Reasons People Leave Their Job - Ppt Download

Hello Friends,

I am running a placement consultancy; in my organization, mostly employees are MBA (HR). We are facing a problem that they leave their jobs frequently. What is the reason behind this? We train freshers, and after 3-4 months, they leave their jobs.

Please provide some suggestions.

perfect11.hr@gmail.com

Perfect Solution Consultancy

There are so many reasons. Maybe the work environment or job nature, and the main thing is salary. Could you please tell me the salary range for MBA HR in your organization.

Yes, you are right. But if these things are the reason behind this, then why after 3-4 months and not after 1 month?

Don't you take an exit interview? Wouldn't you be interested in knowing the reason straight from the horse's mouth, instead of guessing.

Regards,
Shikha

Your query is about candidates leaving their jobs very frequently. From a candidate's perspective, I can share a few points.

1) The work environment
2) The pressure to reach the target

The second point is crucial. There should be stress relief or management games conducted to help employees cope with pressure. In a consultancy where I worked, the work environment was very positive. Every Saturday, there was music playing in the office, creating a lively atmosphere without stopping work. This was something everyone enjoyed. Additionally, there was a point system implemented. Employees were divided into 2 groups, and there was a competition to see which group could place more candidates. The winning group would receive a bonus, but the rule was that each member of the winning group had to have placed at least one candidate.

Strategies should aim to motivate employees to work efficiently. I hope this information was somewhat helpful to you.

Hello,

Yes, I think Jyoti is right. To learn about all the processes of recruitment practically, 3-4 months is sufficient. Then after, they left the job...

Overqualified, underpaid, not up to candidates' expectations. Possibly learning the trade and moving on. Your staff may learn on the job, apply for companies in which vacancies arise, get them, and move on. Maybe divide the roles and entrust them with larger responsibilities, having the overall control, though. This present genre wants to grow faster, move faster, and doesn't want to wait.

You aren't the only one facing problems, though, which you will surely know. Maybe your consultancy can take diverse assignments. The guys will stick with them. Maybe... not sure. You are the one handling the situation and are therefore the best judge.

Hi, you are looking at a short-time duration of one year. You know better, dear - so tie down the guys for 2 years. Tell them that you will help them with an ideal placement at the end of 2 years. At least you can hold them up for that time. Am I too optimistic or depressing you?

You should make an environment-friendly and the compensation should be good as per the current industry standards. Additionally, you should implement some extra activities in your organization, such as competitions, quizzes, games, etc. It will surely work.

Dear Perfect! (Okay, that's your username.)

I think you need to ask "them" why they are leaving. Is it the work atmosphere, culture, pressure - or even the quality of people who are working/supervising them. Reach out to them first.

No one joins a company (at least freshers) with the view of quitting the job immediately. After all, their profile will bleed if there is no stability observed in any jobs.

Dear,

Yes, you can have an agreement for one year with both parties, that is, the employee and the employer. However, you may face many problems in the agreement because most MBA students do not want to sign it. If they do agree to sign the agreement, the conditions should be in accordance with their preferences.

Regards,

Amrish Singh Raghuwanshi
Mob. 9827071872

I had faced the situation in a KPO.

You are hiring MBA HR's for marketing for a consultancy. Normally, the trend for MBA's is to take experience from consultancies as they are huge in numbers, and freshers are easily placed. After 3-4 months, they start looking for opportunities in companies, whether big or small. This vicious circle will never end.

I faced the same kind of problem in Operations. Whenever I kept well-qualified candidates, they would leave after a few months, so there was no stability. Now, I keep candidates with basic qualifications, train them, and I am glad to say they are very stable. You can try to find out if there are any other reasons for their leaving.

First of all, if you are hiring an MBA HR for the role of a Recruiter, then one thing for sure is that he/she will leave the job in a short duration. Generally, MBA HR professionals join consultancies to learn how to do recruitment and use portals, as their main aim is to become an HR Generalist.

Instead of opting for MBA graduates for recruitment purposes, I would suggest looking for individuals with good communication skills, convincing power, and internet savvy. For Non-IT recruitment, consider candidates with backgrounds in B.Com, B.A., etc. For technical roles, look for someone who has graduated in Computer Science, IT, or related subjects.

Hope this helps.

