06 July 2015

Get up close with your learners for better design

Stethoscope_croppedHow do you research the target audience before starting on development of a piece of bespoke learning content? Chances are, what comes to mind is a series of SME workshops, followed by hours at the desktop.

At Lumesse we like to do things differently. Just as we believe in the value of really getting to know our clients’ businesses, we also take any opportunity we can to get up close and personal with their learners. It is this depth of research that takes a course from valuable to valued, and creates a bespoke learning experience that connects with and engages the learner to make an impact on how they work. Recently we had the chance to get face to face with learners when working on a sales product learning project for one of our valued clients, a global healthcare company. I’d like to tell you about that experience – about how it influenced the shape of the final design, moving us towards a more ‘gamified’ (if that’s a word!) approach – and then give 5 tips for researching your learning project.

 Trade show visit: a window on the learners’ world

We’ve worked with this particular client for a while now, creating training pieces for their medical products. For this latest project we are creating sales training to enable their sales guys to talk knowledgably about some complicated technical and clinical material.

As part of our ongoing work with them, the Lumesse design team was invited to attend an international medical specialty congress in London. We knew we could get all the clinical details we needed from the project from our existing SMEs, but attending this event would allow us to meet and talk to the people who would form the audience for the learning – our client’s sales and marketing people. We wanted to know where they work, how they think … who they are.

Researching the sales situation

We started by having a look around the conference and seeing what the competition was up to, and the messages they were putting out. Visiting our client’s stand, we then got a demonstration and hands-on time with some of the products we are working with. This was also a great opportunity to hear what the sales people talk about with stand visitors, and to get a feel for the product itself, rather than just reading about it in studies. We also got to see some of the buyers of the product; the people our learners have to inform, serve and convince in their sales interactions.

We then sat down with some of the client’s sales and marketing people to chat about training and sales. We got inside what they would want to see, what they think is important to know, and how they like to learn. We also shared a small demo of some of the content we had developed already, and asked for their honest feedback on it.

After taking advantage of the complimentary coffee on the stand (delicious!) the core project team from Lumesse and the client company sat down and had an informal chat about our findings. This quickly morphed into a brainstorm session with fresh ideas from all sides.

Gamifying the learning

The result of our trip was a new approach to the learning, which would reflect the environment we had seen and the experience of selling the products. We found that our learners are a competitive bunch – so we decided to increase the amount of gaming and competitive elements in the training.

 Gamifying our planned scenario content, we turned it into a series of levels, each of which the learner had to complete before unlocking the next. Starting with a ‘trade show’ level, where the learner has to answer customer questions, they then proceed to a ‘presentation’ level, where they build their own pitch to give to a customer. Any misstep along the way means they don’t earn enough points to proceed and have to try again. Finally they are asked to video themselves giving a presentation and enter it into a competition to see who is the best.

Five tips for researching your learning project

I think this example serves to show really well how face-to-face learner research and close collaboration between design team and client team can feed directly into a better programme design.

Reflecting on this experience – and others where I’ve had the opportunity to do in-depth learner research – I’ve come up with five tips that you can apply more generally.

  1. Meet the learner. As learning designers, we’re often given a description of our learners in terms of a high-level breakdown of age, gender, education (and whether or not they like e-Learning). But by actually meeting them you can find out what they like, dislike and what they’ve experienced already.
  2. Get out there. Seeing where the learner works, and observing the working situation within which the knowledge she gains from the learning will be applied, gives you a real context for the learning. The realistic scenarios, environments and activities you can create as a result will connect with the learner a lot more than generic multiple choice questions.
  3. Share your thinking. Learning designs are often shared with stakeholders and SMEs, who then interpret what they think the learner will like. Why not share that thinking with the learner directly? If possible give them a demo to play with. If they hate it, or just don’t get it, then you need to think again. If they love it, ask what they love about it and do more of that.
  4. Ask early. Focus groups or testing groups are often invited to get involved at a later stage of the project, but it’s rare for the schedule and budget to include major rework at that stage. Why ask a learner what they think if you’re not going to do anything about it? Getting the learner involved early – before the money is spent – lets them shape the learning as it develops, not just tweak it before it’s launched.
  5. Test objectives. Performance and learning objectives are usually developed by the project stakeholders, SMEs and learning designers. “We want our learners to do X so we need to teach them Y”. Why not ask the learner, “What do you need to be able to do X?” Perhaps they don’t need to learn Y but need to practice Z!


