{
  "version": 3,
  "sources": ["ssg:https://framerusercontent.com/modules/32d50t3nGiaT3iXXeNyo/sPfXCoBslOb69RHy3Rfg/wIjlADyKi-13.js"],
  "sourcesContent": ["import{jsx as e,jsxs as n}from\"react/jsx-runtime\";import{Link as t}from\"framer\";import{motion as i}from\"framer-motion\";import*as a from\"react\";export const richText=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Improving employees' wellbeing at work is crucial for creating a productive and positive work environment. Here is a wide range of elements that can contribute to enhancing their wellbeing.\"}),/*#__PURE__*/e(\"h3\",{children:\"Work-Life Balance\"}),/*#__PURE__*/n(\"p\",{children:[\"Achieving a healthy work-life balance is crucial for employees to maintain both physical and mental well-being. Flexible working arrangements, such as \",/*#__PURE__*/e(\"strong\",{children:\"remote work options\"}),\" or \",/*#__PURE__*/e(\"strong\",{children:\"varied start and finish times\"}),\", can be effective. Encouraging regular breaks and respecting boundaries outside of work hours helps in reducing burnout. \",/*#__PURE__*/e(\"strong\",{children:\"Promoting a culture where taking time off for personal needs and vacations is normalized\"}),\" can significantly enhance employees' control over their lives, alleviating stress and contributing to their overall happiness. These practices also foster employee loyalty and productivity by acknowledging the importance of life outside of work.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Health and Wellness Programs\"}),/*#__PURE__*/n(\"p\",{children:[\"A robust approach to health and wellness can be transformative in the workplace. In addition to providing gym access or healthy snacks, employers can consider initiatives \",/*#__PURE__*/e(\"strong\",{children:\"like mental health days\"}),\", stress \",/*#__PURE__*/e(\"strong\",{children:\"management workshops\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"ergonomic workstations\"}),\". Regular health screenings and offering health insurance benefits that cover mental health services can also be included. These initiatives send a strong message about the company\u2019s commitment to holistic health, encouraging employees to adopt healthier lifestyles and demonstrating that the employee well-being is a priority.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Supportive Leadership\"}),/*#__PURE__*/n(\"p\",{children:[\"Leadership that prioritizes employee well-being can profoundly impact workplace culture.\",/*#__PURE__*/e(\"strong\",{children:\" Leaders should be trained in \"}),/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"emotional-intelligence-in-hr\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"dF4dYfnCe\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"emotional intelligence\"})})}),/*#__PURE__*/e(\"strong\",{children:\" and empathy\"}),\", enabling them to recognize and respond to the needs of their team members effectively. Encouraging two-way communication and actively listening to employee concerns helps in building trust. \",/*#__PURE__*/e(\"strong\",{children:\"Recognizing and celebrating achievements\"}),\", providing support during challenging times, and maintaining transparency in decision-making processes contribute to a psychologically safe environment where employees feel valued and understood\"]}),/*#__PURE__*/e(\"h3\",{children:\"Training and Development Opportunities\"}),/*#__PURE__*/n(\"p\",{children:[\"Investing in employees' growth and development is key to their well-being and job satisfaction. Personalized career development plans, \",/*#__PURE__*/e(\"strong\",{children:\"offering tuition reimbursement for further education\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"facilitating attendance at industry conferences\"}),\" can be impactful. Providing internal training sessions on soft skills like time management and communication, alongside technical skills, helps in personal and professional growth. This investment in employees\u2019 futures demonstrates a commitment to their career progression and personal development, leading to increased engagement and a sense of belonging within the organization.\"]})]});export const richText1=/*#__PURE__*/e(a.Fragment,{children:/*#__PURE__*/e(\"p\",{children:\"Investing in employee wellbeing is not just a moral imperative but also a strategic business decision. The Wellbeing Program ROI Calculator is designed to quantify the financial returns of implementing a wellbeing program within your organization. By inputting factors like the cost of the program, reduction in absenteeism, increase in productivity, average employee salary, and the number of employees participating, businesses can calculate the ROI of their wellbeing initiatives.\"})});export const richText2=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Here is a list of some of the best books focusing on employee well-being, particularly relevant for those in the UK:\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Wellbeing at Work\"}),\" by Jim Clifton and Jim Harter: This book explores five key aspects of employee wellness and includes action items for companies to enhance workplace well-being. It introduces a new metric for measuring employee wellness, emphasizing the need for a resilient workforce\u200B\u200B.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Workplace Wellness that Works: 10 Steps to Infuse Well-Being and Vitality into Any Organization\"}),\" by Laura Putnam: This book provides a step-by-step process for creating a culture of wellness in the workplace, offering practical guidance for leaders to initiate meaningful changes\u200B\u200B.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Mental Health and Wellbeing in the Workplace: A Practical Guide for Employers and Employees\"}),\" by Gill Hasson and Donna Butler: This guide addresses the role of mental health in workplace wellness, offering advice on handling issues like anxiety and supporting workers with mental illness\u200B\u200B.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Remote Not Distant: Design a Company Culture That Will Help You Thrive in a Hybrid Workplace\"}),\" by Gustavo Razzetti: This book is particularly relevant for modern work environments, discussing how to create a culture that supports wellness in a \",/*#__PURE__*/e(t,{href:\"https://humaans.io/hr-glossary/hybrid-working\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!0,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"hybrid\"})}),\" or remote workplace\u200B\u200B.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation\"}),\" by Timothy R. Clark: Focusing on the sense of belonging and safety in the workplace, this book uses social sciences and psychology to guide leaders in creating an inclusive and supportive work environment\u200B\u200B\"]})})]}),/*#__PURE__*/e(\"h2\",{children:\"Frequent Asked Questions (FAQs)\"}),/*#__PURE__*/e(\"h3\",{children:\"What are the legal requirements for employee wellbeing in the UK?\"}),/*#__PURE__*/e(\"p\",{children:\"UK employers are legally required to ensure the health, safety, and welfare of their employees at work. This includes providing a safe work environment, conducting risk assessments, and adhering to working hours regulations under the Working Time Regulations.\"}),/*#__PURE__*/e(\"h3\",{children:\"How does mental health support in the workplace fit into employee wellbeing in the UK?\"}),/*#__PURE__*/e(\"p\",{children:\"Employers in the UK are encouraged to support mental health by fostering a positive work environment, offering access to mental health resources, and ensuring management is trained to recognize and appropriately respond to mental health issues.\"}),/*#__PURE__*/e(\"h3\",{children:\"What role does work-life balance play in employee wellbeing in the UK?\"}),/*#__PURE__*/e(\"p\",{children:\"Work-life balance is a crucial aspect of employee wellbeing. UK employers are advised to promote flexible working arrangements, respect work hours and breaks, and encourage employees to take their annual leave entitlements.\"}),/*#__PURE__*/e(\"h3\",{children:\"How can UK employers measure and improve employee wellbeing?\"}),/*#__PURE__*/e(\"p\",{children:\"Employers can measure wellbeing through surveys, feedback sessions, and monitoring employee engagement and turnover rates. Improvements can be made by addressing identified issues, implementing wellbeing programs, and continuously evaluating the effectiveness of these initiatives.\"}),/*#__PURE__*/e(\"h3\",{children:\"Are UK employers required to provide health and wellbeing benefits?\"}),/*#__PURE__*/e(\"p\",{children:\"While not legally required, offering health and wellbeing benefits such as health insurance, gym memberships, or wellness programs is considered a best practice in the UK. It helps attract and retain talent and demonstrates a commitment to employee wellbeing.\"})]});export const richText3=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"Pay parity refers to the principle of ensuring \",/*#__PURE__*/e(\"strong\",{children:\"equal pay for equal work within an organization\"}),\". It implies that employees who perform jobs of the same value, regardless of their gender, race, sexual orientation or any other characteristic, should receive fair and equitable compensation. Pay parity \",/*#__PURE__*/e(\"strong\",{children:\"eliminates any form of discrimination and promotes diversity and inclusion\"}),\" within the workplace.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Achieving pay parity requires a \",/*#__PURE__*/e(\"strong\",{children:\"comprehensive analysis of job roles\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"responsibilities\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"qualifications \"}),\"to determine their value to the organization. It involves \",/*#__PURE__*/e(\"strong\",{children:\"reviewing the compensation and benefits structure\"}),\" to identify any discrepancies and addressing them to align with the principle of pay parity. Implementing policies and practices that promote transparency and fairness in pay decisions, regular audits of pay practices, and open dialogue on compensation among employees and management are essential steps towards pay parity.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Ensuring pay parity is \",/*#__PURE__*/e(\"strong\",{children:\"not only a legal obligation but also a matter of maintaining a positive work environment\"}),\", fostering employee satisfaction, and attracting and retaining diverse talent.\\xa0\"]})]});export const richText4=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"There are several reasons why pay parity is important for organizations. Firstly, pay parity ensures compliance with various laws and regulations that prohibit pay discrimination. By ensuring that employees receive equal pay, organizations\",/*#__PURE__*/e(\"strong\",{children:\" mitigate the risk of legal and reputational consequences\"}),\", such as lawsuits or damage to their brand image. Secondly, pay parity \",/*#__PURE__*/e(\"strong\",{children:\"fosters employee satisfaction and engagement\"}),\". When employees perceive that they are being treated fairly, it promotes a positive work environment and enhances their motivation and commitment towards their job. This, in turn, leads to higher productivity and better overall performance.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Moreover, pay parity contributes to \",/*#__PURE__*/e(\"strong\",{children:\"attracting and retaining top talent\"}),\". In today's competitive job market, offering equal pay demonstrates an organization's commitment to diversity and inclusion. It appeals to candidates who value fairness and may influence their decision to join and remain with the company. Lastly, \",/*#__PURE__*/e(\"strong\",{children:\"pay parity promotes gender and racial equality\"}),\". Historically, certain groups of employees have faced pay disparities based on their gender or race. By implementing pay parity, organizations can contribute to closing the wage gap between men and women, as well as addressing racial inequalities in the workplace.\"]})]});export const richText5=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"Pay parity and pay equity are two terms often used interchangeably, but they actually have distinct meanings. \",/*#__PURE__*/e(\"strong\",{children:\"Pay parity\"}),\" refers to ensuring that individuals in the same job or position receive equal pay, regardless of their gender, race, or other factors. It focuses on eliminating discrimination and ensuring that employees are compensated fairly for the work they do.\"]}),/*#__PURE__*/n(\"p\",{children:[\"On the other hand, \",/*#__PURE__*/e(\"strong\",{children:\"pay equity\"}),\" goes beyond pay parity and aims to address the underlying issues and systemic discrimination that contribute to pay disparities and discriminations in the hiring process. It looks at the overall compensation practices within an organization, taking into account factors such as job roles, responsibilities, skills, and qualifications. Pay equity aims to create a fair and transparent compensation structure that rewards employees based on these factors, rather than any form of bias or discrimination.\"]}),/*#__PURE__*/n(\"p\",{children:[\"While\",/*#__PURE__*/e(\"strong\",{children:\" pay parity\"}),\" is an important step towards achieving pay equity, it is not sufficient on its own. Employers need to take a comprehensive approach by analyzing their pay practices, conducting salary audits, and implementing strategies to address any existing disparities. By promoting \",/*#__PURE__*/e(\"strong\",{children:\"pay equity\"}),\", organizations can create a more inclusive and diverse workplace, where all employees are valued and compensated fairly for their contributions.\"]})]});export const richText6=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Achieving pay parity requires a comprehensive approach that addresses systemic biases, empowers employees, and promotes transparency. In this section, we will outline five essential steps that organizations can take towards achieving pay parity.\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"415\",src:\"https://framerusercontent.com/images/Cm8JebhMpLXdpfIphFUYGBHAMz4.png\",srcSet:\"https://framerusercontent.com/images/Cm8JebhMpLXdpfIphFUYGBHAMz4.png?scale-down-to=512 512w,https://framerusercontent.com/images/Cm8JebhMpLXdpfIphFUYGBHAMz4.png?scale-down-to=1024 1024w,https://framerusercontent.com/images/Cm8JebhMpLXdpfIphFUYGBHAMz4.png 1538w\",style:{aspectRatio:\"1538 / 830\"},width:\"769\"}),/*#__PURE__*/e(\"h3\",{children:\"1. Conduct a Pay Gap Analysis\"}),/*#__PURE__*/n(\"p\",{children:[\"The first step towards achieving pay parity is to conduct a comprehensive pay gap analysis within the organization. This analysis involves \",/*#__PURE__*/e(\"strong\",{children:\"comparing the salaries of individuals performing comparable work\"}),\", taking into account factors such as \",/*#__PURE__*/e(\"strong\",{children:\"educational qualifications\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"experience\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"performance\"}),\". The findings from this analysis will provide insights into existing pay disparities and allow organizations to identify areas that require attention.\"]}),/*#__PURE__*/e(\"h3\",{children:\"2. Review and Update Compensation Policies\"}),/*#__PURE__*/n(\"p\",{children:[\"Once the pay gap analysis is complete, organizations should review and update their compensation policies to ensure they are aligned with pay parity principles. This includes \",/*#__PURE__*/e(\"strong\",{children:\"revisiting job descriptions\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"qualifications\"}),\", and \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"performance-development-review\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"JVvWbjrqX\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"performance reviews\"})})}),/*#__PURE__*/e(\"strong\",{children:\" criteria\"}),\" to eliminate any biases that may contribute to pay disparities. Organizations should also establish clear guidelines for salary negotiation and promotions to ensure transparency and equal opportunities for all employees.\"]}),/*#__PURE__*/e(\"h3\",{children:\"3. Implement Transparent Salary Structures\"}),/*#__PURE__*/n(\"p\",{children:[\"Transparency is crucial in achieving pay parity. Organizations should establish clear and transparent salary structures that outline the \",/*#__PURE__*/e(\"strong\",{children:\"criteria for determining pay\"}),\", including the factors considered and the methodology used. This helps eliminate subjective decision-making and promotes a fair and consistent approach across the organization. Regular communication about the salary structure and updates made to address pay disparities is essential to foster trust and engagement among employees.\"]}),/*#__PURE__*/e(\"h3\",{children:\"4. Address Unconscious Bias\"}),/*#__PURE__*/n(\"p\",{children:[\"Unconscious bias can significantly impact pay parity. Organizations should invest in training programs that\",/*#__PURE__*/e(\"strong\",{children:\" raise awareness about unconscious bias\"}),\" and provide tools to mitigate its effects on salary decisions. This can include \",/*#__PURE__*/e(\"strong\",{children:\"workshops\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"seminars\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"online resources\"}),\" that educate employees and managers about the potential biases that may influence their decision-making. Additionally, establishing diverse and inclusive hiring and promotion practices can help address unconscious bias in the long run.\"]}),/*#__PURE__*/e(\"h3\",{children:\"5. Monitor and Continuously Improve\"}),/*#__PURE__*/n(\"p\",{children:[\"Achieving pay parity is an ongoing process. Organizations should establish mechanisms to regularly monitor and assess their progress towards pay parity goals. This can include conducting periodic \",/*#__PURE__*/e(\"strong\",{children:\"pay gap analyses\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"collecting feedback from employees\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"engaging with external experts\"}),\" to evaluate compensation practices. By continuously improving and adapting their strategies, organizations can create an inclusive and equitable work environment.\"]})]});export const richText7=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"To further enhance the pursuit of pay parity in the UK, there is a growing emphasis on l\",/*#__PURE__*/e(\"strong\",{children:\"egislative measures\"}),\" and \",/*#__PURE__*/e(\"strong\",{children:\"public reporting\"}),\". The UK government's mandate for large companies to publicly report their gender pay gaps in order to assure gender pay parity has been a significant step in promoting transparency and accountability. This requirement not only raises public awareness but also places pressure on organizations to take proactive steps to address pay discrepancies and achieve the maximum level of pay parity. However, extending these reporting requirements to include other forms of pay disparity, such as those based on ethnicity, disability, and age, could offer a more comprehensive view of pay equality within organizations. \",/*#__PURE__*/e(\"strong\",{children:\"Companies are increasingly adopting internal policies\"}),\" that go beyond legal requirements, driven by both ethical considerations and the recognition that a diverse and equitably compensated workforce enhances creativity, problem-solving, and company reputation.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Furthermore, the role of continuous education and training in promoting wage parity cannot be overstated. By providing employees with opportunities for skill enhancement and professional development, companies can ensure that all employees, regardless of gender or background, have equal opportunities for career advancement and pay increases. Initiatives like \",/*#__PURE__*/e(\"strong\",{children:\"mentorship programs\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"leadership training\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"flexible work arrangements \"}),\"can be particularly beneficial for underrepresented groups. Such programs help in creating a more inclusive work environment where employees are valued based on their contributions and potential, rather than their personal characteristics. Additionally, there is a need for cultural change within organizations to challenge and dismantle unconscious biases that often contribute to pay disparities. This involves training and awareness programs for all employees, including leadership, to foster an inclusive culture where pay parity is not just a policy, but a deeply ingrained organizational value. Together, these strategies form a robust approach towards achieving true pay parity in the UK, ensuring that every individual is fairly compensated and valued within their workplace.\"]}),/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Pay parity is not only an ethical imperative but also a legal requirement\"}),\" in the UK under the \",/*#__PURE__*/e(t,{href:\"https://www.gov.uk/guidance/equality-act-2010-guidance#:~:text=Equality%20Act%20provisions%20which%20came,work%2C%20education%2C%20associations%20and%20transport\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"Equality Act 2010.\"})}),\" HR professionals play a pivotal role in ensuring that organizations comply with the law and proactively work towards achieving pay parity. By championing fair pay practices, providing training and resources to address unconscious bias, and fostering an inclusive culture, HR can lead the way in creating a more equal and equitable workplace for all employees.