1. business and industrial
2. business operations
3. human resources

Session Number 100
Caveat Emptor – Raising Your
HR Technology Market IQ
Freddye Silverman, HRIP
Vice President, Eastern Region
Jeitosa Group International
1
Freddye Silverman, HRIP
• Former VP of HR Technology Solutions at Cendant,
independent consultant for five years, now VP, Eastern
Region at Jeitosa Group International
• In the HRIS field since 1986, with responsibility for HR
technology strategic planning and oversight of global HR
systems and the U.S. payroll system
• Active IHRIM member since 1988 and past president of the
Association, certified HRIP
• Jeitosa Group International provides global, strategic and
functional human resources information technology support to
Global Fortune 1000 organizations.
2
Level Setting
• Source credit is given
• No recommended products – vendor neutral
and not all products or providers in any
category may be mentioned
• Not a case study
• As always, find the best fit for your
requirements, environment and culture
3
We’re here because…
4
Agenda
•
•
•
•
•
•
Movement in the Market
Talent Management, eLearning, Compensation
Workforce Analytics and Workforce Planning
Enterprise 2.0
Deployment options
Product evaluation and selection
5
Recent Merger/Acquisition
Activity
Consulting
Aon
Hewitt
Aon Hewitt
Consulting
ERP Plus
Business
to HCM
Expansion
Business
to HCM
Expansion
Core
Expansion
ADP
Workscape
Towers
Perrin
Watson
Wyatt
Lawson
Epicor
Infor/
Golden
Gate
Capital
Towers
Watson
Enwisen
(service
delivery
solutions)
Spectrum
HR
Lawson
A volatile marketplace makes decisions
more difficult
6
Recent Merger/Acquisition
Activity
Talent
Mgmt
Success
Factors
Jambok
(social mobile
learning)
Plateau
(traditional
LMS)
Talent
Talent
Clients
looking
Mgmt
Mgmt
Talent
Talent
Talent
forMgmt
a ‘holisticMgmt
solution’Mgmt
Organizations looking to round out
offerings and improve market penetrations
Undervalued
companies
areKenexa
good deals
Taleo
Stepstone
SumTotal
ADP
for cash-flush acquirers
Continuing speculation about consolidation,
GeoLearning
Learn.com
Mr Ted
Salary.com
Workscape
PE
buys, gorilla
gobbles
Softscape (e.g. ADP, Kronos)
Vertical
Extension
Kronos
API
Healthcare
(workforce
mgmt
software)
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Why should I care?
Beware the fairy tales of consolidation
• We will continue to support all product lines fully
• We are delighted with our new colleagues and expect
•
•
•
•
to retain all of them
Our customers will see only improvements in support,
product roadmaps and overall happiness
We will have ‘out of the box’ integration soon
We have complimentary architecture
This acquisition now gives us the deepest features
and we are the only vendor with a complete solution
Source: Naomi Bloom, Jason Corsello
8
Leaders and Innovative Players by Segment
Leaders
(a-z)
Players to
watch
(a-z)
HRMS
WFM
Learning
Talent
Mgmt
Recruiting Comp &
Benefits
ADP
Lawson
Oracle
SAP
Ultimate
Workday
ADP
Cybershift
Infor
Kronos
Oracle
Cornerstone
GeoLearning
Plateau
Saba
SumTotal
Halogen
SuccessFactors
Softscape
Taleo
Kenexa
Peopleclick/
Authoria
StepStone
Taleo
ADP
Benefitfocus
Callidus
Mercer
Salary.com
Synygy
Aruspex
Dayforce
Certpoint
Learn.com
Lawson
SilkRoad
Sonar6
Jobs2Web
SelectMinds
bswift
Varicent
Source: Forrester Research 2010
9
What is a Talent Management Suite?
