1 & 2 module of training & development for 3rd sem mba
TRANSCRIPT
Meaning
HRD is a positive concept in HRM.It is based on the belief that an investment in human beings is necessary and will invariably bring in substantial benefits to the organisation in the long run.
● In short HRD aims at helping people to acquire competencies required to perform all their functions effectively and make their organisation do well.
DEFINITION
HRD is a process by which the employees of an organisation are helped in a continuous and planned way to:
● Acquire and sharpen capabilities required to perform various functions associated with their present or future roles;
● Develop their general capabilities as individuals & discover & exploit their own inner potential for their own & /or O.D purposes;
● Develop an O.C in which superior – subordinate relationship, team work & collaboration among sub units are strong & contribute to the professional well being, motivation & pride of employees.
FEATURES OF HRD➔ HRD is a system.➔ HRD is a planned process.➔ HRD involves Dvpt. Of competencies.➔ HRD is an inter disciplinary subject.➔ HRD improves quality of life.
ELEMENTS OF HRD
Training is short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related.
Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest.
Development is a long term investment in human
resources.
HRD SIGNIFICANCE IN ORGN.
Growth of organisation
Development of work culture
Developing potentialities
Growth of employees
HRD SIGNIFICANCE IN ORGN.Growth of organisation: Growth of organisation is associated with the development of its workforce. In changing situation HRD must be viewed as the total system interrelated and interacting with other systems at work; production, finance, and marketing.
Development of work culture: The need of HRD is felt as it improves the efficiency of employees, checks monotony at work, better communication, development of mutual cooperation and creativity of all the members comes into limelight.
Developing potentialities: The focus of HRD manager essentially is on enabling people to selfactualise through a systematic approach by which their existing talents are further developed.
Growth of employees: HRD is associated with growth of employees. It helps employees to know their strengths and weaknesses and enable them to improve their performance. The management should provide adequate opportunity for the development of human resource management for the development of their talents so that their development will benefits the organisational growth.
OBJECTIVES OF HRDIt aims at developing ,:
Capabilities of each employee as an individual.
Capabilities of each employee in relation to his/her present role.
Capabilities of each employee in relation to his/her expected future role(s).
The dyadic relationship between each employee & his/her employer.
The team spirit & functioning in every orgn.al unit.
Collaboration among different units of the organisation.
The organisation's overall health & self renewing capabilities, which in turn, increase the enabling capabilities of individual dyads, team & the entire orgn.
Human Resource Development Program @ TATA
The Human Resource Development Program (HRDP) was initiated in 2006 in recognition of the corporate leadership and specialist roles that HR managers are required to fulfil.
Each year HRDP recruits the best talent from premier Indian business schools and Tata companies, based on their performance, interest and capabilities, and trains them for a year with rotations through subfunctions such as recruitment and sourcing, performance management system, training and development, employee relations, community development, etc. The programme ensures accelerated longterm growth through customised as well as certified training and development during this period.
HRDP process
HRDP process:
All HRDP managers are selected by senior HR and business executives in Tata companies after undergoing a rigorous threestage process of filtering, post which they are placed on a projectbasis at Tata companies for threemonth periods.
Managers undergo three rotational stints in core HR functions. They also undergo a community development stint, where they work with the Tata trusts on assignments in the domain of corporate sustainability for eight weeks.
Managers are then placed with a Tata company on a fulltime basis after completion of the four rotational stints.
IMPORTANCE OF T&D
Training and career development are very vital in any company or organization that aims at progressing. Training simply refers to the process of acquiring the essential skills required for a certain job. It targets specific goals, for instance understanding a process and operating a certain machine or system.
Career development, on the other side, puts emphasis on broader skills, which are applicable in a wide range of situations. This includes decision making, thinking creatively and managing people.
IMPORTANCE OF T&D
Helps in addressing employee weaknesses
Improvement in workers performance
Consistency in duty performance
Ensuring worker satisfaction
Increased productivity
Improved quality of services and products
Reduced cost
Reduction in supervision
Helps in addressing employee weaknesses:
Most workers have certain weaknesses in their workplace, which hinder them from giving the best services. Training assists in eliminating these weaknesses, by strengthening workers skills. A well organized development program helps employees gain similar skills and knowledge, thus bringing them all to a higher uniform level. This simply means that the whole workforce is reliable, so the company or organization doesn’t have to rely only on specific employees.
