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  • 2 Spring/Summer 2015 | HR & Management

    Inside this issue

    3-4 How to: Conversations need to be constructive, or relationships between managers and employees will suffer. How do you set the tone?

    5-7 Need to know: 10 strategies of world class HR organisations; law changes; 6 tips for winning at job interviews.

    8 Supplying the best: How do you build a highly successful team? New videos by REED highlight our thought leadership.

    9 Market overview: What do employers gain from graduate talent? Tom Lovell, REED Specialist Recruitment UK Managing Director, explains.

    10-14 Revolving doors: The markets for temporary and graduate recruitment can often provide a barometer for the overall condition of UK jobs.

    15-17 Hiring the right people to manage: Whether promoted internally or hired externally, hiring managers should be a strategic activity.

    18-19 A day in the life: Rebekah Saunders is head of resourcing for Europe, Asia and Latin America at Walgreens Boots Alliance.



    The jobs market has shifted for all types of candidate temporary, permanent and graduate.

    For employers needing the right mix of skills and experience to strengthen and grow their organisations, adopting a strategic approach to workforce planning, hiring and managing will be critical.

    Progressive employers will seek to develop an understanding of where skills whether graduate or not are needed within the organisation and take planned and measured steps, with the help of a recruitment agency, to fill the vacancies most appropriately.

    Time to prioritise relationships

    welcome p2

  • 3

    If workplace discussions are not constructive, relationships between managers and employees are ineffective and can damage the organisation.

    How to haveconstructiveconversations


    'We want any criticism we give to lead to change'

    Spring/Summer 2015 | HR & Management


  • 4 Spring/Summer 2015 | HR & Management


    Constructive conversations are typically associated with negative appraisals. We want any criticism we give to lead to change. But positive conversations should have a specific goal too. Before sitting down with the person, consider what it is you want to get out of the conversation do you want them to improve their performance, or show them how much you appreciate their work? Often it may be a combination of both.


    Going into a conversation angry, disappointed or distressed is unlikely to achieve much and could make matters worse. Go for a walk, have a cup of tea, sleep on it, do what you know will help to calm you down first. If you cant delay the conversation, and still feel angry, try to prepare what you will say in advance using the most objective language possible.

    3: LEAD FROM THE TOP Senior leaders need to set the tone in the conversations they have. This includes adopting a particular approach to addressing all-staff meetings, or building conversations into the daily functioning of the company encouraging face-to-face meetings rather than emails, and proposing weekly one-to-one discussions.


    Whether you have called a meeting to ask your manager for a pay rise, or need to discuss performance management with an employee, be clear and open about why you are having the conversation. Be specific about your achievements. Show youve done your research with what your peers are earning elsewhere, for example.


    We are still human beings, and sometimes emotions take over. But, particularly if you are a manager, showing empathy for a persons situation and trying to understand the reasons for their behaviour is vital. Take the time to try and understand what pressures they are under or what they are feeling. This can make a big difference.

    he calibre of conversations that take place at work has a big impact on hiring the right employees, the kind of leadership style deployed by managers and the success of the corporate culture. Unhelpful conversations can result in the wrong person being hired or the right person thinking they are the wrong fit for the organisation. How do you set the tone?

    How to have constructive conversations p4

  • 5 Spring/Summer 2015 | HR & Management

    Need to know


    Inspires and motivates others

    Displays strong integrity and honesty

    Solves problems and analyses issues

    Drives for results

    Communicates powerfully and prolifically

    Collaborates and promotes teamwork

    Builds relationships

    Displays technical or professional expertise

    Displays a strategic perspective

    Develops others

    Takes initiative


    Champions change

    Connects the group to the outside world

    Establishes stretch goals

    Practices self-development

    Source: Jack Zenger and Joseph Folkam, Harvard Business Review

    88 billion the annual contribution of soft skills to the UK economy

    9,069 the average annual pay gap between professional men and women

    86% the difference between retention rates for managers at world-class HR organisations and typical organisations.

    6 TIPS FOR WINNING AT JOB INTERVIEWSFrom Laszlo Bock, Googles senior vice president, people operations

    1Generate a list of 20 questions you are likely to be asked: Why do you want this job?, What is a tough problem youve solved?

    2For each of the 20 questions, write down your answer. This process makes it stick in your brain and you can answer the question automatically.

