Last updated: February 2, 2024 at 8:56 am

Talent Management and Performance Evaluation

This article may appear different due to the various directions in which the questions are addressed.
However, there is a lot of good information and data that you can use, and it also has an important focus, namely talent management and performance evaluation, which analyses what companies are generally not good at.

Introduction

Effective recruitment and evaluation processes within Human Resources Management (HR) are essential for attracting and developing high-quality talent, which is vital for the success of an organisation.

Affirmative! These ideas have been prevalent for many years, but now they have become an integral component of everyday human resources practices. These lines specifically impact regions with a population that consists of significant numbers of elderly individuals and a shortage of candidates to serve.

This article delves into the nuanced aspects of conceptualising, structuring, implementing, highlighting, and evaluating enhanced recruitment and evaluation processes. In addition, it provides suggestions for efficient cooperation with management, delineates a recommended timeline for execution, and proposes a smooth incorporation of evaluations into the annual salary procedure.

This article offers responses to various inquiries.
One aspect to consider when relocating or expanding a company is the advantage of certain countries, particularly in terms of demographics. It is important to note that there are numerous other factors to take into account as well.
However, the information presented in this article can also be utilised by individuals seeking employment opportunities in foreign countries.
A low unemployment rate can pose challenges for a company in terms of recruiting its workforce.
For a candidate, the situation is reversed, and it is advantageous that there is a demand for candidates.

It is imperative to provide a more comprehensive analysis, specifically examining the nature of unemployment within distinct occupational sectors.

To lay the groundwork for a strong recruitment and evaluation strategy, an in-depth analysis of the organisation’s short-term and long-term goals, cultural nuances, and specific job requirements is essential. This involves understanding organisational goals, evaluating competency requirements for each role, and utilising predictive analytics for talent forecasting.

Set the focus, especially on success criteria and work volume. Ensuring that the employees who carry out the daily tasks are a match for the tasks and can successfully complete them is equally important. (Of course, many say, but often this is “the chain falls off the bike!”)
This can only be solved in a very close collaboration between the CEO, the management group, and the managers, where HR guides the process and is an anchor on progress, the decided structure and approved implementation plan, and not least, ongoing shaping analysis for results for use in later adjustments. . Involvement is one of the most important keywords. But also focus on when this happens and at what speed.

Which jobs have the greatest demand?

As an example: In North Europe, which includes countries such as Denmark, Finland, Iceland, Norway, and Sweden, some occupations that have lower unemployment rates include:

  • Healthcare Professionals: Occupations within the healthcare sector, including doctors, nurses, and other healthcare professionals, are typically in demand, contributing to lower unemployment rates.
  • Information Technology (IT) Specialists: Roles related to IT, software development, cybersecurity, and data analysis are often in high demand, as North European countries are known for their strong emphasis on technology and innovation.
  • Engineering Professionals: Engineers, including civil, mechanical, and electrical engineers, play crucial roles in various industries, and their skills are often in demand, contributing to lower unemployment rates.
  • Skilled Trades: Professions in skilled trades such as electricians, plumbers, and carpenters are essential for construction and infrastructure projects, contributing to relatively stable employment.
  • Education and Teaching: Educators and teachers, particularly those specialising in high-demand subjects, tend to have relatively stable employment prospects.
  • Finance and Accounting Professionals: Jobs in finance, accounting, and financial analysis are integral to economic activities and may exhibit lower unemployment rates.
  • Public Sector Roles: Positions in the public sector, including government employees, may offer stability and lower unemployment rates.
  • Scientific Research and Development: Professionals engaged in scientific research and development, particularly in sectors like biotechnology and pharmaceuticals, may experience lower.

It is important to consider that employment patterns can be affected by multiple factors, such as the scale and composition of the economy, industry patterns, and government regulations. Therefore, it is crucial to recognise that the information provided pertains to North Europe as a whole and may vary across individual countries. To gain a more comprehensive understanding, it is advisable to conduct research on the specific local market you are interested in.

Where?