Improvement in workers performance
A properly trained employee becomes more informed about procedures for various tasks. The worker confidence is also boosted by training and development. This confidence comes from the fact that the employee is fully aware of his/her roles and responsibilities. It helps the worker carry out the duties in better way and even find new ideas to incorporate in the daily execution of duty.
Consistency in duty performance:
A well organized training and development program gives the workers constant knowledge and experience. Consistency is very vital when it comes to an organization’s or company’s procedures and policies. This mostly includes administrative procedures and ethics during execution of duty.
Ensuring worker satisfaction:
Training and development makes the employee also feel satisfied with the role they play in the company or organization. This is driven by the great ability they gain to execute their duties. They feel they belong to the company or the organization that they work for and the only way to reward it is giving the best services they can.
Increased productivity:
Through training and development the employee acquires all the knowledge and skills needed in their day to day tasks. Workers can perform at a faster rate and with efficiency thus increasing overall productivity of the company. They also gain new tactics of overcoming challenges when they face them.
Improved quality of services and products
Employees gain standard methods to use in their tasks. They are also able to maintain uniformity in the output they give. This results with a company that gives satisfying services or goods.
Reduced cost
Training and development results with optimal utilization of resources in a company or organization. There is no wastage of resources, which may cause extra expenses. Accidents are also reduced during working. All the machines and resources are used economically, reducing expenditure.
Reduction in supervision
The moment they gain the necessary skills and knowledge, employees will become more confident . They will become self reliant and require only little guidance as they perform their tasks. The supervisor can depend on the employee’s decision to give quality output. This relieves supervisors the burden of constantly having to give directives on what should be done.
Training objectives
To increase the efficiency of employees .
To make the employee more competent to meet the future
needs of the company.
To familiarise the employee with the equipments &
methods.
To increase the morale of the employees.
To meet the specific requirements of the company.
To meet the technological & strategical needs of the
organisation.
Manpower Planning/Human Resource Planning(MPP/HRP)
Manpower planning may be defined as strategy for the procurement, development, allocation and utilisation of an enterprise's human resources. One of the functions of personnel management is the procurement of employees in sufficient number. The success of the organisation depends upon the right type of persons placed on the job. It is the responsibility of personnel management to see whether qualified personnel have been placed on the job in sufficient number. This requires planning.
Human resource planning includes the estimation of how many qualified people are necessary to carry out the assigned activities, how many people will be available, and what if anything must be done to ensure that personnel supply equals personnel demand at the appropriate point in the future” – Leap and Crion.
Manpower Planning is “the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. Through planning, a management strives to have the right number and the right kinds of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum longrange benefit.” Velter Eric W.
DEFINITION
Manpower planning is the planning for manpower resources. Manpower planning ensures adequate supplies, proper quantity and quality, as well as effective utilisation of human resources.
Thomas H.Patten defines manpower planning as "the process by which an organisation ensures that it has the right number of people and the right kind of people at the right place at the right time, doing things for which they are economically most useful".
In the words of Filppo, "An executive manpower planning programme can be defined as an appraisal of an organisation's ability to perpetuate itself with respect to its management as a determination of measures necessary to provide the essential executive talent."
HRP is of primary in nature and, therefore ,it precedes all other HRM functions.
HRP contributes in the following ways:
Defining future personnel need.
Coping with changes.
Providing base for developing talent.
Increasing investment in human resources.
Forcing the management to involve in HRM.
Macrolevel HRP HRP takes place at both the macro and micro levels. At the macro
level, HRP focuses on aligning human resources administration with the organization's mission and overall strategic plan. Often called HR strategic planning or organizational design and development.
macro HRP examines employee management policies and procedures and their effect on human resources management. Objectives may affect employee recruitment, performance evaluation, compensation and benefits, employment law compliance, labor relations and workplace safety.