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Pay Parity Analysis Calculator\"}),/*#__PURE__*/e(\"p\",{children:\"Ensuring pay parity within an organization is not just a legal and ethical obligation but a cornerstone of workplace equity and employee satisfaction. \"}),/*#__PURE__*/e(\"p\",{children:\"This simple tool considers two group of employees and help with the calculations to see the differences between the salary of these groups.\"})]});export const richText8=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"What is pay parity?\"}),/*#__PURE__*/e(\"p\",{children:\"Pay parity refers to the principle of equal pay for work of equal value. It ensures that individuals who perform similar job roles or duties, regardless of their gender, are compensated fairly and equally.\"}),/*#__PURE__*/e(\"h3\",{children:\"Why is pay parity important?\"}),/*#__PURE__*/e(\"p\",{children:\"Pay parity is crucial because it promotes equality and fair treatment in the workplace. It helps to bridge the gender wage gap and addresses any discrimination based on gender. By ensuring that all employees are compensated fairly, organizations can boost morale, retain talented individuals, and promote diversity and inclusion.\"}),/*#__PURE__*/e(\"h3\",{children:\"How can pay parity be achieved?\"}),/*#__PURE__*/n(\"p\",{children:[\"Pay parity can be achieved through various measures, including conducting regular salary audits, implementing transparent and equitable pay structures, and providing training and education on \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"unconscious-bias\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"WrCzBQrYJ\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"unconscious biases\"})}),\". It is essential for organizations to strive for pay equity and regularly review compensation policies to identify and rectify any disparities that may exist.\"]}),/*#__PURE__*/e(\"h3\",{children:\"What are the legal obligations regarding pay parity?\"}),/*#__PURE__*/e(\"p\",{children:\"Many countries have specific laws and regulations in place to enforce pay parity. For example, the Equal Pay Act in the United States prohibits gender-based wage discrimination, while the Gender Pay Gap Reporting legislation in the UK requires organizations to publish information on their gender pay gap. Employers must adhere to these legal obligations to avoid penalties and uphold fair employment practices.\"}),/*#__PURE__*/e(\"h3\",{children:\"How does pay parity benefit businesses?\"}),/*#__PURE__*/e(\"p\",{children:\"Pay parity is not only a matter of social justice, but it also brings tangible benefits to businesses. By fostering an inclusive and diverse work environment, organizations can attract top talent, improve employee engagement and productivity, enhance brand reputation, and reduce turnover and recruitment costs.\"})]});export const richText9=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"Redundancy pay, also known as severance pay or termination pay, refers to the \",/*#__PURE__*/e(\"strong\",{children:\"compensation provided to employees who are made redundant or lose their jobs\"}),\" due to circumstances beyond their control. It is a form of financial support given to help employees during the transition period between jobs. Redundancy pay is \",/*#__PURE__*/e(\"strong\",{children:\"typically calculated based on the length of service and the employee's salary\"}),\", and it aims to provide some financial stability to the individual while they search for new employment.\\xa0\"]}),/*#__PURE__*/n(\"p\",{children:[\"The purpose of redundancy pay is to \",/*#__PURE__*/e(\"strong\",{children:\"acknowledge the employee's contribution to the organization and to minimize the financial impact of job loss\"}),\". It is a legal requirement in many countries, ensuring that employees are protected and fairly compensated in the event of redundancy. The amount of redundancy pay varies depending on factors such as the employee's length of service, age, and the terms agreed upon in their employment contract or collective agreement. Generally, a legal minimum for statutory redundancy pay is mandated by law in many jurisdictions.\"]}),/*#__PURE__*/n(\"p\",{children:[\"As an HR professional, \",/*#__PURE__*/e(\"strong\",{children:\"it is crucial to understand the regulations and guidelines for redundancy pay in your jurisdiction\"}),\". This knowledge will enable you to effectively support employees during the redundancy process, ensuring they receive their entitled compensation and providing them with the necessary resources to navigate the job market successfully.\"]})]});export const richText10=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"When it comes to employment terminations, the terms \",/*#__PURE__*/e(\"strong\",{children:\"redundancy pay\"}),\" and \",/*#__PURE__*/e(\"strong\",{children:\"severance pay\"}),\" are often used interchangeably, leading to confusion among HR professionals and employers. However, it is essential to understand the key differences between these two forms of compensation.\"]}),/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Redundancy pay \"}),\"refers to the financial compensation given to employees who have been made redundant due to organizational restructuring, operational changes, or technological advancements. This payment is a legal requirement in many countries and is meant to provide financial support to employees affected by redundancy.\"]}),/*#__PURE__*/n(\"p\",{children:[\"On the other hand, \",/*#__PURE__*/e(\"strong\",{children:\"severance pay\"}),\" is the compensation provided to employees whose employment contracts are terminated for reasons other than redundancy. This could include situations like dismissal for poor performance or misconduct, contract expiration, or mutual agreement. Unlike redundancy pay, there may not be a legal requirement for employers to provide severance pay, and the amount can vary depending on factors such as the employee's position, length of service, and the terms outlined in the employment contract or applicable labor laws.\"]})]});export const richText11=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"When it comes to calculating redundancy pay, there are several steps that HR professionals should keep in mind. \",/*#__PURE__*/e(t,{href:\"https://www.legislation.gov.uk/ukpga/1996/18/contents\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"The Employment Rights Act 1996\"})}),\" sets out how statutory redundancy payments should be calculated.\"]}),/*#__PURE__*/n(\"p\",{children:[\"1\",/*#__PURE__*/e(\"strong\",{children:\". Determine eligibility: \"}),\"In addition to the general rule of requiring at least 2 continuous years of service, it's crucial to note that certain types of employment contracts, like those of agency workers or self-employed individuals, may not qualify for statutory redundancy pay. HR should carefully examine the terms of employment and any specific clauses that may impact an employee's eligibility.\"]}),/*#__PURE__*/n(\"p\",{children:[\"2.\",/*#__PURE__*/e(\"strong\",{children:\" Identify the relevant factors:\"}),\" When considering the length of continuous service, it's important to account for any breaks in employment and how they might affect this calculation. For example, periods of \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"unpaid-leave\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"sIYdeEupK\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"unpaid leave\"})}),\" might not count towards continuous service. Additionally, when determining weekly pay, HR should include regular overtime and commission payments, if these are typical components of the employee's regular income.\"]}),/*#__PURE__*/n(\"p\",{children:[\"3. \",/*#__PURE__*/e(\"strong\",{children:\"Calculate the base rate: \"}),\"The calculation of the base rate should also consider any salary changes in the past 12 weeks. For instance, if the employee received a pay rise during this period, the calculation should be based on their higher earnings. If the employee's pay varies week to week, HR should use the average weekly pay during the 12-week period.\"]}),/*#__PURE__*/n(\"p\",{children:[\"4. \",/*#__PURE__*/e(\"strong\",{children:\"Apply the age-related multiplier:\"}),\" The age-related multiplier in the UK typically provides 0.5 week's pay for each full year of service where the employee was under the age of 22, one week\u2019s pay for each full year of service where the employee was between 22 and 40, and 1.5 week's pay for each full year of service where the employee was 41 or older. This structure reflects the intention to provide greater compensation for older workers who may face more challenges in finding new employment.\"]}),/*#__PURE__*/n(\"p\",{children:[\"5. \",/*#__PURE__*/e(\"strong\",{children:\"Cap the payment:\"}),\" The statutory cap on weekly pay and the maximum number of years to be counted for continuous service should be regularly checked as they are subject to change. As of the latest guidelines, the cap is set at a specific amount per week, and the length of service is capped at 20 years. HR should also be aware that the total amount of statutory redundancy pay is also capped.\"]})]});export const richText12=/*#__PURE__*/e(a.Fragment,{children:/*#__PURE__*/n(\"p\",{children:[\"This calculator provides an estimate of the total and average financial cost to an employer for making a specified number of employees redundant. It takes into account the total count of employees facing redundancy, their average weekly pay (up to a statutory limit), and the average number of years they have worked for the company. The output aims to help employers understand the financial implications of redundancy decisions by calculating the compensation owed to employees based on their pay, length of service, and potentially their age, according to relevant laws and regulations. This tool is designed to assist in planning and budgeting for the costs associated with workforce reductions.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"strong\",{children:\"Disclaimer:\"}),\" Please note that the outputs provided by this calculator are indicative estimates only, intended to offer a preliminary overview of the potential costs associated with making employees redundant. Actual costs may vary depending on specific legal requirements, individual employee contracts, and other factors not accounted for in this simple calculation. We strongly recommend seeking professional advice and conducting a detailed analysis to obtain accurate figures before making any redundancy decisions.\"]})});export const richText13=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"What is redundancy pay?\"}),/*#__PURE__*/e(\"p\",{children:\"Redundancy pay is a financial compensation provided to employees whose positions become redundant due to changes in the business, such as restructuring or closure. It's designed to ease the transition for employees who lose their jobs through no fault of their own, offering financial support while they search for new employment.\"}),/*#__PURE__*/e(\"h3\",{children:\"Who qualifies for redundancy pay?\"}),/*#__PURE__*/e(\"p\",{children:\"Typically, full-time and part-time employees with at least two years of continuous service at a company are entitled to redundancy pay. However, the eligibility criteria can vary by country, with some places having different thresholds for the length of service or including specific groups of workers.\"}),/*#__PURE__*/e(\"h3\",{children:\"How is redundancy pay calculated?\"}),/*#__PURE__*/e(\"p\",{children:\"Redundancy pay is usually calculated based on the employee's length of service, age, and average weekly earnings. Some jurisdictions use a tiered system, where the amount increases with the employee's age and length of service. The exact formula can differ significantly between different countries or even within specific industries.\"}),/*#__PURE__*/e(\"h3\",{children:\"Is there a minimum amount for redundancy pay?\"}),/*#__PURE__*/e(\"p\",{children:\"Yes, there is a minimum amount for statutory redundancy pay, which is determined by factors like the employee's age, length of service, and weekly earnings, up to a set maximum. This minimum is mandated by law in many jurisdictions.\"}),/*#__PURE__*/e(\"h3\",{children:\"Is redundancy pay subject to taxation?\"}),/*#__PURE__*/e(\"p\",{children:\"Generally, redundancy payments are tax-free up to a certain limit, which varies depending on the jurisdiction. In this case, the employee doesn't have to pay any national insurance contribution either. Amounts exceeding this limit might be subject to taxation and to a national insurance contribution as well. It's always advisable to consult with a tax professional or refer to the local tax authority for the most accurate and current information.\"}),/*#__PURE__*/e(\"h3\",{children:\"Are all employees entitled to redundancy pay?\"}),/*#__PURE__*/e(\"p\",{children:\"While most permanent employees qualify for redundancy pay after a certain period of continuous service, the entitlement often does not extend to workers on short-term contracts, casual employees, or those dismissed due to gross misconduct. Specific rules may vary depending on local employment laws.\"}),/*#__PURE__*/e(\"h3\",{children:\"Can an employer offer more than the minimum redundancy pay?\"}),/*#__PURE__*/e(\"p\",{children:\"Employers have the discretion to offer enhanced redundancy packages, which can exceed statutory minimums. These enhanced packages can be a part of the employer's redundancy policy or might be negotiated individually, often as a gesture of goodwill or to maintain a positive company reputation.\"}),/*#__PURE__*/e(\"h3\",{children:\"How long does an employer have to pay redundancy?\"}),/*#__PURE__*/e(\"p\",{children:\"The legal timeframe for making redundancy payments can differ by region. Typically, employers are expected to pay redundancy soon after employment ends, often on what would have been the employee\u2019s next regular payday. Some regions may have specific deadlines set in law.\"}),/*#__PURE__*/e(\"h3\",{children:\"What happens if an employer cannot afford to pay redundancy?\"}),/*#__PURE__*/e(\"p\",{children:\"If an employer is financially unable to pay redundancy, they might enter into negotiations for a payment plan with the employee or seek assistance from a government insolvency fund, where available. This situation often requires legal consultation to ensure that the rights and interests of both the employer and the employee are protected.\"}),/*#__PURE__*/e(\"h3\",{children:\"What happens if an employer does not pay the redundancy pay?\"}),/*#__PURE__*/e(\"p\",{children:\"If an employer does not pay the redundancy pay, the employee can take legal action, typically by making a claim to an employment tribunal. The employer may be ordered to pay the owed amount and possibly additional compensation for the delay. It's essential for employees to seek legal advice and act within the time limits for making such claims.\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"})]});export const richText14=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"h2\",{children:\"What is cultural fit?\"}),/*#__PURE__*/n(\"p\",{children:[\"Cultural fit refers to the \",/*#__PURE__*/e(\"strong\",{children:\"alignment between an individual's values, beliefs, attitudes, and behavior with those of an organization\"}),\". It is a crucial aspect for organizations to consider when making hiring decisions as it determines how well an employee will thrive and integrate within the company culture. Employing individuals who possess a strong cultural fit encourages cohesion, collaboration, and a positive work atmosphere.\"]}),/*#__PURE__*/n(\"p\",{children:[\"When a job candidate exhibits cultural fit, they share similar values and goals with the organization, allowing them to easily adapt to its norms and practices. \",/*#__PURE__*/e(\"strong\",{children:\"This alignment promotes employee engagement, job satisfaction, and ultimately, improved performance\"}),\". Cultural fit with company values also plays a significant role in \",/*#__PURE__*/e(\"strong\",{children:\"employee retention\"}),\" as individuals who feel a sense of belonging and camaraderie within their workplace are more likely to stay loyal to the company long-term.\"]}),/*#__PURE__*/n(\"p\",{children:[\"However, \",/*#__PURE__*/e(\"strong\",{children:\"it is important for HR professionals to ensure that cultural fit does not lead to homogeneity within the organization\"}),\". Embracing diversity and inclusivity is equally essential as it brings different perspectives, innovation, and creativity to the table, fostering growth and success. Striking the right balance between cultural fit and diversity is crucial for organizations to create a thriving and inclusive work environment.\"]})]});export const richText15=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"There are several reasons why cultural fit is crucial for both employers and employees.\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Cultural fit plays a significant role in employee satisfaction and engagement:\"}),\"\\xa0When employees feel connected to the organizational culture, they are more likely to be motivated and invested in their work. This leads to higher productivity, better teamwork, and lower turnover rates. On the other hand, when there is a lack of cultural fit, employees may feel isolated, misunderstood, and demotivated.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Cultural fit ensures that new hires can adapt quickly to the company's values\"}),\", norms, and expectations. They are more likely to embrace the organization's mission and work towards its goals. This synergy between the individual and the company fosters a positive work environment, where employees feel supported and valued.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Cultural fit contributes to effective communication and collaboration within teams\"}),\". When team members share similar values and communication styles, they can communicate more efficiently, resolve conflicts effectively, and make decisions collectively. This enhances teamwork, decision-making processes, and overall organizational performance.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Cultural fit contributes to the creation of a cohesive and inclusive workplace culture\"}),\". By hiring individuals who align with the company's values and beliefs, organizations can create an environment that supports diversity, respect, and a sense of belonging. This, in turn, attracts and retains talented individuals, fostering a positive reputation and a competitive advantage in the job market.\"]})})]})]});export const richText16=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"When it comes to hiring for cultural fit, HR professionals play a vital role in ensuring that candidates align with the values, beliefs, and behaviors of a company's culture. Here are some top tips for hiring based on cultural fit:\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Define your company culture:\"}),\" Start by clearly defining your organization's culture. This includes core values, mission, and expected behaviors. Use this as a blueprint for assessing cultural fit during the hiring process.\"]})}),/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Evaluate candidate values:\"}),\" Look for candidates whose values align with those of your organization. Use behavioral interview questions or values-based assessments to gauge whether candidates exhibit the desired values.\"]})}),/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Assess teamwork and collaboration:\"}),\" Cultural fit often involves how well a candidate can work with others. Assess their ability to collaborate and contribute to a team by using group exercises or role plays during the interview process.\"]})}),/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Observe communication skills:\"}),\" Effective \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"communication-types\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"g7jmwD1Um\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"communication\"})}),\" is crucial for cultural fit. Assess how well candidates listen, articulate their thoughts, and adapt their \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"types-of-communication-style\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"KPCQcV4zM\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"communication style\"})}),\" to different situations.\"]})}),/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Consider diversity and inclusion:\"}),\" While cultural fit is important, it's equally important to foster diversity and inclusion. Look for candidates who can bring unique perspectives and experiences to your team.\"]})}),/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Use structured interviews and assessments:\"}),\" Implement standardized interview questions and assessments to ensure consistency when evaluating cultural fit. This reduces bias and allows for a fair assessment of all candidates.\"]})})]}),/*#__PURE__*/e(\"p\",{children:\"By incorporating these tips into your hiring process, HR professionals can successfully identify candidates who will thrive and contribute to a positive and cohesive company culture.\"})]});export const richText17=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Assessing culture fit is a crucial component of the hiring process for HR professionals. Companies aim to build a unified workforce where employees can thrive and contribute effectively, which is why finding candidates who align with the company's values and culture is essential. To aid HR professionals in this endeavor, here is a list of the top 20 fit interview questions:\"}),/*#__PURE__*/e(\"p\",{children:\"1. Can you describe your preferred work environment and why it suits you?