If we could all just be on the same page with most things, life would be considerably easier. I work with a lot of Talent Acquisition and HR leaders who are new to the role, and one of the things I try to advise them on is ensuring the c-suite knows exactly what their plan is, and to make sure it’s also the c-suite’s plan!
I find rarely the two are on the same page about what’s most important and it’s the major reason most HR and TA leaders fail in their role. Nothing to do with functional expertise, and everything to do with misalignment of priorities!
The Conference Board recently did a survey with 750 c-suite executives about this very topic, and here are the results:
Is Promoting Your Hybrid Work Model Your #1 Priority in Talent Acquisition!?
No, it’s not!
Now, moving more quickly in your process to get people hired and onboard definitely might be. Adding automation and technology that will definitely help will be high on your list. Having a more efficient recruiting process would also be very high. So, not completely a misalignment, but #1 seems completely off-base!
I wonder how many heads of TA or HR would have promoting our Hybrid Work Model as their #1 priority right now? I doubt it would be a ton. My guess is filling jobs and doing all those things underneath #1 would be much higher, and promoting hybrid would be way down the list.
What should you do with this information?
It’s a great reminder that throughout the year, we should be setting up some one-on-one time with our individual c-suite leaders to ensure their priorities around talent and our priorities around talent align. If they don’t, we need to make sure we have those discussions and leave the room on the same page moving forward!
Too many of us assume we are on the same page without verifying. I find that these discussions are usually the most valuable you’ll have, and just like our business priorities, we have to do frequent check-ins to ensure those priorities aren’t changing.
What is your #1 priority in Talent Acquisition right now? Hit me in the comments.
If you’re a close follower of mass media, we are currently being led to believe that the world is coming undone, and everyone is losing their job. That’s not really the case, so let’s dig into some reasons why that is…
Enjoy your day. Enjoy your weekend. Keep hiring great talent that produces excellent work, and your world will be a much better place!
Obviously, we had major news recently around abortion rights in America.
What I really want to talk about today is an amazingly quick response by organizations to immediately offer a new health benefit. Within hours of the announcement, we saw major employers come out publicly stating they would pay for the expense of their employees to obtain legal abortions if they could not get one in the state they lived and worked. Some employers also announced that they would pay for relocations for their employees to live in states with legal abortions.
All of this, just from a health benefit plan design perspective is quite remarkable!
Most employers can’t agree on offering smoking cessation programs for their employees or paying for gym memberships, but within hours, we are now paying for abortions. We have severely unhealthy obese employees, but we won’t pay for bariatric surgery. Organizations tend to move very slowly in making benefit design changes, and those changes tend to mostly be around cost/benefit.
Are we being “Inclusive” by offering an abortion benefit?
Again – I’m 100% in favor of a woman’s right to choose!
But we need to have a conversation about the hypocrisy of some of these decisions being made around this issue. This is what we do as professionals in HR. We discuss decisions we make as organizations, and how each decision tends to lead to other issues we can’t yet know what they might be.
So, we are now offering abortions as a health benefit. Why?
Let’s say we are willing to pay $5,000 dollars for our female employees to get an abortion. It definitely makes us sound like we are a very progressive employer! It’s interesting, though, that many of the employers who are willing to pay for your abortion are not willing to pay for your parental leave if you chose to keep your baby. They are unwilling to pay for childcare assistance after you have your baby.
Why is that?
Could it be, that not having children make you a more productive and less expensive to insure employee?
We must ask ourselves this question, if not only to ensure we are being inclusive in our insurance offerings to our female employees.
If you want to be “inclusive” you offer a woman a full choice. Yes, you can choose to have an abortion and we’ll support you! Yes, you can have the baby, and we will still support you! If you only choose one side, you are being exclusionary. Why?
Abortion as an employer-paid health benefit
There are benefits we pay as employers that have very little financial impact but make us look like we are an employer of choice. College Tuition reimbursement was always the biggest one. We offer you college tuition reimbursement knowing almost no one actually takes advantage of it. It’s one of the lowest-used benefits a company can offer! But, we feel great about ourselves when we market this out to candidates and employees.
Are abortion benefits the next college tuition benefit? You offer it up, knowing it makes you look like a progressive employer, but you know it really has very little financial impact. On the flip side, offering paid parental leave and childcare assistance, well, those benefits actually cost us real money, so no, we won’t offer those!
