 So today we're going to be talking about five foolproof steps for creating an effective competency framework for your workforce. Have a wonderful guest speaker. His name is Yemi Fasheon. I've been in privilege of knowing him for a very long time. Yemi is currently the head of Human Resources at Ebb and Quest Merchant Bank, one of the biggest banks in Nigeria. And so Yemi, your experience, how could you just give us a brief rundown. I know we've typed it out here, but coming from, as they say, the horse's mouth, the owner of the experience. Could you give us some brief about your experience so far? So yeah, I restart my career in Human Resources. I started as a salesman selling computers on the streets of Lagos. So people have asked me if I get into HR by accident or by design. And I always say by accident. Soon as I'm going to HR, I knew I didn't want to leave HR. So the first time I had some form of contact with HR was when I was doing executive selection and training. And since then, the law for HR on a career basis. It's been fun. At some point, I did leave HR again to go do sales at Standard Chartered. But after one year, I quickly ran back into HR. So it's been sales. I did some form of experiential market in Articular before I fully settled into HR. And like I said, it's been fun working within the space of HR. And my experience is it's caught across specialist areas, selection, resourcing, at some point, full-time training. But now, I mean, given the number of years one has grown in the career, I'm at leadership position now within the HR function. The organizational leadership is about relationship management because you can't, you can't succeed in HR if you don't, you can't sell your initiatives to executive management. So that's where I am right now. An end to end game from the HR space for me at this as well, the learning and development space. Excellent. Excellent. So in HR, have you done more HR, call HR, or like to call it, and then L and D? Have you done a big mix of L and D as well as call HR? How has that mix been for you? I guess it's enriched the experience. So at some point, like I say, was resourcing and then at some point, okay, so I always like to see L and D as one part of the entire HR puzzle. So L and D is quite important. If you recruit very well, you pay very well, you reward very well, but you don't develop people very well, then the puzzle is incomplete. So L and D is quite important for me. Excellent. So you haven't really had too much challenges, have you? Well, the challenges faced by employees in identifying skills gaps, you know, that's one major challenge. How have you handled that? Those skills gaps in the workplace, basically? Yeah, so it's not just HR responsibility. For as long as HR realizes that it's a process and people management is a primary responsibility of line managers, then working with line managers to identify those skills gap becomes a bit easier. But if HR sits at the head office or certain floor and thinks that it can do everything for the business, I think that's where we see a lot of disconnect. So whatever we want to do from the space of HR, including identifying the skills gaps, we need to work closely with line managers. We need to guide, we need to hold their hands, but it's a close relationship between human resources and line managers, and it works. It really works. Excellent. So for today, what are we talking about? We're going to be talking about what is a competency framework and then five steps for building a competency model or competency framework. So that's the core of what we're going to talk about today. And we're kind of lucky to have, of course, lucky to have Yami around to kind of guide us through his own experience in building a competency framework, because yes, theory is one thing, but experience nothing beats experience. So while we move on, let me just click on the next. Let's see. So what has everybody else's experience been? Who here has that experience of building a competency framework? Let me put up another poll. And I would like to hear from us here in the audience. So the poll is coming up now on whether or not you use a competency framework in your organization. I'd like to know who here uses a competency framework in the organization. So right now it's like 67, 33. 33% of us say no. We don't use a competency framework in our organization. Now more 60% said no. Now they don't use it. 40% use a competency framework in the organization. Okay, so it's more like, Yami, it's more like 60, 40. 40% say they don't use a competency framework. Or wait, they use, okay, no, no, it keeps changing. 43% say they use a competency framework. So it seems more people don't really have a competency framework. What has your experience in when you join an organization, although you've kind of worked with top international organizations. So how has your experience been a competency framework, Yami? I think it's becoming more and more popular recently. If I go back to my days when I started in the human resource function, sincerely, it wasn't a popular template, not a popular concept. But as we realize the importance more and more of learning and development through the organization, and the need for people to be ready for the next levels, not only in terms of what they do, but to get them ready for the next levels, then the competency framework becomes more important. So yes, if I'm looking at the results of the poll, I'm not surprised, not too many organizations actually use competency frameworks, not too many. But like I said, in recent times, it's becoming a popular