Employer Brand Metrics and Analytics

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An overview of the latest best practices and trends in employer brand measurement, helping you to identify the right metrics, linkages and and potential returns on
your employer brand marketing investments.

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  • In previous presentations we’ve tended to focus on campaign measurement, but we thought it would be useful to take a wider look at employer brand metrics and linkages which we believe to be equally important but generally receive less attention.
  • During this webinar I’d like to demonstrate the relationship between campaign measurement and other types of measure which we believe companies should also consider incorporating into their metrics dashboards.

    To fully understand the all round strength and value of your employer brand you need to follow it through the full employment lifecycle from first awareness to full employee engagement and advocacy.

    I’m going to be making the case for switching your attention from cost per hire to quality of hire, paying closer attention to brand experience and trying to make more use of data linkages to fully understand the role of the employer brand in driving value within the business.
  • Data analysis has become a sexier subject over the last few years. Thomas Davenport and DJ Patil recently claimed in HBR that the sexiest 21st century jobs would be in data science. You should note that they are data scientists themselves, in which case this may well be blatant self promotion. Alternatively, you might conclude that they ran the numbers and reached the solid data driven conclusion that data nerds are now officially sexy.
  • I’d like to start with the three categories I mentioned in the introduction. Old Spice like Data Science used to be thought of as rather musty, and decidedly unsexy.
  • Then came the refresh. There was a new marketing campaign – ‘The man your man could smell like’ -> which resulted in a surge in brand engagement and more positive brand perceptions. In turn this produced a surge in brand performance. In other words they started to sell a lot more product.
  • Of course marketing teams and their agencies generally claim success. Marketing people by nature are sunny side up kind of people. However, the money men who determine investment like to see the numbers, and the more diligent marketers also like to understand what has driven the success, so they can repeat it, and build on it.

    For this you need three kinds of measure – Investments made in different kinds of marketing activity. Measures that help you to evaluate the effect of these activities on brand perception. And finally, the impact that these changes in brand perception have made on the business.
  • In Old Spice’s case, the campaign involved a significant financial investment. Unsurprising considering it was launched in a Super Bowl ad break. However, from a media efficiency perspective they hit gold as when the ad was posted on YouTube it generated more views in 3 days than Obama’s inauguration speech. It also generated significant levels of active brand engagement on Facebook and other social channels. And the ultimate brand engagement – product sales – rose sharply. This was truly the sweet smell of success.
  • In many respects what I have shown you is still campaign measurement. Awareness, brand engagement and advocacy are ‘buzz’ metrics. They can be shown to generate sharp spikes in sales activity, but the big question from a brand perspective is what about the long term effect. Once you remove the campaign stimulus – what is left behind in terms of lasting brand perceptions and brand loyalty?
  • What we are taking about here is brand equity - lasting perceptions of the brand (as opposed to the campaign) that will continue to deliver lasting value. Just think about Apple for a moment, a company that has generated an incredibly high level of brand equity. This means you seldom see advertising for new Apple products. It now takes very little to persuade people to buy apple products because they are already bought into the brand.
  • So, how does this translate over the employer brand measurement? Well, the marketing measures and brand measures are very similar. The difference is in the performance measures. The ultimate goal is not loyal and frequent purchasers, but high quality and highly engaged talent.
  • The other major difference is that there is a much bigger focus on measuring the brand experience. Your relationship with an aftershave is pretty simple. You either like the smell or you don’t. It either makes you feel fresh and manly or it doesn’t. It either finds favour among your target audience, or you make a change…
  • The important starting point is to be clear about what you’re aiming for. Your can’t measure whether you’re hiring and engaging the right people until you’ve defined what the right kind of talent means within your organization.
  • You also need to be clear about what you’d like people to associate with you as an employer and why. The one thing you most want to be famous for - your core positioning, and the other top of mind qualities you’d like to ensure are consistently associated with.

    Everyone wants to be seen positively. Be an employer of choice. What are you promising that makes you different?
  • When you’re clear about who you want to attract and engage, and what you want them to think and feel, then it’s a lot easier to work out the kind of marketing content and media mix that will deliver on these objectives.
  • So starting with your target profile – it pays to define the kind of people you’re looking for in terms of ability and culture fit, the latter being more general, but in some respects often overlaps with general aptitude such as open-mindedness, tenacity, ability to work in a team etc.