Talent Acquisition
Onboarding
Performance
Management
Learning
Management
Compensation
Management
Career
Development
Workforce Planning
Ancillary Software,
e.g. HR TMS Jobs
SkillSurvey –
Prehire 360
Succession
Planning
10
Creates ‘passive
candidate database’
also – people who
have given references
and checked box to
‘Keep in touch’
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Manager Dashboard – Review Your Metrics
SkillSurvey Goes Mobile
SkillSurvey Mobile
• On-the-go access anytime, anywhere
• Use your iPhone, BlackBerry, Droid, or
Windows-enabled Smartphone
• No hassle for recruiters, candidates, or
references
Integrated with Taleo now;
talking to ADP/Virtual Edge and
Kenexa/BrassRing
13
e-Recruiting
• April 2011 Bersin and Associates study of
talent acquisition market
– Almost 50% of surveyed organizations are looking to switch
their TA vendor The age-old question:
Is technology really the
• Why such market
churn?
problem or are vendors
– SaaS – advantage of ‘low barriers to entry’ is a disadvantage
taking the blame for
when it becomes ‘low barriers to exit’ – easy to switch
broken
processes
without substantial
financial
penalty and
poor
change
management
– Saas contracts
usually
36 months
– many contracts signed
during
in 2008 prior to down
marketand
nowafter
up for renewal
implementation?
– Akin to churn in mobile
phone market where people jump
from one carrier to another hoping for better service, phone
selection, price, reception once cell number portability was
offered
Source: Bryon Abramowitz blog, The HR
Technologist, 4/7/2011
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Talent Management Evolution
v.2
Performance
Management
Compensation
Workbench
iRecruitment
Advanced
Benefits
Global
Core
HR
iLearning
HR
Analytics/
Daily BI
Compensation
Management
2011 Update:
Very little buzz about the
SF or Silk Road ‘core’
Payroll/
modules
OTL
Learning &
Development
Employee
Central
Goal
Management
Performance
Mgmt
Oracle eBusiness Suite HCM
Succession
Management
Recruiting
Inform
(analytics)
SuccessFactors
Business Execution Software
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(BizX)
The increasingly rare bird
•
•
•
•
•
•
Sonar6 – based in New Zealand
“Finally, performance reviews that don’t suck”
Performance Reviews and Succession Planning only
Winner of 2009 PWC High Tech Award
Leads in the user experience area (Bersin)
Performance mgmt should not be about automating
performance…but about making, supporting and
visualizing decisions…that drive corporate
performance. We need more products like Sonar6.
(Corsello)
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TM matrix
Performance
mgmt
Vendor
Comp
mgmt
Taleo
√
√
SuccessFactors
√
√
Halogen
√
√
Silk Road
√
Plateau
√
Saba
Kenexa
ERPs
Sonar6
Authoria
Cornerstone
SumTotal
Learning
mgmt
Succession
Planning
√
You must dig
and √define √the
√
√
functionality
Career
Development
√
Recruiting
√
√
√
√
√
√
Workforce
Planning
Onboarding
√
√
√
√
√
There
a √disconnect
between√ how
√ is often
√
√
the√ TM system
sees the organization of √
√
√
labor
in√a company
and
how the job √
√
√
√
structure
is maintained
√
√ in the core HR
system.
This will hijack any efforts at
√
√
integration. Evaluate
the data structure and
√
quality
of
your√ core HR
system
fully!
√
√
√
√
√
√
Source: Bryon Abramowitz, Random Thoughts blog
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eLearning Market
• Mature technology, long-term vendors
• Global market to reach $107 billion by 2015
according to industry analysts
• Has proven to:
– Reduce operational costs
• Centralizes content
• Lowers logistics cost
– Simplify training programs
• Enables uniformity in content delivery
– Provides flexibility in learning activities
• Anytime anywhere learning
• Access to worldwide mentoring resources
• Control of training calendar from multiple locations
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eLearning Market Scan
Plateau
Saba
Skillsoft
ElementK
Mindleaders
SumTotal
ERPs
(GeoLearning)
Blackboard
Halogen
Topyx by
Interactyx
Cornerstone
on Demand
Knowledge
Planet
Mzinga
Stepstone
(SuccessFactors)
Taleo
Many offer other TM modules, some are pure play
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LMS a la Facebook – Feathercap by Xerceo
• Sign up as an administrator or training manager – no charge to
create a community
– Service plans – ongoing maintenance and development
– Configurable private secure full featured learning environment
• Add team – use template to import learners
• Content management
– Use template to import from Articulate, Lectora, Presentor, Adobe Captivate
– Can build content using their content mgmt system – pull from wikis, blogs,
websites
• Share courses, set up instructor led events, enroll learners, run
reports
• Ease of setup and reasonable cost
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Ventana Value Index
• Don’t just look at the graphics – read the research
• Always read the ‘vendors not included’ waiver
• Salary.com was part of the initial assessment but
then was acquired by Kenexa which did not
communicate its plans for the application’s future
• HRsmart did not respond to inquiries or provide
access to its customers and applications
• Cornerstone on Demand, Excentive, Ultimate
Software and Workday were not part of Ventana’s
research coverage in 2010 but are being assessed
for coverage in 2011.