All women should be allowed to make their own choice with their bodies. Period. Employers are going to decide if they should help women with that decision. I think we, as HR leaders and professionals, should be advising our executives that having a “Choice” is about more than one option. Our benefit plans should support any choice a woman wants to make, not just one.
Abortion is health care. Having and caring for a child is health care. Organizations need to support all choices that a woman might want to make.
I went to the SHRM Annual Conference this past week. I bet there had to be six different sessions, all jammed packed, with speakers telling HR Pros to “Become their Authentic Selves”. Just typing that makes me throw up in my mouth a little.
I call this content, HR Lady Candy. You might think that is sexist but it’s just data. 80%+ of the SHRM audience is female. Those of us that speak at SHRM are building content for women. Viewing the packed rooms, HR Lady Candy sells and it sells well!
But, it’s awful advice!
If you are truly authentic and bring your whole self to work, you are bringing all of you and I’m just going to take an educated guess that there are parts of you better off left at home. Parts of you that you yourself aren’t extremely proud of at certain times. Yes, these parts are part of you, but just as I don’t walk around outside my house naked, there are certain things I don’t need others to see.
I don’t judge these speakers and their full rooms. It’s so good damn empowering to feel like you aren’t true to yourself and have someone on stage in a power position telling you to “just do it!” It’s freeing. You want to run out of that room and just let your freak flag fly! But usually, in reality, that freak flag isn’t the freeing and empowering tool you hoped it would be.
The vast majority of us in the world, need a good-paying job with good benefits. The vast majority of us want to work hard and get promoted. We want to be the best version of ourselves as much as we can. We want to be wanted by others and grow our relationships with like-minded people. “Like-minded” means how we think like most of the time. Not how we think in our worst and most vulnerable moments. No one wants to be judged in those moments. Yes, that is part of our true self, but it’s not the true self I want others to see.
But, that content isn’t very sexy. No one wants to go sit and watch a speaker say, “Just be more normal!” it’ll work out, on average, a ton better for your career!
Freak flag flyers are awesome. We celebrate them. It usually works out for about 1 out of 1,000. Are you willing to bet your career on a .01% chance of success? What if I said the freaks are successful 1 out of 5! Oh, 20% of the time they are successful. Will you stake your career on that? Doubtful, that’s still really risky!
We love to believe the SHRM HR Lady audience is super conservative. That tends to be the profile of HR professionals. This just might be why we are so attracted to the “live your true self” content. We like it because we know we’ll never really do it, but it feels so good to dream!
I know you’ve seen this going on in June, but you might not have known what it was called. “Rainbow Washing” or “Pride Washing” is when a corporation turns its logo, for the month of June, from its traditional colors to rainbow colors to show its support of Pride Month.
Here are some examples:
Is there any harm in doing this?
My initial impression was “No”. I’ve got gay people in my life and for far too long most companies were scared to even acknowledge gay people were real, let alone show their support, so for me, this is an amazing time. We have billion-dollar corporations willing to come out publicly and state they support their gay employees and customers in a very public way.
But, we also have the bad marketing side of the world.
We have organizations that will Rainbow Wash their logo for June, to act like they are Prideful of their LGBTQ workforce and customers, but then do nothing else the rest of the year. Wait, how do you pronounce “Cinco De Mayo” or isn’t February the shortest of the months for Black History? I joke, this is classic in most organizations. We say we care, but we do the least amount to show we care.
The worst of this is when the organization says one thing, like, hey, look at our rainbow logo, but then goes and gives political donations to politicians who are actively working to reduce or eliminate gay rights. Yes, this is happening. This is far worse than those acting like they care but doing the minimum to increase sales. This is actively lying to employees and the public through behaviors and dollars working to support the other side.
Do you have to rainbow wash your logo to have Pride?
Nope. In fact, I’m sure the LGBTQ community would prefer you not wash your logo and just actually give a damn through your actions and funding of policies that support their community. But, doing those things and washing your logo is also awesome!
Signs and symbols of support shouldn’t be discounted. They are important. A corporation could be the biggest donor to gay rights but hide the fact they do it, that also isn’t great. “Pride” is about having pride for the LGBTQ community and showing your support in a public way that will show those who don’t support that you do and you’re not afraid to show it. Because for way too much of our history way too many were afraid to show their support.