Source: Get up close with your learners for better design – Lumesse Learning

03 July 2015

A diverse and inclusive workforce is critical for success

So why are people nervous when talking about gender diversity?

Break-the-glass-ceilingPeople who have read my previous blog, about diversity and inclusion, will already know that we should embrace the fact that all employees are different. So although managing diversity in the workplace is not just about reaching targets based on gender, age, nationality and physical ability - which are in some countries mandatory - it still helps. Now that we live in the 21st century, if you see that your company is not doing the best they can, you should be able to raise any topic, including the role of women within the company, without anyone rolling their eyes.

So what is it that gets people nervous about gender diversity?

When I mentioned that I was intending to write a blog on the topic of gender diversity and that there is still a lot to gain, I noticed some people weren’t sure about it and even became defensive. Some people made the assumption that I, as a woman, could not write objectively on this topic. Why, in this day and age, are there still reservations from many people against women who express their ambitions?

Maybe they are right about my objectivity but maybe objectivity is exactly what’s needed. There are so many studies around this topic, so why are we still talking about it? In my opinion this is not just an issue for HR, or a woman in HR, it’s an issue for everybody. So let me share some stories about some of the issues I face on a daily basis with the facts to back me up.

In studies, such as this report by Forbes titled ‘Fostering Innovation Through a Diverse Workforce’ we can see that a diverse set of experiences, perspectives, and background is crucial to innovation and the development of new ideas. Whilst male managers are seen as having an edge in strategic visioning, and strong technical skills, female managers are seen as being stronger in inclusive team leadership, flexibility and adaptability to change. It’s well proven that greater diversity in decision-making produces better outcomes. For businesses, better decisions mean stronger growth!

Luckily women now have choices in most countries, but it seems there is still a lot to gain in changing the mindset of men and women. The fact is that men and women are different and always will be, but also that all women are individual, with different aspirations in life and work. When talking to different generations of women, it’s clear that aspirations are not the same. The key is to provide the opportunities as well as a supportive environment.

Social norms affect women’s work by dictating the way they spend their time and undervaluing their potential. Housework, child-rearing, and elderly care are often considered primarily to be women’s responsibility (even though men are doing more housework than their fathers’ generation (Gender & Society)). Nearly 4 in 10 people globally agree that, when jobs are scarce, men should have more right to jobs than women (World Bank).

And maybe I’m naïve, or maybe it’s my education at home, but I would never expect that this was still part of my generation’s mindset or even the mindset of my parent’s generation. I therefore was very shocked when my partner recently told me about a conversation that he had with his friends; they told him that they would not let their partner be away from home so often. Here we are, an emancipated couple with - so we thought - emancipated Generation Y friends, and hearing this made me once again realise that what’s normal to me might not be for others in the same generation.

Globally, women’s labour force participation (ages 15-64) is little over half of women that have jobs, compared with almost four-fifths of men. Over the last two decades, this has stagnated, declining from 57% to 55% (World bank) but also globally, the number of women graduates finding employment as a percentage of their male counterparts is surprisingly low and this percentage is further watered down later in their careers by childbirth and motherhood (Grant Thornton IBR 2014).

About five years ago, Lumesse hired me as HR Manager WEMEA (Western Europe, Middle East and Africa), overseeing eight countries. At the time, I received some comments that I should not take a job like this in this time of my life. What struck me the most was that, when males commented on this, it was more subliminal when compared to the females – who would say it straight and out loud. Evidence shows that having women in the workforce is beneficial to the company’s efficiency, so why can’t organisations make sure that, in a certain period of a women’s life, you can be flexible around the individual’s employment conditions.

The COO of Facebook, Sheryl Sandberg, has publically acknowledged that we are far from gender equality. Sheryl also wrote a book titled, ‘Lean in Women, Work, and the Will to Lead’, in which she shares her personal stories, uses supporting research to shine a light on gender differences, and offers practical advice to help women in achieving their goals. With her examples she explains that, both men and women need to acknowledge that we are different and, since they are embedded in our culture, pay attention to these differences! In 2013 she launched ‘Lean In’, a non-profit organisation with the aim to change the trajectory of women in the workplace and create a better world for everybody. Did you know that only 4.6% of the S&P 500 companies has a female CEO and women only hold 19% of board seats, when almost half (45%) of the total workforce are women (Catalyst).