tool to make use from a secure gap perspective and what the individual needs to do. As a matter of fact, in my initial right now, we integrated a competency framework into our performance management system. And we don't see many organizations do that. So it's getting more and more important as this field of human capital management evolves. So you currently use a balance core card too, don't you? Yes, we do. We use the balance core card. And I guess you integrated with Oracle performance model. Is that what you're referring to? Say that again. You integrated with the Oracle system. Okay, super. So that's very, I mean, so how granular do you get your data? So what's the benefit of that? It seems to be quite advanced. Well, the benefit of it is we just do not want to promote people based on tenor and based on feelings or root of the thumb. We work with live managers to determine exactly where the individual should be on the competency framework at the beginning of the year. By the end of the year, we also do a kind of, excuse me, analysis of where the individual is so that we see where the gaps are. Interesting to note that one of the ways we want to determine our ROI on our training budget is the percentage of competency gaps closed as a function of the training budget spent. And that's how I measure. It's one of my criteria for this year. Interesting. Percentage of competency gaps closed as a function of the training budget spent. So if I'm not closing 70%, but if I'm spending, I'm just saying 200, 300, 500 million naira or learning and development, but I'm not closing at least 70% of the identified competency gaps, then I have not achieved anything from a perspective. How do you measure the closing of the competence? How do you measure that the competency has been achieved? What measurement tool do you use? Again, for now, I mean, it's evolving, but it's a conversation between the live manager and human resources at the beginning of the year. We have the competency framework. They have it as well. And therefore, they determine where every member of the team is at the beginning of the year on the competency framework. And when we do the performance dialogues on a quarterly basis, we do a checking as well. And don't forget that the live manager has some responsibilities in terms of learning and development to close the gaps identified at the beginning of the year. So as the year goes on, we are constantly checking where are we on the competency framework for individuals in every team. And at the end of the year, again, is it two sides? We don't have any particular tool, but the conversation between human resources and live managers, the conversations are ongoing on a regular basis to determine how far we have gone in closing the gaps identified at the beginning of the year. So that's super. It's really important that we have metrics to measure these things. So we will just be moving along to see, okay, we have the framework we would like to share, but in building a competency framework or building a competency model, first of all, anything about competencies are really mostly technical or behavioral. So you have a skills gap or you have a behavioral gap. So we have the technical areas, which we need to address, which we have on the screen here. And then of course, we have the behavioral and culture, maybe we can say a culture thing, their culture fits what someone can be so skillful or technically competent. But when they have that behavioral issue, it can really be very septic. I don't know if you've had that experience and someone is so good, but he's really the behavior or she or the behavior is just not there. And it's really kind of makes the whole thing go upside down. I'm sure you've had that experience. Oh, yeah. I mean, I see two people as part of this conversation, Emmanuel Michael, one of my bosses in nature, and I said, we belong to a particular HR platform. And these are constant conversations. Where do we draw the line in terms of defining talent? Is it a guy who's shooting the lights out technically, or the individual who's both shooting the lights out and also role modeling the culture or the values of the organization? What we tend to see most times is that we just lay emphasis only on the technical areas. But believe me, my emphasis on behavioral hypothesis is in a small comforted that way. And I have seen in Sorry, guys, there's a there are gaps, there are gaps and the individual is on talent correctly. We need to find that line of convergence between technical competencies, as well as behavioral competencies and leadership as individuals move up in the organization. Yes, that's that's a real key. I mean, I run in an organization as well. I see see that a lot is a behavioral side to it. And what people say is you you you recruit for behavior and you train for skill. So you recruit someone based on the fact that they can fit to your culture and they have that behavioral trait is already okay. Because if you recruit for skill and they try and change behavior and trouble, yeah, I've learned that as well. Yeah, so how do we build a competency framework? That's what we're going to be talking about. How do we really build a competency framework? Well, we're going to talk about various five steps. And the very first step for building a competency framework is to prepare and communicate. That's the most important step or very first step is you need to prepare and communicate. And in that preparation and communication, really, you start off with things like planning, you need to okay, at least plan for a competency framework, you