Talent Archives - Page 6 Of 6

Talent Management in Global In-house Centers: Are You Future-Ready? | Sherpas in Blue Shirts

March 28, 2018

There’s no question that digital technological advancements, evolving business requirements such as changing consumer needs and faster time to market, and a heightened focus on customer experience are significantly changing the profile of skills needed to deliver services. As most global in-house centers (GIC) are already facing challenges in hiring people with the right skills for the future, it is concerning that their talent-related preparation for such a tectonic shift is lacking.

Here are four talent management imperatives for GICs to develop the workforce of the future.

1. Identification of Skills Gap

As automation and other technological advancements kick in, human skills, such as innovation, design thinking, problem solving, empathy, and ethical thinking will become more critical. Identification of skills gap will be pivotal for GICs’ talent acquisition and development strategy. A recent Everest Group study of 80+ GICs across India, Philippines, and Poland identified multiple, and difficult to hire, skills that are likely to become more important in the future.

2. Upskill/Reskill Current Workforce

Firms’ talent challenges will intensify with the automation of transactional services. They will face the dual risks of a large existing workforce with many skills that are likely to become redundant, while struggling to find talent with the right skills for their future needs. Upskilling/reskilling existing talent is an important lever for GICs to address these challenges while preserving their trained workforce with string domain/industry know-how. (See our detailed report on upskilling/reskilling in GICs for additional perspectives.)

3. Evolve Talent Acquisition and Development Strategy

As GICs look to develop a future-proof talent strategy, they will need to think outside the box to tap into alternative sources of talent. Opportunities include hackathons, hiring from startups and other industries, project-based partnerships with specialist agencies, and flexible resourcing. From an L&D perspective, traditional classroom model needs to evolve as learning is becoming more real-time, customized, and digitized, e.g., MOOCs, simulation, and gamification.

4. Agile Human Capital Planning

With a dramatic decline in skills’ half-life, particularly in the technical space, GICs need to identify and focus on skills that are more likely to be critical for their growth. A more frequent approach to human capital planning might be essential to account for rapid changes in these skills.

While many GICs are still taking a wait and watch approach to the talent management issue, some have already embarked on this transformational journey. And those that are proactively addressing it are reaping big rewards.

Watch this space for more insights and success stories. And if you’d like to share your challenges, successes, or questions with us, please feel free to write us at [email protected] or [email protected].

Clues into Amazon’s HQ2: What Does the Vancouver Announcement Tell Us? | Sherpas in Blue Shirts

November 20, 2017

In early November, Amazon announced that it will expand its presence in Vancouver from 1,000 jobs to 2,000 jobs by 2020. Although this did not receive nearly the same attention as Amazon’s request for proposals for the 50,000 employee location dubbed “HQ2”, there are some valuable clues to glean (see our earlier detailed assessment on the viability of Amazon’s HQ2 strategy and potential locations for our more complete analysis).

We read three important clues in this announcement.

Vancouver is not a serious HQ2 candidate. Although Amazon is clearly comfortable enough with Vancouver to continue expanding there, it is a signal that Vancouver is not a serious candidate for the second headquarter location. If Amazon felt otherwise, the announcement did not need to be made and lose leverage in negotiating incentives for HQ2. There are multiple reasons why Vancouver may not be a strong candidate – size or cost of talent pool, too similar to Seattle, no time zone diversification, or that the complexities of operating in Canada outweigh the benefits of mainly operating in the U.S.
The targeted scalability of HQ2 is going to be REALLY HARD. Assuming that Vancouver and HQ2 will have roughly similar mixes of talent, we can see that Amazon is scaling at only 15% of the rate targeted for HQ2. After setting up in 2015 and reaching 1,000 employees in 2017, Amazon is planning to reach 2,000 employees by 2020. Let’s assume that is 2,000 people over four years for an annual rate of 500 net-new employees. HQ2 is targeting 50,000 employees over 15 years, which is over 3,000 per year – 6 times what is being achieved in Vancouver. This supports our earlier view that any city under 4 million in population is clearly not viable (Vancouver is under 2.5 million) and even the largest cities (which are 7-15 million) will struggle to consistently grow at the rate indicated by Amazon for HQ2.
Hmmm…is Amazon truly serious about HQ2 as stated? For purposes of our earlier analysis, we assumed that Amazon truly intended to pursue its stated vision (up to 50,000 employees in 15 years with an average salary in excess of US$100,000 and the HQ2 acting as an equal to Seattle). The announcement about Vancouver is interesting and revealing because it is inconsistent with Amazon seeking to aggregate its scale into large locations. A 2,000 employee location is certainly large, but it is much smaller than currently located in Seattle or the planned HQ2.

