There are various methods that that the business could use when planning for the future 'succession planning'. Below is a list that shows how the business can plan successfully:
- Changing business aims into employee goals
- Examining the environment
- Analysing the current situation
- Forecasting employee demand
- Analysing current supply
- Forecasting internal employee supply
- Forecasting external employee supply.
The businesses can benefit in many ways if it uses the Labour Turnover Statistics effectively. The business could also use the statistical information for other purposes, which would also be a benefit to them.
Consideration of Labour turnover when recruiting a new member of staff
Staff at Asda is very important and also very expensive so therefore it is important that staff is picked very carefully. The labour market is the system by which those who demand labour, e.g. employers, and those who supply the labour, e.g. workers, come together. The labour market changes constantly as the needs of employers and the availability of certain types of workers also change. Asda look at how many employees they will need in the future, they will also look at what type of employees they need for example someone well trained, graduated etc.
Employment measures
One person can have more than one job so therefore its important to make a distinction between the number of people with a job and the total number of jobs.
Age, skills, experience, training and qualifications of employee- The age of staff is important to Asda because it believes older staff have longer service, are expensive to employ and expensive to make redundant. Younger staff lack experience and are cheaper to employ. Age profiles are important as they show how many and which staff will be retiring in the near future. This helps them with ‘recruitment and selection’. The way this is done is that they look at the age range in which more people are leaving and recruit more people within that age group. Asda employs staff based on the skills/qualifications. One way Asda does this when drawing up its human resource plan is that it looks at the type of skills in short supply and then brings in people who have them skills. Asda has many different levels. Increased flexibility means a much greater possibility that workers will have to update their own skills at regular intervals. If workers at Asda can exercise more self-control over the direction of their career, wherever possible, they will follow paths they find particularly beneficial and interesting. In Asda’s terms, this will allow them to move closer towards self-actualisation, as they have the opportunity to explore the areas that hold meaning to them.
Age distributions can tell us something of problems due to retirements/sickness, etc in the near future. An imbalance in the age structure would also exist if many people in senior positions were young.
Age distributions of workers at Asda
25
% of workers
10
Actual age 20 30 40 50 50+
2003 2002 2001 2000 1999 Leaving date
This graph shows that most of the older generation was leaving Asda about four to five years ago and recently the younger generation is leaving, most in their thirties. This is probably because there is more work to be found that will meet their needs and demands.
Staff absences- sickness and accidents rates. This costs British industries £9 billion in lost productivity including bad time keeping, arriving late and leaving early. Absenteeism is used to measure how many workers miss work. At Asda this is expressed by the formula:
No. of staff absent
Absenteeism = x 100
Total no. of staff
How this could be applied to Asda… 4 x 100
295
Average For Week Commencing 03/02/03 = 1.35%
Aside from genuine illness, the main cause of absenteeism are linked to failures in the firm’s human relations system. Often these can be linked to ‘hygiene factors’, such as:
- Poor working conditions, making workers uncomfortable or even causing injury
- A failure to respect individuals and to be concerned with their needs
- A failure of teamworking, leading to feelings of alienation, or even bullying
-
Over-supervision, causing stress or the feeling of not being trusted at work
- Inappropriate tasks, leading to stress due to workers being unable to complete their tasks satisfactorily
- Pay rates that workers believe are too low for the quality or standard of work expected by the job.
Accidents at work- Some jobs are more dangerous than others and the likelihood of accidents is higher. The HSE is able to bring criminal charges against employers under the ‘Health and Safety at Work Act 1974’.
At Asda heavy machinery is used but the health of employees is always taken into consideration as well as customers. Factors such as use of electricity, handling heavy loads/stock is dealt with on a primarily basis. Asda calculates the number of accidents at work by recording them. Asda has a health and safety committee with the responsibility to:
- Investigate and report on accidents or incidents
- Examine national health and safety reports and statistics
- Review health and safety audit reports
- Draw up works rules and instructions on safe working practices
- Oversee health and safety training
- Promote and advise on relevant publicity campaigns
- Maintain links with external health and safety bodies
- Recommend updates to the company safety policy
- Consider and advise on impending legislation.
Work related sickness- Apart from accidents the workplace can cause illness to workers in a variety of ways:
- Shift work can upset body temperature, sleep patterns, digestion and disruption to family life can also occur
- Ergonomics- physical strain can occur if chairs, desk machines, computers, keyboards, VDU’s, etc are incorrectly positioned. RSI can also occur.