In my experience, it is a salary issue. It is important to note the expectations of new candidates during the interview process. A contract may not be a perfect solution for this. Many times, outgoing candidates do not provide the correct reasons during exit interviews.

Hi, You need to basically ascertain the following:

1. Why are you recruiting MBA graduates only for this task?
2. Can this be supplemented by other categories as well, and if yes, with what skill sets?
3. What is the modus operandi used by other consultants of your caliber?
4. What are the prevailing salary levels for such categories?
5. What sort of job enrichment do you provide to the candidates?

Please review the revised text and let me know if there are any further changes needed.

First, you correct your English. If the owner or boss is not qualified, how can qualified people stay.

My suggestions are:

(I am speaking from the management perspective, as I always have.)

1. Don't train any MBA fresher.
2. Train undergraduates with a lower salary compared to MBAs.
3. Implement internal contracts for a minimum of 2 years (I am unsure of the validity of such contracts in India).
4. If such contracts are enforceable under Indian labor law, include a clause for compensation from the employee to the company if he/she leaves within this contract period.
5. Include another clause stating that "he/she cannot join any of your competitors in a similar position for the next two years after resignation" (The validity of this clause also needs to be verified under Indian labor law).
6. Motivate undergraduates with commissions, allowances, and bonuses that are not mentioned during interviews or in contracts.

Best wishes.

Hi all,

We are running a recruiting consultancy, but we are facing a problem because we are not able to add new clients. Can anyone tell me how to sort out this problem? There are many HR database CDs in the market. Will these types of CDs help us? Are these CDs genuine? How important is cold calling? I am waiting for your reply. Please also email me at karan_rao@sify.com.

Hi,

My idea on this issue will be based on what I have faced when I started my career with consultancy. The consultancies are good places to learn, but salary-wise, it depends on what kind of clients they target and what kind of sales team they have to get the business. Because once we have properly leveled requirements, we will generate interest in that. However, if your profile changes every day, it may lead to switching jobs.

Therefore, I suggest keeping some strict rules in the offer letter. For example, having a one-month notice period as mandatory, a six months to one-year bond with a retention bonus, and concentrating on the sales team. Check how effective your sales team is in acquiring good business. Never accept whatever you get in the name of requirements. Divide your team into three parts: IT, non-IT, and ITES. Instruct your sales team to bring in good requirements. It is acceptable to have 3-4 recruiters, but they should be efficient in handling tasks. Focus on quality rather than quantity. Having 10 recruiters and paying each 7k is not a good option. It would be better to have 3-4 recruiters and pay them a minimum of 10k. Please forgive me if I have exceeded your expectations.

I hope these corrections help! Let me know if you need further assistance.

Well, you should see that there is no dirty politics prevailing in your organization. Juniors or new recruits should not be exploited by seniors. Other than this, you need to check your job specifications and job description thoroughly. There should not be any discrepancy in terms of the job defined while recruiting and the job actually done after that. That's it.

Include in your agreement a bond when they get hired, if it is legal in your country.

Dear, you can call me on 09720393834 so that I can explain in detail because it needs a conversation between the two of us.

Take care.

Exactly! I have also requested the same! Why is it that this point is left unnoticed?

Hi,

The reason could be that the employees working with you find better opportunities through your own consultancy and then switch over to a new job.

It is an interesting conversation. Dear Perfect, Nothing can prevent an employer from entering into an agreement/contract/bond of one year. However, it would serve little purpose since bonded labor is not legally tenable in India, and signing a bond is tantamount to acceding (in spirit) to a relationship involving bonded labor. There is a precedent set up in this regard way back in the 1950s where some Thapar Industries lost a case in this regard. The judgment pointed out that a bond can only be among equals. The status of an employer and that of an employee is not equal, and hence such bonds have no legal validity. Therefore, an employer cannot force an employee to stay associated with it for any period of time. So if an employer thinks that entering into bonds will solve the problem, then it may soon find itself on the wrong side of the law.

Now coming to attrition. We must accept the fact that the nature of the employer-employee relationship is fast changing. Nowadays, it can be best described as a relationship between two independent thinking adults. If employers can lay off employees due to downsizing, right-sizing, delayering, etc., then they hardly have any moral right left to seek loyalty. I may sound a bit curt, but it is rightly said, if an employer wants loyalty, then it should better hire dogs. Nowadays, the employer should ensure that work, training, etc., are designed to enhance the employability of an employee. On the other side, an employee must ensure that as long as he or she works for an organization, the delivery has to be at 100% efficiency and effectiveness as agreed through pre-agreed KRAs.