    3Have a backup plan and write three equally good answers for every question for when you have more than one interview for a job.

    4Answer every question with a story, example or facts that proves you can do what you have been asked about.

    5Focus on the interviewer what can you see about them in their office, what is their demeanour like? Do they like your questions or do you need to veer in another direction?

    6Practice your answers out loud until you can tell each story smoothly without thinking about it.


  • 6

    Need to know

    1 Have a greater focus on strategic workforce planning, with an understanding of what skills need to be developed or acquired for their business to succeed.

    2 Operate at 23% lower cost per employee than typical companies.

    3 Function with 32% fewer staff than typical companies.4 Use analytics to provide better data on the companys

    human capital and quantify the value of HR to the business.

    5 Achieve higher levels of self-service and automation across a wide array of administrative and transactional activities, in part by spending 8% more on technology.

    6 Operate with far fewer job grades, health and welfare administration plans and compensation plans, in order to reduce complexity.

    7 Be significantly flatter, with 22% fewer managers, 23% fewer clerical staff and 26% more professionals.

    8 Reconfigure internal staff and retain fewer employees in house when outsourcing.

    9 Place 61% more staff per full-time equivalent internally, reducing the cost of hiring.

    10 Show 82% better development of managers so they can move into leadership roles, through improved succession planning, better retention plans and enhanced organisational and leadership development.

    Source: The Hackett Group, How leading HR organisations outperform their peersSpring/Summer 2015 | HR & Management

    10 strategies of world class HR organisations


  • 7 Spring/Summer 2015 | HR & Management

    Law changes Biological and adoptive parents of children due on or after 5 April 2015 can request to share parental leave. In addition, the husband, civil partner or partner of a pregnant woman is allowed the right to unpaid time off for up to two antenatal appointments.

    The health and work assessment and advisory service will be introduced, offering free occupational health assistance for employers, employees and GPs. It can provide an occupational health assessment after four weeks of sickness absence.

    Parents of children under 18 will now be able to request unpaid parental leave.

    Employees looking to adopt children now no longer need a minimum of 26 weeks service with the employer, and adoption pay will be 90% of normal earnings for the first six weeks, in line with statutory maternity pay.

    Statutory pay for maternity, paternity, adoption and shared parental leave has increased to 139.58 per week.

    Statutory sick pay will increase to 88.45 per week.

    Parents who have a child through surrogacy will be permitted to take ordinary paternity, adoption and shared parental leave and pay. Both parents will also be entitled to take unpaid time off to attend antenatal appointments with the woman carrying the child.

    The limit for a weeks pay when calculating redundancy pay will rise to 475.

    The limit for a weeks pay will increase to 475 when calculating unfair dismissal. The maximum compensation amount will rise to 78,355.

    Soft skills like communication and teamwork are incredibly important to our business because of the impact they can have on our customers experience. As integral as they are to the performance and progression of our employees, I know that we can do more to recognise their importance. Jez Langhorn, chief people officer, McDonalds UK & Northern Europe.

    The most dangerous leadership myth is that leaders are born that there is a genetic factor to leadership. Thats nonsense; in fact, the opposite is true. Leaders are made rather than born. Warren Bennis, management writer.

    Without the capacity to work with others, to communicate effectively and appropriately, to manage their emotions and channel their energy, to problem solve and perhaps most importantly to have resilience so when things go wrong they can learn from it and pick themselves up and carry on, young people struggle to secure work and be proactive members of their communities. Fiona Blacke, outgoing CEO, National Youth Agency.

    SoundbitesEmployment law changes since 1st April you need to know:

    Need to know

    Source: Acas


  • 8 Spring/Summer 2015 | HR & Management

    Career tips

    How do you build a highly successful team? Whats the best way to advance your career? Three procurement directors have outlined their tips and

    advice in best practice videos by REED


    BestT hree procurement industry leaders have taken part in the first set of videos by REED as part of the recruitment consultancys new approach to thought-leadership.

    Chief purchasing officer at Britvic Soft Drinks and winner of the CIPS Procurement and Supply Chain Professional of the Year award in 2014, Fabienne Lesbros, Andrew Newnham, chief purchasing officer at ITV, and Chris Ayscough, purchasing director at SITA, have all starred in the new videos.