- Sick building syndrome- up to 50% new buildings may affect staff through headaches, itching eyes, dry throats, etc. This can all be related to air conditioning, lighting and open plan offices
- Passive smoking- most workplaces are non-smoking, however there are some exceptions
- Alcohol- consumption of alcohol is not normally allowed on work premises, especially not allowed where staff operate machinery or drive vehicles
- Harmful stress caused by over demanding work- too much stress causes tension, sleeplessness and builds low confidence.
At Asda the main causes of sicknesses are:
- Shift work- this is if the normal routine for an employee changes for e.g. if they have to work night shifts there sleep patterns will change causing a disruption in family life
- Harmful stress caused by over demanding work- this applies specially to management as they have a lot of tasks to do and also have to manage people at the same time. This makes it a hassle for them so they take time off work as it relieves them from stress for a short period of time.
Employers at Asda are responsible for the payment of statutory sick pay (SSP) for the first eight weeks of sickness. Such payments are related to earnings. However, many employees have contractual rights to sick pay over and above those laid down in the legislation.
Asda keeps a record of the following:
- Notified absences- when employees are going to be absent from work (e.g. to attend a funeral, hospital appointment, a wedding, etc.).
- Absences due to sickness- employees who will need to produce a doctor’s note so that they are entitled to sickness benefits, etc.
- Unauthorised absences- when employees simply do not turn up for work, without telling anyone.
As a result of these absences, Asda can record absences as a percentage of the hours/days, etc., that could possibly have been worked. Absence records can be kept for individual employees, groups of employees, and for the workforce as a whole.
Such a detailed statistical analysis enables Asda to keep an eye on where problems lie. Comparisons can then be made on this. Breaking down the statistics further highlights whether the problem lies with sickness or with unauthorised absence and by keeping these records for a number of years, it is possible to establish trends.
Flexibility of staff- If the staff absence rate is high, are other staffs flexible enough to replace their absence?
If Asda is aiming to achieve flexible specialisation it has to adopt new ways of working. These new methods include:
- Flexible working- creating a workforce that can adapt to changing circumstances
- Flexible structure- adopting a structure for the business which allows the firm to change rapidly to a differing environment
- Flexible operations- taking decisions as to how the business will run so that new demands can be met rapidly
Flexible working means that workers are flexible in their attitudes and abilities at work, and are able to change quickly from one task to another. Asda has now attempted to overcome the problems of inflexibility by producing a workforce that is both willing and able to undertake a variety of tasks at work. The method Asda has used for this is promoting staff and paying higher wages, etc. This allows Asda to respond quickly to changes in the working environment and remain competitive both at home and abroad. Changing staff attitudes has often been difficult, however. Anything that threatens an employee’s job security is likely to be treated with hostility.
British firms using a combination of three ideas have achieved flexible working. These are:
- Flexible work patterns- it is fairly common for firms to use a system of flexitime by which workers have some element of control over when they work.
- Changing work cultures- one consequence of the additional training is that workers often feel more loyalty and a greater sense of belonging to the firm. Job enrichment itself is often a motivator to workers, and the recognition of work to empower workers and to give them greater responsibility at work will also have a strong motivated effect.
- And the one that Asda uses ‘Training the workforce in a variety of skills’- this allows Asda as a whole to be more responsive to changes in demand from consumers. Workers can cover for absent colleagues where necessary to keep production going
Taken together, these factors can provide a workforce committed to the aims of the firm, and therefore willing to adapt to changing circumstances.
Succession and Promotion of staff- Promote staff within the organisation as it is cheaper as well as knowing the employee well. Promotion helps to motivate staff. It also helps to promote cheaply because if a person was employed externally, not only would it cost more for training, etc but the individual itself would first have to adjust to the workplace and the workload. This is time consuming, especially for a fast-growing company like Asda.
- Succession planning and succession management is beginning to focus more on individuals and less on jobs
- The definition of broad managerial competencies to meet the demand of likely future roles is seen as essential for effective succession planning
- Succession planning and succession management processes have a much greater focus on individual aspirations and life circumstances than was previously the case.