\"}),/*#__PURE__*/e(\"p\",{children:\"2. How do you define professionalism, and how does it align with our company's culture?\"}),/*#__PURE__*/e(\"p\",{children:\"3. How important is work-life balance to you, and what steps have you taken to maintain it?\"}),/*#__PURE__*/e(\"p\",{children:\"4. Give an example of a time when you had to adapt to a new work culture. How did you handle it?\"}),/*#__PURE__*/e(\"p\",{children:\"5. Describe an accomplishment that highlights your ability to work in a team-oriented setting.\"}),/*#__PURE__*/e(\"p\",{children:\"6. How do you handle conflicts or disagreements with colleagues?\"}),/*#__PURE__*/e(\"p\",{children:\"7. Are you comfortable working in a fast-paced, dynamic environment?\"}),/*#__PURE__*/e(\"p\",{children:\"8. What motivates you, and does it align with our company's values?\"}),/*#__PURE__*/e(\"p\",{children:\"9. How do you actively contribute to a positive workplace culture?\"}),/*#__PURE__*/e(\"p\",{children:\"10. Describe your preferred management style and how it fits within our company's culture.\"}),/*#__PURE__*/e(\"p\",{children:\"11. Are you comfortable with the level of autonomy and decision-making authority provided in our company?\"}),/*#__PURE__*/e(\"p\",{children:\"12. How do you handle feedback from superiors or peers?\"}),/*#__PURE__*/e(\"p\",{children:\"13. Give an example of how you have demonstrated leadership qualities in a previous role.\"}),/*#__PURE__*/e(\"p\",{children:\"14. What steps do you take to stay informed and updated about industry trends?\"}),/*#__PURE__*/e(\"p\",{children:\"15. How do you handle stress or pressure, and how does it affect your performance?\"}),/*#__PURE__*/e(\"p\",{children:\"16. Describe a time when you took initiative to improve a process or implement a new idea.\"}),/*#__PURE__*/e(\"p\",{children:\"17. How do you prioritize your tasks and manage your time effectively?\"}),/*#__PURE__*/e(\"p\",{children:\"18. Can you provide an example of a time when you embraced change in the workplace?\"}),/*#__PURE__*/e(\"p\",{children:\"19. How would you handle a situation where you disagreed with your supervisor's decision?\"}),/*#__PURE__*/e(\"p\",{children:\"20. Why do you believe you would be a good fit for our company's culture?\"}),/*#__PURE__*/e(\"p\",{children:\"These fit interview questions aim to gauge a candidate's compatibility with the workplace culture, their ability to thrive in a team environment, and their overall alignment with the company's values and vision. By asking these questions, HR professionals can ensure that the selected candidates will be a great cultural fit, fostering a positive and productive work environment.\"}),/*#__PURE__*/e(\"h2\",{children:\"\\xa0\"})]});export const richText18=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"The concept of culture fit has gained significant importance in the field of HR as organizations increasingly recognize its role in building and maintaining a cohesive and high-performing work environment. To gain a deeper understanding of this topic, HR professionals can turn to a range of insightful books that delve into the nuances of culture fit. Here are some recommended resources:\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.amazon.co.uk/Culture-Code-Secrets-Highly-Successful/dp/1847941265\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"The Culture Code\"})})}),\" by Daniel Coyle\",/*#__PURE__*/e(\"strong\",{children:\": \"}),\"This book explores the importance of culture in creating successful teams and organizations, offering actionable insights on building a positive and inclusive work culture.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.amazon.co.uk/Culture-Map-Breaking-Invisible-Boundaries/dp/1610392507\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"The Culture Map\"})})}),/*#__PURE__*/e(\"strong\",{children:\" \"}),\"by Erin Meyer: Offering a global perspective, this book outlines the cultural differences across countries and provides strategies for navigating the challenges of working in diverse environments.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.amazon.co.uk/Delivering-Happiness-Profits-Passion-Purpose/dp/145550890X\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"Delivering Happiness: A Path to Profits, Passion, and Purpose\"})})}),\"\\xa0by Tony Hsieh: This book by Zappos CEO Tony Hsieh focuses on how establishing a corporate culture based on happiness can lead to success. It shares the journey of Zappos and how focusing on company culture and customer service led to its extraordinary growth\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.amazon.co.uk/Advantage-Organizational-Everything-Business-Lencioni-ebook/dp/B006ORWT3Y\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"The Advantage: Why Organizational Health Trumps Everything Else In Business \"})})}),/*#__PURE__*/e(\"strong\",{children:\"\\xa0\"}),\"by Patrick Lencioni: Lencioni argues that the key to success is not strategy, technology, or finance, but organizational health. The book provides a practical framework and actionable steps for leaders to build a cohesive, unified culture within their organizations.\"]})})]}),/*#__PURE__*/e(\"h2\",{children:\"\\xa0\"})]});export const richText19=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"What is cultural fit?\"}),/*#__PURE__*/e(\"p\",{children:\"Cultural fit refers to the alignment between an individual's values, beliefs, attitudes, and behaviors with the core values and culture of an organization. It ensures that employees can easily adapt and integrate into the company's environment, work well with their team, and contribute positively to the organization's overall goals.\"}),/*#__PURE__*/e(\"h3\",{children:\"Why is cultural fit important?\"}),/*#__PURE__*/e(\"p\",{children:\"Cultural fit is essential as it promotes a harmonious and productive work environment. When employees' values align with the organization's culture, they are more likely to be engaged, motivated, and satisfied in their roles. It also encourages better teamwork, communication, and collaboration, resulting in increased productivity and overall business success.\"}),/*#__PURE__*/e(\"h3\",{children:\"How do you assess cultural fit in candidates?\"}),/*#__PURE__*/e(\"p\",{children:\"Assessing cultural fit involves various methods, such as conducting behavioral-based interviews, behavioral assessments, and reviewing candidates' past experiences. It is crucial to communicate the organization's values and culture during the interview process, ask relevant questions to decipher if candidates share similar values, and evaluate their potential fit within the team and the company as a whole.\"}),/*#__PURE__*/e(\"h3\",{children:\"Can cultural fit be a subjective judgment?\"}),/*#__PURE__*/e(\"p\",{children:\"While assessing cultural fit may involve subjective judgments, it is necessary to establish clear criteria and guidelines. Having a predefined list of core values and cultural expectations can help minimize bias and ensure that objective evaluation takes place. Collaborative decision-making involving multiple stakeholders can further reduce subjectivity and ensure a fair assessment.\"}),/*#__PURE__*/e(\"h3\",{children:\"Should cultural fit be prioritized over skills and experience?\"}),/*#__PURE__*/e(\"p\",{children:\"Cultural fit should not be the sole factor in hiring decisions. Skills, experience, and qualifications are equally crucial in determining a candidate's suitability for a role. Nonetheless, cultural fit is instrumental in retaining employees in the long run and fostering a positive work environment. Finding a balance between cultural fit and skills/experience is key to recruiting and retaining the best talent.\"})]});export const richText20=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"Employee productivity refers to the \",/*#__PURE__*/e(\"strong\",{children:\"measure of an employee's efficiency and effectiveness\"}),\" in completing the tasks assigned to them within a specified time period. It is a crucial metric for organizations as it directly impacts their overall performance and profitability. In simple terms, it is a \",/*#__PURE__*/e(\"strong\",{children:\"measure of how well an employee utilizes their time and resources\"}),\" to achieve desired outcomes.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Employee productivity can be influenced by various factors such as \",/*#__PURE__*/e(\"strong\",{children:\"motivation levels\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"work environment\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"job satisfaction\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"access to necessary tools and resources\"}),\". When employees are motivated, engaged, and satisfied in their roles, they are more likely to perform at their best and contribute to the success of the organization. Additionally, providing employees with the right tools, training, and support can also enhance their productivity by enabling them to work more efficiently and effectively.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Monitoring and enhancing workforce productivity is essential for HR professionals as it allows them to \",/*#__PURE__*/e(\"strong\",{children:\"identify areas of improvement\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"address performance issues,\"}),\" and \",/*#__PURE__*/e(\"strong\",{children:\"implement strategies to optimize workforce performance\"}),\". This can involve conducting regular performance evaluations, providing feedback and coaching, implementing effective time management techniques, and fostering a positive work culture that promotes productivity and employee well-being.\\xa0\"]})]});export const richText21=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"In this section we have outlined five fundamental steps that will guide you in effectively measuring employee productivity.\"}),/*#__PURE__*/e(\"h3\",{children:\"1. Define Key Performance Indicators (KPIs)\"}),/*#__PURE__*/n(\"p\",{children:[\"To effectively measure employee productivity, it is essential to e\",/*#__PURE__*/e(\"strong\",{children:\"stablish specific KPIs that align with the organization's goals and objectives\"}),\". These KPIs should be \",/*#__PURE__*/e(\"strong\",{children:\"measurable\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"realistic\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"time-bound\"}),\", enabling HR professionals to track employee performance accurately. Additionally, it's important to ensure that these KPIs are clearly communicated to and understood by employees, fostering a transparent environment where expectations are well-defined. Regular review and refinement of KPIs are also crucial to adapt to changing business needs and to maintain their relevance and effectiveness in measuring performance.\"]}),/*#__PURE__*/e(\"h3\",{children:\"2. Set Clear Expectations\"}),/*#__PURE__*/n(\"p\",{children:[\"Clearly communicate the objectives and expectations to your employees. Providing them with a clear vision of what is expected of them will help them stay focused and motivated. Clear expectations also allow HR professionals to \",/*#__PURE__*/e(\"strong\",{children:\"measure and evaluate employee performance against the established KPIs\"}),\". Incorporating regular feedback sessions can further clarify any misunderstandings and provide employees with opportunities to align more closely with organizational goals. Additionally, actively involving employees in setting their own goals can enhance their engagement and ownership of the outcomes, leading to improved performance and job satisfaction.\"]}),/*#__PURE__*/e(\"h3\",{children:\"3. Utilize Performance Management Tools\"}),/*#__PURE__*/n(\"p\",{children:[\"Leverage performance management tools to streamline the measurement process. These tools enable HR professionals to \",/*#__PURE__*/e(\"strong\",{children:\"track and monitor employee performance\"}),\", providing real-time insights into their productivity levels. Such tools often offer features like goal setting, progress tracking, and performance evaluation, which aid in measuring productivity effectively. Integrating these tools with other HR systems can offer a more holistic view of employee performance, including aspects like training progress and career development. Furthermore, using data analytics within these tools can help \",/*#__PURE__*/e(\"strong\",{children:\"identify trends and patterns in performance\"}),\", enabling proactive measures to support employee growth and address potential challenges.\"]}),/*#__PURE__*/e(\"h3\",{children:\"4. Regular Performance Reviews\"}),/*#__PURE__*/n(\"p\",{children:[\"Conduct regular \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"performance-development-review\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"JVvWbjrqX\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"performance reviews\"})}),\" to assess employee productivity. These reviews should \",/*#__PURE__*/e(\"strong\",{children:\"provide constructive feedback,\"}),\" \",/*#__PURE__*/e(\"strong\",{children:\"highlighting areas of improvement\"}),\" and \",/*#__PURE__*/e(\"strong\",{children:\"recognition for exceptional performance\"}),\". Engagement with employees during these reviews fosters a positive company culture and motivates employees to enhance their productivity. To make these reviews more effective, consider incorporating self-assessment as part of the process, allowing employees to reflect on their performance and set personal goals. Additionally, ensuring that feedback is specific, actionable, and aligned with career development plans can help employees clearly understand how to progress and grow within the organization.\"]}),/*#__PURE__*/e(\"h3\",{children:\"5. Measure Achievements and Outcome\"}),/*#__PURE__*/n(\"p\",{children:[\"Lastly, it is crucial to measure the achievements and outcomes produced by employees. \",/*#__PURE__*/e(\"strong\",{children:\"Track the actual results against the set KPIs to determine the effectiveness of each employee's efforts\"}),\". Identifying these achievements allows HR professionals to reward highly productive employees and identify areas requiring further development. This process not only motivates individual employees through recognition but also fosters a culture of continuous improvement. In addition, leveraging these insights for future training and development initiatives can help in closing \",/*#__PURE__*/e(t,{href:\"https://humaans.io/hr-glossary/skill-gap-analysis\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!0,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"skill gaps\"})}),\" and enhancing overall organizational performance.\\xa0\"]})]});export const richText22=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"To increase employee productivity, it is essential for HR professionals to implement strategies that can motivate and engage their workforce. Here are seven effective ways to achieve this:\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Promote a positive work culture: \"}),\"Foster a supportive and inclusive work environment where employees feel valued and appreciated. Encourage open communication and cultivate a sense of belonging, which will motivate individuals to give their best and improve employee engagement.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Set clear expectations: \"}),\"Clearly define job roles, responsibilities, and performance expectations. This ensures that employees understand what is required of them and can work towards achieving their individual goals.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Provide training and development opportunities:\"}),\" Invest in training programs that enable employees to enhance their skills and knowledge. By offering growth opportunities, employees will feel a sense of personal and professional development, and be more motivated to contribute their best work.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Recognize and reward achievements:\"}),\" Regularly acknowledge and reward productive employees for their hard work and accomplishments. This can be done through various means such as employee recognition programs, incentive schemes, or simple words of appreciation. Rewards serve as powerful motivators to boost productivity.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Foster work-life balance:\"}),\" Encourage a healthy work-life balance by promoting flexibility and offering employee benefits such as flexible working hours or remote work options. When employees feel supported in achieving a harmonious lifestyle where they have personal time, they are more likely to be engaged and productive at work.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Enhance communication and collaboration:\"}),\" Implement efficient communication channels and collaborative tools to facilitate seamless information flow and teamwork. Encouraging collaboration and knowledge sharing among employees leads to increased productivity and innovation.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Provide ongoing feedback and support: \"}),\"Establish a culture of continuous feedback, where managers regularly provide \",/*#__PURE__*/e(t,{href:\"https://humaans.io/hr-glossary/constructive-criticism\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"constructive criticism\"})}),\", guidance, and support to employees. This allows individuals to track their progress, make necessary improvements, and feel supported in their professional growth.\"]})})]}),/*#__PURE__*/e(\"h2\",{children:\"Mistakes to Avoid for the Employee Productivity\"}),/*#__PURE__*/e(\"p\",{children:\"It is equally important to be aware of the common mistakes that can hinder employee productivity. To ensure a smooth and efficient work environment, here is a list of key mistakes that employees should avoid. By familiarizing employees with these common mistakes, you can help them develop better work habits, enhance their productivity, and contribute to an efficient and successful organization.\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Poor time management:\"}),\" Encourage employees to manage their time effectively by setting realistic goals, prioritizing tasks, and avoiding multitasking, which can lead to decreased focus and efficiency.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Lack of communication: \"}),\"Encourage open and transparent communication among team members to avoid misunderstandings, reduce conflicts, and enhance collaboration.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Procrastination: \"}),\"Employees should be encouraged to tackle important tasks promptly and avoid delaying them, as procrastination can create unnecessary stress and negatively impact overall productivity.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Failure to delegate: \"}),\"Remind employees that delegation is essential for effective time management and team dynamics. Encourage them to delegate tasks, empowering their colleagues and increasing overall productivity.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Distractions and time-wasting activities:\"}),\" Employees should be conscious of distractions such as excessive social media use or personal phone calls during work hours. Encourage them to limit these activities to break times to maintain productivity levels.\"]})})]})]});export const richText23=/*#__PURE__*/e(a.Fragment,{children:/*#__PURE__*/e(\"p\",{children:\"The Employee Productivity Rate Calculator provides a dual perspective on employee performance. First, it measures the average output per hour worked, offering an insight into the efficiency of the employee. Additionally, it estimates the monetary value of the employee's productivity to the organization by multiplying the total output by the value per unit of output. \"})});export const richText24=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"An array of informative resources exists to aid HR professionals in their quest to maximize productivity levels. Here are some of the best podcasts and books that delve into this important subject.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Books:\"})}),/*#__PURE__*/e(\"ul\",{children:/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.amazon.co.uk/Power-Habit-What-Life-Business/dp/081298160X\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"The Power of Habit \"})})}),\"by Charles Duhigg\",/*#__PURE__*/e(\"strong\",{children:\": \"}),\"Duhigg explores the science of habit formation and how it can drive organizational productivity, providing practical techniques to optimize workplace routines.\"]})})}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.amazon.co.uk/Deep-Work-Focused-Success-Distracted/dp/1455586692\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"\\xa0Deep Work\"})})}),/*#__PURE__*/e(\"strong\",{children:\" \"}),\"by Cal Newport: This book tackles the challenges posed by technological distractions and offers methodologies to achieve focus and produce high-quality work.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(t,{href:\"https://www.amazon.co.uk/Getting-Things-Done-Stress-free-Productivity/dp/0349408947\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:/*#__PURE__*/e(\"strong\",{children:\"Getting Things Done\"})})}),\" by David Allen: A time-management classic, Allen presents his renowned methodology that helps individuals increase their productivity, reduce stress, and maintain better work-life balance.\"]})})]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Podcasts:\"})}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The Productivity Show\"}),\" by Asian Efficiency: This podcast provides actionable insights and strategies to improve productivity, featuring interviews with leading experts in the field.