In this case, I truly believe that recruitment is no rocket science. The role of operational effectiveness and operational efficiency through the use of technology and advanced statistics is limited beyond a certain level of productivity. After this level, it becomes more of a labor-intensive operation. Hence, an employer in this sector must focus on achieving this target level and should avoid attempting to go beyond it. This should be supplemented with a strategy to ensure that processes meet recruitment targets and not recruiters. Tinkering with compensations, career paths, etc., may not serve much purpose when the demand-supply mismatch favors employees. To gain better insight into real issues, it would be great if data from exit interviews were captured and studied honestly.

Another issue was raised regarding debarring an employee from joining competitors. Forget debarring an employee from joining competitors; an employer cannot even prevent an employee from taking along clients to a competitor. This has legal approval based on a recent judgment in NCR where some bank was complaining in courts for being at the receiving end due to this scenario.

Agreement is not the ultimate solution. What I realize is that when an employee feels a lack of job guarantee along with the salary, they decide to move on. Additionally, motivations play a major role in minimizing attrition.

My dear friend, you need to make your employees aware of their future and why they should work with you. Once they are convinced of this, you will be surprised by the results. In case of any questions or concerns, feel free to reach out.

Thanks

As Jyoti quoted, "Being an MBA, the salary should be quite decent."

I don't think it's right; being an MBA is not at all a great job. How we work and what we work on is important. Regarding Mr. Perfect, you should understand your employees first, then you should assign your work accordingly.

Have a nice day.

Regards, Kiran P Sr. IS Officer Maersk GSC Pune

Hi there,

I am Subramanian. I have more than 3 years of experience in HR. I have also worked as a consultant.

I have come to know that the current attrition rate in your organization is high. I have some reasons; it might be right or wrong. Still, I would share with you.

1. Once a person completes an MBA with a specialization in HR, his/her major aim is to work in corporate. The person would be more keen to do a corporate role. However, it is not necessary that if a person completes an MBA in HR, he/she should get corporate assignments. Companies would select the candidates based on the institutes. If the person is not from a good institute, then he/she should have minimum experience. To gain experience, the person would work in a consulting firm for 6 to 8 months, and after that, they will leave. Once he/she joins a consulting firm, from the second day onwards, they would update their resumes on the job portal. This is the main reason behind the high attrition rate in your organization. It is not that the salary you are providing is less or the work culture in your organization is not good. If a consulting firm maintains an attrition rate of less than 5%, then it is really good. In corporates, the attrition rate is less than 2%. They should maintain less than 2% every month.

I hope you got the point. High attrition rate is common nowadays in consulting firms. I would request you to maintain a good relationship with the employees. The relationship should be in a way that if they leave the organization today, they should contact you tomorrow.

Regards,

Subramanian

Hello Perfect,

Research has shown that employees leave the company because of their managers/bosses. Maybe you need to do your SWOT analysis.

Regards,
Rushil

Hi,

I have been with a consulting company and have experienced the same sort of attrition with my team too. As I was only their manager and not the management, I spoke to many of them later, and this is what I found.

The MBA graduates use consulting and placement companies as stepping stones to corporate openings. If you pay them a good pay package, they use that to get yet another 10-30% hike in the next position, and then they stay just to learn the ropes and move on. This problem also exists with fresh graduates who show much interest in joining smaller firms and then jump to bigger ones.

The solution I could offer to this problem is having a better interviewing structure. Make your interview in such a way that you can check their attitude. Sometimes, family backgrounds also have an impact on the career decisions of freshers. This is not foolproof, but I will keep you posted with further suggestions too.

Lalitha Giridhar

Hello there,

Firstly, I think the training program for the freshers has to be redesigned to include an exit interview. Exit interviews are the best source of information as to why people leave their jobs after their training is over.

Next, I believe that your team has to be "different" in your training sessions. Innovation is the key to surviving in today's competitive environment.

Regards,
Preeti

In consulting, no one would be interested in signing a contract of your own. So, you should consider changing your strategies in terms of salary and incentive plans. If the incentive would be lucrative, then I think employees would love to stay.

