 HOW good are companies actually at this employee engagement? And what have been some of the, are there some trends you can see where most companies still fail? I think this is something that could be really interesting for for anyone working in an HR role or management role, that what are some easy things or some pretty normal things that you could improve that you found during your service and by implementing this app in many companies? So first of all, the engagement survey is in the form of a pulse survey, which means it comes to you as an employee like a pulse, which means the frequency at which you need to answer to the survey questions is high. Usually it is two times a month, very, very short, like 10 questions, but very, very deep questions, like which will take like maximum two minutes. And inside, you know, like a care platform regarding the UI, whatever we have made so that people can answer the questions, because everyone may be very bold statement, but maybe everyone hates surveys, I don't know. But we do surveys, you know, very, very frequently with the employees to keep track. And like it's very obvious when you do the survey, recognition is one of the key metrics of the engagement. You see that recognition score is kind of low after using like a carrot, like two months later it becomes absolutely high, that's for sure. And not just the recognition frequency is important, but also the recognition quality is important. How qualified recognitions do your employees give inside the company on a daily basis, because that's how you help the HR managers make visible. That's how you help the HR managers see what's happening inside the company, is it a good stuff happening inside the company. And usually, yeah, so the recognition goes up in companies that are, how can I say, like we know, like locally in Armenia, that people really love, like employees really love, they're completely like the Which means how proud the employees are working at your company is usually high, but what is usually low is the well-being. Well, and sometimes satisfaction. I'm going to give you two examples from this. So there is an engagement metric that is called satisfaction, which is usually again low at companies. Satisfaction is about if the employee has its basic needs to do the job. It's not only the compensation, like the salary, it's also about do I have a laptop, do I have a good laptop, do I have a printer that I need, if I'm not a supporting member, do I have a good headphones, working, whatever. And then in one of the companies, like it's very, very funny, satisfaction was very low, and then there is a question that asks regarding the workplace comfort. Like does your workplace comfortable? And then they just take it from one to five, from one to five scale. And like most of, like almost 100% of the answers were like one. And it's something very basic, but decreases your engagement. And you know what the reason was? The chairs were not comfortable. It's such a simple thing. I relate. Yeah, okay. So the chair isn't that comfortable. It causes, I don't know, maybe back pain, get tired, working, and then kind of change the chairs, find something comfortable you can. And it affects negatively on your work, on your work daily. And so they change the chairs and then you track whether the satisfaction went up or not. And it went from like 2.2 to like 3.5 in just a month. And they just changed half of the chairs and they were still changing them by new ones. And then the survey is not about just doing the survey and saying, yeah, I'm doing the usual surveys. No, you are not. You need to see the problem. Okay, there's a satisfaction problem. What's happening? Go talk to your employees. Go talk to your employees to understand what's happening. Regarding the well-being, well-being is about how you as a company promote healthy lifestyle at your company. How you as a company plus how your peers, not only the company itself, but also how peers are promoting healthy lifestyle and healthy eating habits at your company. And then one of the companies was very, very low, and it was okay for them as a company because yeah, they go to some group events, came building activities and they go for beer. Having beer, of course, there shouldn't be any thoughts about well-being, which is okay for them because usually tech companies in Armenia, they love hanging out in group ups and Friday nights. But they had some new generation coming into their companies. They had new hires and around 20 people, which is, and then they started looking, oh my gosh, well-being is very low when you think about this because we have this new hires, new generation. You as a manager go to kitchen, you sit as people and they are kind of talking about calories and what you can eat with this or you cannot eat with that, healthy food habits. You understand? No, this is something that right now I need to focus on, right? And then, for example, with Lucky Carrot, we are building this actionable recommendations. What you can do as an HR manager if your well-being metric is low. And so Lucky Carrot gives you an automatic recommendation. You're a HR manager, go to the rewards section, this group event section of Lucky Carrot, create a group event with a gym membership card. There are several local electric bike providers. Go and do a team building with those, go and do some biking together. Maybe after the lunch or before the lunch or before the work starts. And then track whether the well-being increase or not. Don't get rid of the Friday night group ups though, that's not fun. I think it's an important part of well-being as well.