    It might of course include some key talent groups where technical ability is a key factor, such as engineers.
  • The kind of people you will have different existing relationships with your brand, from close affinity to unawareness, or worse, active disregard. What the evidence suggests is that the stronger your employer brand reputation, the more likely it is that your target talent will consider your company to be a potential employer. CEB’s research suggests that with similar levels of awareness a strong employer brand will be able to access at least 20% more of the available talent pool than weak employer brands.
  • It pays to estimate the current health of your talent pool, in order to judge the effect of your marketing efforts. Most companies have focused on the number of qualified candidates their marketing efforts produce, but you can’t really judge the wider value of your brand unless you look further.
  • The problem with these general external brand engagement figures is that it only addresses your general objectives – to be known and well regarded. It doesn’t tell you what you’re known for, and how this might compare with your key talent competitors. For those leading companies who target students this kind of data is available through providers like Universum and Trendence. For company A above, they clearly have some way to go if they want to compete for student talent on the basis of being an innovation-driven organization.
  • There are alternatives for mid-career talent, but they are generally more complex and expensive to administer.
  • Turning to marketing effectiveness – the immediate aim may be to generate a healthy flow of high quality candidates, but there are other broader, more long term objectives that should also be considered.
  • With the right software it is now possible to estimate not only the return of different media investments on applications and hires, but also the extended media interactions that may take place before an application is made. Through this kind of tracking you can now begin to evaluate the influence of your social media content on application and offer acceptance.
  • The key indicator for most employers evaluating marketing effectiveness is cost per hire – which is of course important when your budgets are limited – however, it only provides part of the picture.
  • Beyond the relative impact of different media, it’s also important to consider the wider effect of your employer brand on cost per hire.
  • While cost is important – the ultimate test of your marketing success is quality. It’s a bit like the Old Spice campaign. Generating a lot of buzz may generate a lot of trial purchases, but unless you’re building longer term repeat purchase and loyalty, then you’re failing.

  • The contribution of employer brand marketing to high quality talent and performance is clearly more complex than calculating cost per hire. There’s a lot more going on under the waterline than seeing an ad, visiting Facebook and making an application.

    You need to understand people’s brand perceptions and expectations, the quality of their candidate experience, the effectiveness of the selection process and the success of orientation before you can adequately judge what’s driving your success or failure in attracting, engaging and retaining high quality talent.

    Much of this information you can glean from a well constructed New Joiners Survey.
  • And don’t forget the longer term picture, beyond the first year. The true strength and vitality of your employer brand ultimately depends on the quality of your employment experience, and your consistent ability to deliver against your employer brand promises.

    For this reason your employee engagement survey should be considered as a vital contributor to your employer brand metrics.
  • Let me give you a couple of examples..

    The first shows a simple set of questions relating to the core positioning and pillars of a leading FMCG company. The employer brand index is simply the aggregate positive score derived from these 5 questions. In year 1 you can see the employer brand index is reasonably strong overall, but the figures also show relative weakness in two of the 4 pillars. Following 2 years of focused employer brand communication and targeted improvements in people management relating to the EVP you can see a marked improvement in perceptions of the EVP. You can also see how this has translated into much stronger employee advocacy and retention.
  • You can see a similar pattern here. In this case we are showing how different internal perceptions of EVP delivery (again measured by questions relating to each of the EVP elements) correlate with different levels of employee retention. The top 10% of all retail branches (with a 10% higher than average assessment of their employer brand experience) have a 2% lower than average employee turnover, and the bottom 20% have 5% higher levels of employee turnover.
  • When the same bank conducted linkage analysis across its retail estate it also discovered that the locations with the highest internal employer brand delivery scores also had the highest levels of customer satisfaction and sales. In addition it discovered that the correlation between high employer brand delivery scores and customer / sales performance were significantly higher than for employee engagement alone.
  • In summary, you should ideally be tracking employer brand strength across every step in the employment lifecycle from flirting to happy ever after.
  • Employer Brand Metrics and Analytics