A general overview of some countries that have historically maintained lower unemployment rates. Keep in mind that these rates may change over time, and it’s advisable to consult the latest labour market reports for the most up-to-date information. Additionally, the COVID-19 pandemic has had a significant impact on employment globally, and recovery patterns may influence these rankings. Here is a general overview, a “Top 20” for Europe (Fact from 2022 statistics.):

Europe

  1. Germany: Germany is known for its strong economy and low unemployment rates, driven by a robust manufacturing sector.
  2. Czech Republic: The Czech Republic has often reported lower unemployment rates, fuelled by a diversified economy and strong industrial base.
  3. Netherlands: The Netherlands has historically maintained relatively low unemployment rates, benefiting from a diverse and export-oriented economy.
  4. Switzerland: Its stable economy and typically lower unemployment rates compared to many European countries make Switzerland recognized.
  5. Norway: The buoyancy of Norway’s economy, fuelled by oil and gas revenues, has led to a decrease in unemployment rates.
  6. Austria: Austria has a stable economy and a well-developed labour market, contributing to relatively low unemployment rates.
  7. Luxembourg: Luxembourg, with a strong financial sector, often reports lower unemployment rates.
  8. Denmark: Denmark’s well-functioning labour market contributes to lower unemployment rates compared to the European average. (Unless you have an EU passport, it is very difficult to get a visa or work permit. Denmark in particular has four local laws that set them apart from the rest of the EU.).
  9. Iceland: Iceland has experienced economic stability, contributing to relatively low unemployment rates.
  10. Sweden: Sweden, with a diversified economy and strong social policies, often has lower unemployment rates.
  11. Poland: Poland’s economy has shown resilience, and unemployment rates have been relatively lower compared to some other European countries.
  12. Hungary: Hungary has maintained lower unemployment rates, supported by a diverse industrial base.
  13. Malta: Malta’s economy, particularly driven by tourism and financial services, has contributed to lower unemployment rates.
  14. Slovakia: Slovakia has experienced economic growth, leading to relatively lower unemployment rates.
  15. Finland: Finland’s well-diversified economy has contributed to lower unemployment rates.
  16. Estonia: Estonia has often reported lower unemployment rates compared to the European average.
  17. Slovenia: The manufacturing and services sectors have driven Slovenia’s economy, resulting in lower unemployment rates.
  18. Latvia: Latvia has seen economic growth, and unemployment rates have been relatively lower.
  19. Lithuania: The support of manufacturing and services has led to lower unemployment rates in Lithuania’s economy.
  20. Portugal: Portugal’s economic recovery in recent years has contributed to relatively lower unemployment rates.

Here’s a general list of Asian countries that have historically maintained relatively lower unemployment rates. Please keep in mind that these rankings are not exhaustive and can change based on economic conditions. (Fact from 2022 statistics.):

Asia

  1. Japan: Japan has historically had a low unemployment rate, attributed to a stable economy and a strong focus on technology and innovation.
  2. South Korea: With a robust industrial base and diverse economy, South Korea has maintained relatively low unemployment rates.
  3. Singapore: Singapore, a global financial hub, often reports lower unemployment rates due to a well-diversified economy.
  4. Taiwan: Taiwan’s strong manufacturing sector and technological advancements contribute to lower unemployment rates.
  5. Hong Kong: Hong Kong’s status as a global financial centre and diverse economic activities have historically led to lower unemployment rates.
  6. Thailand: Thailand, with a diverse economy including tourism and manufacturing, has experienced relatively lower unemployment rates.
  7. Malaysia: Malaysia’s economic diversification and industrial growth contribute to lower unemployment rates.
  8. China: While the size of China’s labour market is immense, the country has generally maintained lower unemployment rates, driven by its manufacturing and technology sectors. We are also seeing right now that many people with a foreign background are moving away from China and looking for jobs in other countries.
  9. Vietnam: Vietnam’s growing economy, driven by manufacturing and export activities, has led to lower unemployment rates. The country has improved very significantly in the field of education. Today, we see Vietnam as a very broad country with many candidates within the IT and the engineering field.
  10. Brunei’s reliance on oil and gas resources has contributed to a relatively stable economy and lower unemployment rates.
  11. Qatar: As a wealthy nation with significant oil and gas reserves, Qatar has historically had lower unemployment rates.
  12. United Arab Emirates (UAE): The UAE, with a diversified economy and strong financial sectors, has often reported lower unemployment rates.
  13. Oman’s economy, supported by oil and gas, has contributed to lower unemployment rates compared to some other countries.
  14. Kuwait: Kuwait’s oil-dependent economy has historically led to lower unemployment rates.
  15. Bahrain: Bahrain, with a well-developed financial sector, has experienced relatively lower unemployment rates.
  16. Saudi Arabia: While unemployment rates can vary, Saudi Arabia’s oil-dependent economy has contributed to overall stability in employment.
  17. Indonesia: Indonesia’s diverse economy, including agriculture and manufacturing, has led to relatively lower unemployment rates.
  18. Philippines: The Philippines, with a growing services sector and remittances, has maintained lower unemployment rates. There is new interest in the country after the change of president.
  19. India: While India has a large and diverse labour market, certain regions and industries have historically experienced lower unemployment rates.
  20. Sri Lanka: Sri Lanka’s diverse economy, including services and manufacturing, has contributed to relatively lower unemployment rates.

