Pride In PersonnelPride In Personnel

Worth the Wait? How to Deal with Poor Feedback

Burning Bridges

I Hate My Job!

The Employment Hiatus

The Self-Destructing Resume

Interview Homework - How You Prepare is How You Fair

Headhunting the Headhunter

For the Love of Money: When and How to Negotiate a Better Offer

The Counter-offer Quandary

Selecting, Screening and Programming your References.



Worth the Wait? How to Deal with Poor Feedback


A "NO" answer is better than no answer at all! As applicable and frustrating in the job search and interview process as any at all. Having sent a resume to a very promising opportunity or finished one of those "I think it went well" interviews, one of the most agonizing aspects of career change is waiting for feedback. Occationally, an employer will call within a few days or a recruiter offers next day interview evaluation. Most likely, especially in large firms, one pines for news. During this period, internal questions and doubts of performance abound and serve to demotivate and damage the necessary esteem needed to maintain a strong, positive interviewing demeanor. As pressure builds, a somewhat sheepish call is placed -- "Ah, I was wondering if you've made a decision yet?" -- "No, we'll let you know, good-bye". Being the little guy (or gal), companies generally hold all the cards throughout the beginning of this process, yet there are a few tricks in our career search bag that may lessen the aggravation of weak feedback.

Don't leave messages!

Much too often, one assumes the issue of our employment is equally important to our interviewer. When a message is not returned for days (or weeks), disappointment, frustration and feelings of anger are natural reactions. The best of intentions may be to return all calls, but hiring managers are regularly burdened with much more than just interviewing and hiring. The best way to receive information is to ask -- so keep trying. As soon as a message is left on voice mail, email or with an assistant, one virtually is forfeiting the right to call again without penalty of "pest syndrome".

Be Direct, Ask Specific Questions!

The characteristic of being direct is commonly a positive trait. One of the top five negative interview feedback items involves "beating around the bush". A confident, acceptable interview close would be -- "I genuinely enjoyed our meeting and am interested in pursuing this further. When can I expect to hear from you next?" Not only is a time frame established, a commitment is extracted from the employer compelling action and follow through. With telephone calls, it is equally appropriate to ask questions such as: "At what stage is the interviewing process?" or "Ideally when would you like to have the position filled?" In extreme situations it may prove necessary to inform the manager another offer is expected and immediate feedback is required. Refrain always from queries that force too much commitment and create resentment -- "How do I stand against the other candidates?" or "Am I the one for the job?" or even "When do I start?" (CRINGE!!)

Maintain Good Humour During Follow-up Calls.

Follow up calls are in essence extra interviews. A candidate is still being evaluated and sarcastic or bitter tones in the questions above are quite damaging. Attracting "more flys with honey than with vinegar" is certainly accurate and interviewers are much more likely to go out of their way to get and give feedback if the approach is positive, funny and friendly.

It is a proven fact that poor feedback is hugely demotivating, nerve-wracking, frustrating and confidence-wrecking. It is an added stress in the career change process one can do without. Take the steps to ascertain the timing of decisions and more importantly know your realistic chances. Don't fear the truth. Too many diluted maybes and wishy-washy "things on the go" distract an individual from prioritizing and completing a successful job search. If the search and interview process is akin to sales, you should, in your own mind, know when to cut bait.

By Phil DuBois
 

Buring Bridges.


The phrase "not wanting to burn any bridges" has become quite common during the resignation period of a career change. The concept, maintaining a positive relationship with past employers, is sometimes much harder than it first appears. It remains, though, an extremely important career networking and development strategy and should not be taken lightly.

The Parting Words.

If we can't be lovers, we can't be friends. In most relationships, a divorce (quitting your job is a career divorce) creates bitterness. Most employers take a resignation personally regardless of whether they may be looking themselves and despite how many career changes in which they have engaged. Do not add fuel to this fire by recounting the reasons for your departure. This practice can lead only to arguments, return accusations and false promises. Simply thank your bosses for the great (or maybe not so great) experiences within their organization and wish them continued success. If it rings true, state how much you respect them as individuals and hope a personal relationship can be maintained. Should you not wish a counter-offer, stand firm and do not provide any openings -- it will only make leaving more difficult or induce feelings you were leading them on. Indicate you are flattered but have a written commitment to the new firm and will not break your word. Take the time to thank the indivduals whose assistance has been of value. They say first impressions are long lasting -- so are the last!

