
Anaïs Delalande
Analyst
Anaïs start her HR career in the hospitality and catering industry in France, from a group of family-run restaurants and working her way up to luxury hotels. These years of experience in a demanding, fast-moving sector enabled her to develop a keen eye for detail, the ability to analyze situations and respond with the utmost accuracy, as well as her adaptability, both to individuals and external situations to the company.
Shortly after moving to Quebec, and for more than two years, she held a position as HR generalist in a dynamic, fast-growing company in the video games sector.
Proactive, curious and concerned about the “human” side of her job, she is always keen to support all those involved in her function.
She obtained her Master’s degree in Human Resources Management and Social Relations in Bordeaux, France, and is currently a CHRP member.
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Don’t Call It Strategic Planning If Nothing Changes
Strategic planning is one of those phrases that sounds impressive in a boardroom but often fails to produce meaningful results. Too many organizations go through the motions—workshops, PowerPoints, dashboards, only to return to business as usual. If nothing changes after a strategic planning session, can we really call it “strategic”?