If centers at much smaller scale are valuable to Amazon, why even pursue the HQ2 strategy?

First, Amazon might realize that a single 50,000 location is likely too big and contemplating whether it can make “clusters” (cities within very short distances from each other) produce similar benefits as a single location, which would be multiple buildings anyway. If Amazon believes this, it might be looking to select multiple cities within a cluster for the HQ2 strategy (think Philadelphia, Baltimore, Washington, DC).

Second, Amazon may have intentionally set a very, very large 50,000 employee target to get maximum attention and creativity, but is planning to structure the eventual single location agreement to only commit to 5,000-10,000 employees. Still very large, but something it has a much easier chance to fulfill and then potentially exceed as it so desires.

In summary, we believe these clues Echo many of our earlier perspectives and underscore that the eventual outcome may be quite different than stated – we remain Primed to hear what Amazon decides in 2018.

Indian Service Providers Coming to Grips with Talent Challenges in the Digital World | Sherpas in Blue Shirts

August 28, 2017

India’s service providers are slowly coming to grips with the decline of the arbitrage model and the shift to digital models. The digital era brings the providers three challenges regarding talent. Over the next three to five years they will need 30-40 percent fewer people than they needed for arbitrage-based work. Second, digital talent often needs to be located in the US and Europe, but providers face work visa restrictions in the US. Third, they have over-hired freshers and have too many other employees who need training for the digital world. The result: continual churn of the providers’ employee base.

In fact, before too long, we’ll probably see an absolute reduction in the number of people employed in India. It hasn’t happened yet because the growth in digital business has more than offset the shrinking growth in arbitrage-based business. However, in coming months and years, the providers will face cannibalization of their existing arbitrage business as customers’ preference for digital models grows.

Currently, the industry is feeling the early tremors of the huge change that is coming to the talent model. Initially, the providers must deal with the over-hiring already in place. But as they take bigger steps to reshape their talent model for the digital world, their steps will become more draconian. As margins come under more pressure, service providers will need to manage their talent bench more closely. Obviously, anyone not assigned to revenue-generating work is vulnerable to be let go, regardless of tenure.

What Happens to the Laid-Off Employees?

The good news for laid-off employees is they have employment opportunities in the domestic Indian market. But there’s also bad news: wages are lower, and it may be difficult for the economy to absorb large number of workers in any given month. Laid-off employees may need to move to other cities where there are opportunities for work. They also may face a period of unemployment.

Ironically, the issues the laid-off employees face are similar to US and European workers whose jobs moved to India over the past two decades. As happened in the US and Europe, India’s workers may initially receive limited help from the providers and government programs; but they will likely end up in jobs with lower compensation.

There is a small glimmer of hope. Service providers will capture a larger share of digital work over time. And despite the short-term oversupply of IT engineers, it’s hard to imagine that India will not need engineers for a growing economy in the long run. But this will take time.

I could be wrong about providers’ need for ongoing headcount reduction. But as I speak with senior leaders in the industry, they acknowledge that they face a huge shift in their talent model and will likely need far fewer workers in the future.

RPA and BPM – The Twain Shall Meet after All | Sherpas in Blue Shirts

July 20, 2017

It was not long ago that I was talking to a German manufacturer about the relative merits of different types of automation solutions on the market. The client did not want any services-layer, API or connector-based process integration. He said those were in the realm of Business Process Management (BPM) and IT. That is why he was going for Robotic Process Automation (RPA), for integration through the user interface. We discussed the pros and cons of these different approaches – but the point is that he was looking for an alternative to traditional BPM. He, and many others, have come to view RPA as that alternative. Yet, recent announcements by leading vendors show that RPA and BPM are coming together. Announcements by IBM and Automation Anywhere, and Appian and Blue Prism, indicate that we have really come full circle and that the RPA and BPM twain have already met.