Microlevel HRP
Macrolevel HRP drives microlevel HRP, which develops and implements the tactics needed to help the organization achieve its strategic objectives. Micro HRP tactics ensure that the business has the appropriate number of employees with the appropriate mix of knowledge, skills and abilities in the proper areas or departments.
If we follow the GAP concept, training is simply a means to use activities to fill the gaps of performance between the actual results and the expected results.
This GAP can be separated into 3 main themes
Attitude
Skills
Knowledge
Five Principles of Learning
Participation : involve trainees, learn by doingRepetition : repeat ideas & concepts to help people learnRelevance :learn better when material is meaningful and relatedTransference : to real world using simulationsFeedback : ask for it and adjust training methods to audience.
Key Concepts in Preparing a Training PlanBefore you train and develop people identify what:They must know before they can perform job
They should know to improve performance
Would be nice for them to know – but not necessary to perform duties.
Importance of Manpower Planning1.Key to managerial functions
The four managerial functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions.
2. Efficient utilization
Efficient management of personnels becomes an important function in the industrialization world of today. Seting of large scale enterprises require management of large scale manpower. It can be effectively done through staffing function.
3. Motivation
Staffing function not only includes putting right men on right job, but it also comprises of motivational programmes, i.e., incentive plans to be framed for further participation and employment of employees in a concern. Therefore, all types of incentive plans becomes an integral part of staffing function.
4.Better human relations
A concern can stabilize itself if human relations develop and are strong. Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to cooperation and better human relations.
5.Higher productivity
Productivity level increases when resources are utilized in best possible manner. higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and it's related activities ( Performance appraisal, training and development, remuneration)
Manpower Planning
Manpower Planning is a twophased process because manpower planning not only analyses the current human resources but also makes manpower forecasts and thereby draw employment programmes. Manpower Planning is advantageous to firm in following manner:
1.Shortages and surpluses can be identified so that quick action can be taken wherever required.
2.All the recruitment and selection programmes are based on manpower planning.
3.It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided.
MPP-Advantages
3.It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided.
4.It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents.
5.It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner.
6.It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern.
MPI
Inventory personnel is a comprehensive assesment of current human resources for future forecasting.
The human resources of the organization are divided into managerial and nonmanagerial categories, the skills inventory is related with nonmanagerial employees and the management inventory is related with the management personnel.
Process of HRI
The process of preparing a human resource inventory involves:
The determination of personnel category
Cataloging the factual information of each employee
systematic and detailed appraisal of employees
Identifying resources who have potential for growth.
MPI
Skill inventory:
A consolidate information about non managers in the organisation. It consists of:
➔ Personal dataAge, sex, Marital status.➔ SkillsEducation, Job experience, Training.➔ Special qualificationsMembership in professional bodies, Special
achievements.➔ Salary & job historyPresent & past salary, dates of pay raises, Various jobs
held.➔ Company dataBenefit plan data, retirement information, Seniority.➔ Capacity of individualScores on psychological & other tests, health
information.➔ Special preference of individualGeographic location, Type of job.
MANAGEMENT INVENTORY
Management inventory consists of:
Work History
Strengths
Weaknesses
Promotion potential
Career goals
Personal data
No & Types of employees supervised
Total budget managed
Previous Management duties
Educational background
Current job performance
Personnel /Human Resource audit
The personnel audit is an analysis of human resources in a company. The audit helps to identify capacity of your employees to perform the given work, to identify their capacity, weak and strong spots.
The audit enables to analyze the recent statement of personnel resources and to evaluate the demand or surfeit of the employees.
HR audits summarise each employee's skills & abilities.The audits of non managers are known as skill inventories & those of management are called management inventories.
Purpose
The purpose of a Human Resources audit is to assess the effectiveness of the Human Resources function to ensure regulatory compliance.
To look for potentially serious problems (time bombs) To find areas needing improvement To document processes for use in merger,
reorganization or inspectionTo address compliance issues
How
Interview key staff Review relevant documentation Help you complete a comprehensive
questionnaire Compile data a prepare and customized written
report Make specific recommendations to improve the
efficiency and performance of your HR function
Data
What do the written policies and procedures say?