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The Science of Success by Matt Bodnar: \"}),\"Exploring the science behind productivity and success, this podcast offers practical advice on neuroscience, motivation, and personal development.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"HBR IdeaCast by Harvard Business Review: \"}),\"HBR IdeaCast delivers thought-provoking episodes on various topics including leadership, teamwork, and employee engagement, with a focus on achieving optimal productivity.\"]})})]})]});export const richText25=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"What is employee productivity?\"}),/*#__PURE__*/e(\"p\",{children:\"Employee productivity refers to the level of output or efficiency demonstrated by an employee in performing their job duties. It measures the extent to which an employee contributes to achieving organizational goals and meeting performance expectations.\"}),/*#__PURE__*/e(\"h3\",{children:\"What factors can affect employee productivity?\"}),/*#__PURE__*/e(\"p\",{children:\"Employee productivity can be influenced by various factors, including workload, management support, workplace environment, employee morale, job satisfaction, work-life balance, skill set, training opportunities, and the use of technology and tools.\"}),/*#__PURE__*/e(\"h3\",{children:\"How can organizations improve employee productivity?\"}),/*#__PURE__*/e(\"p\",{children:\"Organizations can enhance employee productivity by providing clear job expectations, effective communication, offering relevant training and development programs, recognizing and rewarding high performers, fostering a positive work culture, promoting work-life balance, and creating a conducive work environment that encourages collaboration and innovation.\"}),/*#__PURE__*/e(\"h3\",{children:\"What are the consequences of low employee productivity?\"}),/*#__PURE__*/e(\"p\",{children:\"Low employee productivity can result in decreased efficiency, missed deadlines, poor quality of work, increased errors, higher levels of stress and burnout among employees, decreased customer satisfaction, and loss of competitive advantage for the organization.\"}),/*#__PURE__*/e(\"h3\",{children:\"How can HR professionals measure employee productivity?\"}),/*#__PURE__*/e(\"p\",{children:\"HR professionals can measure employee productivity through various methods such as setting performance goals, conducting regular performance reviews, utilizing KPIs, analyzing employee attendance and punctuality, tracking project completion rates, and utilizing employee feedback surveys.\"})]});export const richText26=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"The GROW model, which was originally developed by Alan Fine, Graham Alexander and John Whitmore, is a widely recognized and effective framework for coaching and personal development. It provides a structured approach for individuals to set goals, assess their current reality, explore options, and create action plans to achieve their desired outcomes. With its straightforward approach, the GROW model has gained popularity in various fields, including management, sports coaching, and personal growth.\"}),/*#__PURE__*/n(\"p\",{children:[\"At its core, the GROW model consists of four phases \u2013 \",/*#__PURE__*/e(\"strong\",{children:\"Goal\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"Reality\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"Options\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"Will \"}),\"\u2013 that guide individuals through a systematic growth process. Within each phase, specific questions and techniques are used to facilitate meaningful conversations and empower individuals to take actionable steps towards their goals. This model is especially valuable in coaching conversations, where managers and leaders can use it to support their team members' personal and professional developmen\"]})]});export const richText27=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"In this section we provide some additional information concerning the four phases involved in the GROW model.\"}),/*#__PURE__*/e(\"h3\",{children:\"Goal\"}),/*#__PURE__*/n(\"p\",{children:[\"Goal-setting is a fundamental aspect of the GROW model, as it helps individuals define their ideal outcomes and \",/*#__PURE__*/e(\"strong\",{children:\"establish clear targets\"}),\" for their personal and professional growth. In this phase, coaches and managers ask powerful questions to guide individuals in clarifying their goals and gaining a deeper understanding of what they want to achieve. These questions often delve into the specifics of the goal, such as the desired outcome, the timeline for achieving it, and the potential obstacles that may arise. By exploring these aspects, individuals can narrow down their focus and \",/*#__PURE__*/e(\"strong\",{children:\"create actionable goals that are realistic and achievable\"}),\".\"]}),/*#__PURE__*/n(\"p\",{children:[\"The goal-setting phase of the GROW model serves as a foundation for the rest of the coaching process, as it provides individuals with a clear direction and purpose. By setting meaningful goals, individuals can gain motivation and direction in their personal and professional lives, allowing them to move forward with clarity and purpose. Additionally, the goal-setting phase also involves \",/*#__PURE__*/e(\"strong\",{children:\"discussing the importance of the goal and the potential benefits that can be gained from achieving it\"}),\". This helps individuals stay motivated and committed to taking the necessary steps to reach their desired outcomes.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Reality\"}),/*#__PURE__*/n(\"p\",{children:[\"Reality is an essential component of the GROW model, a widely-used framework for coaching and personal development. In the context of coaching conversations, the reality phase involves examining the current situation and understanding the factors that contribute to it. By gaining clarity about the reality, individuals can \",/*#__PURE__*/e(\"strong\",{children:\"identify areas for improvement and determine the most appropriate actions to take\"}),\".\"]}),/*#__PURE__*/e(\"p\",{children:\"During the reality phase, coaches and managers ask powerful questions to help individuals explore their current reality. These questions encourage individuals to reflect on their experiences, strengths, and challenges. Some common reality-focused questions in the GROW model include:\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What is the current reality or situation?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What do you believe is causing this reality?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How does this reality align with your desired outcome or goal?\\xa0 \\xa0\"})})]}),/*#__PURE__*/n(\"p\",{children:[\"By diving deep into the current reality, individuals can \",/*#__PURE__*/e(\"strong\",{children:\"gain valuable insights and determine the most effective approaches to achieve their goals\"}),\". The reality phase of the GROW model provides a solid foundation for personal and professional growth. It allows individuals to assess their current circumstances objectively and uncover any limiting beliefs or challenges that may hinder progress. By understanding the reality, individuals can create actionable goals and develop strategies to bridge the gap between their current situation and their desired outcome. The reality phase also provides a benchmark for tracking progress and evaluating the effectiveness of interventions throughout the coaching process.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Options\"}),/*#__PURE__*/e(\"p\",{children:\"During the options phase of the GROW model, the focus shifts towards generating potential solutions and exploring different avenues for growth and development. Coaches and managers can utilize a variety of questions to encourage individuals to brainstorm and consider alternative options. These questions could include:\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What are some possible courses of action that could help you move closer to your desired outcome?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What resources or support might you need to implement these options?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do these options align with your personal values and career goals?\"})})]}),/*#__PURE__*/n(\"p\",{children:[\"The options phase of the GROW model is essential for \",/*#__PURE__*/e(\"strong\",{children:\"fostering creativity and encouraging individuals to think outside the box\"}),\". By asking powerful questions, coaches and managers can help individuals broaden their thinking and consider a wide range of possibilities. This step also promotes autonomy and accountability, as individuals are encouraged to take ownership of their growth and choose the options that resonate most with them.\\xa0\"]}),/*#__PURE__*/e(\"h3\",{children:\"Will\"}),/*#__PURE__*/n(\"p\",{children:[\"In the GROW model, the will phase plays a crucial role in \",/*#__PURE__*/e(\"strong\",{children:\"ensuring commitment and motivation towards achieving personal and professional goals\"}),\". This phase involves exploring an individual's willpower, determination, and willingness to take action. Through thought-provoking coaching questions, managers and coaches can help individuals identify their intrinsic motivations and values, thus increasing their commitment to the growth process.\"]}),/*#__PURE__*/n(\"p\",{children:[\"By focusing on the individual's underlying desires and aspirations, the will phase helps \",/*#__PURE__*/e(\"strong\",{children:\"align their goals with their personal values, creating a strong sense of purpose and meaning\"}),\". This deep connection to one's goals fuels intrinsic motivation, enabling individuals to overcome obstacles and persevere through challenges. Additionally, this phase encourages individuals to reflect on the potential benefits and rewards of achieving their goals, reinforcing their drive to take action.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Furthermore, the will phase emphasizes the \",/*#__PURE__*/e(\"strong\",{children:\"importance of accountability and responsibility\"}),\". Individuals are encouraged to take ownership of their growth journey and set actionable goals that are challenging but attainable. By taking responsibility for their own development, individuals are more likely to stay dedicated and committed to their growth, constantly pushing themselves to achieve new heights.\"]}),/*#__PURE__*/e(\"h2\",{children:\"\\xa0\"})]});export const richText28=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"In this section we provide 75 examples of GROW model questions. These questions are divided according to the relevant phase of the GROW Model.\"}),/*#__PURE__*/e(\"h3\",{children:\"Goal questions\"}),/*#__PURE__*/n(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What are the specific short-term and long-term growth goals for our employees?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do these growth goals align with our overall organizational objectives?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What skills and competencies do we want our employees to develop?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we define success in terms of employee growth and development?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What are the key performance indicators (KPIs) for employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we make our growth goals SMART (Specific, Measurable, Achievable, Relevant, Time-bound)?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What resources are available to support employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we prioritize growth goals for different departments or teams?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What is the timeline for achieving these growth goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we communicate growth goals to employees?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do individual employee growth goals align with team and organizational goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What challenges might we face in achieving these growth goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we ensure that growth goals are equitable and inclusive?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What role do managers and leaders play in setting and supporting growth goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we track and measure progress towards growth goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What is the plan for revisiting and adjusting growth goals as needed?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we celebrate achievements and milestones towards growth goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What support is available for employees who may be struggling to meet growth goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we ensure that growth goals are motivating and engaging for employees?\"})})]}),/*#__PURE__*/e(\"h3\",{children:\"Reality Questions\"}),/*#__PURE__*/n(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Where are our employees currently in terms of skills, competencies, and performance?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What are the existing strengths and weaknesses of our workforce?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How well are current growth and development programs meeting employee needs?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What barriers or challenges are employees facing in their growth journey?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How does the current organizational culture support or hinder employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What feedback have we received from employees about their growth and development?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How are current economic or industry trends impacting employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What is the level of employee engagement and motivation towards growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How are diversity, equity, and inclusion being considered in the current growth reality?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What resources are currently being utilized for employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How well are managers and leaders supporting their teams' growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What is the current level of accountability for growth within the organization?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How is technology impacting employee growth and development?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What are the current learning and development opportunities available?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How is performance management contributing to or hindering employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What is the current state of mentorship and coaching within the organization?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How are we currently measuring and evaluating employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What successes or achievements in employee growth have we seen so far?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What lessons have we learned from past growth initiatives?\"})})]}),/*#__PURE__*/e(\"h3\",{children:\"Options Questions\"}),/*#__PURE__*/n(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What are the different strategies we could employ to support employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we leverage technology to enhance learning and development?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What new resources or tools could we introduce to aid employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we improve our current growth and development programs?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What role could mentorship and coaching play in employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we enhance manager and leader support for employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What partnerships or external programs could we explore for employee development?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we create more personalized growth paths for employees?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What new learning and development opportunities can we offer?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we better align growth opportunities with individual employee needs and goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What changes could we make to our organizational culture to better support growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we increase employee engagement and motivation towards growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What additional support or resources do employees need to overcome growth barriers?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we better utilize feedback from employees to enhance growth initiatives?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What innovative approaches could we take to employee growth and development?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we ensure equity and inclusivity in our growth options?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What role could cross-functional collaborations play in employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How can we better recognize and celebrate growth achievements?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What contingency plans should we have in place if initial growth strategies don\u2019t work?\"})})]}),/*#__PURE__*/e(\"h3\",{children:\"Will Questions\"}),/*#__PURE__*/n(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we ensure commitment from both employees and leadership towards growth goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What steps will we take to implement the chosen growth strategies?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How do we maintain momentum and motivation towards achieving growth goals?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What accountability structures will we put in place to ensure progress?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How will we track and measure the success of our growth initiatives?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What support will be provided to employees to help them overcome challenges?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How will we ensure that growth initiatives remain aligned with organizational objectives?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What is the plan for regularly revisiting and adjusting our growth strategies?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How will we communicate progress and successes in employee growth?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What role will feedback play in adjusting our growth initiatives?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How will we ensure that growth opportunities remain equitable and inclusive?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What steps will we take to continuously improve our growth and development programs?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How will we celebrate and recognize individual and collective growth achievements?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What role do managers and leaders play in sustaining growth momentum?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How will we support employees who may be struggling to engage with growth opportunities?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What resources will be made available for ongoing learning and development?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"How will we ensure that our growth initiatives remain relevant and effective?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"What is our long-term vision for employee growth and development within the organization?\"})})]})]});export const richText29=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"The GROW Model Questions Generator is designed to facilitate structured coaching conversations and personal development sessions.\\xa0 This intuitive generator is crafted to provide you with tailored questions that encourage self-reflection, insight, and strategic thinking. Whether you're a seasoned coach or just starting, this tool will help unlock potential and pave the way for actionable steps towards growth and achievement.\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"})]});export const richText30=/*#__PURE__*/e(a.Fragment,{children:/*#__PURE__*/e(\"p\",{children:\"An employee type refers to the categorization of workers based on the nature of their employment relationship with an organization. It helps define the rights, obligations, and benefits associated with a specific type of employment. There are different employee types that organizations commonly utilize, including full-time employees, part-time employees, independent contractors, and temporary employees. In this article, we provide a closer look on the main employment types.\"})});export const richText31=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"From full-time and part-time employees to independent contractors, each category carries different legal and employment rights. In this section, we list 7 main types of employment contract. Understanding the different employment contract types is crucial for employers to determine the appropriate rights, benefits, and legal obligations for each employment status.\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Full-time employees: \"}),\"These individuals work regular hours for an employer on a permanent basis, usually with benefits and entitlements such as paid time off and health insurance.