The notice period.

In most cases, the new company desires your presence immediately. This poses a major issue should an important project be in progress or these exists technical expertise difficult to replace. While it appears a shift in responsibility and loyalties forces one to favour the new pay cheques writers, I sincerely believe every effort should be made to ensure the transission minimizes the pain to a good current employer. Realistically, anything over four weeks is pressing things, but accommodating three or four weeks of notice instead of two will be genuinely appreciated. Discuss your situation openly with both groups -- the flexibility and empathy of the new firm is a good indicator of future behaviour.

Ending a Bad Relationship.

Sometimes you just want out. You may not wish to ever see these people again and don't care if their business goes belly up. While the niceties are obviously not required, maintain your professionalism. Offer proper records, notice, etc. even if you know they will "throw you out". In your career record, people will focus on your insensitive actions first and then perhaps whether it was justified.

A career change is often exciting, intimidating and certainly preoccupying. While only a small sample of departure situations are listed above, the theme is consistent. It becomes quite easy to focus entirely on the future -- "the past is over and done with". The next time you changes jobs, though (and there will be a next time), your past career behaviour will be inspected and evaluated. Taking a few extra steps today will prove a solid investment in your career portfolio.

If you are turned down for a position, place a follow-up call to the prime interviewer. Thank them and emphasize how impressed you were with their organization. Request they forward your resume to other managers within the company who may have personnel needs.

By Phil DuBois
 

I Hate My Job!


Not the most humourous of topics to write about and fortunately not overly common as well. Most individuals seeking a career change are dissatisfied with one or even several aspects of their job. Lack of challenge, money, advancement, politics and personality clashes are regular complaints, yet sometimes a certain combination or set of extremes make going to work unbearable. What can you do?

Communication

It is essential in all career aspects (and life for that matter) to communicate. Problem resolution rarely happens without dialogue and psychologists will tell you that bottling up one's frustration is counterproductive and dangerous. Attempt to identify the major causes of your dissatisfaction and try to list possible solutions. When you bring your problems to the attention of someone in authority, always offer potential answers as well. Avoid ultimatums and situations that force an executive to choose sides. From a future employer basis, when an individual quits or parts company, those who initiated an effort to resolve issues of discontentment receive favour and are viewed as unlikely to abandon their firm when the going gets tough. Tread carefully and choose your words and confidants wisely -- test the waters before jumping in. A slew of complaints could end up with a pink slip.

Engage in an aggressive job search

The majority of past articles in this section and the job tips above have dealt with methods to locate and attract new employment opportunities, handle interviews, structure resumes and organize your search. While not revisting these topics, a few points require emphasis. Do not get swept up in the search process. As interviews progress, especially after a few close calls, candidates can get "job change fever", anxious to conclude the anxiety of the interview process. Each career opportunity should be addressed on its own merits and individuals would be wise to construct a position check list to ensure a good fit before the change is made. Few things are worse than having to repeat the whole process over again in six months. No matter how bad things currently are, a job acceptance should be based on getting INTO a good organization instead of getting OUT of a bad one.

Maintain a sense of professionalism through these tough times. Avoid abondoning or slacking one's responsibilities in favour of interviews or searches. It is surprising how often these things reflect negatively to future employers in the final selection process.

Quit

Quitting with nowhere to go has always been at the bottom of my list. Employers consistently frown on this practice and label the candidate as a "quitter" in general regardless of their reasons. When one is unemployed, salary offers come in at par or less to previous income as opposed to the five to fifteen percent increases employed individuals receive. That's not to say there are no exceptions. Instances of poor ethics and dishonesty, for example, are excellent reasons to distance oneself from the perpetrator(s). Should it become inevitable and you do resign for whatever reason, obtain references immediately from clients, co-workers, etc, taking all the necessary steps to shore up your reputation.

Considering the amount of time spent at one's employment, hating your job can be a horrific experience. As true character surfaces in the face of adversity, hold fast to your ethics, integrity and professionalism. Remember, the shoddy behavior of an employer remains with them when you leave --- your past performance remains with you.

By Phil DuBois
 

The Employment Hiatus.