22
Workforce Intelligence / Workforce Planning/
Workforce Optimization
Workforce Intelligence
•
•
Using metrics and (predictive)
analytics to gain business insight
Market players




Doublestar Workforce Insight
eThority Data Talent
Microstrategy
Embedded third party tools with
intelligence, e.g. Ultipro with
Cognos, SuccessFactors with
InfoHrm
 Proprietary point-and-click and
native SQL tools, e.g, Nuview
 Oracle – BI module, melding
Siebel and Hyperion functionality
into HCM
 SAP – Business Objects
Workforce Planning
•
•
•
Getting the right number of people
with the right skills, experiences
and competencies in the right jobs
at the right time – U.S. Dept of
Heath and Human Services Office
of Human Resources
The confluence of talent
management and analytics
Market players
 Aruspex CAPTure
 Vemo
 Aquire (combines aspects of
intelligence and planning)
 Nakisa (workforce visualization)
 Human Concepts (Org Plus) –
visualization and analytics
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“The Best of Human Capital Metrics” DVD
 Highlights from seven sessions of a Conference
Board meeting
 Managing Tomorrow, Today: the Predictive Analytics Model, Jac
Fitz-enz
 How to Apply Analytics to Business Problems, Jess Harriott and
Jeff Quinn (Monster)
 A better Way to Account for Human Capital Costs, Stephen
Wehrenberg (USCG)
 Workforce Analytics that Drive the Bottom Line, Shyam Patel,
(People Report)
 The New Face of Workforce Planning, Tom Glasscock and Jennifer
Murnane
 Advancements in Analytics, John Gibbons, David Scarborough
 From Reactive to Predictive Analytics, Jac Fitz-enz
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HR still has trouble telling the story…
As in talent management,
where many years in we are
still just automating
performance reviews rather
than driving business
outcomes…
Josh Bersin
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State of HR Metrics – survey results summary
A range of methodologies and software are in place across (mostly informal)
metrics systems
Most HR organizations characterize their HR metrics system as informal and
the majority of systems are partially automated.
Among those systems that are automated, a wide variety of vendor and
consultant-provided software is used.
HR execs also use a variety of measurement frameworks, although balanced
scorecard and custom-built frameworks are most common.
Majority of HR executives are not confident in the effectiveness or impact of
their metrics system
Less than 1/3 of respondents agree that their HR metrics approach is
effective and few believe their system is as effective as those used by other
functions.The majority of HR executives are not confident that HR metrics are
useful in prioritizing Hr activities and investments, are linked to corporate
strategy, provide line managers with the information they need to make
workforce decisions or contribute to improvements in HR or corporate
performance.
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How many think your HR executives would agree
with those statements?
Corporate Leadership Council
Member Survey: Exploring the
Measurement Challenge
Fall 2001!
Not too much has changed in 10 years…
Analytics is an ongoing challenge
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All of your data in one place.
Finally.
Consolidate all data systems…
DataTalent
into one user-obvious
interface.
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Workforce performance, empowered.
Workforce Analytics
Get at-a-glance insight from
dashboards.
Track key metrics and
automate HR reporting.
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DataTalent
Workforce performance, empowered.
“We live in a society bloated with
data but starved for wisdom.”