    The three professionals discuss topics including supplier relationship management, building an effective procurement team and how organisations can go about changing their procurement strategy. They also discuss the all-important career tips for professionals hoping to climb the procurement and management career ladders.

    Their insight has been captured in part animated/part interview-style short videos in which finely-tuned questions immediately get to the heart of what achieving success in the sector really takes.

    With a heritage stretching back over 50 years, Reed Procurement & Supply Chain is at the forefront of the UKs procurement

    and supply chain recruitment market.

    Five decades of experience have facilitated the development of unrivalled expertise, and with clients across the UK and industry-leading levels of integrity and professionalism, combined with pioneering uses of technology.

    REED sees its enviable position as a leading consultancy as an opportunity to promote best practice for the wider good of the industry. Video, with its unparalleled value as a content medium, is the obvious channel through which to convey the best practice message, and direct communication with key players in the sector was chosen as a means of generating astute and engaging content on the subject.

    To date, three videos have been produced, which will be available on, LinkedIn and Twitter, and will appear on and


    Fabienne Lesbros CPO, Britvic Soft Drinks

    Andrew NewnhamCPO, ITV

    Chris Ayscough purchasing director, SITA


  • 9 Spring/Summer 2015 | HR & Management

    Market overview

    Employers are taking on graduates again. This is a positive sign for the jobs market as a whole, says Tom Lovell, UK Managing Director of REED Specialist Recruitment

    G raduates have not been immune to the effects of the recession. Just as the overall jobs market was dealt a knock, so too were graduates when employers reduced their intake as they sought to keep their staffing costs to a minimum.

    Arguably the graduate recruitment market has picked up faster than the general jobs market. There are now much higher numbers of people recruited onto graduate programmes, and from everything I have seen that will continue.

    Alongside formal graduate recruitment programmes, more organisations are hiring graduates into direct entry roles in order to fill the positions with people who may not have the experience, but offer the potential to grow quickly into the roles available.

    The benefits of recruiting graduates onto a formal programme are numerous. Organisations can introduce different skill sets and inject talent into the business. Such programmes aid succession planning and help keep the organisation up to date by offering talent pipelines, whilst also providing real insight into the desires and working styles of the different generations that we now have in the workforce.

    But there are challenges to address in order to get it right. Organisations need to be clear on what they are trying to achieve do they want to improve their organisational gene pool, hire their future leaders or simply recruit the best talent available for their current vacancies? Different approaches to graduate recruitment should be considered carefully, dependent on the desired outcomes.

    Businesses must also be flexible about how they achieve their aims. They need to consider what is happening in terms of changing methods of communication and how they reach

    out to their desired audiences in order to get their messages across. Intelligent and marketable graduates are more likely to undertake considerable amounts of desk-based research into companies. They are looking for how that company scores as an employer, and what other graduates already working there say about their experiences. There are now numerous ways that organisations employer brands, whether positive or negative, are immediately available to candidates.

    In addition, employers need to ensure that career development opportunities exist for all, and not just an elite few, such that they avoid creating a two-tier workforce. Investment in graduate development at the expense of the rest of the workforce can be divisive. This must be about getting the best out of everyone, making sure everyone is suitably engaged, incentivised and managed.

    Getting the recruitment right in the first place hiring those who are the right fit for the organisation is vital. A cultural mismatch can be a costly mistake. Ensuring line managers are up to speed on the benefits of graduate recruitment will be an important way to sell any programme across the organisation. Good recruiters too can provide not just a wider recruitment pool but expertise in selection and assessment to ensure you secure the best talent available.

    If organisations recruit the right graduates with the right aptitudes that align with their corporate culture, then they have a great opportunity to develop a very loyal and appropriately-skilled workforce. It can be a very economical way to ensure an organisation gains the talents required for a successful future.


  • 10 Spring/Summer 2015 | HR & Management

    Temps and graduates

    Graduates and temporary workers give employers a talent pipeline and the flexibility

    to grow. How do these job markets look?


  • 11 Spring/Summer 2015 | HR & Management

    Temps and graduates

    Temporary workers and graduates provide employers with the flexibility and talent pipelines to grow as the economy expands. They also

    act as a barometer for the overall condition of the UK jobs market.

    Graduate recruitmentThe jobs sector for university leavers has massively increased since the 1980s. About 400,000 students graduate from university in the UK every year, according to the CIPDs chief examiner Stephen Taylor.