    1. 1. Employer Brand Metrics and Analytics Identifying the Right Measures, Linkages and Returns on Your Employer Brand Marketing Investment Richard Mosley – Global VP Strategy @rimosley
    2. 2. Agenda • The difference between campaign evaluation and brand evaluation • Tracking employer brand perceptions through the full employment lifecycle • Why quality of hire is the pivotal measure of recruitment marketing effectiveness • Why measuring employer brand experience is critical to evaluating employer brand vitality • Why talent analytics and data linkages are crucial to securing employer brand investment
    3. 3. Data analysis is officially sexy “The sexiest jobs in the 21st Century will be in data science” Thomas Davenport and D.J. Patil, Harvard Business Review
    4. 4. Marketing Basics - The Musty Smell of Brand Decline Marketing Brand Performance Perception Old fashioned Old men’s aftershave Sales
    5. 5. The Sweet Smell of Success Marketing Brand Performance Image Contemporary / Hot The scent of a real man Sales Fresh Campaign More focused targeting More compelling idea More effective media
    6. 6. Three Key Types of Brand Measurement Marketing Measures Brand Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your brand have on performance? Targeting the right people With the right messages Through the right media Triggering the right response Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image / experience Brand preference and loyalty Sales premium & volume Customer loyalty Market share Profitability
    7. 7. Three Key Types of Brand Measurement Marketing Measures Brand Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your brand have on performance? Targeting the right people With the right messages Through the right media Triggering the right response Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image / experience Brand preference and loyalty Sales premium & volume Customer loyalty Market share Profitability Campaign cost: $11.4 million Campaign impressions: 1.4 billion You Tube Views: 20 million in 3 days (Launch ad now = 49 million views) Brand engagement Facebook interaction: + 800% Sales growth: +100% Market share: +5%
    8. 8. Campaign Measurement vs. Brand Measurement Marketing Measures Performance Measures How effective and efficient are your marketing activities? How much impact does your marketing have on performance? Targeting the right people With the right messages Through the right media Triggering the right response Brand awareness and familiarity Brand engagement and advocacy (BUZZ) Sales premium & volume Customer loyalty Market share Profitability • There is a difference between campaign measurement, which tracks the immediate response to marketing stimulus, and brand measurement.
    9. 9. Campaign Measurement vs. Brand Measurement Marketing Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your marketing have on performance? Targeting the right people With the right messages Through the right media Triggering the right response Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image / experience Brand preference and loyalty Sales premium & volume Customer loyalty Market share Profitability Brand Equity Future value (in addition to immediate campaign effect) • There is a difference between campaign measurement, which tracks the immediate response to marketing stimulus, and brand measurement. Companies like Apple have significantly decreased their spend on marketing as their brand equity has increased.
    10. 10. Employer Brand Measurement Marketing Measures Brand Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your brand have on performance? EXTERNAL Targeting the right people With the right messages Through the right media Triggering the right response EXTERNAL Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image Brand preference and loyalty EXTERNAL Quality / diversity of talent pool, applications and hires Conversion rate and premium Cost per hire / time to hire
    11. 11. Employer Brand Measurement Marketing Measures Brand Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your brand have on performance? EXTERNAL Targeting the right people With the right messages Through the right media Triggering the right response EXTERNAL Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image Brand preference and loyalty EXTERNAL Quality / diversity of talent pool, applications and hires Conversion rate and premium Cost per hire / time to hire INTERNAL Candidate management On-boarding People management INTERNAL Employer brand experience and perceptions INTERNAL Talent bench strength Engagement and retention Performance Advocacy and referral