Elizabeth Lindsey
Ethnographer and National
Geographic Fellow
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Enterprise 2.0
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Enterprise 2.0 – Using Web 2.0 tools
to connect and collaborate
Web 2.0
• Community
– Architecture of
participation
– Collective intelligence
– User-created content
• Technology
– Web platforms
– Rich Internet Applications
– Mobile platforms
Social Applications
• Social Networking
– Locating interesting people and content
– Social profiles
– Social network analysis
• Social Collaboration
– Working with interesting people and
content
– Wikis and blogs
– Instant messaging
– Virtual worlds
– Collaborative office
• Social Publishing
– Sharing interesting content
– Social tagging
– Social validation
• Social Sourcing
– Using social sites such as LinkedIn,
Facebook, etc to source employment
candidates
• Social Learning
– Combining traditional LMS features with
social networking tools like Facebook for
collaborative learning
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Social Software Applications
• Checkster – online reference checking
– Candidate provides behavioral self-assessment
– Reference sources complete same assessment for
the candidate
– Comparison report of both assessments generated
• Rypple – collaboration software
– “Work better, together”
– Web-based software used by teams to stay on track
– Set goals, get feedback, coaching and thanks
– Supercharges communication, gives people control of their own
performance and development
34
And the word is … App
• Word of the year for 2010
• Apple announced its 10
billionth download at the
beginning of March 2011
• Uses of cellphones:
– 1 – email/texting
– 2 – apps
– 3 – talking
• Mobile World Congress,
February 2011,
Barcelona
35
Mobile Apps are expanding
• Buck Consultants
– Benefits Genie Lite and Benefits Genie – to keep track of health benefits
and store key health info that can be shared with a PIN for privacy
• CareerBuilder.com
– iPhone and iPod touch to search for job listings ‘on the go’
• Kenexa 2x Mobile
– access to Kenexa Recruitment, Onboarding and Performance Mgmt
solutions on iPhone and Blackberry. Approve reqs, job seekers can view
and apply for positions
• HRSentry
– Two mobil apps for iPad geared to small business owners and HR pros
– Access to glossary of HR terms and definitions, federal law info and
updates, guide to creating an employee handbook
• Cybershift Workforce Management 3G
– Lets managers and employees view and manage time and attendance data
via Blackberry
• Peopleclick Authoria Collaborate
– Allows managers to approve reqs, view reports and dashboards, candidates
can scan openings and apply for jobs via Blackberry, Android and iTouch
36
In the Cloud
(a throwback to 70’s-80’s mainframe timesharing)
• Public cloud solutions –
purest vision
–
–
–
–
–
• Private cloud solutions
– Take public delivery model and scale it
down to deliver computing capacity for
E.g. Amazon Web Services,
the individual enterprise
Google, Salesforce.com
– For very large organizations, could
Hybrid
Attempt to become one-stop
shop cloud –
reach same economies of scale as
for all of an enterprise’s needs
combines public
public vendors
Centralize all services in a few data
– Consolidate storage and applications,
and private
centers to deliver global services
at
virtualize infrastructure, provide
acceptable performance cloud
acceleration to branch offices and
abstracts away all complexity of a
mobile workers
physical IT infrastructure
– Manage services differently via
Via thin-provisioning and
chargeback – ‘sunk’ data center costs
virtualization, can offer a limitless
are retrievable as a profit center
data center infrastructure at low
– Will not abandon IT investments but
monthly cost
will shift operation models to mimic
public cloud
37
Portals: Market Movement
In the old days (circa 2003-2006)
• ‘Link-farms’ to myriad forms and static documentation
• Plumtree
Portal design firms
• LDS
• Hexaware
• TandemSeven
• Consulting firms – Mercer, TP, Accenture, etc
Pre-Configured Portals
• Towers Watson using Sharepoint
• Unnamed ‘large consulting firm’ has delivered a pre-configured
SAP NetWeaver Portal
38
Why SharePoint?