Reasons a Coworker Thrives

  • Skills and Competencies: Possessing the right skills and competencies for the job at hand is crucial. Employees who continually develop their skill set and stay relevant in their field are more likely to thrive.
  • Focus on the tasks they have been hired for: The employees, especially in 2023, are very focused on working on the tasks they have been hired for, so you should not expect that specialists will stay long if they actually do everything else. The employee in 2023 has a solid focus on their own development, their specialty, and their work tasks. But therefore, it has less flexibility to take care of other unrelated tasks.
  • Positive Attitude and Work Ethic: A positive attitude, strong work ethic, and proactive approach to tasks contribute to success. Coworkers who demonstrate enthusiasm and dedication often thrive in a company.
  • Adaptability and Flexibility: The ability to adapt to changes, embrace new technologies, and remain flexible in the face of evolving circumstances is a key factor in success.
  • Effective Communication: Good communication skills, including active listening and the ability to express ideas clearly, facilitate collaboration and understanding among team members.
  • Socialisation: cohesion, low distance between employee and manager, shared social experiences, creating unity, and being together are important key words. Belonging and relationships are very important in the year 2023.
  • Teamwork and Collaboration: Employees who work well in a team, support their colleagues, and contribute positively to the team’s goals often thrive in a company.
  • Empathic leaders in demand: An analysis, from 2022, shows 26% of employees leave due to “bad management” from their immediate boss; leadership training is definitely important; empathy, motivation, and inspiration are sought after. A manager who is there for you and who can guide you as an employee. The leadership role is much more of a mentor in 2023.
  • Leadership Qualities: Individuals who demonstrate leadership qualities, whether in formal leadership roles or informally, often contribute significantly to the company’s success.
  • Continuous Learning and Development: Embracing a culture of continuous learning, seeking professional development opportunities, and staying curious about industry trends contribute to individual success.
  • Goal Alignment: When an employee’s personal and professional goals align with the company’s mission and values, there is a higher likelihood of success and satisfaction.
  • Recognition and Feedback: Regular acknowledgment of an employee’s contributions and constructive feedback contribute to job satisfaction and motivation.
  • Work-Life Balance: Companies that promote a healthy work-life balance and employee well-being often see higher levels of engagement and productivity.

It is crucial to conduct an analysis to identify areas for improvement within your company. This is particularly important because employees who are not satisfied with their roles are more likely to leave the company. Not addressing and resolving any issues within a company is highly regrettable, especially considering the strong demand for employees in certain countries.
In my opinion, probably the most important task HR has.

“To ensure optimal attraction effect, the job design should be matched to the tasks to be solved, candidates with the right amount of talent should be recruited, and candidates who are expected to be successful should be selected. Additionally, employees should be evaluated during the probationary period (where applicable) and a transition should be secured to an evaluation process that considers the time of the last evaluation and sets goals for the upcoming work period. This process is important to undergo a yearly audit so the data is valid and useful.”

More details

Develop a training programme for HR personnel and hiring managers on the new processes, including modules on unconscious bias training, diversity and inclusion, and effective interviewing techniques. Invest in cutting-edge HR technology, ensuring seamless integration with existing systems, and train staff on the effective use of these tools to enhance efficiency. Implement regular feedback loops to capture insights from the recruitment process and conduct periodic reviews to identify areas for improvement and make data-driven adjustments.

Are there any shortcuts here?