This was inevitable:

The recent success of RPA was a bolt out of the blue for the BPM market, distracting and taking away many potential customers and reaching business users that BPM providers could only dream about. BPM vendors had to take steps to protect their share of the market
The growing scale of RPA deployments is another driver for the twain to meet. It is one thing having a few robots running basic processes, but as organizations’ automation ambitions have become loftier, the need for integration with workflow to increase control and orchestration has grown too
Robotic Process Automation is not the answer to all automation requirements and, therefore, combining it with BPM for a full set of capabilities to handle different situations is a no brainer. Some of the most successful automation deployments combine RPA with BPM-based large strategic system integration and transformation. In these scenarios, RPA complements the BPM integration by connecting core business platforms to other disparate enterprise systems

IBM and Automation Anywhere

With their announcement, IBM and Automation Anywhere have taken their partnership to the deeper level of integrated offerings:

IBM will include Automation Anywhere Enterprise edition in its BPM software catalogue. Currently BotFarm and Automation Anywhere’s cloud offerings are not included
It will resell and support Automation Anywhere
IBM will integrate Automation Anywhere with the software becoming a part of its IBM Digital Process Automation platform. This included IBM Business Process Manager (BPM) and IBM Operational Decision Manager (ODM)
Automation Anywhere will be the standard RPA software offering unless clients ask for another

As things stand today, IBM Digital Process Automation orchestrates processes between core systems while Automation Anywhere RPA automates repetitive rules-based tasks. IBM’s vision for the future is that BPM and RPA will be integrated into a flexible offering with software, services and consultancy provided from a single source. In the future, we will see IBM add cognitive capabilities to this mix. The question is how much of Automation Anywhere’s intelligent capabilities will feature in IBM’s software catalogue.

While the move by IBM to build this partnership is part of the maturing RPA market, it must have been partly driven by a move by its other major RPA partner, Blue Prism, to join forces with Appian, a BPM vendor with whom Blue Prism has built deeper software integration. Last year, another BPM player, Pega, acquired Open Span, which also offers Robotic Process Automation.

An additional driver is that RPA offers integration at a relatively low cost of entry, and this partnership allows IBM to bring in customers at a lower starting point to traditional BPM projects.

Appian and Blue Prism

This week, Appian and Blue Prism, which, had already built some plug and play capabilities together, took their relationship to the next level with the announcement of an extension to Appian’s platform that is based on RPA from Blue Prism. The partners are also aiming for a one-stop-shop to all automation requirements and seamless integration between their combined BPM and RPA products.

Interestingly, the Blue Prism partnership with IBM is going on, unaffected by these pairings. The groups involved are different: Blue Prism started in IBM’s Global Process Services and expanded to GBS Digital. Automation Anywhere’s relationship is with IBM Software.

It is important to note that the Appian move is part of Blue Prism’s strategy to turn its software into a platform that other solutions can be plugged into easily. The Blue Prism Technology Alliance Program (TAP) will see integrated offerings from partners in cloud, virtualization, analytics, process mining, artificial intelligence including computer vision, as well as BPM. IBM is a TAP partner. Others, include Celaton and Instream, its intelligent automation software.
These alliances open new opportunities for Blue Prism, for example, to handle processes that use unstructured content and to access services that are run on cloud solutions. In summary, interoperability is going to be a key feature of the Blue Prism platform and the Appian move is a major step in that direction.

Everest Group has addressed aspects of automating different levels of processes with different solution types in a paper titled “Pushing the Dial on Business Process Automation”.

Everest Group has just positioned IBM as a Leader in a PEAK Matrix™ assessment of Business Process Services Delivery Automation (BPSDA).

Indian Service Providers Making Difficult Choices and Laying Off Workers | Sherpas in Blue Shirts

May 10, 2017

Service providers in India have issued several announcements around their intentions to let a fairly sizeable number of employees go. Six thousand at Cognizant, 1,000 at Infosys, more than 200 in the Mumbai office of Capgemini (a French company), and several hundred last month at Wipro with expectations of another 10 percent of the workforce this year if revenues don’t improve. This is unusual in this market and, understandably, it is creating angst among employees in the companies as well as interest outside the companies. However, it’s not just a case of “downsizing” and thousands of layoffs, as many media have reported. Let’s look closer at what’s really happening.