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Part-time employees:\"}),\" Part-time workers work fewer hours than full-time employees, often on a regular schedule. They may have access to some benefits, but they generally work fewer hours and have less job security.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Independent contractors:\"}),\" Independent contractors work on a temporary basis and are not considered employees. They operate their own businesses and have more control over their work schedule and projects.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Temporary employees: \"}),\"Temp workers are employed for a fixed period of time to fulfill a specific need, such as covering a permanent employee's absence or fulfilling a short-term project. They may not receive the same benefits as full-time employees.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Seasonal employees: \"}),\"Seasonal workers are employed during particular times of the year when businesses experience high demand, such as during holidays or harvest seasons. Their employment ends once the busy period is over.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Fixed-term employees:\"}),\" Fixed-term workers are employed for a specific duration or until the completion of a particular project. Their contracts have a predetermined end date.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Casual workers:\"}),\" Casual employees have irregular and unpredictable hours. They work on an on-call basis and are often employed to meet fluctuating demand or fill in for absences.\"]})})]})]});export const richText32=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"In the United Kingdom, employment contracts play a crucial role in establishing the rights and responsibilities of both employers and employees. These contracts outline the terms and conditions of the working relationship and provide a legal framework for employment. In this section, we list the main employment contracts used in the UK.\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"617\",src:\"https://framerusercontent.com/images/QBDiTO4FNuy5qfraLzASxYKVntQ.png\",srcSet:\"https://framerusercontent.com/images/QBDiTO4FNuy5qfraLzASxYKVntQ.png?scale-down-to=512 512w,https://framerusercontent.com/images/QBDiTO4FNuy5qfraLzASxYKVntQ.png?scale-down-to=1024 1024w,https://framerusercontent.com/images/QBDiTO4FNuy5qfraLzASxYKVntQ.png 1538w\",style:{aspectRatio:\"1538 / 1234\"},width:\"769\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Full-Time Employment Contract:\"}),\" This is the most common type of employment contract where an individual is expected to work a specific number of hours per week, usually around 35-40 hours. Full-time employees are entitled to certain benefits and protections, including \",/*#__PURE__*/e(\"strong\",{children:\"holiday pay\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"sick leave\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"pension contributions\"}),\".\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Part-Time Employment Contract: \"}),\"Part-time employment contracts are for individuals who work fewer hours than full-time employees, typically less than 35 hours per week. Part-time employees have \",/*#__PURE__*/e(\"strong\",{children:\"similar rights and entitlements as full-time employees\"}),\", but they are usually calculated on a pro-rata basis, meaning they receive a proportionate amount of benefits based on their working hours.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Fixed-Term Employment Contract:\"}),\" A fixed-term employment contract is for a specific period of time or for the duration of a particular project. These contracts are often used for temporary or seasonal work or to cover a specific absence, such as maternity leave. \",/*#__PURE__*/e(\"strong\",{children:\"Fixed-term employees have the same rights as permanent employees\"}),\", including holiday entitlement and protection against unlawful discrimination.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Casual Employment Contract:\"}),' Casual employment contracts are more flexible and do not guarantee a minimum number of hours or regular work patterns. Casual workers are often employed on an \"as and when\" basis, such as during busy periods or to cover staff shortages. While ',/*#__PURE__*/e(\"strong\",{children:\"casual employees have limited employment rights\"}),\", they are entitled to minimum wage and protection against unlawful deduction of wages.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Zero-Hour Contracts:\"}),\" Zero-hour contracts are controversial and \",/*#__PURE__*/e(\"strong\",{children:\"offer no guaranteed minimum hours of work\"}),\". Employees on zero-hour contracts are on call and only work when required by the employer. These contracts provide flexibility for both employers and employees, but can lead to uncertainty and job insecurity for the workers. However, \",/*#__PURE__*/e(\"strong\",{children:\"recent legislation has introduced increased protections for individuals on these contracts\"}),\".\"]})})]}),/*#__PURE__*/e(\"p\",{children:\"Regardless of the type of contract, employers have legal obligations to provide a safe working environment, pay the national minimum wage, offer holiday entitlements, and withhold national insurance contributions. Employees, on the other hand, are responsible for carrying out their job duties with diligence and adhering to company policies and procedures.\"}),/*#__PURE__*/e(\"h2\",{children:\"\\xa0\"})]});export const richText33=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"What is the difference between a full-time and part-time employment contract?\"}),/*#__PURE__*/e(\"p\",{children:\"A full-time employment contract typically requires an individual to work around 35-40 hours per week, while a part-time employment contract involves working fewer hours, usually less than 35 hours per week. Full-time employees have access to a range of benefits and protections, such as holiday pay and sick leave, while these entitlements are often calculated on a pro-rata basis for part-time employees.\"}),/*#__PURE__*/e(\"h3\",{children:\"What is a fixed-term employment contract?\"}),/*#__PURE__*/e(\"p\",{children:\"A fixed-term employment contract is for a specific period, such as a temporary or seasonal project, or to cover a staff absence like maternity leave. Fixed-term employees have the same rights as permanent employees, including holiday entitlement and protection against discrimination.\"}),/*#__PURE__*/e(\"h3\",{children:\"What is a casual employment contract?\"}),/*#__PURE__*/e(\"p\",{children:\"A casual employment contract offers flexibility and does not guarantee minimum hours or regular work patterns. Casual workers are typically hired on an as-needed basis, such as during busy periods or to cover staff shortages. While casual employees have limited employment rights, they are entitled to minimum wage and protection against unlawful wage deductions.\"}),/*#__PURE__*/e(\"h3\",{children:\"What are zero-hour contracts?\"}),/*#__PURE__*/e(\"p\",{children:\"Zero-hour contracts do not guarantee a minimum number of hours, and employees are only called to work when needed. While zero-hour contracts offer flexibility, they can create uncertainty and job insecurity for workers. Recent legislation has introduced increased protections for individuals on these contracts.\"}),/*#__PURE__*/e(\"h3\",{children:\"What are the legal obligations for employers?\"}),/*#__PURE__*/e(\"p\",{children:\"Employers have legal obligations to provide a safe working environment, pay at least the national minimum wage, offer holiday entitlements, and withhold national insurance contributions.\"}),/*#__PURE__*/e(\"p\",{children:\"Remember, it is important to consult with legal and HR professionals for specific guidance on employment contracts and obligations.\"})]});export const richText34=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"A probation review meeting is a formal assessment conducted by an employer to evaluate an employee's performance during their probationary period. This probation meeting serves as an opportunity for both parties to discuss the employee's progress, address any performance issues, and provide feedback on their overall suitability for the role. The aim of the probation review meeting is to \",/*#__PURE__*/e(\"strong\",{children:\"ensure that the employee is meeting the expected performance standards\"}),\" and to \",/*#__PURE__*/e(\"strong\",{children:\"identify any areas for improvement or additional training needs\"}),\".\"]}),/*#__PURE__*/n(\"p\",{children:[\"During the probation review meeting, the employer will typically review the employee's job description and performance expectations outlined in their employment contract. They may also discuss the employee's integration into the company culture, their career goals, and aspirations. The employer may provide constructive feedback on the employee's progress, highlighting areas where they have excelled and areas where improvement is needed. This feedback can be based on formal \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"performance-development-review\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"JVvWbjrqX\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"performance reviews\"})}),\", regular check-ins, feedback from colleagues, or 360-degree feedback.\"]}),/*#__PURE__*/e(\"p\",{children:\"The probation review meeting is an essential part of the probation review process, as it allows the employer and the employee to have open and honest communication about the employee's performance. It also provides the employee with valuable insights into their progress and allows them to address any concerns or questions they may have. Ultimately, the probation review meeting plays a crucial role in determining whether the employee will continue their employment beyond the probationary period, leading to career progression and job satisfaction for those who meet the required standards.\"})]});export const richText35=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"To ensure a meaningful and productive exchange between the employer and the employee, \",/*#__PURE__*/e(\"strong\",{children:\"it is crucial to ask the right questions\"}),\". Here is a list of key questions that can guide employers in conducting effective probationary review meetings:\"]}),/*#__PURE__*/e(\"p\",{children:\"1. How do you feel about your overall experience during the probation period?\"}),/*#__PURE__*/e(\"p\",{children:\"2. Can you elaborate on your understanding of the job description and performance expectations outlined in your employment contract?\"}),/*#__PURE__*/e(\"p\",{children:\"3. What aspects of the company culture have you found most challenging or enjoyable to assimilate to?\"}),/*#__PURE__*/e(\"p\",{children:\"4. Have you received any additional training or support during the probation period? If so, did it adequately contribute to your growth and development?\"}),/*#__PURE__*/e(\"p\",{children:\"5. Do you believe your career goals and aspirations align with the opportunities provided by the company?\"}),/*#__PURE__*/e(\"p\",{children:\"6. What specific areas of your work do you feel you have excelled in during the probation period?\"}),/*#__PURE__*/e(\"p\",{children:\"7. Are there any performance issues or challenges that you have encountered? If so, how can we support you in overcoming them?\"}),/*#__PURE__*/e(\"p\",{children:\"8. Have you been receiving regular feedback from colleagues or supervisors? If yes, how has it contributed to your progress?\"}),/*#__PURE__*/e(\"p\",{children:\"9. Do you have any suggestions or recommendations for improving the probation review process based on your experience?\"}),/*#__PURE__*/e(\"p\",{children:\"10. Are there any further areas of training or development you believe would be valuable for your career progression?\"})]});export const richText36=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"In this section we outline some best practices that should be followed for an efficient probation review meeting.\\xa0\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Clear Expectations:\"}),\" Ensure that both the employer and the employee have a clear understanding of the job description and performance expectations from the beginning of the probationary period. This will provide a solid foundation for the probation review meeting and help evaluate the employee's performance accurately.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Regular Feedback:\"}),\" Regularly provide feedback to the employee during the probation period. This will allow them to make necessary adjustments and improvements, and reduce the chances of any surprises during the probation review meeting.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Constructive Feedback:\"}),\" Offer constructive and actionable feedback during the probation review meeting, focusing on specific areas for improvement as well as areas where the employee has excelled. This will help the employee understand their strengths and weaknesses and provide them with guidance for their future development.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Open and Honest Communication:\"}),\" Encourage open and honest communication during the probation review meeting. Create a safe and supportive environment for the employee to express their concerns, ask questions, and provide feedback on their experience during the probationary period.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Proactive Support:\"}),\" If there are any performance issues or challenges, offer support and resources to help the employee overcome them. This could include additional training, mentoring, or guidance to ensure the employee has the necessary tools and knowledge to succeed.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Career Development:\"}),\" Discuss the employee's career goals and aspirations during the probation review meeting. Identify opportunities for growth and outline a plan for their career progression within the company, based on their performance and potential.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Documentation:\"}),\" Keep detailed records of the probationary review meetings, including any agreed-upon action plans, feedback, and areas for improvement. This documentation will be useful for tracking the employee's progress and providing a comprehensive overview of their probationary period.\"]})})]})]});export const richText37=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"On the other hand, there are some common mistakes that should be avoided in the probation meeting.\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Lack of Clarity:\"}),\" One of the biggest mistakes employers can make is failing to provide clear expectations to employees during the probationary period. Without clear guidelines on job responsibilities and performance expectations, it becomes difficult to assess an employee's progress accurately. To avoid this mistake, ensure that the job description and performance expectations are communicated effectively from the beginning.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Inconsistent Feedback:\"}),\" Another common mistake is providing feedback inconsistently or not at all during the probation period. Regular feedback is crucial to help employees understand their strengths and areas for improvement. By providing constructive feedback on a regular basis, employers can help employees make necessary adjustments and improvements before the probation review meeting.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Lack of Documentation: \"}),\"Failing to keep detailed records of probationary review meetings and employee performance can lead to inaccurate evaluations. Documentation is essential for tracking an employee's progress, identifying areas for improvement, and providing a comprehensive overview of their probationary period. By maintaining records, employers can ensure that the probation review meeting is based on accurate and well-documented information.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Ignoring Employee Development:\"}),\" Neglecting to discuss career goals and aspirations during the probation review meeting is a significant mistake. It is important to identify opportunities for growth and outline a plan for the employee's career progression within the company. By addressing employee development needs, employers can increase job satisfaction, motivation, and overall performance.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Lack of Open Communication: \"}),\"Failing to create a safe and supportive environment for open communication during the probation review meeting can hinder employee engagement and growth. Employers should encourage employees to express their concerns, provide feedback, and ask questions about their experience during the probationary period. This open communication allows for effective two-way dialogue and helps address any issues or challenges that need to be resolved\"]})})]})]});export const richText38=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"On the other hand, there are some common mistakes that should be avoided in the probation meeting.\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Lack of Clarity:\"}),\" One of the biggest mistakes employers can make is failing to provide clear expectations to employees during the probationary period. Without clear guidelines on job responsibilities and performance expectations, it becomes difficult to assess an employee's progress accurately. To avoid this mistake, ensure that the job description and performance expectations are communicated effectively from the beginning.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Inconsistent Feedback:\"}),\" Another common mistake is providing feedback inconsistently or not at all during the probation period. Regular feedback is crucial to help employees understand their strengths and areas for improvement. By providing constructive feedback on a regular basis, employers can help employees make necessary adjustments and improvements before the probation review meeting.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Lack of Documentation: \"}),\"Failing to keep detailed records of probationary review meetings and employee performance can lead to inaccurate evaluations. Documentation is essential for tracking an employee's progress, identifying areas for improvement, and providing a comprehensive overview of their probationary period. By maintaining records, employers can ensure that the probation review meeting is based on accurate and well-documented information.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Ignoring Employee Development:\"}),\" Neglecting to discuss career goals and aspirations during the probation review meeting is a significant mistake. It is important to identify opportunities for growth and outline a plan for the employee's career progression within the company. By addressing employee development needs, employers can increase job satisfaction, motivation, and overall performance.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Lack of Open Communication: \"}),\"Failing to create a safe and supportive environment for open communication during the probation review meeting can hinder employee engagement and growth. Employers should encourage employees to express their concerns, provide feedback, and ask questions about their experience during the probationary period. This open communication allows for effective two-way dialogue and helps address any issues or challenges that need to be resolved\"]})})]}),/*#__PURE__*/e(\"h2\",{children:\"Probation Review Meeting Template\"}),/*#__PURE__*/e(\"p\",{children:\"One of the most crucial aspects of managing probationary employees is conducting regular probation review meetings. These meetings provide an opportunity to assess an employee's progress, provide feedback, and discuss their overall performance during the probation period. To ensure a productive and organized review process, it is helpful to have a probation review meeting template in place. This template can serve as a guide for both employers and employees to have a structured and meaningful conversation about performance and development. Here are some key components to include in a probation review meeting template:\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Review the probationary period:\"}),\" Begin the meeting by acknowledging the employee's probationary period and highlighting its purpose. Emphasize that this review is an opportunity to assess progress, provide feedback, and discuss any concerns or challenges they may have encountered.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Assess performance against expectations: \"}),\"Use the template to outline the performance expectations set at the beginning of the probationary period. Review how the employee has met or exceeded these expectations and identify any areas where improvement is needed. Provide specific examples and evidence to support your assessment.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Provide constructive feedback:\"}),\" This is the time to offer actionable feedback that helps the employee understand their strengths and areas for improvement. Be specific in your feedback and provide guidance on how they can enhance their performance and overcome any identified challenges. Focus on solutions rather than dwelling on the problems.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Discuss career progression and development:\"}),\" A probation review meeting is also an opportunity to discuss the employee's career goals and aspirations. Explore potential growth opportunities within the company and outline a plan for their career progression. Encouraging their professional development shows that the company values their contributions and is invested in their long-term success.