    12. 12. Clarifying your objectives Performance General objectives: High quality, high engagement Specific objectives: Target Profile Quality and diversity objectives Key capabilities & culture fit Current vs desired Start Here Unlike consumer marketing you don’t want to attract everyone
    13. 13. Clarifying your objectives Brand Performance General objectives: Compelling reputation and experience General objectives: High quality, high engagement Specific objectives: Employee Value Proposition Define your desired brand associations Core positioning and pillars Specific objectives: Target Profile Quality and diversity objectives Key capabilities & culture fit Current vs. desired Current vs desired Start Hereand Work Backwards….
    14. 14. Clarifying your objectives Marketing Brand Performance General objective: Minimum spend, maximum impact General objectives: Compelling reputation and experience General objectives: High quality, high engagement Specific objectives: Marketing Mix Define your strategy The right content and media mix Specific objectives: Employee Value Proposition Define your desired brand associations Core positioning and pillars Specific objectives: Target Profile Quality and diversity objectives Key capabilities & culture fit Current vs. desired Current vs. desired Current vs desired Start Hereand Work Backwards….
    15. 15. Target Profile and Talent Pool • Let’s first assume you’ve defined the kind of people you’re looking for in terms of aptitude and culture fit • They’re out there. • You want to get their attention. • Build a positive relationship with your brand. • And ideally join and commit themselves to your organization as high performing employees.
    16. 16. Assessing Your External Talent Pool and Brand Engagement Levels • This target talent pool will have different relationships with your brand • The stronger your employer brand the more likely your target talent are to consider you • You need to clarify your starting point before you can assess your success Actively engaged Unaware / Disengaged
    17. 17. Assessing Your External Talent Pool and Brand Engagement Levels • The first step is to assess the current size, quality and level of engagement with your Talent Pool(s) o ATS data / LinkedIn members and followers Qualified candidates Immediate talent pool: Active followers Accessible talent pool: Accurate contacts Total talent pool: e.g. estimated number of qualified engineers
    18. 18. Assessing Your Potential Talent Pool and Employer Brand Image • Depending on the status and targeting objectives of your organization you can also commission research among students to assess awareness, consideration, preference and brand image. Innovation Attractive/exciting products Ethical standards Financial strength Prestige Inspiring management Market success Fast-growing / entrepreneurial Corporate Social Responsibility Environmental sustainability COMPANY A B C D E AWARENESS
    19. 19. Assessing Your Potential Talent Pool and Employer Brand Vitality • It’s more difficult / expensive to assess external image among the more general talent population. • However, you might consider: o Commissioning an ad hoc image survey focusing on key target groups o Adding employer image questions to corporate / customer image surveys o Adding image questions to your new joiner survey
    20. 20. Recruitment Marketing Effectiveness • Identifying the content / media mix that will help you maximize the size and quality of your talent pool, and build employer brand reputation and engagement Increasing the number and quality of qualified candidates Extending the reach of your immediate talent pool Extending the size of your accessible talent pool WHILE BUILDING BRAND REPUTATION AND ENGAGEMENT
    21. 21. Vendor Metrics Conversion (ATS) Extended Media Interaction Initial Media Interaction Tracking to Hire Recruitment Marketing Effectiveness - Campaign Measurement • It is now possible to track media interactions between first campaign interaction (e.g. click- through) and conversion to application / offer / hire • Enables companies to estimate the cost per hire of paid media investments and the potential role / influence of other owned and earned media
    22. 22. Recruitment Marketing Efficiency – Cost per Hire STRATEGY SUMMARY - CAMPAIGN TO DATE Type Cost Impressions Clicks Started Applications Applications CPA Interest Offers COST PER HIRE Ad Group 38,756.26 16,935,309 101,068 5,933 1,761 £22.01 151 24 1,614.84 Banner 21,962.14 4,699,786 45,493 4,461 1,749 £12.56 74 12 1,830.18 Blog £0.00 603 0 13 5 £0.00 0 0 - Careers Page £0.00 0 7,612 1,491 600 £0.00 22 4 0.00 Email 27,115.22 330 11,298 1,595 631 £42.97 29 5 5,423.04 Job Posting 228,315.05 0 62,604 25,840 12,838 £17.78 872 103 2,216.65 Profile 290.03 0 142 46 18 £16.11 0 0 - Skyscraper 183.99 562 3 0 0 - 0 0 - Grand Total 316,622.69 21,636,590 228,220 39,379 17,602 £17.99 1,148 148 2,139.34 • A key indicator of marketing efficiency • Cost per hire is a function of : o content effectiveness (right message) o media efficiency (right channel)