1. The most ubiquitous portal platform on earth
2. Extremely easy to create, maintain and organize content,
pages
3. Provides a highly personalized, customized role-based
experience
4. Powerful search engine
5. Robust collaboration features
6. Integrates with all ERPs and HR point solutions
7. Deployable on-premise or hosted/SaaS
8. Accessible via browser, smart phones, tablets
9. Accessible from inside and/or outside the firewall
39
Source: Towers Watson, IHRIM Webinar, Creating
a Consumer Grade HR Portal Using MS Sharepoint
SharePoint HR Portal
Full-Time
Part Time
Managers
New Hires
PC
Phone
Retirees
HR/Field HR
HR Service Center
Browser
HR Portal
HR4HR Collaboration
On Boarding
SPDs / Compliance
Career Framework
HRIS
Towers Watson
SaaS Apps
Third-Party
Content, Data, Apps
Content Management
Design, Layout
Navigation
Search
Data Integration
Content Workflow
Web 2.0 Features
Automated Alerts
Authentication & ID Mgmt
Portal Administration
Content Storage (SQL)
Case Mgmt
BenefitConnect
Talent | Reward
Payroll
Training
Pension
Reward Stmt
HCM
eLearning
Time/attendance
Health care
PBM’s
401k
Single Sign On
SharePoint Functionality
Vision
Client
on-prem
Apps
Dental
40
Source: Towers Watson, IHRIM Webinar, Creating
a Consumer Grade HR Portal Using MS Sharepoint
How A Pre-Configured SharePoint Portal Works
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Personalized and targeted content
Pre-configured information architecture
Pre-configured page templates
Pre-written “work events” and “life events”
Pre-configured forms library
News, announcements publishing and automated
publishing (RSS)
Built-in content management & workflow (for
editing, reviewing, approving and publishing)
Quick Links to key content and apps
Links to providers & 3rd party apps
Unlimited depth of content (layers, subsites)
Integrated “Ask HR” Issues and inquiry tracking
Single sign-on
Document Library
Social networking
Audit and archive of compliance content
On-premise or Hosted – identical features and
deployment time
41
Source: Towers Watson, IHRIM Webinar, Creating
a Consumer Grade HR Portal Using MS Sharepoint
Pre-Configured SharePoint HR Portal
Access to personal info
myPortal
Intuitive navigation,
mega menus, get use
to most common
content in 1 click.
Quick Links
exposes important
content typically
only found deeper
in the site
Single-sign on to
essential data and
apps creates a
seamless online
experience
Special call-outs draw
attention to important
information – even
when content resides
underneath the homepage level.
News is targeted based on
location, role or any other
available data element.
Content on topics like Wellness or
financial planning, can be RSS
42
feeds from external sources.
Personalized content is
targeted and filtered
Powerful search delivers
tailored results that can
include other related
sites in the search scope
Live chat or email for
additional information
and assistance
Interactive content,
such as videos
and online polls,
engage users
Rate or share
interesting
articles
Featured stories appear on
home page, all past stories
easily accessible in archives.
Source: Towers Watson, IHRIM Webinar, Creating
a Consumer Grade HR Portal Using MS Sharepoint
Deployment Options
• Build and maintain internal infrastructure
• Buy and maintain internal infrastructure
• SAAS
– Software as a service, “right to use” vs license,
vendor-hosted
– Subscription model – multitenancy
– Web-based software
– Not ASP – limited to configuration not customization
– Single code base deployed across all customers
• Hosted License
– Outsource the infrastructure without giving up ownership
– Personalization of application
– Example: Oracle on Demand
• Outsource – specific functions or CHRO
43
SaaS – be aware
•
•
•
•
•
•
What it is: leased and hosted configurable web-delivered multi-tenant applications
– No infrastructure responsibilities but you still have to pay attention to the
maintenance and upgrades since your application is changing
What it’s not: open your browser, key in the URL and bam! you’ve got a system
Great delivery model, implementation still a challenging project
– Significant time/dollar/resource effort, although typically shorter in duration
than in-house
– Client must understand and define their business processes to select and
configure correctly - “otherwise you pave the cow paths” (Kutik)
– Must convert historical data - cleansed, normalized, mapped
Service and integration with internal systems must be addressed
Biggest concern at many companies is loss of control and data exposure
New acronyms – Plateau Talent Gateway
– PaaS – platform as a service
– CaaS – content as a service
– XaaS – anything as a service
44
45
Product Evaluation and
Selection
46
Does this sound familiar?
47
An Evaluation of ‘Systems’
must include:
PEOPLE
PROCESS
TECHNOLOGY
48
Software Vendor Information
 Capterra.com
 Filter by platform, number of users, features, number of employees,
location, budget
 List produced displays paid advertisers first, followed by complete list of all
vendors in smaller print
 Comparehris.com





Complete tool, view scored list of products closely matching listed needs
Learn the capabilities of listed systems
Determine needs by weighting importance of each feature or option
View Detailed Comparison Screens
View pre-recorded Demos
 Research and advisory firms





Gartner ‘magic quadrant’
Forrester
Aberdeen
IDC
Ventana
49
Items to consider for planning
• Staffing
– Without an appropriately staffed HRIS group to deploy, own and
continuously market the applications, the effort will die on the vine
– Hybrid skill set – high tech, high touch
– If you depend on an internal IT group, what is their skill set? What type
of technologies can they support?