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Create an action plan:\"}),\" Use the probation review meeting template to outline a clear action plan for the employee moving forward. Identify specific goals, tasks, or areas for improvement that can be addressed, and set a timeline for review and follow-up. This helps the employee stay focused, motivated, and accountable for their progress.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Encourage open communication:\"}),\" Throughout the probation review meeting, create a safe and supportive environment for open communication. Encourage the employee to voice any concerns, ask questions, or provide feedback on their experience during the probation period. Active listening and effective communication are key to resolving any issues and fostering a positive working relationship.\"]})})]}),/*#__PURE__*/e(\"h2\",{children:\"Probation Review Meeting Template Generator\"}),/*#__PURE__*/e(\"p\",{children:\"Do you want to have a template for your next Probation Review Meeting? You can use this tool to generate the structure of the Meeting.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(t,{href:\"https://app.formwise.ai/form_single/1704889926071x848351634625921000\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!0,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"Probation Review Meeting Template Generator\"})})})]});export const richText39=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"What is a probation review meeting?\"}),/*#__PURE__*/e(\"p\",{children:\"A probation review meeting is a scheduled meeting between an employer and an employee during their probationary period. It provides an opportunity to discuss the employee's progress, receive feedback, and address any concerns or challenges.\"}),/*#__PURE__*/e(\"h3\",{children:\"What is the purpose of a probation review meeting?\"}),/*#__PURE__*/e(\"p\",{children:\"The purpose of a probation review meeting is to assess the employee's performance, provide constructive feedback, and discuss their overall progress during the probationary period. It also allows for the identification of areas for improvement and the development of an action plan for their future growth.\"}),/*#__PURE__*/e(\"h3\",{children:\"Who should attend a probation review meeting?\"}),/*#__PURE__*/e(\"p\",{children:\"Typically, the employee, their immediate supervisor, and a representative from the HR department are the key participants in a probation review meeting. Other relevant stakeholders may also be invited depending on the organization's structure and policies.\"}),/*#__PURE__*/e(\"h3\",{children:\"How often should probation review meetings be conducted?\"}),/*#__PURE__*/e(\"p\",{children:\"The frequency of probation review meetings may vary depending on the length of the probationary period and company policies. However, it is recommended to conduct them at regular intervals throughout the probation period to provide timely feedback and support employee development.\"}),/*#__PURE__*/e(\"h3\",{children:\"What should be discussed during a probation review meeting?\"}),/*#__PURE__*/e(\"p\",{children:\"During a probation review meeting, various topics can be discussed, including the employee's performance, career goals, development opportunities, and any concerns or challenges they may be facing. It is also an opportunity to review the performance expectations set at the beginning of the probationary period and provide constructive feedback.\"}),/*#__PURE__*/e(\"h3\",{children:\"Can an employee request a probation review meeting?\"}),/*#__PURE__*/e(\"p\",{children:\"Yes, employees have the right to request a probation review meeting if they feel the need for additional feedback, clarification, or support. Open and transparent communication between the employee and the employer is encouraged to ensure a successful probationary period.\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"})]});export const richText40=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Compensation management refers to the process of strategically structuring and administering an organization's compensation program. It involves developing and implementing a fair and effective plan to attract, motivate, and retain employees. This includes determining the types and levels of compensation that will be offered, such as base salary, bonuses, and benefits like health insurance and retirement plans.\"}),/*#__PURE__*/n(\"p\",{children:[\"Compensation management takes into account various factors, such as the \",/*#__PURE__*/e(\"strong\",{children:\"company's budget\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"size\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"industry\"}),\", as well as \",/*#__PURE__*/e(\"strong\",{children:\"local market conditions\"}),\" and the \",/*#__PURE__*/e(\"strong\",{children:\"skills and experience required for different job roles\"}),\". It also considers external factors like the cost of living and prevailing wages in the market. By analyzing these factors, compensation managers can develop a compensation strategy and philosophy that aligns with the company's goals and culture, while ensuring that employees are fairly compensated for their work.\"]}),/*#__PURE__*/e(\"p\",{children:\"Effective compensation management is essential for attracting high-quality talent, motivating employees to perform at their best, and retaining top performers. By offering competitive compensation packages that include both direct and indirect forms of compensation, such as bonuses and benefits, companies can create a positive work environment that promotes job satisfaction and employee engagement.\\xa0\"})]});export const richText41=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"In this section we outline some of the best practices that should be followed in compensation management.\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Conduct Market Research: \"}),\"It is essential for compensation managers to continuously gather and analyze data on industry salary benchmarks, prevailing market rates, and compensation trends. By staying informed about market conditions, organizations can ensure their compensation programs are competitive and attract and retain top talent.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Develop a Compensation Philosophy: \"}),\"A clear compensation philosophy helps guide decision-making and communicates the organization's values regarding fair and equitable pay. It should outline the organization's stance on factors such as pay for performance, internal equity, and market competitiveness.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Design a Total Rewards Strategy: \"}),\"A holistic approach to compensation management includes considering both direct and indirect compensation elements. This involves offering a comprehensive total rewards package that includes base pay, incentives, health and retirement benefits, work-life balance programs, and other non-monetary perks such as tuition assistance or gym memberships.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Implement a Performance Management System: \"}),\"Linking compensation to performance helps drive a culture of accountability and motivates employees to achieve their goals. By implementing an effective performance management system that includes clear performance criteria, regular feedback, and meaningful rewards, organizations can align employee performance with overall compensation strategies.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Review Compensation Regularly:\"}),\" Compensation programs should be reviewed periodically to ensure they remain competitive and aligned with the organization's goals. Regular evaluations enable companies to identify gaps or inequities in pay and make necessary adjustments to maintain internal fairness and external competitiveness.\"]})})]})]});export const richText42=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"On the other hand, there are some common mistakes that should be avoided in order to achieve an efficient compensation management.\\xa0\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Neglecting Market Research:\"}),\" Failing to conduct regular market research can lead to offering outdated or below-market compensation packages, resulting in difficulty attracting and retaining top talent. It's crucial for compensation managers to stay informed about industry salary benchmarks and prevailing market rates to remain competitive.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Lack of Clear Compensation Philosophy:\"}),\" Without a clear compensation philosophy, decision-making becomes inconsistent and can lead to perceptions of unfairness among employees. A well-defined philosophy helps guide compensation decisions and communicates the organization's values regarding pay equity and market competitiveness.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Ignoring Total Rewards:\"}),\" Compensation management should not solely focus on base pay. Neglecting to consider indirect compensation elements such as benefits, incentives, and work-life balance programs can contribute to employee dissatisfaction. A comprehensive total rewards strategy that considers both monetary and non-monetary perks is essential for attracting and retaining top talent.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Ineffective Performance Management:\"}),\" Failing to link compensation to performance can discourage employees from putting in their best effort. Implementing an effective performance management system that includes clear performance criteria, regular feedback, and meaningful rewards helps align employee performance with overall compensation strategies.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Infrequent Compensation Reviews:\"}),\" Not reviewing compensation programs regularly can result in pay inequities or misalignments with the organization's goals. Regular evaluations enable adjustments to be made to ensure internal fairness and external competitiveness, helping to attract and retain valuable employees.\"]})})]})]});export const richText43=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"The main types of compensation can be broadly categorized into four categories. These different types of compensation are essential for attracting, motivating, and retaining talented employees while ensuring fairness and competitiveness in the organization.\"}),/*#__PURE__*/n(\"ul\",{children:[/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Direct Compensation: \"}),\"This includes the base salary or hourly wages that employees receive for their work. It is the most common and basic form of compensation and serves as the foundation for an employee's total earnings.\"]})}),/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Indirect Compensation: \"}),\"Also known as employee benefits, indirect compensation encompasses the non-monetary rewards that employees receive in addition to their base pay. This can include health insurance, retirement plans, vacation time, and other perks that contribute to an employee's overall well-being.\"]})}),/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Performance-Based Compensation:\"}),\" Performance-based compensation is tied to an employee's individual or team performance. It includes incentives, bonuses, commissions, or profit-sharing arrangements, which provide additional compensation based on predetermined performance goals or metrics.\"]})}),/*#__PURE__*/e(\"li\",{children:/*#__PURE__*/n(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Non-Monetary Compensation:\"}),\" Non-monetary compensation refers to the non-financial incentives or rewards that employees receive. This can include flexible work hours, opportunities for career advancement, training and development programs, tuition assistance, and other work-life balance initiatives that contribute to job satisfaction and employee retention.\"]})})]}),/*#__PURE__*/e(\"p\",{children:\"In the following four subsections, we focus on four key parameters that must be taken into account in compensation management : hourly pay, salary, bonuses and commissions.\"}),/*#__PURE__*/e(\"h3\",{children:\"Hourly pay\"}),/*#__PURE__*/n(\"p\",{children:[\"Hourly pay is a form of direct compensation in which \",/*#__PURE__*/e(\"strong\",{children:\"employees are paid a set rate for each hour worked\"}),\". This type of compensation is commonly used for hourly or non-exempt employees who are typically eligible for overtime pay. Hourly pay provides a transparent and straightforward method of compensation, as employees are paid for the actual hours they work.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Hourly pay can be advantageous for both employers and employees. For employers, \",/*#__PURE__*/e(\"strong\",{children:\"it allows for more accurate tracking of labor costs\"}),\", as they only pay for the hours worked. It also provides flexibility in managing staffing levels, as employers can adjust schedules based on demand. For employees, hourly pay offers the opportunity to earn additional income through overtime hours and provides a more predictable and stable income stream.\"]}),/*#__PURE__*/n(\"p\",{children:[\"However, there are some considerations when it comes to managing hourly pay. \",/*#__PURE__*/e(\"strong\",{children:\"Employers must ensure compliance with labor laws and regulations regarding minimum wage and overtime pay\"}),\". They also need to accurately track and record employee hours to ensure accurate compensation. Additionally, effective communication and clear expectations around hours worked are important to ensure fairness and avoid misunderstandings.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Salary\"}),/*#__PURE__*/n(\"p\",{children:[\"Salary is a crucial aspect of compensation management and plays a significant role in attracting and retaining talented employees. When determining salary levels, companies take into consideration various factors such as industry standards, job responsibilities, employee experience, and the company's budget. \",/*#__PURE__*/e(\"strong\",{children:\"A well-designed salary structure ensures fairness and equity within the organization\"}),\".\"]}),/*#__PURE__*/n(\"p\",{children:[\"Effective salary management involves establishing a competitive compensation strategy that aligns with the company's goals and values. This strategy includes \",/*#__PURE__*/e(\"strong\",{children:\"determining the appropriate salary level for different job roles\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"considering \"}),\"both internal and external factors such as \",/*#__PURE__*/e(\"strong\",{children:\"market rates\"}),\" and the \",/*#__PURE__*/e(\"strong\",{children:\"cost of living\"}),\". It also involves regularly reviewing and updating salary ranges to ensure they remain competitive and reflect changes in the job market.\"]}),/*#__PURE__*/n(\"p\",{children:[\"Furthermore, salary management involves \",/*#__PURE__*/e(\"strong\",{children:\"considering employee performance and providing opportunities for growth and development\"}),\". \",/*#__PURE__*/e(t,{href:\"https://humaans.io/hr-glossary/merit-increase\",motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!0,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"Merit-based \"})}),\"salary increases and performance-based bonuses can motivate employees to perform at their best and provide a sense of recognition and reward. It is also important to communicate the compensation strategy and salary structure to employees to enhance transparency and build trust within the organization.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Bonuses\"}),/*#__PURE__*/n(\"p\",{children:[\"In addition to base salary, bonuses are another important component of compensation management. Bonuses can be used as a tool to reward and \",/*#__PURE__*/e(\"strong\",{children:\"recognize exceptional employee performance\"}),\", \",/*#__PURE__*/e(\"strong\",{children:\"encourage specific behaviors\"}),\", and \",/*#__PURE__*/e(\"strong\",{children:\"drive overall organizational goals\"}),\".\"]}),/*#__PURE__*/n(\"p\",{children:[\"There are various types of bonuses that can be offered to employees, such as performance-based bonuses, profit-sharing bonuses, retention bonuses, or sign-on bonuses. \",/*#__PURE__*/e(\"strong\",{children:\"Performance-based bonuses\"}),\" are often tied to individual or team performance metrics and can serve as powerful motivators to boost \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"employee-productivity\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"ctRPsMnNj\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"employee productivity\"})}),\" and engagement. \",/*#__PURE__*/e(\"strong\",{children:\"Profit-sharing bonuses\"}),\", on the other hand, distribute a portion of the company's profits among eligible employees, aligning their interests with the overall success of the organization.\"]}),/*#__PURE__*/e(\"p\",{children:\"When developing a successful bonus program, it is crucial to establish clear and measurable performance criteria for eligibility and payout. Communication and transparency around bonus criteria, timing, and payout structure are also essential to ensure employees understand the potential rewards and how they can be earned. By integrating bonuses into compensation management strategies, companies can create a culture of performance excellence while attracting and retaining top talent.\"}),/*#__PURE__*/e(\"h3\",{children:\"Commissions\"}),/*#__PURE__*/n(\"p\",{children:[\"One important aspect of compensation management is commission-based compensation. This type of compensation is commonly used in sales or performance-driven roles where e\",/*#__PURE__*/e(\"strong\",{children:\"mployees earn a percentage of their sales or the revenue generated by their work\"}),\". Commission-based compensation can be a motivating factor for employees, as it directly rewards their efforts and performance.\"]}),/*#__PURE__*/e(\"p\",{children:\"Implementing an effective commission structure requires careful planning and consideration. Companies need to define clear goals and metrics for measuring performance and establish fair commission rates that align with those goals. It is also essential to regularly review and adjust commission structures based on market conditions, company performance, and individual employee performance.\"}),/*#__PURE__*/n(\"p\",{children:[\"Commission-based compensation can have several benefits for both employers and employees. For employers, \",/*#__PURE__*/e(\"strong\",{children:\"it can incentivize employees to work towards achieving sales targets and drive revenue growth\"}),\". For employees, \",/*#__PURE__*/e(\"strong\",{children:\"it offers the potential for higher earning potential and rewards their efforts and success\"}),\". However, it is crucial to establish a transparent and fair commission structure to ensure it motivates employees without creating unhealthy competition or dissatisfaction.\"]})]});export const richText44=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"What is compensation management?\"}),/*#__PURE__*/e(\"p\",{children:\"Compensation management refers to the processes and strategies used by companies to effectively manage and administer employee compensation. It involves determining employee wages, salaries, bonuses, and benefits to ensure fair and competitive compensation.\"}),/*#__PURE__*/e(\"h3\",{children:\"Why is compensation management important?\"}),/*#__PURE__*/e(\"p\",{children:\"Compensation management is important because it helps attract, motivate, and retain top talent. It ensures that employees are fairly compensated for their contributions and helps create a positive work environment. Additionally, effective compensation management aligns with business goals and market trends.\"}),/*#__PURE__*/e(\"h3\",{children:\"What factors should be considered when developing a compensation strategy?\"}),/*#__PURE__*/e(\"p\",{children:\"When developing a compensation strategy, factors such as market competitiveness, company budget, company size, cost of living, job roles, and employee performance should be taken into consideration. It is also important to consider external factors like industry trends and talent management strategies.\"}),/*#__PURE__*/e(\"h3\",{children:\"What types of compensation can be included in a compensation package?\"}),/*#__PURE__*/n(\"p\",{children:[\"A compensation package can include direct compensation, such as base salary and bonuses, as well as\",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"indirect-compensation\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"Pa5kSrzaG\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\" indirect compensation\"})}),\", such as health insurance, retirement plans, tuition assistance, and gym memberships. The specific components of a compensation package may vary depending on the company's priorities and employee needs.\"]}),/*#__PURE__*/e(\"h3\",{children:\"How often should companies review their compensation strategy?\"}),/*#__PURE__*/e(\"p\",{children:\"Companies should regularly review their compensation strategy to ensure it remains competitive and aligned with their goals. Ideally, compensation reviews should be conducted at least annually, but more frequent reviews may be necessary if market conditions or company performance change significantly.\"}),/*#__PURE__*/e(\"h3\",{children:\"How can companies ensure fair compensation management?\"}),/*#__PURE__*/e(\"p\",{children:\"Companies can ensure fair compensation management by establishing transparent and consistent processes for determining compensation. This includes using objective criteria and data to set compensation levels, conducting regular pay equity analyses, and providing clear communication about the compensation structure to employees.