The 1990's have produced not only increased unemployment but also greater lengths of unemployment periods. Resume writers have taken to outline work history dates in years rather than months to ensconce these gaps, yet they offer only concealment not solution. Seasoned Human Resource professionals now recognize this tactic and inevitably interviews reveal most employment breaks.

The preferred solution, of course, is to rejoin the rat race as soon as possible and thus return to dreams of extended vacations and days off. Unfortunately, while the employment market is growing stronger and more plentiful than any other period in the 1990's so far, organizations have become exceeding demanding and thorough in their search process.

There is no stigma in layoffs, plant closures, restructuring, etc. It rests in the minds of most interviewers that their positions are on certain days tenuous at best. How one handles these periods of unemployment, specifically the use of this time is a direct reflection of attributes such as creativity, perserverance, work ethic, determination and enthusiasm.

During conversations with 1000's of Human Resource and recruitment specialists, I have found self-employment and contract employment to receive a great deal of admiration and respect. A recent article in the Globe and Mail's Report on Business profiled Peter Nares, Executive Director of Self-Employment Development Initiatives. SEDI boasted an outstanding success rate in introducing unemployed individuals to techniques of self-employment and a integration rate of 85% back into the work force. While not everyone possesses the resources, expertise or opportunities to commence a full-time business, one may temper an aggressive job search with a consulting practise. This offers an individual the ability to stay working, stay current with changes in industry, stay in contact with potential lead givers and equally as important, stay confident. Registering a business in both simple and inexpensive.

Employment networking now fully encompasses its namesake. Chances of employment increase dramatically when a company has additional options of part-time, contract and consultation. The individual maintains the important contacts above, makes money and still possess the time necessary to conduct a thorough full-time employment search. For those resumes, it no longer is viewed as an "employment hiatus", rather an entrepreneurial venture.

By Phil DuBois
 

The Self-Destructing Resume


What makes up the the perfect resume? One is seldom to receive the same answer twice. Books, periodicals, tapes and complete businesses strive to prove their methods will guarantee a better success ratio in interview selection. Few will disagree that this simple document plays a major role in obtaining both interviews and employment. This article does not propose to enter into the resume structure fray, choose sides or debate merit. However, which ever method or form one chooses, it may all be for not if the curriculum vitae explodes in the hands of the reader.

Whether one has had an opportunity to interview or simply the cause to 'size up' an individual in a one on one meeting, some of the smaller seemingly insignificant factors consciously or subconsciously determine our evaluation. As sharp or well-presented the person may be, we are drawn like a magnet to a hair sticking straight up, a tie hanging off center, a stain of food or coffee on the shirt. The more we attempt to avoid its lure, the more our eyes rebel and dart back to "the spot". Later, as we reflect on the interview, we tend to remember and associate the candidate with that small mis-presentation -- the guy with a big piece of cheese in his teeth -- a kind of inadvertant mega-memory trick. There is no question this situation occurs as frequently if not more in resume writing. Job seekers spend countless hours and perhaps many dollars preparing a resume chocked full of achievements, strewn with fancy fonts, layouts and perfect grammer only to have the readers attention totally diverted by a 'slip of the tip'.

Let us outline three areas where these little time bombs reside and a few examples. Remember, these are not issues of ommission, poor writing, improper grammer, weak presentation, etc., yet items we normally include with little forethought.

The Career Objective

Watered down dramatically over the last several years, this section still contains a fertile planting ground for potential problems. While at first it may appear prudent to offer potential employers an overview of present and future aspirations, it regularly backfires. An example. Career objective -- a position of Manager with XYZ Company. This receives a lot of office play. Do we really believe our interviewers are that gullible and genuinely impressed that our life's ambition is to work for them? More likely they are offended that we expect them to swallow this nonsense and not believe we've sent the same amended career objective with every other employment application. At best, the screener does not misinterpret our career objective and we are much better off in not including this section at all on the resume. Let the issue be discussed in its proper context as it arises during the interview process.

The Personality Profile

The section has become quite the laugher over the several years as aggressive job seekers attempt to obtain interviews through whatever means possible. Subjective evaluation of personality traits -- "excellent communicator, indepentent, professional", etc., have been so misused and abused that resume readers chuckle at the lengthly list of outstanding candidates with perfect personalities. The candidate may be identified as "the lady with the ego" or quite possibly have the resume discarded and the applicant labelled as a fabricator. While it is quite possible an individual may very well possess outstanding characteristics, it is probably better to let the interviewers make those determinations -- they tend to last much longer.