Can Rainbow Washing go too far?
Well, maybe if it goes down the male genital route, you go too far!
This isn’t real, but it demonstrates how a brand can go over the edge with Pride!
Now, you might love the OG and be Gay, and I’m here for it! Everyone loves those breadsticks and salad!
Rainbow washing goes too far when you are doing it for promotion and marketing and not because you want to show Pride for the LGBTQ community. I know, for 100% fact, that some CMO and Revenue officers have had the discussion, “hey, what happens to our sales if we wash the logo? Oh, it’s up 7%! Should we keep it a rainbow for July!? No! That’s the American Flag washing logo, you idiot! Sales went up 8% last year with Red, White, and Blue!”
Rainbow wash your logo. Show support. Give to Gay Rights and Politicians who support Gay RIghts. Show your Pride!
I had a conversation the other day with a corporate HR Director and we were talking recruiters, corporate recruiters. My friend had a dilemma, a classic corporate recruiting scenario. The problem is she has recruiters who are doing a decent job, but they won’t get out from behind their desks and get out into the organization and get face-to-face feedback from the hiring managers. But, here is the real reason: the recruiters feel like they are “wasting” the hiring manager’s time.
“So,” she asked, “How do I get them out to build these relationships?”
Great question, but she asked the wrong question (which was partially my answer). Her problem isn’t that her recruiters aren’t building relationships face-to-face with managers. The problem is they feel they are “wasting” someone’s time.
They don’t value or understand the value they are providing to the hiring manager. If they did, it sounds like they wouldn’t have a problem visiting with the hiring managers. It’s a classic leadership failure, solving a symptom instead of solving the actual problem.
I don’t think that this is rare, recruiters feeling like they are wasting hiring manager’s time. It happens constantly at the corporate level. Once you train your recruiters (and hiring managers) on the value the recruiters are providing, you see much less resistance of the recruiters feeling comfortable getting in front of hiring managers to get feedback on candidates, and actually making a decision. This moves your process along much quicker.
What value do recruiters provide? Well, that seems like a really stupid question, but there aren’t stupid questions (just stupid people who ask questions). Here are a few that will help your corporate recruiters understand their real value to hiring managers:
Corporate recruiters are the talent pipeline for a hiring manager. (or should be!)
Corporate recruiters can be the conduit for hiring managers to increase or better the talent within their department.
Corporate recruiters are a partner to the hiring managers in assessing talent.
Corporate recruiters are a strategist for the hiring managers group succession planning
Corporate recruiters are your hiring manager’s first line of performance management (setting expectations before someone even comes in the door)
Corporate recruiters are tacticians of organizational culture.
So, the next time you hear a recruiter tell you “I don’t want to waste their time.” Don’t go off on them and tell them to “just go out there and build the relationship”. Educate them on why they aren’t wasting their time. Then do an assessment for yourself to determine are they adding value or are they just wasting time. All recruiters are not created equal and some waste time, and it’s your job as a leader to find ones to add value.
A critical component of all of this is building an expectation of your hiring managers of what they should expect from your recruiters. They should expect value. They should expect a recruiter who is a pro, and who is going to help them maneuver the organizational landscape and politics of hiring. They should expect a recruiter is going to deliver to them better talent than they already have. They should expect a partner, someone who is looking out for the best interest of the hiring managers department.
Ultimately, what they should expect is someone who won’t waste their time!
6.68% of Americans make $200,000 a year or more. Of course, that is centered around certain areas. States like California, New York, Connecticut, New Jersey, Maryland, Massachusetts, etc., have a much larger percentage than the average. States like Mississippi, Alabama, Louisiana, most of the Midwest, etc., are under the average.
The Wall Street Journal had an article this week about how Walmart is struggling to fill their store manager jobs. Specifically, their General Manager job, the number one job in a Walmart store, which pays around $200,000 per year.
You would think with so few people making $200,000 a year, Walmart would have smart, ambitious folks knocking down their doors for a chance to make $200,000 per year!
But they don’t. Why?
First, most organizations tend to promote from within. Walmart is similar to this, but reality eventually hits the ceiling. An average Walmart store probably does a revenue of $50-100 million per year. The net income of those locations probably runs around $3-5M per year. There are roughly 350 employees in a Walmart store. Running a single Walmart store is like running a mid-sized enterprise business! Most SMBs in the country have a revenue well under $1M.