\"}),/*#__PURE__*/e(\"h3\",{children:\"What are some best practices for successful compensation management?\"}),/*#__PURE__*/e(\"p\",{children:\"Some best practices for successful compensation management include aligning compensation with business goals, regularly reviewing and adjusting compensation structures, offering competitive compensation packages, considering employee performance and market conditions, and fostering a culture of fairness and transparency around compensation.\"})]});export const richText45=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Deferred compensation refers to a compensation arrangement where a portion of an employee's salary or bonus is set aside to be paid at a later date, typically upon retirement or termination of employment. This approach allows employees to defer receipt of income and the associated tax liability to a future date.\"}),/*#__PURE__*/n(\"p\",{children:[\"Through a deferred \",/*#__PURE__*/e(t,{href:{pathVariables:{XnE3bEGGg:\"compensation-plan\"},unresolvedPathSlugs:{XnE3bEGGg:{collectionId:\"wIjlADyKi\",collectionItemId:\"pXfBcrdLm\"}},webPageId:\"Pg3Xcw979\"},motionChild:!0,nodeId:\"wIjlADyKi\",openInNewTab:!1,scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(i.a,{children:\"compensation plan\"})}),\", employees can save money for the future while enjoying potential tax advantages. The funds are invested and grow tax-deferred until they are eventually distributed. This arrangement is especially beneficial for high-income earners who want to minimize current tax obligations, as they can defer income and potentially be taxed at a lower rate in retirement.\"]}),/*#__PURE__*/e(\"p\",{children:\"Deferred compensation plans may be offered as part of a qualified plan, such as a 401(k), or may be non-qualified plans that do not meet certain IRS requirements. While qualified plans have specified annual contribution limits and offer tax benefits, non-qualified plans provide more flexibility in terms of contribution amounts and eligibility criteria.\"})]});export const richText46=/*#__PURE__*/n(a.Fragment,{children:[/*#__PURE__*/n(\"p\",{children:[\"There are two main types of deferred compensation plans: \",/*#__PURE__*/e(\"strong\",{children:\"qualified\"}),\" and \",/*#__PURE__*/e(\"strong\",{children:\"non-qualified\"}),\" plans. \",/*#__PURE__*/e(\"strong\",{children:\"Qualified plans\"}),\", such as a 401(k) or a pension plan, meet certain IRS requirements and offer tax benefits. These plans have specified annual contribution limits and allow employees to defer a portion of their salary into the plan on a pre-tax basis, reducing their current taxable income. The funds in these plans grow tax-deferred until they are eventually distributed during retirement.\"]}),/*#__PURE__*/n(\"p\",{children:[\"On the other hand, \",/*#__PURE__*/e(\"strong\",{children:\"non-qualified deferred compensation plans\"}),\" do not meet the same IRS requirements and provide employers with more flexibility in terms of contribution amounts and eligibility criteria. These plans are often offered to key employees or independent contractors and can be customized to meet specific business needs. While contributions to non-qualified plans are not tax-deductible for the employer, employees still benefit from the potential tax-deferred growth of their contributions.\"]}),/*#__PURE__*/e(\"p\",{children:\"In the following two subsections, we provide more details on these two types of compensation plan.\"}),/*#__PURE__*/e(\"h3\",{children:\"Qualified Deferred Compensation Plans\"}),/*#__PURE__*/e(\"p\",{children:\"Qualified deferred compensation plans are an essential tool for employers looking to reward and retain key employees while providing them with valuable retirement benefits. These plans, which include various types such as 401(k) plans and pension plans, offer significant tax advantages for both employers and employees.\"}),/*#__PURE__*/n(\"p\",{children:[\"One of the main advantages of qualified deferred compensation plans is the ability to \",/*#__PURE__*/e(\"strong\",{children:\"make tax-deductible contributions\"}),\". Employers can set up these plans and contribute funds on behalf of their employees, reducing their taxable income in the process. This tax savings can be particularly beneficial for businesses looking to maximize their financial resources while attracting and retaining top talent. For employees, qualified deferred compensation plans offer the opportunity to build long-term retirement savings while enjoying potential tax-deferred growth. Contributions made to these plans are typically made on a pre-tax basis, meaning that they are deducted from the employee's gross income before income taxes are applied. This allows employees to reduce their current taxable income and potentially enjoy a lower tax burden during their working years.\"]}),/*#__PURE__*/n(\"p\",{children:[\"In addition to the tax benefits, qualified deferred compensation plans also provide employees with the \",/*#__PURE__*/e(\"strong\",{children:\"flexibility to choose how their contributions are invested\"}),\". These plans typically offer a range of investment options, allowing employees to diversify their retirement savings based on their individual risk tolerance and financial goals. This gives employees the opportunity to potentially earn a higher rate of return on their contributions and grow their retirement savings over time.\"]}),/*#__PURE__*/n(\"p\",{children:[\"It's important to note that qualified deferred compensation plans come with certain rules and restrictions. For example, there are \",/*#__PURE__*/e(\"strong\",{children:\"annual contribution limits\"}),\" that individuals can contribute to these plans, which are set by the IRS. Additionally, there are rules regarding the withdrawal of funds from these plans, typically tied to the employee's retirement age or specific life events.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Non-Qualifying Deferred Compensation Plans\"}),/*#__PURE__*/e(\"p\",{children:\"Non-qualified deferred compensation plans offer employers and employees a flexible and customizable way to structure compensation beyond what traditional qualified plans allow. While these plans do not offer the same tax advantages as qualified plans, they still provide significant benefits for both parties involved.\"}),/*#__PURE__*/n(\"p\",{children:[\"One of the key advantages of non-qualified deferred compensation plans is the \",/*#__PURE__*/e(\"strong\",{children:\"ability to tailor the plan to meet the unique needs and goals of the employer and employee\"}),\". Unlike qualified plans, which are subject to strict IRS regulations and contribution limits, non-qualified plans offer more flexibility in terms of contribution amounts and timing. This allows employers to design compensation packages that are attractive to key employees, providing them with the opportunity to save for retirement or other financial goals on a schedule that suits their individual circumstances.\"]}),/*#__PURE__*/n(\"p\",{children:[\"For employees, non-qualified deferred compensation plans can be an effective tool for \",/*#__PURE__*/e(\"strong\",{children:\"long-term financial planning\"}),\". By deferring a portion of their compensation into these plans, employees can supplement their retirement savings or build a financial safety net for the future.\\xa0Another advantage of non-qualified deferred compensation plans is the ability to \",/*#__PURE__*/e(\"strong\",{children:\"access the funds before retirement\"}),\". While these plans typically have withdrawal restrictions in place, they can provide employees with financial flexibility in times of need. For example, in the event of a financial hardship or unexpected expense, employees may be able to access a portion of their deferred compensation to bridge the gap without incurring early withdrawal penalties.\"]}),/*#__PURE__*/n(\"p\",{children:[\"It's important to note that \",/*#__PURE__*/e(\"strong\",{children:\"non-qualified deferred compensation plans are not subject to the same tax benefits as qualified plans\"}),\". Contributions to these plans are considered taxable income, meaning employees are not able to reduce their current taxable income at the time of contribution. Instead, employees will pay income tax on the deferred compensation when they receive it in the future. Employers also do not receive the same tax deductions for contributions made to non-qualified plans.\"]}),/*#__PURE__*/e(\"h2\",{children:\"\\xa0\"})]});export const richText47=/*#__PURE__*/e(a.Fragment,{children:/*#__PURE__*/e(\"p\",{children:\"The Deferred Compensation Future Value Calculator is designed to help employees and financial planners project the growth of deferred compensation over time. By inputting the initial deferred amount, annual contributions, the deferral period, and the expected rate of return, users can estimate the future value of their deferred compensation.\"})});\nexport const __FramerMetadata__ = {\"exports\":{\"richText24\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText28\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText10\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText20\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText37\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText17\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText38\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText9\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText12\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText7\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText2\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText46\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText33\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText45\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText4\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText47\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText32\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText15\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText16\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText18\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText14\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText11\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText40\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText43\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText6\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText8\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText30\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText1\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText39\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText19\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText35\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText22\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText44\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText5\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText34\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText42\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText29\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText21\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText23\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText13\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText3\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText27\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText25\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText26\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText41\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText31\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"richText36\":{\"type\":\"variable\",\"annotations\":{\"framerContractVersion\":\"1\"}},\"__FramerMetadata__\":{\"type\":\"variable\"}}}"],
  "mappings": "6JAAsJ,IAAMA,EAAsBC,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,+LAA+L,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,mBAAmB,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,0JAAuKE,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,OAAoBA,EAAE,SAAS,CAAC,SAAS,+BAA+B,CAAC,EAAE,6HAA0IA,EAAE,SAAS,CAAC,SAAS,0FAA0F,CAAC,EAAE,wPAAwP,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,8BAA8B,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,8KAA2LE,EAAE,SAAS,CAAC,SAAS,yBAAyB,CAAC,EAAE,YAAyBA,EAAE,SAAS,CAAC,SAAS,sBAAsB,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,wBAAwB,CAAC,EAAE,8UAAyU,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,uBAAuB,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,2FAAwGE,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAeA,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,8BAA8B,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,wBAAwB,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,mMAAgNA,EAAE,SAAS,CAAC,SAAS,0CAA0C,CAAC,EAAE,qMAAqM,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,wCAAwC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,0IAAuJE,EAAE,SAAS,CAAC,SAAS,sDAAsD,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,iDAAiD,CAAC,EAAE,oYAA+X,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeG,EAAuBH,EAAID,EAAS,CAAC,SAAsBC,EAAE,IAAI,CAAC,SAAS,qeAAqe,CAAC,CAAC,CAAC,EAAeI,EAAuBN,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,sHAAsH,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,2RAAiR,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,iGAAiG,CAAC,EAAE,sMAA4L,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,6FAA6F,CAAC,EAAE,iNAAuM,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,8FAA8F,CAAC,EAAE,yJAAsKA,EAAEC,EAAE,CAAC,KAAK,gDAAgD,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,QAAQ,CAAC,CAAC,CAAC,EAAE,mCAAyB,CAAC,CAAC,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,qFAAqF,CAAC,EAAE,2NAAiN,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,iCAAiC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,mEAAmE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,qQAAqQ,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,wFAAwF,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,sPAAsP,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,wEAAwE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,iOAAiO,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,8DAA8D,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2RAA2R,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,qEAAqE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,qQAAqQ,CAAC,CAAC,CAAC,CAAC,EAAeK,EAAuBP,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,kDAA+DE,EAAE,SAAS,CAAC,SAAS,iDAAiD,CAAC,EAAE,gNAA6NA,EAAE,SAAS,CAAC,SAAS,4EAA4E,CAAC,EAAE,wBAAwB,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,mCAAgDE,EAAE,SAAS,CAAC,SAAS,qCAAqC,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,6DAA0EA,EAAE,SAAS,CAAC,SAAS,mDAAmD,CAAC,EAAE,sUAAsU,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,0BAAuCE,EAAE,SAAS,CAAC,SAAS,0FAA0F,CAAC,EAAE,qFAAqF,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeM,EAAuBR,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,kPAA+PE,EAAE,SAAS,CAAC,SAAS,2DAA2D,CAAC,EAAE,2EAAwFA,EAAE,SAAS,CAAC,SAAS,8CAA8C,CAAC,EAAE,mPAAmP,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,uCAAoDE,EAAE,SAAS,CAAC,SAAS,qCAAqC,CAAC,EAAE,2PAAwQA,EAAE,SAAS,CAAC,SAAS,gDAAgD,CAAC,EAAE,2QAA2Q,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeO,EAAuBT,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,iHAA8HE,EAAE,SAAS,CAAC,SAAS,YAAY,CAAC,EAAE,2PAA2P,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,sBAAmCE,EAAE,SAAS,CAAC,SAAS,YAAY,CAAC,EAAE,wfAAwf,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,QAAqBE,EAAE,SAAS,CAAC,SAAS,aAAa,CAAC,EAAE,kRAA+RA,EAAE,SAAS,CAAC,SAAS,YAAY,CAAC,EAAE,mJAAmJ,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeQ,EAAuBV,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,uPAAuP,CAAC,EAAeA,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,uEAAuE,OAAO,uQAAuQ,MAAM,CAAC,YAAY,YAAY,EAAE,MAAM,KAAK,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,+BAA+B,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,8IAA2JE,EAAE,SAAS,CAAC,SAAS,kEAAkE,CAAC,EAAE,yCAAsDA,EAAE,SAAS,CAAC,SAAS,4BAA4B,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,YAAY,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,aAAa,CAAC,EAAE,yJAAyJ,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,4CAA4C,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,kLAA+LE,EAAE,SAAS,CAAC,SAAS,6BAA6B,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,SAAsBA,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,gCAAgC,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,+NAA+N,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,4CAA4C,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,4IAAyJE,EAAE,SAAS,CAAC,SAAS,8BAA8B,CAAC,EAAE,6UAA6U,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,6BAA6B,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,8GAA2HE,EAAE,SAAS,CAAC,SAAS,yCAAyC,CAAC,EAAE,oFAAiGA,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,8OAA8O,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,qCAAqC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,uMAAoNE,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,oCAAoC,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAE,qKAAqK,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeS,EAAuBX,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,2FAAwGE,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,QAAqBA,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,umBAAonBA,EAAE,SAAS,CAAC,SAAS,uDAAuD,CAAC,EAAE,gNAAgN,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,4WAAyXE,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,6BAA6B,CAAC,EAAE,ixBAAixB,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,2EAA2E,CAAC,EAAE,wBAAqCA,EAAEC,EAAE,CAAC,KAAK,oKAAoK,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,oBAAoB,CAAC,CAAC,CAAC,EAAE,0WAA0W,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,gCAAgC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,yJAAyJ,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6IAA6I,CAAC,CAAC,CAAC,CAAC,EAAeU,EAAuBZ,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,KAAK,CAAC,SAAS,qBAAqB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,+MAA+M,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,8BAA8B,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2UAA2U,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,iCAAiC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,mMAAgNE,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,kBAAkB,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,oBAAoB,CAAC,CAAC,CAAC,EAAE,iKAAiK,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,sDAAsD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6ZAA6Z,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,yCAAyC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,yTAAyT,CAAC,CAAC,CAAC,CAAC,EAAeW,EAAuBb,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,iFAA8FE,EAAE,SAAS,CAAC,SAAS,8EAA8E,CAAC,EAAE,sKAAmLA,EAAE,SAAS,CAAC,SAAS,+EAA+E,CAAC,EAAE,+GAA+G,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,uCAAoDE,EAAE,SAAS,CAAC,SAAS,8GAA8G,CAAC,EAAE,maAAma,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,0BAAuCE,EAAE,SAAS,CAAC,SAAS,oGAAoG,CAAC,EAAE,6OAA6O,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeY,EAAwBd,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,uDAAoEE,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,QAAqBA,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,iMAAiM,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,oTAAoT,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,sBAAmCE,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,qgBAAqgB,CAAC,CAAC,CAAC,CAAC,CAAC,EAAea,EAAwBf,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,mHAAgIE,EAAEC,EAAE,CAAC,KAAK,wDAAwD,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,gCAAgC,CAAC,CAAC,CAAC,EAAE,mEAAmE,CAAC,CAAC,EAAeJ,EAAE,IAAI,CAAC,SAAS,CAAC,IAAiBE,EAAE,SAAS,CAAC,SAAS,2BAA2B,CAAC,EAAE,wXAAwX,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,KAAkBE,EAAE,SAAS,CAAC,SAAS,iCAAiC,CAAC,EAAE,kLAA+LA,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,cAAc,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,cAAc,CAAC,CAAC,CAAC,EAAE,uNAAuN,CAAC,CAAC,EAAeJ,EAAE,IAAI,CAAC,SAAS,CAAC,MAAmBE,EAAE,SAAS,CAAC,SAAS,2BAA2B,CAAC,EAAE,2UAA2U,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,MAAmBE,EAAE,SAAS,CAAC,SAAS,mCAAmC,CAAC,EAAE,odAA+c,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,MAAmBE,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,wXAAwX,CAAC,CAAC,CAAC,CAAC,CAAC,EAAec,EAAwBd,EAAID,EAAS,CAAC,SAAsBD,EAAE,IAAI,CAAC,SAAS,CAAC,8rBAA2sBE,EAAE,KAAK,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,CAAC,EAAeA,EAAE,SAAS,CAAC,SAAS,aAAa,CAAC,EAAE,6fAA6f,CAAC,CAAC,CAAC,CAAC,EAAee,EAAwBjB,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,KAAK,CAAC,SAAS,yBAAyB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,4UAA4U,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,mCAAmC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gTAAgT,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,mCAAmC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gVAAgV,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,+CAA+C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,0OAA0O,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,wCAAwC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,mcAAmc,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,+CAA+C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6SAA6S,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,6DAA6D,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uSAAuS,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,mDAAmD