need to say, okay, what's important, need to inform your workforce about it, your intentions, you need to do all of that very early on. You'll need to work with all the levels of your staff and make sure that it is very easy and accessible use friendly and and kind of user friendly and implemented correctly is very, very key. So planning is key, inform your workforce, and then also you make sure that it's collaborative. So whenever you're building such a competency or trying to build a competency framework, it has to be collaborative. I don't know in your experience, how has the planning process worked? Okay, so because it's the first time we were implementing here in my organization at MVM Quest, we worked with a consultant. And believe me, we did not have a situation where HR was just working in isolation with a consultant. No, the consultant actually had conversations with every member of senior executive one on one, and also next level down. So that part of preparation and getting them involved from the onset, what you might call buy in was quite important. You just set the tone for everything. So the preparation and communication stage is quite important. It should not be seen as another seek of a box HR initiative. The ownership of the competency framework should be the entire organization and that worked well. That really worked well for us. So we did not sit and then introduce this new concept to everybody. We actually carried everybody along from the onset as part of the preparation stage. How long did that take? How long did the preparation and communication step, how long did that take? It took about two months. Before we implemented a competency framework at the beginning of this year, we worked on it for a full year, integrating it into our performance management system. It was a full year. We were not in a hurry because we needed to get it right. Excellent. And I've seen the benefits obviously for that hard work. You can see the benefits, I'm sure. You've seen the benefits already directly for that hard work of one whole year. And when you were doing the preparation and communication, obviously you told everybody of the benefits of it and now they can see the benefits of that investment. So that's the beauty of planning and communication, which is really the first stage. The second stage is you have to define your competency requirements. That's the next stage. So step two is defining those competency requirements. An important step in creating competency framework is collecting data. One important thing is really you collect data. Of course, in your planning and communication, you already know that, oh, I need to collect a lot of data from different people. I need to do surveys of my employees and stuff like that. So there are quite a lot of things you need to do in that defining your competency requirements. As I said, collecting data is one key bit, collecting data within your organization and all the stakeholders within your organization. And one way of collecting data within your organization is to actually do surveys. You survey the employees as well as management. So critical surveys of employees and management. Then you now determine your current skills gaps because after the survey and collecting data, that's when you understand the skills gaps that exist. So I'm wondering if people in the audience, I don't know if anyone there has done surveys. Have they surveyed their staff before? Let me see. Let me just send out a poll. Have you ever carried out a competency survey of your employees? So that's the question that's on the poll, guys. If you just answer it, have you ever carried out a competency survey for your employees? More votes. I want more votes in. So currently it's 100% no. Nobody has carried out a competency survey. Is this typical? I mean, so we have 100% saying no. Well, again, no surprises. But I think what we leveraged on was the survey that had been done in other markets related to our own sector, which is the financial services industry. So we didn't start from ground zero without some data. So we had data on what was happening in investment and merchant banking business globally. And then we had some data about what was happening also in our local market. Interestingly, the consultant had some data that we could leverage on. And we started from there. But did we on our own conduct any survey around competency framework? No, we didn't. With employees or with management? No, we didn't. We just leverage on data. And the one on one discussions with the line managers and give us some insight, some data that we could also leverage on. But we didn't commission a survey in that sense per se. I think it's usual for more large companies abroad that have like 100,000 staff or 50,000 staff. So that's so very kind of add value. Because in Nigeria, we don't really have as many staff. So a company that has 2000 staff is considered large. That's considered pretty small in the US, for example, or the UK, where they have tens of thousands of staff. So maybe you're right. So basically, you interview the line managers, like for example, for me, although it's not a competency model, more like when I'm doing a training, I'll go and try and survey the managers, but ask the managers questions. But I also ask that two parties in that meeting, at least one or two participants are in that meeting. So that I have a 360 degree view of exactly where the issue is. And sometimes I see it's not really a training issue. It's more some other competency issue is not really a training issue. I don't need to waste money for