This means that Walmart can most likely train an hourly store employee to become a department manager but to become a General Manager, they are looking for some formal business education. You have to run a giant P&L. You have major risk factors. You need real leadership skills. In many towns, “the Walmart” is probably the biggest business in town!
College kids, on average, don’t want to leave State U for a $ 65,000-a-year job as a Manager in Training at Walmart. It’s not something you go back to the homecoming football game and brag about. Your friends took that $50k per year job with the tech firm in town as an entry-level, you make more, but they look down on you.
I know some folks are reading this and thinking, “So! You make more! You will continue to make more! You are in line to run a giant business! Who f’ing cares what others think!” Young adults do. Young adults care what other people think. If I’m frank, and I usually am, we all care what others think!
What would I do if I was at Walmart?
I love this game. It was the basis of my entire book! What would Timmy do if he ran your shop!
#1 – Stop trying to hire or require any form of formal education. Yes, you need smart folks, so give cognitive assessments. Find smart people who can learn quickly, who also have some “hustle” and “grind” to them. You probably have a ton of folks already working for you that you won’t consider. You also have to look at talent pools we tend to discount, most notably, in this case, 50 years and older, retired military commanders, etc. Walmart wants to solve this by talking new college grads into these jobs, I’d be talking failed executives into these jobs! Big salary. Big team. Big job. College grads don’t want that, your Dad does, and a retired military leader who is used to leading hundreds of soldiers does. Also, your Dad will work 60 hours a week and think it’s normal. A new grad will work a solid 40 and think it’s North Korea.
#2 – Build the Manager School. If a great GM in a Walmart environment makes them $3-5M a year, there are margin dollars to build more great GMs! Part in-person instruction. Part on the job training. Part virtual instruction. All the way in on fully engaging non-stop. Send them to manager boot camp. Make it exclusive. Bring in big-time celebrity speakers around leadership and performance. Do graduation with a gold watch.
#3 – Make it so lucrative they won’t want to leave. $200K is nice, but you need some other stuff. You need to make folks say, “F! You!” To their friends who don’t think Walmart is cool enough. What is that? I don’t stock options. Partner programs on profit sharing. Company SUV.
Here’s what I know. The profit difference between Walmart’s worse GM store and their best GM store is so big it would make you blush. It’s millions of dollars. So, making sure you hire, train, develop, and take care of the great ones is priority number one. Building the talent pipeline to successful GMs would be the job of a team of people that included great recruiting leaders, brand and marketing leaders, and technology and data leaders.
I’m not saying this is an easy job. It’s enormously difficult and complicated. But, it’s doable. The problem is, that every organization thinks the solution to their problem is new college grads. They can help, but it’s only one sliver of the full pie that is needed.
I met with a CEO of a tech startup company last week. He had a very familiar story. “Forever (or at least what’s seemed like forever for him) we have never had a problem recruiting talent to our company, but now we can’t hire anyone”, he said to me. Seems like I have this exact same conversation with an executive at least weekly these days.
So, I put on my consultant hat to try and figure out what the real problem is. It’s rarely a recruiting problem and it’s always a recruiting problem. Let me explain.
When you have a recognizable positive brand, a fun place to work, lead the market in pay, and work in a cool industry, everyone wants to come work for you. Your top of the funnel is filled with candidates. You believe you must be super awesome at recruiting. You actually might be super awesome at recruiting, but you also could suck super bad as well.
You see in the history of the world it’s actually never been easier to find talent. Yes, you read that correctly. In the history of the world! Today, it is also one of the most difficult times in the history of the world to get that talent you found to accept your job. Both of these things are true simultaneously.
You can find them, you just can’t close them.
This has almost nothing to do with the pandemic. People in recruiting love to blame the pandemic, but this is simple economics at play. You have twice as many jobs open, in the US, as unemployed people, and most of those unemployed people do not have the skills needed for the open jobs. So, if you have 6 million unemployed people and 12 million jobs, you really still have almost 12 million jobs to fill.
In 2018 and 2019, before most of us even knew what a pandemic was or became vaccine experts, economists were ringing alarm bells over the lack of workers currently and in the future. But we ignored them because that’s what we do in organizations. We fight today’s fire, not tomorrow’s fire. And, honestly, even if we did decide to do something about it in 2019, what would we have done? Lobby for better immigration policy? Pay our employees to start having sex and create more babies? Truly, what would you have done?