This is often the question you get as an HR consultant. And of course it can be solved in many ways, but if we look at it in a more solid and longer setup, then there are not really any short cuts.
Can you create a new and better image fast so that more people want to work for you? It may have been easier years ago, but today, especially in Western countries, there is “a greater openness about how a workplace works,” so it may take a little longer to build a better and stronger image. But better start today, the faster things shifts.
Some are behind, but there are certainly also many who are well ahead and who are reaping the benefits of their efforts. We have certain companies where the candidates are queuing up to work, so the good news is that it is quite possible.

Some advises for this journey, the focus is on:

  • Lack of skills Alignment: If an employee’s competencies, knowledge or/and skills do not align with the requirements of their role or the evolving needs of the company, it can lead to underperformance.
  • Negative Attitude and Low Morale: A negative attitude, lack of enthusiasm, or low morale can impact both individual and team performance.
  • Lack of leadership experience in change management:  The company has a much greater need to adapt, often faster than the employee can. Not least because of this, the training of managers in change management is important, and employees are trained in adoption and absorption. It significantly improves the positive changes.
  • Resistance to Change: The inability to adapt to change or resistance to new processes and technologies can hinder professional growth.
  • Poor Communication: Ineffective communication, misunderstandings, or a lack of transparency can lead to confusion and decreased productivity.
  • Lack of Collaboration: A failure to collaborate or contribute positively to team dynamics may result in isolated or underperforming team members.
  • Stagnation in Learning and Development: Failing to invest in personal and professional development may result in employees becoming stagnant in their roles.
  • Mismatch of Goals: If there is a misalignment between an employee’s personal goals and the company’s mission, it can lead to dissatisfaction and disengagement.
  • Ineffective Leadership: Poor leadership, including a lack of guidance, support, or clear direction, can negatively impact employee morale and performance.
  • Lack of Recognition: Failure to recognise and reward employees for their efforts can lead to decreased motivation and job satisfaction.
  • Lack of focus on workload: What tasks can an employee realistically solve in a working week? This is a very important focus; we see employees who practically contribute 20%, and we see other employees who contribute 150%, and we can all stretch ourselves, but not permanently. Too high a workload is the typical reason why employees quit.
  • Unhealthy Work-Life Balance: Companies that do not prioritise employee well-being may face burnout, decreased productivity, and higher turnover rates.
    Individual success and challenges are often interconnected with the organizational culture, leadership style, and overall work environment. Addressing these factors can contribute to a positive and thriving workplace.

Begin by conducting a comprehensive job analysis to accurately define roles and responsibilities. Develop detailed job descriptions that align with organisational objectives. Create candidate profiles, considering both technical skills and behavioural attributes, and develop candidate personas to guide targeted recruitment efforts. Craft a multi-faceted recruitment strategy that leverages diverse channels, optimising the use of technology, including applicant tracking systems, to streamline and enhance the recruitment process. Implement a structured screening process involving resume reviews, pre-employment assessments, and initial interviews. Integrate diversity and inclusion into the recruitment process to foster a varied and innovative workforce.

When the concept is created, be sure that it is made so that you do not have to change in the first 9–12 months. It is very important that “what you say is what you do.” You adapt very often, you lose faith in the management image, and changes upon changes create very high turbulence. So make sure you are completely clear that what is “put in the water” can last the next 9–12 months. Then you can adjust.

Foster a collaborative relationship between HR and management through regular strategic planning sessions. Engage management in the development of competency frameworks and candidate profiles. Implement ongoing training programmes for HR and management on emerging recruitment trends, industry best practices, and technology updates. Encourage the development of hiring manager skills in effective talent assessment and interviewing. Establish regular communication channels between HR and management to stay abreast of changing business needs. Ensure alignment between recruitment strategies and organisational goals.

Prioritise creating a positive and transparent candidate experience and implement feedback mechanisms to understand and address any pain points in the recruitment journey. Monitor and improve time-to-fill metrics to ensure minimal disruptions to business operations. Optimise costs by evaluating the effectiveness of various recruitment channels. Emphasise the importance of hiring for cultural fit and long-term potential. Implement post-hire assessments to evaluate the effectiveness of the recruitment process in predicting on-the-job success.

Timeframe

The timetable is, of course, for dialogue, but here, if you only need to implement two areas, I would recommend involving a team in HR to create work models and identify the appropriate tools.

If you have to go to several cities, several units, and several countries, it will probably take a little longer.