The fact is that not all women (nor all men) want a top management position, but some absolutely do. Between 2007 and 2014, the proportion of senior business roles held by women globally has remained constant at 24% (Grant Thornton IBR 2014). If we are not able to change the mindset of traditional thinking, we still have a very long way to go. We will not see these numbers go up if companies (but also people) are not looking for solutions to make this happen and create a different mindset. I also wrote before about a woman who had a management position, but was pushed out of the company because she got children. See my blog “When does HR start acting like a Business Partner”.

The fact is that when the CEO of a company is a woman, the participation of women in the management team is significant higher then when the CEO is a man (Intermediair). And not just because of positive discrimination, but because they see it’s important for the business to have diversity in the management team. The difference is that a male CEO often sees this topic as a positive publicity but a women-CEO as an important part of the management. So it’s nice words against actions.

Most of all the above studies say the same thing: There is not a quick fix or process you can put in place; you need to have a thorough plan of approach and the CEO needs to be the driver. Research by Mercer confirms that you need to have more than a diversity and inclusion policy; you need to understand women’s unique career, health and financial management across their professional lifecycle and determine the most effective ways to meet them. The research reveals what is possible when organisations take different strategies and unique actions.

ILO analysis of 83 countries revealed that women in paid work earn, on average, between 10 and 30 percent less than men - even in the same job role. These figures show us that, even when the efforts of the past have resulted in improvement, we still need to address this topic in order to increase the participation and career opportunities for women. The research reveals what is possible when organisations take alternative strategies and implement unique actions.

22 June 2015

How effective Onboarding can help you build employee engagement

LUM_514_Onboarding_twitter_posts_v02A common English idiom is “Don’t judge a book by its cover,” however, we all know that first impressions count. And they certainly count when someone starts a new job. The first impression that a new recruit forms of you as an employer is the one that might stick, so make sure it’s a good one. Remember, employees that are engaged from the outset are much more likely to stay engaged and recommend your organisation to others. It’s a lot harder to turn around a disengaged employee once that initial assessment has been made!

A good onboarding program builds on the first impressions you created

So what is Onboarding? Onboarding is the name given to the process of getting new recruits started in an organisation. It refers to the initial introductions, the allocation of equipment and their first steps towards productivity. A first class onboarding process can make all the difference for new hires... and the best onboarding begins at the point when a job offer is accepted and continues throughout the first year of employment. Some organisations implement ‘Pre-boarding’ by starting the engagement process before the first day, by sharing induction schedules and company overviews so that new-hires can quickly begin to feel part of the team.

Disengagement can set in before day one on the job. Nurture your new hires from the moment they say yes to the job.

Pre-boarding is critical, particularly if there is a long time lapse between the candidate accepting a job and the actual start date. A surprising number of people become disengaged before day one and don’t even turn up. In a recent Medical Daily article – ‘I Hate My Job, Say 70% Of US Employees’ – the author mentions a Gallup survey which revealed that less than a third of U.S. employees were engaged with their jobs in 2014. To make sure you don’t lose an accepted candidate to the competition or to a counter offer from their current employer once news of their departure is known, it is essential that you keep in touch. Keeping the lines of communication open and letting them know how excited you as an organisation are to have them joining is critical to fending off last minute changes of heart. This is particularly important when recruiting high quality candidates or those for executive or specialised roles, as demand for these individuals will test their commitment.

You have a year to take the steps to engage and keep an employee or see them go.

Onboarding is proven to make a huge difference to how engaged employees feel in that all important first year. According to the business research organisation, Aberdeen Group, 90% of businesses say that employees make the decision whether or not to stay in an organisation within the first year.

Technology can help you to personalise each new hire experience.

When planning your onboarding process, it is essential that you tailor the programme so that it is relevant and meaningful to the individual. For example, preparations for engagement with a senior exec will be different to that of an entry-level candidate. Through the use of technology, you can develop personalised and mobile-optimised onboarding portals which allow you to ensure that candidates feel ready to join your organisation and excited at the prospect of this next stage in their career.