training. So that's your stage two, guys. Your stage two is you need to do kind of collect data by defining your competency requirements. That is step two. So we'll go to step three now. I've already asked everybody to survey. So step three is to choose a foundation. So we need to choose a foundation, the foundation of what's that competency model will be based on. So the most comprehensive way to implement a competency framework is by using competency management software. Sometimes you use that you have a competency management software makes it easy for leaders rather organization to collaborate with the tool and stuff like that. So obviously, I may already mentioned something they use and integrated it into the performance management system, which is really, really excellent. So in that choosing a foundation, typically you would use a preset list. Maybe there's already somebody has already built something, right? Somebody has built a competency framework, which is similar to what you have when you have a organization's job types or competencies match those of that organization or the other organization. So using a preset list is it could be a basis for maybe expanding upon that framework as you as you go around doing or creating your own solution. So that's one step preset list. And of course, you will now customize that preset list to kind of fit your own framework. This makes it cheaper really at the end of the day is a cheaper way to build a competency framework. But most times some people just decide, you know what, we're going to build from scratch. We're doing this thing, we're developing a custom framework, which I think is what he and me did, developing a custom. Yeah, that's very expensive. It takes a while. Yes, it does. Not that it does take a while. But again, because of the, you know, we're talking about about surveys. And we're talking about data that is possibly one of the issues we have in our market. If we had not data that we could leverage on it, we would have taken that much of a time and would have spent less. But because we really have data to leverage on. So we have to build something from scratch. But like I said, it wasn't because we built it. I didn't build it with my team. I walked the consultant and that really helped. That really helped. Okay. Okay. All right. So for guys, I'm going to play a video on a competency framework, at least something that you could leverage on if you're building out a competency model. So just watch this two minute, very short video and we'll get back. The competency triangle can help to explain the different types of competency, whether knowledge, skills or behaviors you may have within a framework. Those competencies that are shared by most people, such as a level of verbal and written communication skill, or the ability to operate a piece of machinery that's generally available to all are known as foundation competencies. In addition, there are likely to be competencies shared within an industry or profession, such as the health service or the financial services industry. For example, the way in which the Data Protection Act or other legislation relates to your sector, regardless of the job you're doing. These are known as focus competencies. Moving on, there are then specific knowledge skills and behaviors that apply to the way in which you carry out your role within the organization. These are known as execution competencies. These three types of competency form the basis of your current competency level and are usually set by the organization. In addition, there may be future and often personal competencies relating to your future role. The next step competencies that form the basis of your development plan for the future. These are likely to be a combination of personal and organizational competencies and are known as potential competencies. Finally, there are other skills, behaviors and knowledge that you aim to have in the future. Likely to be personal rather than organizationally set, these are known as aspiration competencies. Great, so that video was talking about the competency triangle. So just talking about the competency triangle to help to explain the different types of competencies in a framework. So I hope you guys gain something from that. While we're there, as we were just talking with Yamiyon, how this framework in general, it's very critical for an organization to build a really good competency model because everybody, every organization is different in their way. Even though they're similar, they're also different. Developing a custom framework is a good thing. That's one of the steps. So that's step three really to develop that framework. So we're now moving to step four of the framework of the five step process. And step four is to implement it. So you now have your framework done. You need to implement your competency model. And in that implementation process, you've finished your research, you've involved all the key members or leadership, you've selected the actual framework you want to use. And then you now have to ensure that it works really and start implementing. Yeah, so you've spent all this time creating that framework. So what is the implementation bit? I guess as well, Yamiyon is already doing that now. And the relevant competency framework, you've already chosen the relevant competency framework. You've customized the competency model to suit what it is you like. And then you also understand the critical data that is required. You know that already. And that's why you're now implementing because you have full knowledge. So I think one of the main