In life, what we don't have is more precious than what we have with us. An employee wants to get a job at any cost, but after getting one, he finds that his worth is somewhere else - what he didn't get. After doing a few somersaults, he gets settled and continues with his job. It's like that.

Employee retention is a major issue across all industries and businesses. There are four criteria to increase employee engagement:

1. Freedom to work.
2. Appropriate remuneration.
3. Recognition of performance.
4. A fair amount of job security.

This is easier said than done; look at where you may be missing.

Management and direct managers are the main reasons for forcing employees to leave, especially when they are not involved in their teamwork.

The research shows that only about half of employees leave for a pay increase or promotion. The other half leave because of poor job fit or management conflict. Check out an article I wrote a few months ago with links to the research. [Link outdated-removed]

I believe it's quite different. After completing an HR degree, most candidates aim to join an industrial setup. However, when they are unable to secure such opportunities, they often turn to consultancy work temporarily. Therefore, we need to consider this direction and find a solution.

Hi,

What's the size of your organization? Has your organization matured enough to hire professionals (MBAs) and work with them? Are there proper processes in place? I think you should ask these questions to yourself. Do you have a proper profile designed for an MBA, or are you just hiring MBAs because it's the latest trend?

In an executive search consultancy, the basic work that these executives do is to search through portals, find candidates, and coordinate with client companies and candidates, which any graduate with good communication skills can handle. So, what's the value-add? Where is the MBA adding value if the same is being done by a graduate or, in some cases, even a non-graduate? I guess this question too haunts their minds.

Instead of saying that you will stop hiring MBAs, why not partner with them and utilize their skills in building up your business? There are a few things that you can take care of:

1. Give them additional responsibilities, something like business development, and maybe after their initial training period, you can let them handle a team consisting of graduates and trainees.

2. Limit your MBA hiring and have a mix of MBAs and graduates. This way, you will be able to give them good exposure and growth.

Regards,
Pragya

The solution:

1. Let the training period extend to a desired period to extract the required work from an individual.

2. Include a component of incentive/bonus either in the middle of the year or at regular intervals. Let this be a part of the salary offered, not an extra cost to the company.

3. Identify the demotivating factors. They could be individual-related, target-related, working hours, or working environment.

4. During the interview, emphasize the importance of the job to the individual. Prioritize those in need.

5. Have team games regularly with different groupings each time. This helps in understanding the complete group.

Regards, Bharani M. Kumar

Instead of conducting an exit interview, I would suggest creating a brief questionnaire and conducting a stay interview. During the stay interview, ask employees what they need to perform better, if they have all necessary resources, and if they are facing any challenges. Based on their feedback, implement suggestions while considering your budget and other resources. I completely agree with Mr. Bharani's idea as well.

With Regards, Megha Gupta

I agree with Mamtha.

Nowadays, people often see joining consultancies as a last option. It should actually serve as a platform for them to explore other job offers because they are constantly on portals and have easy accessibility to apply for other positions.

Firstly, it would be beneficial to understand the structure of your consultancy. Is it well-organized? Consider focusing on recruiting graduates as they may be more likely to stay with the company. Implementing in-plant activities can also help reduce work pressure.

Hello Friends,

I am running a placement consultancy, and in my organization, most employees are MBA graduates in HR. We are encountering an issue where they frequently leave their jobs. What could be the reason behind this? We train freshers, and after 3-4 months, they also tend to leave. Any suggestions for a solution would be appreciated.

Email: perfect11.hr@gmail.com
Perfect Solution Consultancy

Hi Perfect,

Everyone here has more or less hit the nail on the head. What Navjot has written is correct. Even if you do include a contract, it has no legal bearing in India and is actually a pain if you try to follow up a case with a court. We don't have any idea of the size of your organization, its complexity, job scope, and description, so giving an accurate answer to your question would not be possible.

I suggest that if you are investing a lot of time and money in training your candidates, you can include a service bond in the employment terms. If a monetary aspect is included, candidates will think twice before leaving, and it would cover your investment too. (It works in the case of those who resign and not abscond)

An exit interview is the right tool to help you, but at the same time, I think you can conduct a survey at the end of a month (or at regular intervals, depending on the target size) to get an indication of the problem. You must realize that if the pay is not sufficient, then your organization is serving only as a stepping stone for fresh recruits, and it will continue to do so.