So what type of information do these portals typically contain? Aberdeen Group’s Talent Acquisition 2014 report found that 80% of companies provide new hire forms in advance of employment, 79% introduce new hires to go to people within the company, 80% provide information on company norms and values, and 65% provide peer and networking opportunities. Having all the necessary forms and tasks completed in advance can help new hires to start engaging with their surroundings and the job in hand from the get go. It also frees up line managers to get people settled in to the job itself, rather than chasing IT departments or HR. The visibility and automation of all these processes helps employees to feel engaged from the outset.

Onboarding is still new to 2/3 of companies. You can easily build a competitive advantage and the time is now.

Despite all of this, the Aberdeen group says only 32% of companies have formal onboarding initiatives in place. And only 37% of companies extend their onboarding beyond the first month of employment. Don’t be on one of those.

If you are interested in finding out more about the Onboarding process and how you can use it to drive tangible ROI, please join our webinar ‘Onboarding for Success’ on 30 June at 1pm BST.

19 June 2015

The Candidate Experience….aim for advocacy, not satisfaction!

Candidate ExperienceAs an ex-recruiter, HR professional and customer success manager, “Customer Experience” and “Candidate Experience” are interrelated topics which are close to my heart. Everyone knows that a bad interaction with a customer has a ripple effect, as not only will that customer not come back, they’ll tell their friends and family not to come back either. Replace ‘customer’ with ‘candidate’ and it is clear that not handling the candidate relationship well is damaging to a company’s brand.

The application, interview and offer process has the potential to influence candidates and future customers. Companies who care about their brand see candidates as customers and treat them like they are. Regardless of if they hire the candidate or not, they ensure the candidate experience is a great one! 

Before thinking about what makes a candidate experience great, it’s important to ensure the basics are right: A simple mantra is ‘treat everyone like you want to be treated’. Candidates rightly expect things like acknowledgement of their applications and where they stand in the process; even if it means they’ve been eliminated from it. So reject unsuitable candidates quickly at each stage of the recruitment process to avoid them feeling like they’ve fallen into a black hole. This is not “best practice”, it is just common courtesy, but failing to get these basics right will create critics. 

Candidate satisfaction is one thing, but the nirvana of candidate experience is advocacy. That means that not only are employees and candidates happy with the organisation, but rather that they’d be happy to recommend the company to someone else. At Lumesse, we use net promoter scores to measure customer experience and you can think about the candidate experience in the same way!

So, there’s only one big question to ask candidates: On a scale of 0 to 10 how likely is it you would recommend us to somebody else? 0 being the worst score and 10 the best.

  • Any candidate who gives a score of 9 or 10 is a promoter or ’advocate’;
  • If a candidate gives a score of 7 or 8, they are regarded as passive and as having no positive impact on your employer brand;
  • Any candidate who scores you from 0 to 6 is classed as a detractor or ’critic’;
  • Your net promoter score equals the number of promoters minus the number of detractors.

To aim for the nirvana of candidate experience, firstly, you need to collect data from all candidates who apply for a job, no matter how far they get in the process. Then analyse the data and use NPS to set a benchmark for how well you’re doing. 

So what makes the difference to customers and candidates alike? From my experience, keeping in regular contact is more than just good business practice. Even if there is little to say, it is the simple gesture of making the phone call that counts. After any face to face interactions, offer the opportunity for feedback. Give it verbally and offer some time for an unsuccessful candidate to call. All interactions need to be timely and accurate, not misleading or vague. To get promoter scores of 9 and 10, you have to send applicants and candidates away with a ‘wow factor’, something they didn’t expect. Some feedback, advice and support that might help them to be successful next time or perhaps simply a touch of kindness! It is the small things that can often make the biggest difference!

15 June 2015

The power of feedback – are we pulling when we should be pushing?

The power of feedbackIn most businesses today, in one way or another, we work with customer surveys. In train stations, hospitals, stores and (of course) online, we are frequently faced with a request to evaluate the experience, the product and the service we have received. The simple smiley-faces which ask you to make a statement before you leave, the call-back after you hang up, or the never-ending online-survey you (foolishly) agreed to complete. Stop and tally how many of these you encounter in just one week when going about your usual business. Sooner or later we stop and say ‘no more, I don’t have the time,’ so maybe the four buttons are all we should ever face our clients with?