Asda makes sure it is grooming people to take on the responsibilities required. If it does not do this, it will suddenly find itself with a vacuum where it has not developed the people to move into the appropriate positions of responsibility, and Asda will be missing the right people in key positions to hold it together.
External
All organisations are affected by external factors largely outside their control. Carrying out a ‘Pestl’ analysis involves identifying the key factors external to an organisation that are in a state of flux and that are likely to have an influence on the organisation in the coming months and years.
‘PESTL’ analysis looks at these factors:
Political: attitudes of the government towards business i.e. deregulation, regional policy, consumer protection, supply side policies.
Economic: trends in employment, inflation-interest rates, exchange rates, etc? Can we expand in the current climate?
Social: demographic trends e.g. ageing population, Will our market change?, do we need a different recruitment policy?
Technological: training needs? Recruitment of skilled staff? Reduction in staff through efficiency.
Legal: laws passed e.g. competition law, employment law, industrial relations law, Health and safety law, NI contributions etc.
Political: Government policy can have a major impact on the operation of a business. For example, laws on competitive practices will influence the number of firms operating in an industry and therefore the strength of competition. Health and safety legislation will affect work practices and production costs. Marketing tactics will be limited by consumer legislation. It is important to study the political environment within which business operates, particularly in countries where governments are unstable and therefore investment risks are high.
At Asda there is an age restriction for employees wanting to work there. People under 16 are not allowed to work at Asda. Also, Asda deals with the health and safety of everyone in the workplace and ensures that there is a good working environment. It is issued under the ‘Health and Safety at Work Act1974. This is a major aspect of working conditions. Asda is a ‘Public Limited Company’, which means that it is owned by 50 Shareholders or more. It has limited liability and is protected against unlimited personal loss. Asda also has certain financial and tax advantages over partnerships and sole proprietorships by company law.
Economic: Economic factors will influence the future potential profit of a business. The level of consumer demand is a key variable affecting the quantity of sales and the price at which output can be sold. Interest rates will determine the cost of finance to the company. The government will tax final profits. The economic cycle of recession and recovery is an important influence on the opportunities and threats to the organisation.
As economies tend to grow in size, Asda has more than doubled. So people can buy and consume more. Asda is booming as spending is high and the Labour turnover is low. Inflation is a general rise in prices in the economy. If Asda loses from inflation it will have to pay more for supplies from manufacturers and workers will also demand pay increases. If it gains because of sales revenues increasing then Asda is able to put up its prices to customers.
Social: Consumers reflect changes in lifestyles overtime. This means businesses must observe shifts in the characteristics and habits of the population. Especially where these influence segments of the existing market. For example, as the UK population ages, new opportunities open up such as holidays aimed specifically at older people. Demographic variations may also represent a threat to companies. For example, a fall in the birth rate would jeopardise the competitive position of Mothercare.
Asda has to operate within the Laws of the country. So for example, more people are vegetarians than fifty years ago and so as a result, suppliers of food have to suit the needs of those who don’t eat meat. Another factor is a change in population. As there is an increase in the number of old people, Asda has to ensure that there is healthy food available. Also the south-east of England is growing than the north of England so Asda has opened more of its stored in the South than in the North.
Technological: An external audit must monitor developments in technology. These can affect the production methods employed by the organisation, or the products/services offered for sale. A new manufacturing technique might make existing production too expensive for the business to remain profitable. A product may become obsolete because new technology has developed a more effective substitute. However, changes in technology also offer opportunities, such as the potential to break into new markets by producing a new, radically different, product offering.
As Asda markets goods, it is aware of new materials as well as developments in manufacturing and business processes. It looks at the nature of their products and, in particular, their cost-effectiveness, as well as their performance in relation to the competition. It uses ICT to communicate as it is an easier and more faster method. For example, (Epos) Electronic Point Of Sale and
Automated computerised tills (scanning and cash registers) – This equipment is at the heart of data collection by retailers. Laser scanning systems gather data from bar codes, which allows the computer to record exactly what has been bought, and at what price.
It also uses a Microcomputer. The Microcomputer software used at Asda is:
Database- This holds data/information such as the customer and supplier details. This can be re-arranged and sorted in different ways. For businesses, the ability to store information on thousands, perhaps millions of customers is invaluable.