The long-term vision strategy problem.
My startup CEO friend does have a recruiting problem. Because they made most of their hires through referrals, they never built the recruiting machine. No tech. No team. No strategy. No budget. Dead in the water, because we love to believe what’s working today will always work forever. Until it doesn’t.
His problem now is he’s playing catchup. Hire the recruiting talent. Build the recruiting stack. Create an employer brand. Do the recruitment marketing. Etc. The plan is actually pretty straightforward. But painful when you’ve only posted and prayed for your entire existence. All he wants to know is why can’t we just keep posting and praying, or when will post and praying start working again.
Posting and praying isn’t working right now, but it will work the next time that unemployment shoots up to 7%+, and that might happen again. We can always hope for a major recession to make hiring easy again. Most likely we won’t see high unemployment for a long time because of our current state of demographics, but a major recession, war, and pandemics are always our best hope!
Let’s just say we actually might have known this hiring problem was coming. Let’s just say. I mean because of millions of baby boomers leaving the workforce, a birthrate that is under replacement rate for years, closing our borders to skilled and unskilled workers, etc. Let’s just say we might have known this was coming, what could we have done?
We could have started growing our own talent by lessening formal education for jobs that didn’t education but we’re lazy as recruiters so we add in education to limit our candidate pool. We could have looked at candidate pools that have historically been deemed less desirable by executives: older workers, workers with records, workers with disabilities, etc. We could have automated more quickly and deeper into our processes. We could have added in more benefits and work environment options that retained and attracted more workers.
So, yes, you have a recruiting problem, but it’s not because you don’t know how to recruit, it is most likely because you don’t know how to plan and strategize. It is because we didn’t view recruiting like we do other business problems we have. We viewed it as an administrative function that you can just muscle through. You have a recruiting problem, but it’s not really a recruiting problem, it’s a business problem.
Leadershipping is hard. You try as you might to do and say the right thing, to the right person, at the right time, and sometimes it works, and sometimes it fails miserably. That’s life. Mostly we try to be the best version of ourselves, and not f*ck up to bad!
We love rules. Rules are safe. If you follow them, mostly things work out. If you break them, mostly things don’t work out as well, but every so often, you’ll be just fine. I think the trick to breaking a rule and having things work out is if you still follow your moral compass when determining which rules you’ll break and which ones you won’t.
As a leader, we are both rule-maker and rule-follower.
Rules of leadership that I try to follow:
– Never expect an employee to care as much about the department/function/company and the job as you do, but if they do, show that respect.
– Starting a new project is awesome and the feeling is great, but surround yourself with finishers because that’s what really matters.
– No one wants to hear what’s wrong, they want to hear what’s your plan to fix it. Any idiot can tell you what’s wrong.
– Always be prepared for your largest customer to kick you to the curb. It likely won’t happen, but when it does you won’t panic and your team needs that more than anything at that moment.
– You’ll never fully get the full truth from someone who relies on you to get their check. It will be washed and wrapped, and that feedback will be as kind as possible. Unless they already have one foot out the door.
– Keep your expenses low. I don’t need a fourth kind of Kabucha in the office, but I do need that extra salesperson.
– You never have to talk every person in the room into your idea, just the person with the most influence. Before you open your mouth, understand who that person is.
– If “average” is the ceiling of someone working for you, you can live without them on your team.
– Don’t be concerned with overpaying for expert advice that you trust and count on.
– Ship it. You will never really perfect an idea or a project. Put it out in the wild and see what happens, then adjust. Too often we hold stuff until it’s too late because we don’t think it’s ready.
– It’s not your job to make someone who works for you happy. It is your job to help them make a happiness decision. Either they are mostly happy working in the job they have, or they need to go find out where they can be happy.
– Your job isn’t to be the best at whatever function to lead, it’s to put the best team together that will be the best at that function. Great leaders do two things exceptionally well. They recruit great talent onto their teams, and they knock down roadblocks to great performance.
Okay, share your favorite leadership rule in the comments below!
First, shoutout to @Hervbird21 (Recruister) on Twitter for starting this conversation (Editor’s Note: Hervbird21 I don’t know who you are but send me a note and I’ll share your LinkedIn if you’d like) Also, take a look at the Twitter thread as there are some exceptional recruiting thought leaders who had thoughts on this subject.