Some companies promise gifts or the chance of winning something if you partake; large survey companies selling data sometimes offer points that can be exchanged for goods or given to charity. There is of course the chance that we are getting tired of selling or giving away our opinion on everything from the security check at the airport to the apothecary on the corner.

And from all that data we draw conclusions about what to do to improve.

Here in Denmark they just announced the date for the next election: now is the time for the voters to give feedback to the last government in charge. Most western countries take pride in their democracy and the right for everyone to vote, but not everyone exercises that right. In the UK the turnout hit rock bottom in 2001 with only 59% of the population casting their vote, a number that has since been increasing but not yet catching up to the Scandinavian voters; the Danes top that list with 87% participation in the last election. If we don’t give feedback, how will we know if we are heading in the right direction? Some countries have deemed this so important, voting is compulsory.

Personally I’m quite excited – I’ve been living in Sweden all my life as a Danish citizen, but I moved to Copenhagen in September. So, at the age of 52, I will be voting for parliament for the first time in my life!

Grass root voting is one way of showing what is important to you, where providing your practical feedback makes a difference. Buy only organic food or don’t buy products from countries that don’t respect human rights. I may seem futile but the power of belief has given results and changed the world more than once; it’s a feedback that has effect. Strongest of all is positive feedback. Anybody who has ever done any serious training of animals knows that the way to get reliable behavioural changes is to give positive affirmation. And after all, aren’t we animals too?

People, who get praised, come back for more.

So how are you praising your customers? In what way are you giving encouraging, constructive critique to your co‑workers? When did you last show your appreciation for a colleague’s positive presence at work? Can you actually ever praise your children too much? Think about how much you stand to gain by giving praise when it’s not demanded but given freely; think about the results you could achieve. When pulling, information doesn’t help you reach your goals, try pushing your appreciation and see the effects!

10 June 2015

The Secret Social Network? Referrals

Ring-of-People2A colleague asked me the other day, “Tim, why don’t companies invest more effort on their referral programs?” – Now that’s a great question; it does feel like a mystery sometimes!

I read an article recently, “There is no community on social media” by Mark Schaefer on Businessgrow.com, (thanks for the social share on Facebook - Nina!). This article describes how social communities can be forged with effort and engagement. However, if they are left to their own devices and are hosted on platforms you don’t own, they become multi-threaded and lose focus.

So for my sales rep, the answer feels the same. A successful referral program is a social network with a purpose and should be an engaging, active and controlled process, not a passive reliance on office posters, mouse-mat reminders and hope.

In a previous job at Cisco Systems, I was regularly meeting new hires to extract the six names that were demanded from each person so that I could talk to these contacts about their friend or ex-colleague and the new role that they would play at Cisco.  This “Amazing People” program delivered up to 75% of the company’s new hires each month.

The secret here was not that the program particularly rewarded any better than others, or that Cisco employees were particularly well connected, but that HR fully understood the value of referred hires and so invested their time and resources accordingly. So admittedly thousands of speculative CVs from agencies or job board applicants didn’t get reviewed daily, but more time was spent on the candidates that consistently produced the best results and ATS’s take care of auto-responding to the rest.

Whilst we look at platforms like Facebook and Twitter to build social communities and to talk about our brand and sharing our good news, it’s often forgotten that the simplest and most effective group, your employees, remains largely unengaged in sourcing activity. Motivate this population and immediately you’re opening up to the best class of candidates you can find.

So what would you start with?
Do you understand your candidate marketplace? Is the competitive environment clear and well defined? Are your candidates available from multiple industries? Before you launch a successful referral program you do need to understand your opportunity; not every position in your organisation may suit such a program if the required skills are relatively easily found.

Here’s my referral '10 point plan':

1. Immediately interview all new starters and ask for names
Your new hires will never be happier in their choice and more excited to share their happiness with their contacts.

2. Be clear on the opportunity you’re offering
If you can’t see the value and exciting possibilities you’re offering then they won’t get it either.

3. Actively “own” the contact with these names
As a recruiter, if you’re sourcing a role, you and the line manager are the best people to excite the referred names and to sell the opportunity.

4. Keep the referee engaged too
Once they’ve handed over names they’ll feel exposed, it’s their contact, not yours, so keep them engaged and update them constantly.