    23. 23. Recruitment Marketing Efficiency – Cost per Hire • A key indicator of marketing efficiency • However, CPH also depends on the underlying strength of the employer brand o Marketing investment has a long term effect on cost per hire, in addition to the more immediate ‘transaction’ o LinkedIn research indicates that overall cost per hire is 50% lower among organizations with strong employer brands o Strong brands • attract more attention and response per campaign impression (more bang per buck) • deliver higher levels of offer acceptance (brand preference in competitive bid situations) • enable offer acceptance at lower salary premium (50% lower on average according to CEB research)
    24. 24. Recruitment Marketing Effectiveness – Hire Quality & Performance • The ultimate goal, the most important measure and the most under-used • The focus of more sophisticated talent analytics companies like Google and Phillips • Generally a combination of: o Hiring manager satisfaction o First year attrition (indicating level of ‘fit’ & engagement) o First year (or 2 year) performance rating Media Interaction Conversion Hire Quality & Performance Which marketing activities delivered the best quality hires? Cost per hire? Requires a longer term view
    25. 25. The Role of Employer Brand Expectations and Experience • Since hire quality is determined by engagement (retention) and performance, it’s also essential to evaluate employer brand expectations and experience as well as your content / media mix Candidate Experience Media Interaction Conversion Hire Quality & Performance On-Boarding Experience New Joiners’ Survey Brand familiarity Competitive set Brand expectations Setting brand expectations Reinforcing brand expectations Building brand engagement Engaged and performing Process evaluation Gaps between expectation and experience Process evaluation Gaps between expectation and experience Impact on retention and engagement
    26. 26. Hire Quality, Brand Engagement and Experience • The true long term strength and vitality of the employer brand depends on the employment experience • Leading organizations increasingly developing an internal employer brand index to measure o The consistency with which the organization is delivering on the employer brand promise / EVP o Linkage between employer brand experience, employee engagement and business performance Conversion Sustained Performance On-Boarding Experience Employment Experience Candidate Experience Media Interaction New Joiners’ Survey Engagement Survey Incorporating EB Index Perceived delivery of the EVP / Employer Brand Promises
    27. 27. Employee Engagement Survey (% FAVOURABLE) Year 1 We demonstrate a Passion for Excellence 75 We can make a personal difference 77 We work together to win 70 We make our company a fun place to work 64 We enable people to realize their full potential 51 Employer Brand Index Example – European FMCG Yr 3 79 +4 85 +8 76 +6 71 +7 60 +9 Employer Brand Activation EVPPillars Employer Brand INDEX 75 Employee Advocacy (Recommend to others) 65 Employee Commitment (Intend to stay) 57 82 +7 74 +9 70 +13
    28. 28. Branches Employer Brand Index Employee Retention Top 10% 10% -2% 10 - 20% 4% -1% 20 - 40% 3% -1% 40 - 60% -2% 1% 60 - 80% -4% 3% 80 - 90% -8% 5% Bottom 10% -12% 5% Equal to / greater than the median Less than the median Retention Linkage Example – Global Retail Bank • LinkedIn found that employee turnover among companies with a strong employer brand is 28% lower on average than moderate to weak brands. • The average cost of turnover replacement ranges from 90-200% of an employee’s average salary. (Saratoga Institute). • The Dutch retailer Ahold’s employer brand led approach to engagement reduced employee turnover by 15% and saved 14 million Euros per year.
    29. 29. Branches Employer Brand Index Employee Engagement Customer Satisfaction Sales Performance Top 10% 10% 13% 3% 35% 10 - 20% 4% 7% 2% 19% 20 - 40% 3% 6% 2% 10% 40 - 60% -2% -2% 1% 2% 60 - 80% -4% -6% -1% -11% 80 - 90% -8% -10% -2% -22% Bottom 10% -12% -14% -2% -39% Equal to / greater than the median Less than the median Performance Correlation Employer Brand Index correlation with 0.45 0.41 Customer Satisfaction Sales 0.35 0.39 Customer Satisfaction Sales Engagement Index correlation with Performance Linkage Example – Global Retail Bank