Spreadsheets- Although the use of spreadsheets is widespread throughout firms, the major users are the finance and marketing departments. Just-In-Time (JIT) stock handling is used. The just-in-time (JIT) system of manufacturing is perhaps the best known element of lean production. JIT aims to minimise the costs of holding unnecessary stocks of raw materials, components, work in progress and finished products. A network system is used (EDI) Electronic Data Interchange and Centralised Database Design- EDI is a permanent link between computers on different sites, enabling specified types of data to be exchanged. By establishing an EDI link Asda can ensure that the latest information is available instantly to other branches of their business, or even to other businesses.
Also Asda uses electricity in production of goods and services. It also uses refrigeration so that its customers are offered a variety of fresh foods to help them look after their diets.
Legal: For a firm to do something, it must pass all laws so that it meets all the legal requirements. For example, a butcher must pass the ‘Health and safety’ law so that everyone knows his meat isn’t contaminated or raw. Also, so that the meat isn’t illegal or exported illegally from abroad.
In order for Asda to run, it must pass laws. These are:
- ‘Health and Safety’ laws- the employers at Asda have to make sure that they provide a healthy and safe environment for the employees and the employees have to make sure that they are responsible and always take care of themselves when working.
- ‘Employment’ laws- this law is for how Asda must treat its workers. For example, Asda has a contract for workers stating how many hours they work and their wages. They cannot be sacked without good reason and Asda cannot discriminate against certain workers. Asda is complied under ‘The Race Relations Act 1976’ and the ‘Sex Discrimination Act 1975’. This ensures that nobody is treated unfairly on racial grounds and that someone is treated unfavourably on the basis of his or her sex.
- ‘Consumer protection’ laws- Asda faces a number of laws which protect consumers. For instance, it is illegal for Asda to sell goods which are underweight or are faulty.
- Ownership of property- some laws protects a business’s assets. Asda’s logo is a trademark which cannot be copied by competitors.
Availability of Labour
If the human resource plan at Asda shows that labour will need to be recruited from outside the organisation, then accurate labour markets data is needed for e.g.
- Number and occupations of people seeking work
- Average rates of pay
- Number of full-time and part-time workers
- Supply of skills locally including qualifications of school leavers and graduates entering labour markets
- The proportion of the labour force in different age ranges
- The gender and ethnic mix of the labour force
Local organisations compete for available labour like Asda so skills shortages present difficulties in recruitment and threat of losing existing skilled employees like managers of different departments to competition. Headhunting is also a threat.
Labour market trends
In Britain, there are 35.9 million people of working age. 26.4 million are employed which leaves 9.5 million people unemployed. Unemployment is on the decrease as there are expected to be over 2 million additional jobs between 1999 and 2010. This means more jobs in the labour market leading to less unemployment. There are currently 16.3 million men and 13.1 million women working in the UK: by 2011, these figures will rise to 16.5 million men and 14.1 million women. This shows that more women are beginning to start work than ever.
The level of unemployment is expected to remain stable at 1.2 million over the period 1999-2010. For most experiencing unemployment, it will be a transitory experience, others will suffer long-term unemployment.
Improving the level of human capital is key to narrowing the productivity gap, but the overall levels of physical capital and the rate of technological progress also needs to increase.
Employment trends
From 1993 the workforce has grown by 2.5 million, with the number working on a full-time basis for employers accounting for 60% of this rise. Improvements have been made in the labour market, in the first quarter of 2001, there were over 28 million people in employment.
Labour turnover is a major issue for most employers. Also one of the most important tasks in the management of personnel is to make sure that the labour turnover is minimised and that all the vacancies that exist are filled. Labour turnover is a measure of the numbers of workers that leave a business in a given period of time as a percentage of the average number of workers employed during that period. If labour turnover is high, how is this going to affect the business? There are likely to be cost as a result, these include:
- The cost of advertising, interviewing and training a new employee within the organisation
- Loss of production while the position is filled
- Low morale amongst each other
- Re-organisation before the place is filled and perhaps a new worker is hired
The analysis of labour turnover is a vital role of the HR Department as the data may be used to forecast future recruitment requirements.
The 1999 Institute of Personnel and Development Labour Turnover Survey offers useful insights into the strength of the labour market and the sectors where a rapid turnover of workers creates problems. This is shown below:
From this graph I can see that as a whole, the wholesale and retail industries have a high labour turnover compared to fire, law & order and IT industries. As an individual, Asda has a low labour turnover. This tells me that this is due to the reason because there are not a lot of people in the fields of fire, law & order and IT
industries, etc and so people stick to their jobs. Also the jobs with a low labour turnover have people who are professionally trained and have the qualifications that will get them into these kinds of jobs. So they would not waste these on looking for other jobs.