Digital is the New Reality

We at Everest Group have been tracing the trends in the traditional arbitrage-first based model, which constituted 78 percent of the services marketplace. The arbitrage-first business shrank in the last 12 months. The rotation into new digital models is another factor. Where it’s applied, the digital business cannibalizes the arbitrage business and compresses that revenue by 30-40 percent. Also, digital revenues at this point are small. Digital models are primarily in the implementation phase; therefore, most projects are small in nature and most are located onshore at customers’ locations.

Because of the arbitrage decline and the change to digital models, service providers now have an excess number of employees for the first time since the global economic crisis and recession in 2008. As market realities have changed, India’s service providers are taking steps to adjust their business models. As digital models often require 30-40 percent fewer people to do the work, I think it would be surprising if they didn’t thin their labor pools as a necessary part of adjusting to the new realities and new business models!

Talent Models are Out of Whack

But as I mentioned earlier, the providers are not just laying off workers. They’re also hiring. Their talent models are out of whack to be able to address digital work, which requires different skills and often needs to be done onshore where clients are located rather than offshore. Several are creating new jobs in onshore locations near their customers; Infosys, for instance, announced it is creating 10,000 jobs for US workers. Even in a digital world, the Indian providers need to maintain their pyramids (which rely on steady new hires of junior people) so they can keep their costs low.

Bottom Line for Indian Service Providers

India’s service providers are making difficult choices, including thinning their arbitrage-based talent pools. Thus, the layoffs are understandable and, indeed, necessary. It indicates organizations and an industry in transition and undergoing unaccustomed pain.

The service providers’ clients should view these developments as encouraging because the providers are taking the necessary steps to put digital talent in place. But the providers’ employees understandably experience trepidation as they face the new market realities with an increasingly uncertain future.

2017: The Utopian Year for Talent Acquisition? | Sherpas in Blue Shirts

February 27, 2017

Talent acquisition teams across companies and countries have spent decades looking for a utopian talent acquisition solution through which they can find the right talent, at the right time, in the right place, and at the right cost. This rare, elusive combination may just start becoming a reality in 2017, as promising themes from 2016 begin to emerge on the mainstream, and new technologies and ideas surface.

Think about the unification of these, resulting in an ideal world order for talent acquisition teams in which:

Companies can leverage workforce planning tools to decide on the type of talent – permanent versus, temporary, internal versus external –they want to hire
Sourcers, in a split second, can decide on the talent source they want to leverage, immediately access their diligently cultivated employer-specific talent pools, and screen candidates by parsing resumes using cognitive, AI and NLP-enabled tools
There is a seamless flow of data between HRMS and talent acquisition systems, and recruiters can leverage this data to run predictive analytics to gauge the candidate fit
Employers can attract and engage candidates through their brand by continuously interacting with them leveraging chatbots for email, chat, and voice communication. Availability of add-on tools allows recruiters to interview candidates remotely, run background checks, and conduct mobile assessments
HR managers can identify candidates who are susceptible to attrition, and devise effective strategies to retain them
Recruiters are able to map the entire employment lifecycle of a potential hire, and leverage it for making an informed decision about the candidate

Integrating all these scenarios into one single solution offering might feel like fiction, but Everest Group feels it will start manifesting into reality later in the year. Enterprises and providers alike have been using video interviewing, self-scheduling, and background screening tools for quite some time. Other more advanced technologies such as AI, cognitive, predictive analytics, and NLP-enabled tools are evolving fast. And service providers that are the flag bearers of innovation in RPO are already investing in and working on some of these technologies. It will be interesting to see which service provider is able to integrate all these technologies into a one-stop solution, whether through new investments, or through partnerships and acquisitions.

But, one thing is certain: this whole ecosystem is about to be disrupted, to such an extent that we believe that 2017 will probably be remembered as the year in which the concept of technology became deeply entrenched in the talent acquisition function psyche. This will also result in technology slowly becoming an extension of a recruiter’s physical being in the years to come.

For more insight into some of these technologies, please see our reports including Technology in Recruitment Process Outsourcing – Enabling a Paradigm Shift, and Giving Talent Acquisition the “Analytics Nirvana” Edge.

U.S. Domestic Locations for IT Services Delivery: Your Trump Card amidst H-1B Uncertainties | Sherpas in Blue Shirts

February 20, 2017

As part of President Donald Trump’s immigration reform efforts, the recently introduced legislation could make hiring H-1B visa holders significantly more expensive. The legislation calls for more than doubling the minimum salary of H-1B visa holders to $130,000.