5. Draw your best networkers together
“Social” networking is a competence that some people just have; you know them in your own life. These individuals love the network, love bringing people together, you can use these 'brand ambassadors' to give you the feedback on the buzz around your organisation.

6. Celebrate success!
You will quickly gather great victories, your cost-per-hire will tumble - all referral programs lower costs if you put effort in. But make sure you celebrate and publically thank referrers.

7. Monitor your diversity
The nature of closed social networks is that like-minded people enjoy talking to each other, “birds of a feather flock together.” So monitor your diversity metrics to ensure balance and consistent compliance to regional legislation.

8. Never Stop
As soon as you lose focus you’ll notice the effect on your metrics instantly. Employees are busy people – they can’t think of everything at the same time. If you stop, they'll stop.

9. Vary rewards
In my experience, sometimes a “thank you” is often all that is needed; other times only a Porsche will do. Think creatively about your rewards, if you sell consumer products maybe freebies are available? Maybe training and development will motivate and help your development and succession plans more effectively.

10. Enjoy it
No one is going to trust you with the names and contact details of their closest and valuable associates unless they think you’re going to treat them well and with great enthusiasm. Referral calls are the easiest recruiting calls to make, enjoy them!

So to build this most effective of social networks you’ll need to work at it. Show your employees that they can trust their contacts to you. If you treat them with respect and passion, success is guaranteed.

05 June 2015

Can Organisational Culture Stand The Test of Time?

Organizational-cultureOver the last few decades we have seen a surge of change in technology – little has stood still, moving from mainframe working to a cloud environment – transforming from a desk-bound workforce who had lifetime loyalty to companies, to a fluid workforce operating globally through the use of devices in the palm of their hands; this is challenging the traditional work environment in every way. As HR leaders wrestle with the speed of change, the challenge ahead is creating an organisational culture that embraces the traditional values with the ever-changing future demands. 

So what is a great culture and how do you create it? How do you ensure that you have a competitive advantage to attract and inspire the best possible workforce? It’s the rise of the connected millennials which create 50% of the workforce and are social animals.

The ‘traditional’ work environment is losing its place in society and the need to respond has never been more urgent. This is rapidly becoming the most important issue for HR, with 87% of organisations citing culture and engagement as one of their top challenges and with 50% describing the problem as 'very important.' Take a moment to look at your own work environment, how does it make you feel? You may be one of the fortunate few that work in a millennial-inspired space, however the chances are that you are one of the many who desperately want to catch up with the modern world; consideration also needs to be taken for those retiring baby boomers who are healthier and wealthier and want to retire gradually. How do we keep these employees engaged and up to date with the consumerisation of things?

But why has this problem become such a concern? We are in a storm where the internet of things has resulted in a rise of connectivity - by 2020, 4 billion people will be connected through 20 billion devices - we need to change the way we work! The world in which we work and the way we work is significantly different to that of 10-20 years ago, yet think about just how much has changed in the last 2 years; people work harder and modern technology keeps us connected to work 24/7.  Job reinvention is crucial - 65% of school kids will retire in jobs that don’t even exist yet. This is all fuelling the consumerisation if IT; it’s available worldwide at no real cost. This is a real digital storm that demands radical change and the starting point has to be company culture.

The obvious implications are that employees now need to be treated differently as the power has significantly shifted from the employer to the employee. The employee now has company insight at their fingertips via a multitude of social media platforms which provides them with everything they need to make informed decisions. Company leaders are inhibiting the cultural growth through an increasing lack of understanding around models for culture. We all know that culture needs to be driven top down, yet how many can really say that your leaders even understand the company's culture, let alone put it into practice? 

So what do HR leaders need to do? It’s simple - listen to your employees. Start to make small yet significant changes that will deliver a better work environment and show them that their development and engagement matters. Make their work meaningful, get them involved in what 'culture' should look like and measure their feedback in real time - pay attention to the millennials!  The most important of all is to lead by example. 

Engagement starts at the top and it should become a priority regardless of the other business objectives or challenges. Look around you and take note of other companies’ cultures, 'borrow' ideas, white label them and take them as your own. Just be sure to get the leadership teams to step up and start to make a positive difference for your current and future employees.

It’s a wave of change that needs to be felt throughout the organisation, it may knock a few items off balance but will result in a new, fresh perspective that will ultimately establish the new shoots of growth that are needed to take you forward for the next 20 years!

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