• Define your key drivers
– Determine organizational direction
– Global expansion?
– Emphasis on talent management?
• Economics
– Funding availability
• Timing
– The world moves quickly; if process and technology rollouts don’t keep
up you’ll set yourself up to fail
– Short term planning (up to 1 year) should be your target
50
Objective Vendor/Product Analysis –
Decision drivers and Scenario-based demos (not RFPs)
Decision Drivers
Weight
Vendor Viability
XX%
Usability
XX%
Functionality
XX%
Technology
XX%
Configurability
XX%
Scalability
XX%
Global Capability
XX%
Integration
XX%
Cost/ROI
XX%
Vendor A
Vendor B
Vendor C
5
1
Vendor D
51
Caveat Emptor
• The 80/20 rule applies
– In most cases 80% of the functionality will be common
– What’s that 20% difference and does it matter to you?
– A long list of features doesn’t matter unless they match your requirements
• Use scenario-based requirements for demos
–
–
–
–
–
Send to the short-list vendors ahead of time so they can prepare
Allow the requisite exec summary and system overview
Always remember what your drivers are
Make sure all scenarios are addressed
Save the glitz for last and be a healthy skeptic (demos are meant to be smooth)
• Reality checks
– Search reference lists for comparable situations – software versions, services
selection, consultant roles
– Bad marriages lead to ugly divorces
– Best practices aren’t necessarily the ‘best’ for your company
– Beware the stylish haircut – look in the mirror and make an honest self-assessment
52
53
ROI and ROE
Return on Investment
Return on Expectations
• Why would the CxO write the
check for technology
procurement?
• Don’t automatically accept the
incumbent system due to
investment – those are sunk costs
and ongoing TCO may be higher
than other alternatives that are a
better fit
• What is your strategy?
• What are your drivers?
• Does the system align with your
needs?
• At the end of the day, how do
stakeholders expect the system
to add value and improve their
work life?
53
More reality checks…
Input is a dirty job but someone’s gotta do it
• There is no magic solution
• ESS and MSS are value-adds but have increased the
possibility for error
• Be realistic when looking at potential functionality – how is the
data going to get there?
• Maintain data accuracy - edit and audit continuously
Output is the true value of the system
• Work backwards during the requirements phase – what do you
want to get out of the system?
• Reports/dashboards/metrics should be considered first, not last
• Investigate retrieval tools, whether bundled or third party –
getting at history in a meaningful way is still a challenge
• Integration/interfacing is a key element
54
How do you find a consultant?
• Selection should be as rigorous a process as system selection
–
–
–
–
Problem solver
Excellent communicator
Personally disciplined
Passion for doing what’s best for the client
• Know your ‘needs requirements’ – strategic planning, project
management or group therapy?
• You must ‘click’ on
– Approach
– Cost
– Personality/Culture
• Check references
• Use websites and referrals from similar companies/projects
55
The Consulting Landscape
Research &
Advisory
Independents
Broad HR
Boutique
Implementation
????
ERP Vendors
SAP
Oracle
IT body shops
CSC
EDS (HP)
CAP Gemini
Product boutiques –
Oracle:
Kbace
Niche Centric
Recruitment mgmt –
Talent Management –
The Big Boys –
Multiple
practices
Benchmarking
BPO/IT outsourcing –
Strategic/
C-Level
56
Blogs and Conversations
•
•
•
•
•
•
•
•
•
•
The HR Technologist (Bryon Abramowitz)
The Human Capitalist (Jason Corsello – KI)
Naomi Bloom – ‘In Full Bloom’
Steve Boese on HR Technology – RIT professor
(steveboese.squarespace.com)
Perceptive HR Technology (Larry Dunivan, Lawson)
Analyst blogs (Bersin, Gartner, Forrester)
Use RSS feeds for easy access
LinkedIn – HR Technology groups
Twitter
Filter the facts from the buzz
57
To put things in perspective…
58
For more information on this or any
other HR technology topic go to
www.ihrim.org
http://core.ihrim.org
59
IHRIM needs your feedback!
Please complete a session evaluation for
Session Number 100
Caveat Emptor – Raising your
HR Technology Market IQ
Freddye Silverman, HRIP
Vice President, Eastern Region
Jeitosa Group International
Thank you!
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