things that you're implementing is even to train your staff to kind of get them to understand how this whole thing works. So how has that training been for you? That process of the next level down, yeah, it was the next level down after the HODs, after the engagement of the HODs, we now went into team meetings across the entire organization. And the interesting thing was that we got some feedback from the floor that helped us to tweak and refine the framework. So we did that at some point in the course of the planning, the preparation, the communication. And now before we implemented it, we went back to them again to let them see the final output that we're going to be implementing. So again, that process of buy-in becoming very important because it might become a trust issue for HR if what was presented at some point has not been refined and tweaked and not communicated to all employees. So the training was around, this is the framework now for the different areas of the business. And this is how people are going to be measured. And this is how people are going to be developed. So we use for two things, performance, for linear development. And I wouldn't say train, I would say communicate in our own instance. We communicated the framework, the final output that we're going to be using for the entire business before we necessarily implement it. Okay, excellent. And another thing about comprehensive frameworks is there's a lot of sensitive information there. There's quite a lot of sensitive information. So how do you create a privacy or privacy standard? So I think that's the next thing as in to create a privacy standard so that people don't see what they're not supposed to see. So what we did was we broke it down into the different business areas. Okay. So that helped. So the competency framework for investment banking might not be the same exactly for institutional sales. So what we're running by the different business areas where the part of the framework that related exactly to them, the only body, governance body in the organization that had access to the entire framework as a full document was the executive leadership council. Yes. So that did not create any tension because yes, people will be tempted for that department. What is the framework for the department like this? Why is mine like that? So we tend to, we customize for the different areas of the business and the communication as well was specific to the different areas of the business. Yes. And again, this privacy is a very important thing. It's, I don't know if the worldwide, I mean, people have so much information out there, but there's something critical information that you shouldn't show certain people. A staff, for example, shouldn't understand, have the detailed competency report of another staff. I mean, that's his colleague. He's absolutely not his business. He doesn't have to have that information just like payroll information. You shouldn't be sharing people's payroll information around. So that's a key aspect of the implementation. So guys, we are up to the last stage of this five step process. Now, after everything, you think, okay, we're done with implemented. So that's the end. But really, that's not the end. One very important thing we need to follow is to measure. You need to track. You need to measure. I need to take action. So that tracking process is continuous. You don't just start today and end tomorrow. You need to have a regular evaluation. You need to have the individuals and department check-ins at regular intervals. So that's, that's constant checking or tracking and measuring has to happen every time. And you continue refining your measurement, measurement process. Just like Amy mentioned, you mentioned an excellent metric, which is the percentage of competency gap closed versus the training budget spent. I think that's an excellent, if you can have that measure, that's, that would be so, so cool. And you refine it. And you know, it will be perfect the first time you continue refining, refining, refining. And then you know for sure that look, where we're wasting money on that training, never, ever adds to any competency gap. It doesn't close any competency gap. What's it for? It's a waste of money. So you save money and increase competencies in the process. And the only way to do that is to measure. You can never change what you don't measure. I know that for sure. So have individuals and department check-ins at regular intervals. And that's, that's key. So measurement, Amy, if we can have a chat around that. Okay. Well, that's one, that's one area or last phase for me that I'm yet to, to experience. Yes, we have our plans in place, but it will be at the end of this here. Remember that what we have done is to determine the competency gaps for each employee at the beginning of the year. Check-in quarterly. And then at the end of the year, we're going to measure how well we've closed the competency gaps. And then it probably will throw up opportunities for again, redefining our intriguing competency framework. It's a life, though it should be a life document. Rather, once you finish it, put it in the save. And that's it. No, what is it? We are at the end of the year. Like I said, I wasn't to that stick yet. So maybe when we're talking again, well, sometime next year, next year, about these, I've been able to share some experiences with regard to our own specific measurement. So what I've seen really is from our own experience is training for quite a long time, training being a key part of competency, the whole competency framework, is we have this