I’ve written about this a number of times over the years, but with the recruiting market being so hot right now, I’ve actually had a number of Recruiter compensation calls with corporate TA leaders trying to figure out three main things: 1. How do we retain our recruiters; 2. How do I attract more recruiters; 3. How do we reward great recruiting performance?
First, I’m all in on the fact that recruiters should be paid in a pay-for-performance model. That doesn’t mean that corporate recruiters, agency recruiters, and RPO should all be paid the same way. All three of those roles are different and should be compensated based on what the organization needs from each recruiter.
Let’s take a look at the Pros and Cons of Performance Pay for Corporate Recruiters
Pros:
You get more of what you measure and more of what you reward.
Your best recruiters will be compensated more, and higher compensation is tied to longer tenure.
Low performers and internal recruiters who actually hate recruiting will hate it and self-select out.
It will most likely raise individual recruiting team member performance in the aggregate.
Cons:
You will most likely have turnover with this type of change
Potentially, you could get behaviors that aren’t team-oriented. (IE., senior recruiters not helping junior recruiters)
Potentially, you could lower your quality of candidates as recruiters move quickly to gain performance comp. (the quantity over quality argument)
It actually might increase your compensation budget, initially, until you can find the model that is most effective.
Okay, wait, why did I say “potentially” on the Cons? Primarily, because it truly depends on the model design. Just making a decision to pay more for hires is ridiculous and leads to bad outcomes. But, developing a model that rewards individual performance that is based on recruiting behaviors that lead to better hires, quickly, and in a team setting, well, now you diminish the negative outcomes of pay for performance.
How could we make pay for performance work for corporate recruiters?
I’m not trying to dump on all the folks who commented on “Quarterly Bonuses” but stop that! “Quarterly Bonus” really means, “I don’t want to be individually measured and held accountable, but I also want more money on top of my great base salary”. Quarterly bonuses in most corp TA shops are a joke. They are usually based on Hiring Manager satisfaction and days to fill, two of the most subject measures that have zero correlation to better recruiting.
Also, internal recruiting pay for performance is not just a modified agency or RPO model. Corporate recruiters do much more than just recruit in most TA departments, so if you reward them to just recruit, understand, you’re just standing up an in-house agency model. Your internal recruiting model for corporate has to be unique to the job.
Some thoughts and ideas:
– Spend a bunch of time deciding what you actually want from your recruiters and from your function as a whole. Those two things must be aligned.
– Before going to a pay for performance model you need to get your arms around your recruiting funnel data. Otherwise, you’re just guessing at what and who to reward.
– In most cases, you can’t make the rewards the same because recruiters have different requisition loads and levels of position. Also, in most cases, certain areas of your organization hire at different times. So, get ready to test and be flexible to do the right thing at the right time.
– It’s okay if a recruiter makes more than you think if the model is producing what you want it to produce. Too often I hear from TA leaders that are like, “Jill is making too much!” But, Jill it killing it and the top recruiter.
– If you can’t get your head around paying for hires, pay for the behaviors and activities that lead to more hires.
– Start with a month or quarter test, make sure during the test no one will lose money. The goal is to try and reach some sort of outcome of better performance, to see if it can work. If they are only concerned they might make less money, you won’t truly see what can work or not work.
– It’s not about quality or quantity. It’s about quality and quantity. I’ve never led a recruiting team in a corporate or agency where good recruiters would ever send a crappy candidate on purpose. That just doesn’t happen, normally. If it did, that recruiter didn’t belong on the team.
I don’t believe in recruiting “team” rewards as pay for performance in most cases. Most teams are not designed and measured for “team” performance, so many on the team are getting the reward for a few doing most of the heavy lifting. You can still have team rewards, but you truly have to think about how you reward your most effective recruiters, short and long-term.
I think the ideal ratio for compensation for corporate recruiters should be 75% base salary and 25% pay for performance, where your best top recruiters can make 125% of their normal total comp if they are killing it. As I mentioned above, you will have recruiters quit because you have “recruiters” on your team that didn’t take the job to recruit, but to administer a recruiting process and collect a nice base salary.
Okay, tell me what I missed in the comments or if you have a model that is working you would like to share with everyone!