Activities and Hobbies
Possibly the worst and potentially most destructive category, this category, unlike the previous two, should not be removed, yet extra caution should be taken in its content. As with interviews, it usually pays to be conservative -- let them get to know you before you establish your style. There is absolutely nothing wrong with tree bark carving as a hobby, yet due to its unique quality, it can easily overshadow the main body of the resume and the applicant's qualifications. Beware too, of the jock syndrome. Candidates that list football, hockey, baseball, tennis, golf, basketball, etc. receive office comments of "does this person ever have time to work". "Spending time with my wonderful family and friends" is another one. If you are a wonderful person, let your future peers and supervisors discover it for themselves. It carries genuine merit then, not on your resume.

A good presentation and a history of proven achievements and accomplishments is as important as one's attire, grooming and oral presentation skills in a personal interview. Take the time to clean off that little smudge mark at the end of your nose.

By Phil DuBois
 

Interview Homework - How You Prepare is How You Fair.


Most major decisions in our lives are prefaced by research. Whether buying a house, getting married, starting a family, we spend a huge amount of time and effort in evaluating our personal goals, the commodity or person of interest and the timing and present environment encompassing these decisions. Why is it then, in an event of equal magnitude, many individuals just 'show up' for a first interview with little or no preparation? As much as this is an information gathering session, performance is significantly enhanced when one knows the company, knows the position and knows themself.

Know the Company.

A common question asked by employers is "why do you want to work for this organization". Not possessing a suitable answer specificially indentifies a candidate as lacking in interest, motivation and thoroughness as well as a longevity risk. Similarly, a weak "it seems like a progressive firm" or "I've heard good things" can be equally counterproductive. A simple bit of research may be the key to distinguishing an applicant from the competition. Rather than focus on brochures or annual reports, deal with the marketplace. Through a few well-placed telephone calls to contacts, suppliers (past and present) or even the company support desk, an individual can glean pertinent information on products, industry reputation, the competition, trends and innovations, track record and of course problems. At various points in the entire interview procedure, opportunities will arise to use this information to impress the employers as well as assist tremendously in one's own decision making process.

Know the Position.

As with the interview question above, employers often like to ensure an applicant realizes the type of task they are committing to, should they persue a job offer. While in many cases it may be simply a competitve switch, it pays dividends to conduct a small bit of research. The greatest source of appropriate information is still the network of contacts. Someone almost always knows someone else who's "done that kind of job" or worked in that industry. As basic as one person's knowledge of not just the job function but the goods and bads in reality will devulge significant facts to impress interviewers, assist in relating the appropriate achievements and increase percentages of a good career move.

Know Yourself.

Take a look in the mirror. What kind of job do you really want? Make a list one evening of the things you like and dislike about your current (and past) functions. The accompagning abilities of this exercise to answer questions of short and long term goals and lend substance to a correct choice are plain. However, an overlooked benefit is equally as vital. A prime contributor to interview success is enthusiasm and despite protestation to the contrary, this factor cannot be faked. One genuinely fairs much better if they are honestly enthused by the job at hand -- if you know what you want, you will be able to exhibit the level of interest necessary to be distinguished against the unprepared candidates.

You don't get a second chance at a first impression. Often said, but quite accurate. No matter how much you beleive you can 'turn it on' in the next meeting (now that you are interested), it means absolutely nothing if you're not invited back. Familiarity with the company, position and one's own interests provide an edge against other applicants, presents sincere motivation and augments overall presentation. Getting an interview may be WHO you know but how one fairs is WHAT you know.

By Phil DuBois
 

Headhunting the Headhunter


Pick up any well known career resource publication and listed under job search methods one will find Employment Agencies or Recruiters. Nary a professional today will escape the criptic "personal" message inobstrusively obtrusive in its presentation. Like a headhunter, you quietly confirm internally with a smirk. Perhaps that call sneaks its way through to your office unerringly as the boss steps in for an improptu discertation on employee loyalty.Yet, like everything else in life from Saturday night dates to tow trucks, they never seem to be there when you need them.