The technology sector is the largest consumer of the visa. And about 70 percent of the 85,000 visas issued every year go to Indian workers employed by technology and outsourcing service providers to provide IT services to leading American enterprises.

Such a massive hike in the proposed minimum salary for H-1B visa holders is forcing enterprises and service providers alike to rethink their talent strategy from offshore to onshore. Factors such as adoption of agile methodology and regulatory requirements are also driving up the demand for onsite resources, and those will likely need to be sourced locally from within the U.S. as the landed resource model become challenged.

This increased focus on onshore resources has both enterprises and service providers alike considering the merits of potential U.S. locations. The landscape of IT services delivery from within the U.S. is complex, with more than 150 leverageable locations. The help simplify the view, Everest Group has classified delivery locations in the country into various tiers based on socio-economic status, maturity of IT services delivery, talent availability, and operating costs.

Deciding on the best location for U.S.-based IT services delivery must be based on a business case that considers multiple factors, and perhaps some trade-offs. For example, Tier-2 locations offer the twin advantage of moderate operating cost and breadth and depth of skills, but you might have difficulty attracting resources with extremely specialized skills to move from a Tier-1 city such as San Francisco to Dallas or Atlanta. And although Tier-3 and 4 locations are suitable for low-cost transactional IT services delivery, they may not be appropriate options if you need, or anticipate needing, more advanced skills.

While the proposed legislation hasn’t yet become law, turbulence and disruption of this potential magnitude demands significant research and pre-planning. As Benjamin Franklin, one of the founding fathers of the United States said, “By failing to prepare, you are preparing to fail.”
For more information on this topic, please read the following Everest Group reports.

Shedding Light on Proposed High-Wage Immigration Changes | Sherpas in Blue Shirts

February 13, 2017

Although US immigration reform is front and center in the media since the Trump administration took office, the US Congress has debated the need to change immigration legislation for years and has introduced significant proposals since 2013. An integral component is the H-1B work visas heavily used in the global services industry. Right now, the details of visa reform are a moving target, but there is a new angle in the shake-up – the proposed benefits are likely to benefit Global In-house Centers (GICs.

CNBC interviewed Congressman Darrell Issa (R-Calif.) this week about proposed policy changes and his discussions with President Trump. Issa stated that Trump believes foreign service providers are gaming the H-1B visa program, undermining the intent of the program.

He explained that Trump may be more favorable toward a policy capping the minimum H-1B salary at $135,000, as opposed to the current minimum salary of $60,000. Two other minimum salary proposals are on the table: $100,000 proposed by Issa and $132,000 proposed by Rep. Lofgren (D-Calif.). In essence, all three plans thus emphasize focus on allowing visas for high-skilled labor, and Issa affirmed that he expects Congress will pass bipartisan immigration reform dealing with high skills this year.

Two Greatest Impacts from Proposed Changes

It’s still unclear, but it’s likely that the changes won’t affect US providers and tech companies to the same degree as the third-party service providers in India. Changes aim to raise their onshore costs. This will significantly raise costs for H-1B-dependent providers such as Cognizant, Infosys and TCS. Although these firms currently enjoy a competitive advantage over Accenture, Capgemini and IBM, the advantage will narrow and potentially go away with the increased costs.

The second greatest impact from proposed changes is the GICs. Notably, the proposed legislation does not impact firms with GICs. In fact, it is likely to make the Indian GIC model (or captives) more attractive, thereby increasing employment opportunities in these Indian firms and giving these providers a greater share of the offshore pie. Why? Because reducing or restricting the available pool of H-1B talent when there is rising demand for US-based tech talent is likely to create wage inflation.

Although rising tech wages in the US will create a tailwind for all offshore models, GICs may benefit disproportionally because, unlike third-party providers, GICs don’t depend on the H-1B onshore model.

Digital Revolution Impact on Job Creation

Visa reform is not the only factor disrupting the labor arbitrage model. The emerging digital revolution holds the promise of significant productivity increases in the existing workforce – often as much as 30-60 percent. Coupled with US companies’ increasing risk of reputation damage for using offshore services, I believe the move to digital services will accelerate, as its value proposition includes the advantage of onshore delivery and relies less on service delivery based on the offshore labor arbitrage model.