What do the HR managers say? What do the line managers say?
Examples of data
Hiring statistics (acceptance rate, hiring rate, hiring projections)
Turnover Compensation and benefits philosophy and practice Exit interview summaries Employee complaints (discrimination, harassment,
safety, other) Promotion and advancement practices and trends Human Resources budget and expenditures
HRIS
HRIS is an integrated system designed to improve the efficiency with which HR data is compiled. It makes HR records more useful to the management by serving as a source of information.
A systematic procedure for collecting, storing, maintaining, retreiving & validating data needfed by an organisation about its human resources
Ignoring HRP in an Organisation
● The penalties for not being correctly staffed are costly.
● Understaffing loses the business economies of scale and specialization.
● Overstaffing is wasteful and expensive.
● Planning staff levels requires that an assessment of present and future needs of the organisation be compared with present resources and future predicted resources.
Requisites for successful HRP➔ Backing of top management for HRP is absolutely essential.➔ HRP responsibilities should be centralised inorder to cor
ordinate consultation between different management levels.➔ Personnel records must be complete, up to date & readily
available.➔ The time horizon of the plan must be long enough to permit any
remedial action.➔ HRP must be recognised as an integral part of corporate
planning. The planner of human resources must therefore , be aware of the corporate objectives.
➔ The techniques of planning should be those best suited to the data available & the degree of accuracy required.
Cont..
➔ Plans should be prepared by skill levels rather than by aggregates.
➔ Data collection, analysis, techniques of planning & the plans themselves need to be constantly revised & improved in the light of experience.
➔ The impact of external forces like technological changes, changes in labour markets compositions & the like needs to be considered while developing the HR plan.
➔ HRIS should be used as a DSS & should alert managers to problems & opportunities.
TRAININGMEANING & NATURE
Training is the act of increasing the knowledge & skills of an employee for doing a particular job. (Flippo)
The purpose of training is to bring about improvement in the performance of work. It includes learning of such techniques as are required for the better performance of definite tasks.
TrainingObjectivesTo increase the knowledge of workers in doing specific jobs.
To impart new skills among the workers systematically so that they learn quickly.
To bring about change in the attitude of workers towards fellow workers, supervisors the orgn.
To improve the overall performance of the organisation.
To make the workers handle the materials, machines & equipments efficiently & thus to check wastage time & resources.
To reduce the number of accidents by providing safety training to workers.
To prepare workers for higher jobs by developing advanced skills in them.
TrainingDesign
Identification of training needs
Setting training objectives.
Organisation of training.
Evaluation of training outcomes or results.
Trainingidentification of training need
The technological changes taking place is the main cause of identification of training needs in an orgn.
Conventional method for TNAOrganisational analysisTask analysisHR analysis
ORGANISATIONAL ANALYSIS
It is the systematic study of the organisation in terms of its objectives, resources, resource allocation& utilisation, growth potential & its envt.It consists of:
Analysis of objectives
Resource utilisation analysis
Climate analysis
TASK ANALYSIS
It is the systematic study of jobs to identify job contents, knowledge, skills & aptitude required to perform the job. It should see the factors like the task to be performed, the methods to be used, the way the employee learn these methods & the performance standard required of employees.
HR ANALYSIS
The quality of manpower required by the orgn has to ba carefully analyseed.It has to be done based on envtal analysis. Following areas must be covered under HR analysis:
Specific areas where individuals need training.
The capability of present workforce to learn new skills & behaviours.
The time frame within which training must be imparted, &
Job designing & redesigning, introduction of new work methods & technology.
TRAININGNEEDTraining is important not only from the point of view of the orgn, but
also for the employees.Training is valuabe to the employees because it will give them greater job security & an opportunity for advancement.
Factors/situations lead towards training are:
Changing technology
Quality conscious customers
Greater productivity
Stable workforce
Increased safety
Better management
TRAINING NEED ANALYSIS(TNA)
A training need analysis is the method of determining if a training need exists and if it does, what training is required to fill the gap.
A need assessment is a systematic process for determining and addressing needs, or "gaps" between current conditions and desired conditions or "wants". The discrepancy between the current condition and wanted condition must be measured to appropriately identify the need. The need can be a desire to improve current performance or to correct a deficiency.