Local labour market trends
It is important for Asda when recruiting new staff to consider local labour trends because this will show Asda statistical information of people employed in what areas. in some areas there might be a high unemployment which can be an advantage for the business recruiting staff because there will be more people competing for the vacancies, and this will allow the business to pick the best employee possible.
Another advantage for the business will be that they can give lower wages if there is high unemployment because unemployed people will be more interested in finding employment that are looking for certain wages.
It is possible for the business to calculate the number of staff leaving as a percentage of those who could have left.
Employment is high and unemployment is low. People cannot find jobs easily. The employment trends in the local area are that around 1990-1999 the trends are high but after 1999 the trends are low. The type of work in which there is most competition are clerical occupations and other elementary occupations. The number of unemployed is low as most people have applied for these kinds of jobs.
The proportion in the over 65 age group is increasing whereas the proportion in the 16-39 age group is decreasing.
Overtime males are stable whereas the number of females working overtime is increasing. This is happening because there is equality between males and females and so more females are working.
Part-time male figures are going up rapidly whereas part-time female figures are going up slowly.
From this Asda can work out what type of employees it needs to recruit now and in the future and also look at what type of work there are more/less part-time workers in and then decide who they can recruit.
Skills
UK
There is a weak supply and demand for intermediate level skills across the UK economy. 55% of the UK workforce is qualified to intermediate level (NVQ level 3) compared to 73% in France and 83% in Germany. This means that employment opportunities at the intermediate level will increase by only 0.6 million between 1998 and 2009 and yet many firms do not experience a skills gap in the workplace.
Only 20% of firms report an internal skills gap. Of this 20%, deficiencies in communication (54%) and customer handling (51%) were the skills most sought by firms reporting an internal skill’s gap, but more jobs will require a higher level and range of skills, including ICT, and communication skills in the future.
High performance skills such as communication and team working will be required by 60% of organisations seeking to improve product or service quality in the UK. Net growth in employment over the last 25 years has been in ‘new jobs’ such as design, finance and leisure services, which demand a different kind of intermediate or higher level of skills than those associated with manufacturing, for e.g. creativity and problem solving skills. 1.3 million skilled manual workers will be needed to meet the replacement demand in these areas by 2009, despite the decline in overall employment at this level and so the number of those without basic skills is a cause for concern.
- 20% of adults have poor literacy and numeracy skills, costing employers £4.8bn
- 3.5 million of working adults are functionally illiterate
- Growth sectors such as distribution and customer services report the highest levels of basic skills needs, but there is a lack of evidence that there are widespread intermediate skills deficits in these occupations
Asda deals with counting money in the finance department and on the till. So from this information it would recruit people with good numeracy skills, as they would be dealing with a lot of money. If they don’t have the skills required, Asda could be making huge losses!
Employees also need to require ICT skills, as there is a lot of IT and communication used at Asda. Asda communicates in everyday of its life with manufacturers, suppliers and customers. Employees need to respond well in sticky situations.
Also, IT such as computers, till, etc is of great use in Asda. If employees don’t know how to use them efficiently, Asda could be losing out. For example, if Asda orders some stock and the wrong quantity or price is typed in (workers with poor numeracy skills) they could be ordering over the limit which will cost a lot of money or suppliers will get annoyed if prices are muddled up.
Part/Full time
There will be more part time jobs, particularly in the service sector while the number of self-employed will decline.
Part time employment as a share of total employment grew from 21% in 1984 to 25% in 1999- a total of 1.5 million jobs- and is expected to rise. Part time jobs are concentrated in hotels, catering and care work, with a decline in construction and manufacturing.
If people who worked part-time wanted to do something they might not have the same right as a full-time worker. This is because they earn less as they do less.
Employees at Asda can work full-time or part-time and on permanent or short-term contracts. Until recently, full-time workers at Asda had much better terms and conditions than part-time workers. They still do. But the European social legislation that has been applied in Britain has given much better rights to part-time and temporary workers in relation to sickness and pension rights, and to maternity and holiday pay, etc.