Searching for the right recruiter involves the usual networking of friends, co-workers, checking the yellow pages and newspapers and digging through crumpled slips of paper you didn't want your boss to see. Somehow a promising referal ends with "I'm sorry, we only place widget makers". Try targeting your recruiter, headhunting the headhunter if you will! Select five prime firms within the industries of your interest. Place a call to the Human Resources Specialist charged with recruiting and promote a personal interview. Should you be handed the all to common brush off (industrial broom size), request the names of three recruiters who their firm employs or from whom they receive regular attention. That's fifteen new contacts!

When contacting the recruiter, offer a brief introduction, describing your current situation, then make a point of learning their agency niche. Retainer, contingency, specialists, generalists, geographical coverage, years in business, industries/products/ positions handled, salary ranges and track record are equally valuable in evaluating their service. You choose them to represent your profile. Maintain quality standards and avoid deviating from your fields of interest. It is quite easy to get carried away with an enthusiastic employment pitch -- remember to keep your head!

By Phil DuBois
 

For the Love of Money: When and How to Negotiate a Better Offer.


Take it or leave it! Most job offers seem to convey this message -- or do they? As individuals entering into an extremely important relationship, it appears ungrateful, greedy and even offensive to spurn an offer and request more. However, rather than assume the role of Oliver Twist, one should recognize that with many situations in business and life, the method and approach we employ will determine how our statements and requests are interpreted.

Pre-Offer Preparation

Generally, at some point in the interview process, candidates are asked to reveal their current salary or even salary expectations. As much as Human Resources has progressed thoughout the last two decades, the age old practice of adding some "standard" sum to one's present income is viewed as an appropriate incentive to move. Similarly, as good and proper applicants, we dutifully declare -- "I'm much more interested in opportunity, challenge and employment in an outstanding organization like yours!".

Here is where phraseology and sincerity may set the table for amiable negotiations at the offer stage. It is still vital to emphasize commitment to opportunity and to flatter a company's self-image, yet there is nothing wrong with adding an addendum. State your current salary, but include a line such as "as with most career-minded individuals, I hope not to take a step backwards in my career progression. As well, incentives on performance, benefits, etc. are important in consideration of the package, not just the base salary." In this way, a candidate portrays positive self-worth (a key in obtaining higher offers) and also creates a dialogue avenue to clarify (negotiate) future figures and package.

Post-Offer Negotiation

Knowing when to negotiate is key and greed is easily recognized for what it is. Individuals seeking to be "bought" seldom are credited respect past the level of their talent. Often, though, employers do not dwelve enough into financial issues and do not look past their own limited scales or ranges. This is the time to pitch for your worth! Be prepared. List all the components of your current package in direct comparison to those of the offer. When you initiate the negotiation, thank the employer for their interest and request clarification on aspects of the offer. Introduce those differences to your disadvantage and innocently ask if their are additional items of the package you may have overlooked ie. early salary reviews, bonuses, profit sharing, stocks, car, signing bonus. At this point, the employer most likely will recognize they have come in too low, should reveal those areas which are open to negotiation and willingly engage in friendly (the opperative word) discussions geared at improving the package. If they fail to clue in, simply ask if they are flexible on any of the terms and proceed from that point.

Sometimes, there really is nothing left in the kitty or the best offer has already been tabled. A good employment offer negotiator will not press past that point and certainly would not gamble asking for a specific amount unless they were prepared to walk away. Backtracking is extremely hazardous and paints a portrait of one set on squeezing or even conning the employer. At virtually all costs attempt to introduce the issue and allow the employer to commit the figures.

Negotiating a job offer in not like negotiating a new car purchase. It's not one party trying to outduel the other in a battle of sales techniques. After the deal is struck, in employment you now have to work with this person every day for hopefully a long time. The role of job offer negotiation is to allow a candidate to convert a weak offer into a strong one, yet maintain an atmosphere of professionalism and friendship so neither party believes they were taken. Take it or leave it -- or talk about it.

By Phil DuBois
 

The Counter-offer Quandary.


The job change process!? Stressful, lengthy, fraught with tough decisions, it's certainly a relief when a successful offer is signed and sealed. Not so fast! One major decsion may yet await -- to accept or decline a counter-offer. While rising costs in training, development and recruitment as well as more liberal views on company loyalty make counter offers more common, the rational choice generally favours a firm no.

Several Common Misconceptions

Counter-offers are the Sincerest Form of Flattery.