The maximum you can probably manage to create from changes or adjustments to existing HR processes per year is probably 6, but it requires a lot of coordination and, not least, experience to steer clear of misfortunes. If you want to use several devices, as stated here, it is smart to first test everything on one device before implementing it on several devices.

Remember to insert measuring points so that you can measure the progress of the process and the results achieved.

Timeframe example

The implementation of enhanced recruitment and evaluation processes is a phased approach.
Phase 1: (Months 1-2) involves conceptualisation and stakeholder alignment, including competency mapping and technology assessment.
Phase 2: (Months 3–4) design proces: HR makes all the tools and finds all the models and tools to guide and hold the project on track.
Phase 3: (Months 5-7) focuses on piloting in one department, with continuous feedback loops for adjustments.
Phase 4: (Months 8–10) entails full-scale implementation across the organisation, with ongoing monitoring and refinement.
Phase 5: (Months 11–12) Eventual adjustments.

Rec_Eval_1512BC_1_900_542

This will be quite a fast process and requires an experienced Human Resources Leader, the right Human Resources people, and committed management.

Link performance metrics derived from the evaluation process to individual and departmental Key Performance Indicators (KPIs)/Success Factors (SF’s).

Align salary adjustments with demonstrated performance, creating a merit-based compensation structure. Conduct regular performance reviews aligned with the organisation’s fiscal year.
At least once a year, as well as a half-yearly follow-up. You look back at what you have achieved, and then you set goals for the coming year.

Integrate feedback from evaluations into the salary adjustment process, rewarding high-performing employees accordingly.

One way to create a connection between performance and salary raise is by rating employees on a scale from 0.0 to 5.0, with each rating corresponding to a specific salary increase. You typically want to look at the general salary increase for society, let’s say 4.5%; in other words, all those who solve their tasks well, e.g., level 3, get 4.5%. Those below the level then get less than 4.5%, and those higher get, for example, a 6 or 7% salary increase. It is necessary to consider the budget allocated for salaries. Adding additional steps between 1-2-3-4 and 5 would enhance the level of nuance.

In conclusion, the journey towards elevated talent acquisition and performance evaluation is a multifaceted and ongoing process. By meticulously shaping the concept, structuring processes for efficiency, implementing with precision, highlighting key outcomes, and consistently evaluating and refining, organisations can position themselves as employers of choice in a competitive talent landscape.

The staff turnover is also influenced by our collaborative work methods, as well as by various factors:

Inadequate career advancement prospects are frequently a key factor contributing to employee attrition within a company. Individuals pursue professional growth, and if they perceive restricted possibilities within their current organisation, they may consider external options. Employee turnover, which refers to the rate at which employees leave a company, is largely influenced by career advancement opportunities. Industry studies estimate that career advancement accounts for approximately 22% of employee turnover.

Another influential aspect is the work environment and corporate culture. An estimated 15% of employees are likely to resign as a result of discontent with the workplace ambiance, inadequate work-life equilibrium, or interpersonal conflicts. An affirmative and all-encompassing culture is crucial in the preservation of talent.

Compensation and benefits are crucial factors to take into account. Research indicates that approximately 18% of employees leave their jobs because they feel that their salary, benefits, or contributions are not adequately recognised. Offering competitive compensation packages and implementing recognition programmes are crucial for retaining highly skilled employees.

Furthermore, inadequate management or leadership can exacerbate employee attrition. Roughly 12% of individuals may depart as a result of discontent with their supervisors, underscoring the significance of robust leadership and efficient communication within organisations.

Additionally, it is observed that when a company undergoes changes, there are generally 13 distinct stages that are discussed. These changes often lead to a significant amount of employee resignations. The main point here is that as a company expands and recruits specialists or highly educated individuals, they also anticipate that the resources and tools they have been accustomed to working with will be available to them. This transition, exemplified by the shift from a small entrepreneurial firm to a larger organisation employing 50-75 individuals in shaped specialist areas, necessitates a distinct approach to operations. Failure of management to recognise this change can result in significant employee attrition. Put simply, as a company progresses through its natural life cycle, it may need new competencies, knowledge, and skills. This often leads to a conflict regarding the tasks assigned to the employee and the actual requirements of the company.