Definition
“All effective training begins with needs assessment. The training needs survey measures what skills employees have, what they need, and how to deliver the right training at the right time.”
(American Society of Training and Development)
“A Needs Assessment is a systematic exploration of the way things are and the way they should be. These “things” are usually associated with organizational and/or individual performance.”
(D. Stout, Performance Analysis for Training, 1995)
Cont..A TNA is the method of determining if a training need exists
and if it does, what training is required to fill the gap.
Much of the TNA process is about asking questions and getting answers.
Performing a TNA requires seven steps, which build on each other.
Costing the performance problem and comparing training costs is an important part of the TNA report.
ASSESSMENT OF TRAINING NEED
PurposeThe purpose of a training need assessment is:
To identify the performance requirements i.e, the knowledge, skills, and abilities needed by an agency's workforce to achieve the requirements.
To direct the resources to areas of greatest demand.
To address the resources needed to fulfill organizational mission, improve productivity, and provide quality products and services.
To identify the "gap" between performance required and current performance.
Purpose
It helps to explore the causes and reasons for the gap and methods for closing or eliminating the gap.
A complete need assessment also considers the consequences for ignoring the gaps.
Training Need Assessment
“All effective training begins with needs assessment. The training needs survey measures what skills employees have, what they need, and how to deliver the right training at the right time.”
(American Society of Training and Development)
“A Needs Assessment is a systematic exploration of the way things are and the way they should be. These “things” are usually associated with organizational and/or individual performance.”
(D. Stout, Performance Analysis for Training, 1995)
GAP conceptGAP conceptIf we follow the GAP concept, training is simply a
means to use activities to fill the gaps of performance between the actual results and the expected results.
This GAP can be separated into 3 main themes
Attitude
Skills
Knowledge
Basic concepts of needsBasic concepts of needsNeedNeed is a gap between ‘what is’ and ‘what should be’; is a gap between ‘what is’ and ‘what should be’;
a gap between real and ideal; a gap between the a gap between real and ideal; a gap between the desired condition and current actual situation to desired condition and current actual situation to achieve a certain outcome.achieve a certain outcome.
Want Want is something that you don’t really need but is something that you don’t really need but would be nice to have; an unfulfilled desire that you would be nice to have; an unfulfilled desire that you can live with. can live with.
Why should you conduct a TNA?Why should you conduct a TNA?
Avoid training for ‘training sake’.Supports cost effective training.Targets areas of greatest need.Gives information on the organization's climate.Gives commitment from managers and trainersSeparates the ‘symptoms’ from the causes.
How can a need to be How can a need to be identified?identified?
Complaints from staff, customers/clientsPoor quality workFrequent errorsLarge staff turnoverDeadlines not being metConflict amongst staffNew equipment systems
TNA process
“A Needs Assessment is a systematic exploration of the way things are and the way they should be. These “things” are usually associated with organizational and/or individual performance.”
How to do a TNA process
1. Document the problem1. Document the problem
2. investigate the problem2. investigate the problem
3. Plan the needs analysis3. Plan the needs analysis
4. Select the technique4. Select the technique
5. Conduct the analysis5. Conduct the analysis
6. Analyse the data6. Analyse the data
7. Report the findings7. Report the findings
77stepssteps
77stepssteps
Techniques to carry out TNA
InterviewObservationSurvey questionnairesJob descriptions and person specificationsCritical incidentsLog books and other company recordsIndustry seminarsSupervisor’s reports
Interview
Merits:
It is good at uncovering details of training needs.
The trainer can explore questions that arise.
Demerits:
It is time consuming & difficult to analyse.
To succeed need a skilled interviewer.
Observation
Merits:
Generates data relevant to work envt. & minimizes work interruptions.
Demerits:
Requires a skilled observer, Employee's behaviour may be affected by being observed, & is time consuming too.
Survey questionnaires
Merits:
Inexpensive & can collect data from a number of people.
Demerits:
Provides limited information,There are also anonymity content.
Focus groups:
facilitated small group discussions with a representative sample of people.