There definitely exists a ego boost when your bosses rush groveling to keep you in the fold. Whether it be a raise, promises or emotion-filled appeals, is this display realistly based on your value to the firm, or the cost and inconvenience in your replacement. Logically, it is much more cost effective to provide a minimal investment in a current encumbent, than the tens of thousands of dollars associated with "breaking in" a new employee. While the surface may exude warmth and enthusiasm, internally the company executives are often bitter and resent have their hand forced in such a manner. Rather than raise the status of the employee, they may take measures to lessen that indivduals value within the organization.

They will change, really, they said they would.

An intregal part of the counter-offer is to discover the source of discontentment and offer guarantees that these issues will be resolved. Promises are easy to give, much harder to deliver. Policy and procedure changes, including promotions are generally multi-level and slow moving, often taking a back seat to the day to day priorities of business profit and operation. Examine closely the reasons why you chose to resign and review the firm's track record in making similar changes.

I haven't started, so there really is no commitment.

When a company has an offer accepted, they fully expect an employee to honour that commitment. Remaining candidates are released, internal announcements made, and benefits plans, payroll, etc. administered. If one believes they would seriously entertain a counter-offer, at the very least, ethically, the time would be between the receipt of a written offer and prior to a written acceptance. There will be many executives within both companies who will remember unfavourably the breaking of one's word.

Does this mean a counter-offer should never be accepted? Absolutely not! In certain instances, it proves the preferred selection for career advancement. These situations are usually too good to pass up. A promotion is an ideal example. Occationally, a resignation may preempt a plan in the works and simply accelerate the process. One must make quite certain you are being told the truth. In most cases, the true trustworthy employer will always have an open channel of communication with a valued employee. It is important the employee examine the reasons why they are leaving and follow the course best for their career. Oh yes, by the way, make sure you get those promises in writing!

As with all aspects of career changes, every situation is unique and must be evaluated seperately. While counter-offers are equally specific, one must ask why these rewards come at the drastic stage of resignation. As a rule of thumb, if one does not retain the type of relationship with one's employers where questions, concerns and issues can be introduced, respected and implemented so as to avoid quitting, it's probably the wrong time for second guesses.

By Phil DuBois
 

Selecting, Screening and Programming your References


References available upon request. Inevitably found at the bottom of every resume, it is an open invitation for potential employers to "check us out". Considering that a vast majority of interviewers actually request we make do on this offering, are we truly aware and prepared for what they will find? What do people really think about us anyways? The time to find out is before the names appear on a reference list. While it is deceitful and immoral to present or encourage false information, it is quite appropriate to screen, direct and even program your references.

The first step involves compiling a list of contacts from which candidates will be selected as references. The obvious choices are ex-supervisors and their peers, ex-co-workers, customers past and present and occationally subordinates. Individuals closer to the top, ie. Presidents, V.P.s, etc. tend to command more "reference respect" or credibility.

Next, our potential references are called personally, both to request permission to use their names and equally as important to garner a feel for their enthusiasm. Those volunteering freely and without hesitation generally speak with a more positive manner during reference checks.

Thirdly, a test run may be in order. If you have any hesitation about using someone as a reference, ask a friend to call that individual and evaluate the response. Don't fabricate a soap opera plot, simply have them state who they are and their interest in knowing about the quality of your performance for employment purposes. Usual questions include, technical abilities, interpersonal skills, organizational/business skills, work ethic, strengths, weaknesses, and general recommendation. If the report comes back poorly, do not confront your reference - it will produce possible negative feedback among other potential reference givers - just remove the name from your list.

Lastly, information and courtesy play a major role in the programming of references. Maintain a tight leash on the names of those willing to speak on your behalf and use them sparingly. Provide the list of references separate from your resume and only to employers where you have serious interest. Telephone the reference immediately to inform them you have forwarded their name and number as well as remind them you plan to be extremely selective in using their generosity. Take this opportunity to briefly outline who will probably call and a sketch of the position. Casually mention how enthusiastic you are about the opportunity. Don't ask for a favourable response, wimper, grovel or generally "kiss up". Present it as a challenge you are undertaking. The reference now has a personal involvement with your application. Not only do they appreciate and reciprocate your confidence, they develop an interest in the outcome and may view a successfull conclusion as their project as well.

By Phil DuBois
 

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