    Yet like every other part of the jobs market, the roles available for graduates suffered a slowdown following the 2008 financial crash. Now, though, the market is on the up the unemployment rate for 16 to 24 year olds has gone down in the last 12 months by almost 4.5 percentage points to 16.6 per cent and the same period has witnessed a 7.9 per cent increase in the number of graduates hired by top employers. Income Data Services has predicted an 8 per cent increase in the number of overall available graduate roles in the year to come.

    Twinned with this growth in vacancies is a shortage of candidates with the right mix of skills, however. Almost 45% of employers had unfilled vacancies in 2013-2014, according to the Association of Graduate Recruiters annual survey. The IT and telecoms sector was worst affected, with 11.8% of vacancies unfilled.

    Employers cite different reasons for this, including a lack of technical or professional skills or students reneging on offers. Candidates that understand the world of work, understand their own skills and can translate that into a compelling proposition are much more likely to be successful in the jobs market, says Stephen Isherwood, chief executive of the AGR.

    However, the organisation has also called on employers, schools and universities to work better together to inspire students to achieve their potential. This means better careers advice and enterprise education in schools and universities, as well as more meaningful paid work experience to expose young people to the working world, Usherwood adds.


  • 12 Spring/Summer 2015 | HR & Management

    Temps and graduates

    Temporary workersMovement across the temporary and interim workers market in the UK has been reasonably fluid over the last year. Employers have continued to turn to temporary workers to fill skills shortages, particularly if they are expanding, and hourly rates of pay for temporary and contract workers has increased at the fastest pace since July 2007, according to the most recent REC and KPMG Report on Jobs.

    However, the sector has experienced a slight slowdown more recently as employers look to recruit permanently again. The most recent REC and KPMG Report on Jobs shows that temporary billings have risen at their slowest rate for six months. In addition, temporary and contract staff availability has declined at a marked pace. The sectors showing the greatest rise in demand for temporary workers are nursing, medical and care, followed by secretarial and clerical workers, according to the REC.

    Across all of the 21 specialisms in which REED recruits temporary workers, last year saw a 32% increase in temporary job vacancies, compared to a 30% increase in permanent vacancies. While pay rates for REED interim candidates have steadily risen, for less experienced temporary workers, rates have been squeezed and there is a tendency for employers to use temps for ad hoc work, rather than more systematic recruitment.

    Despite this, the range of legislative measures that the temporary workers job market has been subject to, means employers must understand what is required of them when hiring temps for ad hoc work.

    The complex rules regarding temporary workers employed by on- and offshore umbrella companies have resulted in agencies being audited every month on how they label temporary candidates whether as contractors under umbrella companies or as limited companies. Any tax liabilities for temporary workers are now held by recruitment agencies, and if they are considered by HMRC to have contractors on their books who could be classified as employees, they could be viable to heavy fines.

    Other HM Treasury changes will affect organisations employing temporary workers. Along with the rise of the national minimum wage to 6.50 per hour for over 21 year olds, under 21s now no longer have to pay national insurance contributions. Employers and agencies must ensure they know what proportion of their workforce is under the age of 21, and whether they are temporary or permanent.

    Getting to grips with the make up of the workforce will be vital for HR departments as contractors often come out of an organisations operational budget, rather than an HR budget. The risk is that contractors are overlooked with regards to both health and safety and relevant employment legislation, which could put employers at risk.

    As organisations look to grow in the economy, they will need to develop a real understanding of the gaps in their workforce and how they can best be filled, whether with permanent, temporary or graduate employees.

    The range of legislative measures that the temporary workers job market has been subject to, means employers

    must understand what is required of them



    T E M P O R A R Y W O R K E R S G R O W T H B I G G E S T I N T H E F O L L O W I N G S E C T O R S :

    increase in temporary job vacancies compared with 30% increase in permanent vacancies in 2014

    500 per day starting day rate for interims

    4,000 per daypotential interim day rate for leadership and board-level positions





    Strategy and consultancy

    N U M B E R O F T E M P O R A R Y E M P L O Y E E S I N T H E U K

    Oct Dec 2012

    Oct Dec 2013

    Jan Mar 2014

    Apr Jun 2014

    Jul Sept 2014

    Oct Dec 2014


    N U M B E R S O F T E M P O R A R Y E M P L O Y E E S I N T H E U K B Y P O S I T I O N ( O C T D E C 2 0 1 4 )