The reasons employees at Asda may choose to work part-time are:
- They have greater flexibility in their working hours
- They can use part-time employment as a supplement to other incomes (e.g. their student grant)
- Full-time job is not available but they like the company and want to work there.
Employment
Sectors
Employment in agriculture, manufacturing and utilities will decline but
- 1.8 million extra jobs are forecast between 1999-2010 in business and related services
- The professional services are projected to increase by 45%
- Employment in the distribution and transport sector is expected to increase by over 600,000 jobs- with most of the growth accounted for by jobs in distribution, hotels and catering
- Manufacturing is expected to continue with a loss of 700,000 jobs between 1999 and 2010. Engineering is the largest contributor to job losses, as employment declines by almost 340,000 jobs over the same period.
Trends in UK Employment by sector (%pa)
More people will be heading for the office:
-
Managers and senior officials: within this group employment growth is expected to be particularly strong for cooperate administrators; most notably, specialist managers working in private commercial organisations- although the UK already has a higher share of managers in employment than Europe or the US.
-
Professional occupations: the highest growth is expected for business and public service professional, particularly financial specialists.
If I compare the Local population trends to that of England, I find that there is a high number of unemployed (60+) locally than the rest of England. From 17-24, the percent change is higher in Bradford than nationally. The number of unemployed from 25-29, the percent change of Bradford and England is the same.
The way this information could be used by a Bradford based firm when drawing up its human resource plan is that it could look at the type of occupation where the number of employment is high for e.g. ‘clerical occupations’ and then advertise on it. They can then bring employees in that department.
Interpretation of labour market information
The labour market has four different dimensions:
- International
- National
- Regional
- Local
As a general rule unskilled and semi-skilled workers are recruited from local markets.
Skilled workers (specialists) and ‘management personnel are recruited from local, regional and national markets and sometimes international markets as well. This is because the firm is requiring shortage skills and needs to attract the best candidates that correspond to its plans in order to achieve optimum performance.
In addition to this there is the internal market i.e. within the company or at a lower level, the branch.
Advantages of using ‘Internal Appointments’:
- Familiarity- staff will be familiar with the type of work they do and their surroundings and so will settle in quickly
- Known to you- as the staff will be from within Asda, the employer will know their strengths and weaknesses and also which jobs they are good at and which they are not
- Embodies in the firms culture (the way the firm does things)- there will be no need for retraining and also ‘teething troubles’ are reduced as are potential conflicts. (This can cost the firm in terms of time and training).
Disadvantages:
- Existing staff has few ‘new ideas’. This may lead to ‘inertia’.
- New staff bring new ideas and dynamism
- Any bad habits will be repeated
- It can cause resentment among others not promoted
- The organisation might find it difficult to become productive and competitive.
Interpretation
- Internal Audit
Find out what skills and potentialities exist within the firm for example find out strengths of existing staff and what Asda do in terms of internal audits. This can be done by carrying out surveys of staff (questionnaires), appraisals, feedback and personnel development plans (where people actually say what they want to do).
- Local Market
‘What do you want from it?’
‘Mainly a supply of unskilled and semi-skilled workers for example checkout operators, shelf stackers, warehouse staff, cleaners.
Key Questions:
- Is there a ready supply in Bradford?
-
Where will the majority of workers come from? (Bierley, Holmewood, East/West Bowling?) Also, students living in Bradford (5) who are at University, college, or school 6th forms looking for part-time work.
Advantages:
- Proximity to the store
- Supply is high- no problems in dealing with labour turnover
- Flexibility- can easily access temporary staff in periods of high demand for example ‘Christmas’.
- National/Regional Market
The key importance of making use of the National Labour Market lies in being able to access those with the right skills, experience level and expertise so that their profile corresponds to what the firm requires in its development plan. This is important at ‘Management Level’ because mistakes here can be costly to the firm like Asda as a whole. A national supermarket business like Asda, which operates in a highly competitive market, needs to ensure that any senior level recruitment will enable the company to remain competitive.
It is important that the ‘job description’ that emerges from the HR plan and the person specification correspond and compliment each other. At the highest level the need to get the right balance is essential and critical in relation to company performance.
With the highest profile jobs for example ‘Senior Management and Directors’, Asda needs to trawl the international labour market, particularly if they are looking for new dynamic initiatives.