H-1B-dependent service providers will likely use digital technologies and business models to offset the impact of rising wages. A short-term rise in employment is probable, given that it takes some time to implement digital productivity improvements.

No matter which side you’re on, the offshore labor arbitrage market is shifting. The US government definitely is moving aggressively in the direction of significant visa reform, especially focusing on high-skilled workers. However, the other items high on the loaded US policy agenda – especially repealing the Affordable Care Act and changing tax laws) could become a factor moving visa reform to a lower priority.

Onshoring, Talent Development, Automation – My Top 10 Picks from RevAmerica 2015 | Sherpas in Blue Shirts

June 9, 2015

Last month I had the opportunity to attend and co-present with Eric Simonson at a special event in the outsourcing sector, RevAmerica 2015, held in New Orleans, LA. You can download our keynote presentation here. For those who might not know, RevAmerica is a domestic outsourcing event in its second year. The event focused on a multitude of topics and was attended by a strong community of service providers, buyers, economic development agencies, analysts/consulting firms, and academic institutions. Here are my top 10 takeaways from the event:

Buyers are looking at their IT and BP service delivery portfolio more holistically than ever and asking the shoring question more seriously. They are willing to evaluate onshoring as an alternate and in some cases willing to even bend their rules around cost savings to get the extra flexibility in delivery.
Service providers have a major role to play in onshoring growth as they can not only harness the available talent pool, but also create a delivery model that makes economic sense.
Domestic pure-play service providers are diligently making the business case for onshoring. The ones that do this without demeaning the offshoring benefits are likely to be more successful in not only winning pursuits, but also in sharpening their own value proposition for buyers. In this regard, I liked Genesis10, Nexient, and Rural Sourcing’s approach that are playing on the strengths of onshoring rather than making unnecessary comparisons with offshoring.
Economic development agencies (EDAs) are evolving in their thinking and go-to-market approach. Those who are serious about this sector, such as North Dakota Dept. of Commerce and Louisiana Economic Development (LED), have a more collaborative approach towards working with providers/enterprises. However, there is a lack of collaboration among economic development agencies for the common goal.
Talent development continues to be an area of immense interest. Partnership with universities, training/re-skilling programs to create talent in places where people have limited opportunities, and hiring veterans and their spouses are all examples of initiatives to strategically develop the available talent for domestic sourcing. A great example of this is the partnership between IBM, LED, and LSU College of Engineering where State of Louisiana will invest in the institution to expand higher education programs in order to increase the annual computer science graduate output to support IBM’s delivery center in Baton Rouge.
Tier-3 cities are the epicenter of activity in the domestic sourcing space, with maximum centers and headcount located in this cities. They are also the ones that will see maximum growth in the future, but we should watch for saturation trends.
The buzz around robotic process automation (RPA) is getting stronger, especially in the context of domestic sourcing as onshore providers can compete with the offshore labor arbitrage model by harnessing the potential of RPA (where applicable).
The role of educational institutions has to increase to make onshoring a compelling alternative in the eyes of both providers and buyers. EDAs can only promise sustainable talent pool, but not deliver it unless educational institutions show the flexibility and support at a sustained, tactical level – implying changing curriculum, adding industry interaction programs, etc. while still serving the overall mission.
Agile methodology and its implications for working models for IT teams are a great blessing for the onshore model. However, agile can only be one of the selling points. Domain expertise, ability to ramp up/ramp down, technology expertise, and cost of delivery are all factors for evaluating a provider’s capabilities in the onshore context.
The notion of “domestic sourcing = impact sourcing” is flawed. Beyond generating jobs for the underprivileged, domestic sourcing’s larger mandate is to create jobs for the unemployed educated people of the country. There are some domestic sourcing plays such as Onshore Outsourcing and Liberty Source that are doing impact sourcing in an onshore model.

Overall the event touched upon some very relevant topics from the domestic outsourcing perspective and is paving the way for developing a stronger ecosystem to support this sector. Kudos to the Ahilia team for organizing a great event! Last but not the least, in case you are interested in learning more about the domestic outsourcing landscape, you can download Everest Group’s full report here. You may also want to read Eric’s blog on tier-3 cities: John Mellencamp Named Honorary Everest Group Analyst of the Month.

Photo credit: Omni Royal Orleans

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Category: Talent