    371,000 Professional occupations

    350,000 Elementary occupations

    211,000 Associate professional and technical

    211,000 Caring, leisure and other services

    178,000 Administrative and secretarial

    174,000 Sales and customer services

    122,000 Process, plant and machine operatives

    85,000 Skilled trades

    40,000 Managers, directors and senior officials

    Temps and graduates

    13 Spring/Summer 2015 | HR & Management




    Temps and graduates

    14 Spring/Summer 2015 | HR & Management

    of the UKs leading graduate employers are offering paid work experience programmes for students and recent graduates during the 2014-2015 academic year an unprecedented 13,049 paid work placements are available.

    of UK organisations are employing more 16-24

    year olds


    over four-fifths



    16.6% 18.5% 21%

    from May to July 2014

    from February to April 2014

    from July 2013

    M O S T G E N E R O U S G R A D U AT E S A L A R I E S I N 2 0 1 5 ( M E D I A N )

    Public sector Accounting & Professional

    Services firms

    Banking & Finance

    Retail Armed Forces

    Law firms

    Banking and finance

    Oil and energy

    45,000 40,000


    S E C T O R S W I T H M O S T V A C A N C I E S :

    Investment banks

    700number of graduate positions

    left unfilled last year due to last minute increases in


    8.1%increase in

    the entry level vacancies in the last year

    median starting salary for graduates at leading

    UK employers



  • Management skills

    15 Spring/Summer 2015 | HR & Management

    Hiring the right

    peopleto manage

    Whether promoted internally or recruited externally, hiring managers should be a

    strategic activity for organisations


    es: A




  • Management skills

    16 Spring/Summer 2015 | HR & Management

    Estimating how many managers operate in the UK is no mean feat. The CIPD cites proportions ranging from 30 to 45%

    of employees with responsibility for the supervision of people, in its report Megatrends: Are UK organisations getting better at managing their people. But these estimates are liable to differ as individuals job responsibilities and lines of reporting change.

    Managers role in ensuring employees understand their roles, are engaged, inspired, work well in their teams and are able to innovate contributes to overall profitability. Eighty per cent of the value of an organisation lies within human capital, says Patrick Woodman, head of research at the Chartered Management Institute.

    Yet in many cases, management in the UK is not up to scratch. The CIPDs research into leadership finds that about two-thirds of employees are satisfied with the relationship with their line manager but there are much lower levels of

    satisfaction with senior management and those responsible for running the organisation. In addition, CMI research has revealed that 43% of workers rate their managers as ineffective.

    One problem is that employees

    often end up in management positions by default. High performers are frequently promoted to management positions with mixed success. Being exceptional in one role does not automatically make an employee an exceptional manager. Management is a skill, a profession, in itself, says the CMIs Woodman. Remarkably, just one in five managers in the UK actually holds management qualifications. Organisations

    looking to recruit or promote should take qualifications into account. Professional accreditations also mark out those managers who have committed themselves to continuing professional development.

    But can exceptional managers be created, or should we just accept that some people are not meant to lead? Patrick Woodward says another way to consider it is that there are some people who are not comfortable with becoming

    managers, and organisations must take this into account when investing in their career development. The most important thing is for organisations to avoid creating the accidental manager one promoted because of their technical skills alone, and left without the support needed to learn the skills involved, he says. Management is a skill like any other; people can be trained to lead teams and lead them well.

    10 character traits of great managers1 Trustworthy and transparent2 A positive attitude3 Approachable and communicative, but able to regulate emotions4 Decisive but a team-player5 Knowledgeable about the job that needs to get done6 Models the behaviour they want to see in their reports7 Directly addresses under-performing employees by offering

    solutions and guidance8 Shows flexibility in how roles are fulfilled 9 Demonstrates accountability for themselves and others10 Nurtures others to develop their talents

    Management is a skill like any other;

    people can be trained to lead teams and lead them well.


  • p17

    17 Spring/Summer 2015 | HR & Management

    Top interview questions to ask aspiring managers1 How would you discipline

    an employee?