All the best.

Hello, friend.

As quoted by Ms. Mamta Sekhawat, I wholeheartedly agree with it. Throughout my experience, I have felt that due to the pressure of work and targets, people get stressed out. Being a fresher, it becomes even more difficult for him/her to understand the work culture and future growth prospects. If an employee is leaving within 3-4 months, then salary might not be a major issue because he is clear that his salary shall not increase within such a span of time, and neither shall he get much more in another organization, since he is a fresher.

So, the main thing is the motivation factor that they require. You can come up with some incentive-by-entertainment strategies, Saturday meetings, and try to build a social cum professional friendship with them. Also, try to make them feel that they are in a responsible and respectable role.

It might collectively help us all to troubleshoot this issue, as this is again a common HR problem for all.

Looking forward to a response and suggestions.

Regards,
Biseswar

Why do employees leave their job, especially in a very short time? I also agree with the points that every one of you made.

In my view, any company that recruits people should consider their past experience, i.e., whether the candidate has at least worked for a year in a company. Without this criterion, no company should recruit. This change in approach will alter the scenario significantly.

You can conduct the exit interviews of all employees. During the discussion, you can find out the root cause of their leaving the job in a very short period. Reasons may be related to - 1) Relation with their Boss 2) Lack of learning opportunities 3) Work pressure versus pay package

You can start mentoring your existing employees. This will help you reduce the attrition rate.

Thanks, Shantanu

There are several reasons why people change jobs frequently in India:

1. Bad HR practices such as:
- No proper information on:
- Employee Job Description
- Employee Salary Grade
- Employee Reporting Structure
- Employee Span of Control and delegation of Authority
- Employee Eligibility of perks and benefits
- Manipulation in leaves/holidays/LTC/compensatory off practices to squeeze employees.

2. People who work far distances from home experience longer commuting times.

3. Employers often require employees to spend more time on the job than the standard 8 working hours without any additional remuneration, which is very common in India.

4. Pay Compression: Higher pay for newly recruited employees who perform less creates a lack of confidence in employers valuing employees' worth to the company.

5. Compa-ratio issues: Employees are paid salaries below market rates for specific jobs.

6. Lack of a scientific approach by HR to survey the market price of jobs and assign proper job weightage in the organizational hierarchy can lead to frustration. For example, highly valued job positions may be overshadowed by senior positions from another department dictating employees' status. Accountants dominating over Engineers/Marketing Professionals in chasing claims or reimbursements and clearing bills can be frustrating for the latter.

There are many more reasons related to interpersonal relations with bosses and the impact of bossing culture. Additionally, typical Indian Bania organizations exploiting employees' job needs as their sole survival factor, being exploited out of proportion, is a common tendency among Indian employers.

- Partha

Agreement is not a proper solution. Please find out the root cause and solve it.

Reg
S.N. Prasad

Hi,

This is a common problem faced in consultancies. A lot of people join consultancies for experience and then move on. As Ramesh said, it would be a good idea to empower your current employees with more responsibilities. Handling only recruitments can become very monotonous after a certain point in time. Based on their abilities, along with recruitments, you can involve them in admin, coordination, business development (BD), and other areas.

Making an agreement is not as convincing as legal proceedings, as they are very time-consuming and money-consuming. Moreover, legal actions may put you into hot water and taint your reputation sometimes.

As for high employee turnover, provide them with growth prospects by assigning them different responsibilities. Give them training for one task and keep other training to be given after one gets a good hold over it. This will keep them interested in the job as they would feel some surprise factor in the job.

Hi,

There could be many reasons why a person leaves an organization. The most common one is because of the immediate superior.

It can include location constraints, salary constraints, personal problems (such as issues in the family), work culture, company policies, etc.

---
I have corrected the spelling and grammar errors in the user's input and reformatted the text into a single paragraph with proper punctuation.

Hi, my boss asked me to submit the Domestic Outbound Call Center Payout Format per site. Can anyone help me out?

It has been observed that typically, people leave because of their bosses and not the organization. Therefore, it is suggested to conduct exit interviews with the bosses when employees leave.

Placement jobs are very routine. MBAs think that they spoil their future if they stick around long in a placement agency. Yet some experience is useful for getting talent acquisition jobs in corporates. So, they will surely leave after some time. What is the solution?