motto that we don't train if it doesn't add value. If it's not going to add value to the clients, we endow on the engagement. And one other thing we've discovered, especially for academies, we have companies that have very large academies for six months. Now, my own school of thought is this. It's a complete waste of money to put 30, 40 people in one academy for six months, where they're constantly almost going to school or redoing school. Because your brain just can't keep all that information. By the time they start work, I think 50% of whatever it is they've learned has disappeared. And then to add to that, at the end, they do one very large exam. And it's based on the actual performance in that exam that people are placed in various departments. And again, I think that again, is not very accurate. So we've come up with a different model. And our model is one, we should reduce the number of days or weeks or whatever for any academy, which reduces significantly, definitely not six, six months to a year. And you break it up. So you kind of do, let's say two weeks, and then you go go and do some work for another two weeks, come back and do another two weeks, work for two weeks, come back and do another two weeks, getting what is being passed across. So you do a kind of a measurement, we kind of do 20 data points every day. So every single day of training, we gather 20 data points and measure every a single competency per data point. So those 20 data points we measure for each individual, we gather that over, let's say 50 days, 20 data points for 50 days is a thousand data points. So by the time they finish their course on intrusively, we have a thousand data points on each individual. And that thousand data points is mapped and charted and everything. And precisely, you know where people's strengths lie. And the most important thing is you place people where their strengths lie. So you've seen that this guy is competent in this place him in a role that requires that strength. So it's easier to put people where their strengths lies and try and improve their weaknesses. So that's the model we've kind of built up as far as our courses and academies are concerned. And I think it really helps a lot. It helps to help our organizations reduce that competency gap, because competency gap is a big issue. If you one is a big issue when you don't even know it exists, you don't even know there's a gap. So the first thing is identify that there's a gap and then do something about it. But some people don't even know there's a gap, which is so dangerous for any organization and very expensive as well. So I don't know if you have any last inputs for us? I think what I'll say is we do a little talk around some initiatives or tools. I think that we should develop and customize for organizations. And it doesn't have to be expensive. I mean, there is this thing about keeping it short and simple. And then if it is customized for the organization, we don't have to always buy on the shelf. Customizing it might mean a group of people coming together and see what works for the organization. But I think it's just so important so that we're not talking in the air about developing people or talking in the air about promoting people or talking in the air in terms of how we performance manage people. If we have a good competency framework in place, it allows us to do those three elements of HR very well and also it leads to things that reward. Then we are rewarding our property. So you are getting the right sort of individuals, you are rewarding them accurately, you are performance managing them and then you are nurturing and developing them as well. So there's a huge place for the competency framework within the space of HR. I recommend it anytime. Nice, nice. And what I'm going to do now is something that is usually forgotten when it comes to competency frameworks. You see that you have these experts in HR, the ME included, that work to tirelessly work for like a year or two years trying to build a competency framework for the organization. And then they forget one thing to build a competency framework for themselves because they are also part of the organization. So they are kind of like, you know, like a mother taking care of everybody and they forget to take care of herself. So what I want to do now is really show a competency framework for HR and L and the experts. So we should also have our own competency framework and how we also build our own internal competencies. So that once we raise our competencies, we will be able to help others as well. So I'm going to play a short video from ATD. So ATD introducing their new competency framework. It's just a very, very short one point something one and a half minute video. So everybody watch that and then I'll show you another competency framework from another top organization. The ASDD competency model defines what T and D professionals need to know and do to be successful in the field. The last time the ASDD model was revised was 2004. So what's happened since then? Facebook was a Mark Zuckerberg creation that existed in his Harvard dorm room. Twitter didn't even exist. And it wasn't until 2007 that the first iPhone was introduced. Since then, many factors have triggered the 2013 revision. This includes the rise of digital, mobile and social media, increased globalization, and shifting demographics. These factors have shaped the field over the last decade. Since 2004, the model has been simplified. It now has two major parts instead of three. The areas of expertise are the functional technical areas that are