    30. 30. Talent Lifecycle and Linkages • You need to be consistent across every link in the cycle to build a strong employer brand The right content through the right channels to the right targets Reinforcing a positive brand image among all applicants Selecting and converting the very best candidates Ensuring joiners feel they’ve made the right brand choice Building brand engagement, loyalty and advocacy Conversion High Quality Talent & Performance On-Boarding Experience Employment Experience Candidate Experience Media Interaction THE ULTIMATE GOAL Marketing Efficiency (cost per hire) Employer Brand Marketing Effectiveness - strong reputation, talent quality, engagement and performance
    31. 31. Current State of Talent Analytics • If you’re not there yet, don’t despair. • While many organizations are heading for the summit. • Most are still on the lower slopes.
    32. 32. Key Take-outs and Recommendations • You need to differentiate between (short term) campaign metrics and (longer term) brand and performance metrics to establish a fully effective measurement dashboard • Try and shift the focus from cost to value-add (hire quality, engagement and performance) • Consider New Joiner Surveys to better understand and improve: o Brand expectations (are they aligned with your EVP?) o Candidate and on-boarding experience (where are the gaps between brand expectations and intentions?) • Consider developing an Employer Brand Index to assess delivery against your EVP • Think like a data scientist – explore linkages and analyse connections to build you business case for the right future investment
    33. 33. Thank You I hope you now feel sexy and ready to measure.
    34. 34. And if you’re interested in reading more…. Now available for pre-order on Amazon “A highly practical guide to a management discipline we take very seriously at McDonalds. It’s also a highly enjoyable read, packed with stories and fresh ideas. If you want to shake things up a bit, I suggest you buy this book” David Fairhurst - Chief People Officer for McDonalds in Europe “This book demonstrates how and why employer brand management lies at the heart of the most effective talent strategies” David Henderson – Chief Talent Officer – Met Life “Highly informative and practical, this is the kind of book that breaks new ground to really make a difference” Kevin Lane Keller – Author of ‘Strategic Brand Management’ “By far the best documentation and analysis of current thinking around the evolution of recruiting I’ve ever seen” Gerry Crispin – Founder of CareerXroads "A clear and compelling guide to building a distinctive employer brand and the competitive edge you need to attract and engage the best available talent“ Simon Riis-Hansen - Senior Vice President, Executive HR
    35. 35. Richard Mosley is widely recognised as one of the leading world authorities on employer brand development and management. His first book, ‘The Employer Brand’ (Wiley) published in 2005 has become a global best-seller, and the sequel: ‘Employer Brand Management: Practical Lessons from the World’s Leading Employers’, published by Wiley in September 2014, tracks the evolution of the discipline over the last 10 years, highlighting the latest best practices and trends that are likely to shape the future of recruitment, employee engagement and HR / talent management. Richard’s thinking draws on over 25 years’ experience in both brand management and HR consulting. Richard has led global employer brand development projects for a host of leading companies including Bacardi, BP, Coca-Cola, Ferrero, GSK, HSBC, Lafarge, LEGO, L’Oreal, JTI, Met Life, Nokia-Siemens, PepsiCo, RBS, Santander, Unilever and Verizon.. Richard is a regular key note speaker and chairman at employer brand events around the world, and was recently awarded by the Asia-Pacific HR Congress in Mumbai for his contribution to Global HR Innovation. e: richard.mosley@universumglobal.com Twitter @rimosley uk.linkedin.com/in/richardmosley We offer a full range of talent research services including our annual Global Student and Young Professional Surveys (1.3m participants in 54 countries), bespoke employee surveys and internal / external focus groups and depth interviews. Our highly experienced global consulting team helps clients develop effective employer brand strategies, including EVP development, target group segmentation and personas, and integrated internal / external activation strategies. We offer a range of communication solutions from career site development (Gemini platform) and social media campaigns to print collateral and on-campus display materials. Our leading edge social media solutions utilize our proprietary social engagement tracking tool – Iris. We offer a range of measurement and tracking tools, including both employer brand awareness and reputation monitoring as well as more specific campaign measurement tools.

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