Another significant factor contributing to employee resignations is “ineffective leadership,” characterised by a lack of clarity and definition or missing out on motivation, inspiration, or direct leadership. Various analyses, including those conducted by collaborative groups, support this conclusion, indicating that it is one of the primary reasons employees choose to leave their positions. In general, it is crucial that managers receive training in leadership, change management, and approachability, as these are commonly identified as key areas of improvement in everyday management perception.

Furthermore, a discrepancy between job roles or dissatisfaction with job responsibilities can contribute to approximately 13% of employee turnover. It is essential to ensure that employees’ skills, interests, and job roles are well-matched in order to promote job satisfaction and employee retention.

The provided percentages are estimations and are subject to variation depending on the industry, region, and other relevant factors. Gaining comprehension of and tackling these factors can assist organisations in formulating strategies to augment employee retention.

There are especially these reasons:

  • No actual resources or time have been set aside to design the platform or implement it.
  • Does the CEO or management not participate enough in the process?
  • The CEO and management must accept that it takes time.
  • There has been no training in change management for the managers or in absorption and adaptation for the employees.
  • Status is not communicated often enough.
  • The management structure must come from the top down, as must the behaviour.
  • You choose to change course shortly after the implementation; it creates change upon change, and it confuses a lot; it creates unrest and distrust in the management image.
  • You work on assumptions and not facts.
  • Programmes are not in sync with the business plan, culture, and direction of the CEO.
  • L&D is not on the same page as HR!

Establish a comprehensive set of KPIs, including time-to-fill, cost-per-hire, offer acceptance rates, and quality of hire. Regularly review and refine these KPIs based on organisational and industry benchmarks. Collect feedback from hiring managers, HR teams, and new hires, and use feedback to drive continuous improvement, adjusting the recruitment and evaluation processes as needed.

I have written KPI because it is the “light” slightly financial way of working, but I recommend that you expand it and in your recruitment and evaluation work more carefully and assess candidates based on their full amount of talent, a model we call create success factors that also cover competences, knowledge, skills, and behaviour.

Related information

(Alphabetically)

Effective Talent Management: Strategies for Organizational Success
– by Cornelia Droge, Yan Shen, and Elizabeth A. Mone. First published in 2015, this book explores various talent management strategies and their impact on organizational performance, offering practical guidance for HR professionals and leaders.

Hire With Your Head: Using Performance-Based Hiring to Build Great Teams 
– by Lou Adler. Adler introduces the Performance-based Hiring system, which focuses on understanding candidates’ past performance as a predictor for future success.

Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics
– by Gary Cokins. Published in 2016, this comprehensive guide delves into the intricacies of performance management, integrating strategic execution, methodologies, risk management, and analytics to drive organizational success.

Recruiting in the Age of Googlization
– by Ira S. Wolfe. A deep dive into the intersection of technology, business, and recruiting. Wolfe explains how the digital age has transformed the recruitment landscape.

Talent Management: Cases and Commentary
by Eddie Blass, Kamel Mellahi, and Mustafa F. Ozbilgin. Published in 2013, this book offers a collection of real-world cases and expert commentary, providing valuable insights into contemporary talent management practices and challenges.

The Essential Performance Review Handbook: A Quick and Handy Resource for Any Manager or Human Resources Professional
– by Sharon Armstrong. First published in 2010 and updated in subsequent editions, this practical handbook offers tips, tools, and best practices for conducting effective performance reviews, enhancing communication, and driving employee development.

The Rare Find: Spotting Exceptional Talent Before Everyone Else
– by George Anders. Anders focuses on how to spot exceptional talent by looking beyond the traditional resume. It delves into identifying those hidden qualities that can transform an organization.

The Talent Code: Greatness Isn’t Born. It’s Grown. Here’s How 
– by Daniel Coyle. While not strictly about recruiting, this book offers insights into the science and art of skill development. Recruiters can benefit from understanding what makes people talented and how to identify potential.

Topgrading: How Leading Companies Win by Hiring, Coaching, and Keeping the Best People
– by Bradford D. Smart. This book provides a methodology for increasing your hiring success rate by focusing on the top 10% of talent available.

Who: The A Method for Hiring
– by Geoff Smart and Randy Street. Learn a simple, practical method to ensure you hire the right person every time. This book provides a clear process for recruiting and is a favorite amongst many HR professionals.

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