specific to the T and D profession. There are now 10. Learning technologies was added as the 10th AOE in 2013. The foundational competencies shown at the bottom are the business managerial skill sets required for nearly all occupations. There are now six. Three were added in 2013. Specifically, global mindset, industry or sector knowledge, and technology literacy. Some key themes have also emerged. These included the importance of technology and using it well, the rise of informal learning, collaborative learning, and mobile learning approaches, and the importance of learning analytics. One theme continues to remain front and center, and that is, it's critical for T and D professionals to be business partners and business leaders. The career navigator as shown above is a related tool. It provides T and D professionals with ways to identify their own skill gap and ways to close them by providing a customized roadmap and developmental resources. The model also touches a number of ASTD programs and offerings, including the CPLP certification program, otherwise known as the Certified Professional in Learning and Performance. Updates to related programs will continue to take effect through 2014. So guys, we're back. I hope you enjoyed that video. So that was the ATD competency model. So ASTD is now ATD, which used to be called Association for American Society for Talent and Development, and now it's called Association for Talent Development because it's pretty global now and they have international conferences in the U.S. where about 11,000 people go to this very big body for talent development. But HR is two. HR and talent development are together, yes, but HR has its own. So what I would do is I'm going to share, I'm just going to go online right now. I'll go to ATD site so you can see the site. And then I'll also share one or two other things with you. So just have a look at the screen. So I would encourage everyone to go to td.org. So td.org as in td and t for telephone, d for data.org, O-R-G. And you'll be able to get a lot of materials and stuff from ATD. I'm a member of ATD and there's so much you can do there and there's so many excellent courses for L and D and HR experts to go through. But then, of course, there's another body and also they have their own competency model and that is Shreem. So this is Shreem's website. So if you go to Shreem's website, in fact, let me copy this link and put it on the chart for you guys. So anyone interested in clicking on this link and jump up to where I am. So I'll put the link on the chart if you click on the link. So this is the competency model for HR experts, so to say. So, Yemi, if you see this model, if you can see it on the screen, Yemi. Yes, I can. It's small, but I can't. Let me read it to you. So they have the Shreem competency model. They start with, to the right, with ethical practice. So ethical practice, then they have HR expertise. You have to have HR knowledge. Then there's business acumen is also their competency. Then critical evaluation, then global and cultural effectiveness, then leadership and navigation, then consultation, then communication, and then relationship management. It seems that HR experts have to be everything and everything. Yeah, I remember I said to you that, I mean, we can't be come up with all the initiatives with the HR space and we're not able to sell it to the business. So selling a relationship, mining skills will always be very important for HR. Yes, and the funny thing is you have selling experience. That's where it started from. You are salesman and then you now went to become another salesman for two years and then so no, HR is my passion, but you have sales in you. So your skill sets are just wonderful. And you have the exact skill sets needed for this. So, in fact, we're very honored to have you. Yemi, thank you very much for taking out your precious time to talk to us today. I was so, so, so grateful. Yeah, so grateful. And for everybody, I'm sure you've enjoyed this very enlightening experience talking to an expert like Yemi. And we'd like you guys to join us again next month, the third Thursday of every month from two to three, we try and bring experts on board. So we've come guest speakers and we talk about interesting topics on HR and L&D and just to help move this profession forward in Nigeria and the rest of the world, of course. So we are D-Brown Consulting. These are our details on the board. 0700 Training is our number, if you know how to call those smart numbers. Training at dbrownconsulting.net is our email and our website dbrownconsulting.net. And we also have an online platform where we have all our analyst courses online. We have it at officetraininghub.com. So you can go there right now if you want and get a free training, a couple of free trainings there. And we hope to see you again next month, right? And for those HR and L&D experts, we also have two other webinars we do on the same third Thursday of the month. We have the Excel and Power BI webinar. That's always on the third Thursday from nine o'clock to 10 o'clock in the morning. That's Nigerian time. And then we have another one from 11 o'clock to 12 o'clock for financial modeling. So please get your guys to take advantage of this free, excellent quality course. And then of course you can also take advantage of our free online courses on Excel and other topics. So thank you everybody for joining us. And we are done for the webinar for this month. We'll see you next month. And thanks a lot to Yami. It's just been an excellent host. Thank you everybody. Thanks Yami. Bye bye. Bye.