ownership is not clear.

# data[].attributes.body
The creation and implementation process is an example due to all conversations testing and process understanding before the go live. SJ team was receiving requests with customized wording and with this implementation follow ups will be reduced