Merits:
It is more participatory than questionnaire method & less time consuming than individual interview method
Log books and other company records:
Various workplace process & inspection reports can be examined to determine problems faced in the workplace, which has bearing on training, & needs. P.A forms of employees can be analysed for identifying the areas of improvement for employees.
Report the findings
Title page
Executive summary
Table of contents
Introduction
Recommendation
Training Plan
Data collection and analysis methods
Cost analysis, proposed costs of recommended solutions
TNA approaches
TNA approaches
PROFESSIONALAPPROACH
ONLINELEARNING
SECRETSHOPPER
APPROACH
DIRECT APPROACH
TNA approachesDirect approach:
It is used to assess training needs by directly asking the employees about training need.
Professional approach:
A process whereby performance consultants analyse your jobs, identify the competencies required to do each, & perform a gap analysis to determine each employee's area for improvement. It is time consuming & expensive.
Secret shopper approach:
It is done by conducting an industry related survey among the employees , asking questions related to training by a third party who is a stranger to the members of an organisation.
On-line learning:
This is a process by which nature of the employees are considered. For e.g if the employees require technical instruction & are computer savvy, on-line learning is the best.
When to assess needsWhen work requirements change, your benchmark should also
change, in general, you should assess learning needs among your staff each year. But the gap between required & the existing capabilities will change whenever there is a change in :
Work itself:
It refers to when the work assignment changes, such as when individual is promoted or new work is expected of your office, there is change in the work methods or procedures & if there are changes in the tools & technique used.
The people who do the work:
The need for the training arises when there are changes in the capability of the employee in situation when a new employee comes on board & a staff member completes a training programme or the physical mobility becomes limited.
The work envt/ resource changes:
It refers to the change in orgn's mission/ goals, O.S, budget changes in the worksite the building/locationor in access to the site or changes in laws, regulations, licensing or certification requirements.
Environment
TNA cycle of events
Training needs identification detects & specifies the t& d within the orgn & of the orgn as a whole.
TNA follows on from needs identification & determines the most effective & appropriate ways in which the needs might be met. It can, of course, lead to decisions that there should be no training provision in view of the limited scale of the needs, the cost of provision,future dvpt envisaged, & so on.
TNA cycle of events
The cycle of events in TNA are given below:
A change within the market place or orgn, which leads to a:
Business needs, which leads to a:
Training need which leads to a:
Training delivery, which leads to a:
Training evaluation,this could lead to:
Going through the whole cycle again
ADVANTAGES OF TNA
Pinpoints the problem
Size of the problems
Scale of the need
Indicates the type of solution
Provides training objectives
ADVANTAGES OF TNAThe benefits of TNA includes the following:
Pinpoints the problem:
In many cases of line operation, there is suspicion that something wrong in a particular area of work, but the specific problem is not known or understood. The process will clarify this suspicion & if carried out effectively, will detail not only the exact nature of the problem, but also suggest the best ways to solve it. In this sense, it can be called as a problem solving technique can be applied to general work situations that are not operating effectively.
Size of the problems:
a no of problems when investigated are so significant or have such little effect on work that they are seen to be hardly problems at all, or their solution requires minimum action.
Scale of the need:
In many companies problems are frequently not isolated to one part of the orgn. The TNA process will identify whether the problem is an isolated one, or is more universal need requiring a much larger solutioneffort, whether this is training or non- training.
Indicates the type of solution:
Once the extend, size & nature of the problem have been identified & analysed, guidelines are suggested to the most appropriate solution.
Provides training objectives:
It gives a specific statement & outline of the content of the training programme.It includes, the needs of the task or job, the gap between these requirements & the level of skills, knowledge & attitudes among the group, the group of people in question.
DISADVATAGES OF TNA
The lists of diadvantages is considerably smaller than the benefits of advantages.
Cost making function
A time consuming process
OVERCOMING PSYCHOLOGICAL BARRIERS IN TNA
There are ways of dealing with the psychological & cultural barriers to TNA, they are:
Building orgnal trust & confidence.
Emphasis on self assessment.
Assistance of external consultants.
Influence of the senior managers as a role model.
Effective monitoring.