Hire ex-HR professional ladies who have had to quit their job due to marriage and children. Alternatively, hire plain graduates and train them.

Hi, following are my beliefs regarding the issues faced by you.

1) Freshly-passed out candidates don't intend to be idle to secure their ideal job. Therefore, they often accept any related job to gain insights into a specific field, such as recruitment.

2) Once they are employed, they start looking for other desired job openings.

3) Salary remains a significant concern for them.

4) The targets and the pressure they may encounter are additional challenges.

Thank you.

I agree with Jyoti. I think you must conduct an exit interview before the candidate leaves so that you will get an idea of why manpower turnover is high and can act accordingly.

Dear Friend,

I don't agree with a one-year bond/agreement. If you implement an agreement, it could have a psychological impact that may lead to reduced productivity, loss of interest, and employees waiting for the tenure to complete before switching over. I believe this is not the right solution. Furthermore, I think the problem lies in the recruitment and selection process. It is essential to select the right person, offer a competitive salary, provide proper training, frequent motivation, appraisals, and proper leadership direction.

I believe this approach could be a solution, as this is what I am implementing in my current role.

Sekar Krishnamoorthy
Executive HR T&D - GKNMH

Hi,

Exit interviews are the best option to identify the cause for resignation. I have conducted some analysis with the help of my HR colleagues in other companies as well. I have attached it for your reference.

Thanks & Regards,
Jaheer Ismail

Dear Perfect,

If you really want a solution, then you have to be very transparent at the induction stage. Before that, the interview panel has to be very clear about the job profile and match the same very deliberately. Bonds will not be a good idea. The placement agency has to really put his/her heart and soul. Just matching profiles will not do.

I also recommend an orientation course/capsule before the final offer. I say this because this is being faced by many organizations; retention is low. One has to really research into this to find where exactly the problem lies. Take it seriously, and it can be solved.

Hello,

You are running a placement consultancy. Following may be the reasons:

1. You are taking fresh MBAs and giving them training. One thing that comes to mind is whether the person who has completed an MBA is really interested in the recruitment process for another company.

2. As a person has just completed an MBA, he/she is in need of a job, so they tend to grab whatever comes first.

3. As a placement consultancy, while screening the candidates, you get acquainted with different types of candidates. This might lead you to think the other way round.

In our company, we provide a brief introduction about our organization. We inquire about the candidate's career choices, the reasons for pursuing their education, and why they opted for this job. This approach helps us in getting a more accurate picture of the candidate.

In my opinion, I suggest the following:

1. Ask the candidate why they are choosing a career as a recruiter.

2. Inquire about the reason for choosing an MBA in HR if the candidate is from a technical or science background.

3. Having an interest or liking does not necessarily mean that he/she will be serious about pursuing this particular career choice.

4. Ask about the candidate's life goals. While this may seem premature for a fresher, it can help in assessing their commitment to their career choice.

Regards,

Rahul R Khodke

09869415332

Hi,

The work profile of a recruitment consultant is essentially very limited, which could be a possible reason for employees to hop jobs frequently. MBA-HR's are aware of the general HR profile, hence have different expectations regarding the same. It might prove to be helpful if you can discuss the job profile in detail during the interview itself, gauge expectation levels, and career aspirations of the candidate. It might turn out that he/she has a long-term plan of going into Corporate HR, and in this case, it would not be advisable to recruit this person. You might find that if you take in graduates, they tend to stick around longer, as they do not have any pre-conceived notions about the work, and hence would be more open towards accepting the same.

Rubina

I think you should sit and analyze. Employees give different reasons or excuses while quitting.

Try to understand their interests beyond the profile assigned to them. Motivate them; perhaps in the initial stage, salary may not be a constraint. Have frequent meetings and interactions with them, gather their suggestions, and don't overlook them just because they are freshers.

However, if you are considering a one-year bond, the conditions will be even more challenging.

Regards, Bagavathi123 🌟

Perfectly said. People leave their immediate seniors. If many employees are leaving frequently, then there is surely something wrong with the immediate HR or the supervisor. Try changing him/her!

Moto1350, well said!

Dear Perfect 11,

I think Mamta is right. The main reason for leaving a job is the pressure to reach the target. I can say this confidently because I am working in a consultancy, and that is the most suitable reason. This is what my colleague and I feel.

Thank you.