    2 How would you manage an under-performing employee?

    3 How do you nurture teams?

    4 How would you deal with a team member who disagreed with you?

    5 How do you handle pressure?

    6 How would you motivate your team?

    7 How would you deliver bad news to your team?

    8 What is your management style?

    9 How would previous team members describe your weaknesses as a manager?

    10If you disagreed with your own manager on something, how would you handle it?

    Equally, organisations need to be wary of exhibiting unconscious bias towards certain groups of people at the expense of other groups. They should challenge fixed ideas about where leaders come from and what they look like, Woodward says.

    Managers must deliver long-term, sustainable success, not just short-term wins, so organisations should look for employees who are roles models and who embody their values. They get the results without compromising on ethical standards.

    Taking a systematic approach to assessing current management layers is very important. It enables decisions to be made about employees already in the organisation who might be suitable management candidates or whether there is a need to recruit externally. Whatever decisions are made, organisations must take a sensible and clearly thought out approach to recruiting managers and ensure once they are in position, they are sufficiently supported and developed.

    How to recruit managers

    An ad hoc strategy wont work. Consistent and strategic hiring is crucial


  • Professional practice

    18 Spring/Summer 2015 | HR & Management

    Rebekah Saunders is head of resourcing for Europe, Asia and Latin America at Walgreens Boots Alliance,

    owner of UK high street health and beauty chain, Boot's

    I really enjoy the pace of the business


  • 19 Spring/Summer 2015 | HR & Management

    I work in a global role and it is important to ensure that our countries feel supported at all times. While I do plan carefully for each week, it

    is often necessary to change the focus and react quickly to a business requirement. Staying calm and being flexible enough to shift from one task to another very quickly is important. Understanding how to prioritise is also key. Ive found that taking a step back from a pressured situation and evaluating how to deliver quick wins really helps solve urgent issues. Im lucky to have a strong trusted team around me which helps in a fast moving business.

    Checking in and communicating well with my team are my must-dos. We are a small and lean yet highly efficient team that works well together in a dynamic environment.

    A large part of my role involves interviewing candidates for global roles. Add this to general business meetings, and its about 75% of the working day. Ive had to improve my efficiency fitting in the normal workload, including my

    teams development which is really important. Working in a continuously evolving and growing business makes this an ongoing challenge, one that pushes me to keep an eye on smarter, innovative methods of working.

    Ive found technology innovation for communication a godsend. As my role covers multiple countries I spend a huge amount of time on either video conference, Skype, FaceTime or conference calls. Face to face meetings are preferable, but often not time-efficient.

    Parts of my role requires me to work alone partnering with the business to discuss the future of their teams, and recruiting the right people.

    Finding time to think creatively is something Im very passionate about. I ensure both my team and I fit it into our busy schedules. We usually choose a strategic/priority focus topic once a month and go to a nearby caf to discuss it. In addition, I hold monthly cross-group calls with international counterparts to share ideas. Through these meetings we have discovered opportunities to

    collaborate on various initiatives that add real value to the business.

    I always try to acknowledge the work that I have done at the end of the day. In a business where there is so much to do, continuously, it can easily feel like the work never ends. This helps me recognise that Im achieving a lot very quickly.

    Often I will work with my global business stakeholders outside of UK business hours. The odd evening event or weekend work is something I am comfortable with, although I make it clear to my team that this is not expected of them.

    I love the people I work with: for me, this is what gets me out of bed every morning. I also really enjoy the dynamic pace of the business and being part of a growing organisation. In addition to strategic leadership, there is a lot of hands on building type work: challenging yet rewarding. Its so important to get the culture fit right for the business you work in. The only thing I hate is not having enough time in the day when I commute to certain offices!

    'I've found technological innovation to be a godsend for my role, as it covers multiple countries'

    C V

    Rebekah SaundersFebruary 2015 present Walgreens Boots Alliance head of resourcing

    March 2014 February 2015 Alliance Boots head of resourcing for global wholesale and international retail

    October 2011 March 2014 Alliance Boots HR senior resourcing & organisational development manager

    January 2008 October 2011 Barclays Bank global sourcing/procurement manager

    May 2008 March 2009 Barclays Bank resourcing manager

    January 2008 May 2008 Barclays Bank supplier relationship/ recruitment manager

    Professional practice p19

  • 20 Spring/Summer 2015 | HR & Management

    Thanks for reading!

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