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,sRAAiR,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,8DAA8D,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,sVAAsV,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,8DAA8D,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,4VAA4V,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,MAAM,CAAC,CAAC,CAAC,CAAC,EAAegB,EAAwBlB,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,KAAK,CAAC,SAAS,uBAAuB,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,8BAA2CE,EAAE,SAAS,CAAC,SAAS,0GAA0G,CAAC,EAAE,6SAA6S,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,oKAAiLE,EAAE,SAAS,CAAC,SAAS,qGAAqG,CAAC,EAAE,uEAAoFA,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,8IAA8I,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,YAAyBE,EAAE,SAAS,CAAC,SAAS,uHAAuH,CAAC,EAAE,wTAAwT,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeiB,EAAwBnB,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,yFAAyF,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,gFAAgF,CAAC,EAAE,uUAAuU,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,+EAA+E,CAAC,EAAE,uPAAuP,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,oFAAoF,CAAC,EAAE,sQAAsQ,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,wFAAwF,CAAC,EAAE,uTAAuT,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAekB,EAAwBpB,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,yOAAyO,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,8BAA8B,CAAC,EAAE,mMAAmM,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,4BAA4B,CAAC,EAAE,iMAAiM,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,oCAAoC,CAAC,EAAE,2MAA2M,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,+BAA+B,CAAC,EAAE,cAA2BA,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,qBAAqB,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,eAAe,CAAC,CAAC,CAAC,EAAE,+GAA4HF,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,8BAA8B,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,qBAAqB,CAAC,CAAC,CAAC,EAAE,2BAA2B,CAAC,CAAC,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,mCAAmC,CAAC,EAAE,iLAAiL,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,4CAA4C,CAAC,EAAE,uLAAuL,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wLAAwL,CAAC,CAAC,CAAC,CAAC,EAAemB,EAAwBrB,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,0XAA0X,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2EAA2E,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,yFAAyF,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6FAA6F,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,kGAAkG,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gGAAgG,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,kEAAkE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,sEAAsE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,qEAAqE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,oEAAoE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,4FAA4F,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2GAA2G,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,yDAAyD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2FAA2F,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gFAAgF,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,oFAAoF,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,4FAA4F,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,qFAAqF,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2FAA2F,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2EAA2E,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6XAA6X,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,MAAM,CAAC,CAAC,CAAC,CAAC,EAAeoB,EAAwBtB,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,uYAAuY,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAEC,EAAE,CAAC,KAAK,gFAAgF,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,CAAC,CAAC,CAAC,CAAC,EAAE,mBAAgCA,EAAE,SAAS,CAAC,SAAS,IAAI,CAAC,EAAE,8KAA8K,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAEC,EAAE,CAAC,KAAK,mFAAmF,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,SAAS,CAAC,SAAS,GAAG,CAAC,EAAE,sMAAsM,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAEC,EAAE,CAAC,KAAK,sFAAsF,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,+DAA+D,CAAC,CAAC,CAAC,CAAC,CAAC,EAAE,wQAAwQ,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAEC,EAAE,CAAC,KAAK,qGAAqG,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,8EAA8E,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,SAAS,CAAC,SAAS,MAAM,CAAC,EAAE,4QAA4Q,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,MAAM,CAAC,CAAC,CAAC,CAAC,EAAeqB,EAAwBvB,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,KAAK,CAAC,SAAS,uBAAuB,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gVAAgV,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,gCAAgC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2WAA2W,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,+CAA+C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2ZAA2Z,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,4CAA4C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,mYAAmY,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,gEAAgE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,8ZAA8Z,CAAC,CAAC,CAAC,CAAC,EAAesB,EAAwBxB,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,uCAAoDE,EAAE,SAAS,CAAC,SAAS,uDAAuD,CAAC,EAAE,mNAAgOA,EAAE,SAAS,CAAC,SAAS,mEAAmE,CAAC,EAAE,+BAA+B,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,sEAAmFE,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,yCAAyC,CAAC,EAAE,sVAAsV,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,0GAAuHE,EAAE,SAAS,CAAC,SAAS,+BAA+B,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,6BAA6B,CAAC,EAAE,QAAqBA,EAAE,SAAS,CAAC,SAAS,wDAAwD,CAAC,EAAE,kPAAkP,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeuB,EAAwBzB,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,6HAA6H,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,6CAA6C,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,qEAAkFE,EAAE,SAAS,CAAC,SAAS,gFAAgF,CAAC,EAAE,0BAAuCA,EAAE,SAAS,CAAC,SAAS,YAAY,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,YAAY,CAAC,EAAE,uaAAua,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,2BAA2B,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,sOAAmPE,EAAE,SAAS,CAAC,SAAS,wEAAwE,CAAC,EAAE,uWAAuW,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,yCAAyC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,uHAAoIE,EAAE,SAAS,CAAC,SAAS,wCAAwC,CAAC,EAAE,0bAAucA,EAAE,SAAS,CAAC,SAAS,6CAA6C,CAAC,EAAE,4FAA4F,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,gCAAgC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,mBAAgCE,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,gCAAgC,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,qBAAqB,CAAC,CAAC,CAAC,EAAE,0DAAuEF,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAE,IAAiBA,EAAE,SAAS,CAAC,SAAS,mCAAmC,CAAC,EAAE,QAAqBA,EAAE,SAAS,CAAC,SAAS,yCAAyC,CAAC,EAAE,4fAA4f,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,qCAAqC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,yFAAsGE,EAAE,SAAS,CAAC,SAAS,yGAAyG,CAAC,EAAE,8XAA2YA,EAAEC,EAAE,CAAC,KAAK,oDAAoD,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,YAAY,CAAC,CAAC,CAAC,EAAE,wDAAwD,CAAC,CAAC,CAAC,CAAC,CAAC,EAAesB,EAAwB1B,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,8LAA8L,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,mCAAmC,CAAC,EAAE,sPAAsP,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,0BAA0B,CAAC,EAAE,kMAAkM,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,iDAAiD,CAAC,EAAE,wPAAwP,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,oCAAoC,CAAC,EAAE,+RAA+R,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,2BAA2B,CAAC,EAAE,mTAAmT,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,0CAA0C,CAAC,EAAE,2OAA2O,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,wCAAwC,CAAC,EAAE,gFAA6FA,EAAEC,EAAE,CAAC,KAAK,wDAAwD,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,wBAAwB,CAAC,CAAC,CAAC,EAAE,sKAAsK,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,iDAAiD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,+YAA+Y,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,oLAAoL,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,yBAAyB,CAAC,EAAE,0IAA0I,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,yLAAyL,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,mMAAmM,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,2CAA2C,CAAC,EAAE,uNAAuN,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeyB,EAAwBzB,EAAID,EAAS,CAAC,SAAsBC,EAAE,IAAI,CAAC,SAAS,mXAAmX,CAAC,CAAC,CAAC,EAAe0B,EAAwB5B,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,uMAAuM,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAsBA,EAAE,SAAS,CAAC,SAAS,QAAQ,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAsBA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAEC,EAAE,CAAC,KAAK,wEAAwE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,CAAC,CAAC,CAAC,CAAC,EAAE,oBAAiCA,EAAE,SAAS,CAAC,SAAS,IAAI,CAAC,EAAE,iKAAiK,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAEC,EAAE,CAAC,KAAK,8EAA8E,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,SAAS,CAAC,SAAS,GAAG,CAAC,EAAE,+JAA+J,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAEC,EAAE,CAAC,KAAK,sFAAsF,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAsBF,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,CAAC,CAAC,CAAC,CAAC,EAAE,+LAA+L,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAsBA,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,iKAAiK,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,yCAAyC,CAAC,EAAE,oJAAoJ,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,2CAA2C,CAAC,EAAE,6KAA6K,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe2B,EAAwB7B,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,KAAK,CAAC,SAAS,gCAAgC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,+PAA+P,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,gDAAgD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,0PAA0P,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,sDAAsD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uWAAuW,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,yDAAyD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uQAAuQ,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,yDAAyD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,kSAAkS,CAAC,CAAC,CAAC,CAAC,EAAe4B,EAAwB9B,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,yfAAyf,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,8DAAsEE,EAAE,SAAS,CAAC,SAAS,MAAM,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,SAAS,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,OAAO,CAAC,EAAE,sZAAiZ,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe6B,EAAwB/B,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,+GAA+G,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,MAAM,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,mHAAgIE,EAAE,SAAS,CAAC,SAAS,yBAAyB,CAAC,EAAE,ucAAodA,EAAE,SAAS,CAAC,SAAS,2DAA2D,CAAC,EAAE,GAAG,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,wYAAqZE,EAAE,SAAS,CAAC,SAAS,uGAAuG,CAAC,EAAE,sHAAsH,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,SAAS,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,uUAAoVE,EAAE,SAAS,CAAC,SAAS,mFAAmF,CAAC,EAAE,GAAG,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6RAA6R,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,2CAA2C,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8CAA8C,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,yEAAyE,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,4DAAyEE,EAAE,SAAS,CAAC,SAAS,2FAA2F,CAAC,EAAE,yjBAAyjB,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,SAAS,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,iUAAiU,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,mGAAmG,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,sEAAsE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,wDAAqEE,EAAE,SAAS,CAAC,SAAS,2EAA2E,CAAC,EAAE,4TAA4T,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,MAAM,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,6DAA0EE,EAAE,SAAS,CAAC,SAAS,sFAAsF,CAAC,EAAE,4SAA4S,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,4FAAyGE,EAAE,SAAS,CAAC,SAAS,8FAA8F,CAAC,EAAE,mTAAmT,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,8CAA2DE,EAAE,SAAS,CAAC,SAAS,iDAAiD,CAAC,EAAE,6TAA6T,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,MAAM,CAAC,CAAC,CAAC,CAAC,EAAe8B,EAAwBhC,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,gJAAgJ,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,gBAAgB,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gFAAgF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,6EAA6E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,mEAAmE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uEAAuE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,qEAAqE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,kGAAkG,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,0DAA0D,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uEAAuE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wDAAwD,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,kDAAkD,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,mFAAmF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gEAAgE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,iEAAiE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gFAAgF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,4DAA4D,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uEAAuE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uEAAuE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,qFAAqF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,+EAA+E,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,mBAAmB,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,sFAAsF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,kEAAkE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8EAA8E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,2EAA2E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gFAAgF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,mFAAmF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,yEAAyE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,0FAA0F,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,kEAAkE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,mEAAmE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,iFAAiF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8DAA8D,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,6EAA6E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,+EAA+E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gEAAgE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,4DAA4D,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,mBAAmB,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,+EAA+E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,qEAAqE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,iEAAiE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,kEAAkE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,oEAAoE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,mFAAmF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,iEAAiE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,+DAA+D,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wFAAwF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,oFAAoF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,wEAAwE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,qFAAqF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,kFAAkF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8EAA8E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,iEAAiE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,0EAA0E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gEAAgE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8FAAyF,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,gBAAgB,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,sFAAsF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,oEAAoE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,4EAA4E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,yEAAyE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,sEAAsE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8EAA8E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,2FAA2F,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,gFAAgF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,oEAAoE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,mEAAmE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,8EAA8E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,sFAAsF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,oFAAoF,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,uEAAuE,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,0FAA0F,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,6EAA6E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,+EAA+E,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBA,EAAE,IAAI,CAAC,SAAS,2FAA2F,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe+B,EAAwBjC,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,gbAAgb,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,MAAM,CAAC,CAAC,CAAC,CAAC,EAAegC,EAAwBhC,EAAID,EAAS,CAAC,SAAsBC,EAAE,IAAI,CAAC,SAAS,geAAge,CAAC,CAAC,CAAC,EAAeiC,EAAwBnC,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,+WAA+W,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,+JAA+J,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,sBAAsB,CAAC,EAAE,mMAAmM,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,0BAA0B,CAAC,EAAE,qLAAqL,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,qOAAqO,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,sBAAsB,CAAC,EAAE,2MAA2M,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,0JAA0J,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,oKAAoK,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAekC,EAAwBpC,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,oVAAoV,CAAC,EAAeA,EAAE,MAAM,CAAC,IAAI,GAAG,UAAU,eAAe,OAAO,MAAM,IAAI,uEAAuE,OAAO,uQAAuQ,MAAM,CAAC,YAAY,aAAa,EAAE,MAAM,KAAK,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAE,iPAA8PA,EAAE,SAAS,CAAC,SAAS,aAAa,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,YAAY,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,GAAG,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,iCAAiC,CAAC,EAAE,qKAAkLA,EAAE,SAAS,CAAC,SAAS,wDAAwD,CAAC,EAAE,8IAA8I,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,iCAAiC,CAAC,EAAE,0OAAuPA,EAAE,SAAS,CAAC,SAAS,kEAAkE,CAAC,EAAE,iFAAiF,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,6BAA6B,CAAC,EAAE,uPAAoQA,EAAE,SAAS,CAAC,SAAS,iDAAiD,CAAC,EAAE,yFAAyF,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,sBAAsB,CAAC,EAAE,8CAA2DA,EAAE,SAAS,CAAC,SAAS,2CAA2C,CAAC,EAAE,8OAA2PA,EAAE,SAAS,CAAC,SAAS,4FAA4F,CAAC,EAAE,GAAG,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uWAAuW,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,MAAM,CAAC,CAAC,CAAC,CAAC,EAAemC,EAAwBrC,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,KAAK,CAAC,SAAS,+EAA+E,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uZAAuZ,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,2CAA2C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,8RAA8R,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,uCAAuC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,6WAA6W,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,+BAA+B,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,yTAAyT,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,+CAA+C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,4LAA4L,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,qIAAqI,CAAC,CAAC,CAAC,CAAC,EAAeoC,EAAwBtC,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,yYAAsZE,EAAE,SAAS,CAAC,SAAS,wEAAwE,CAAC,EAAE,WAAwBA,EAAE,SAAS,CAAC,SAAS,iEAAiE,CAAC,EAAE,GAAG,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,ieAA8eE,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,gCAAgC,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,qBAAqB,CAAC,CAAC,CAAC,EAAE,wEAAwE,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,mlBAAmlB,CAAC,CAAC,CAAC,CAAC,EAAeqC,EAAwBvC,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,yFAAsGE,EAAE,SAAS,CAAC,SAAS,0CAA0C,CAAC,EAAE,kHAAkH,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,+EAA+E,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,sIAAsI,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uGAAuG,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,0JAA0J,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2GAA2G,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,mGAAmG,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gIAAgI,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,8HAA8H,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wHAAwH,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uHAAuH,CAAC,CAAC,CAAC,CAAC,EAAesC,EAAwBxC,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,uHAAuH,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,8SAA8S,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,mBAAmB,CAAC,EAAE,4NAA4N,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,wBAAwB,CAAC,EAAE,kTAAkT,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAE,4PAA4P,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,oBAAoB,CAAC,EAAE,6PAA6P,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,qBAAqB,CAAC,EAAE,2OAA2O,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,sRAAsR,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeuC,EAAwBzC,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,oGAAoG,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,6ZAA6Z,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,wBAAwB,CAAC,EAAE,kXAAkX,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,yBAAyB,CAAC,EAAE,4aAA4a,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAE,6WAA6W,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,8BAA8B,CAAC,EAAE,wbAAwb,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAewC,EAAwB1C,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,oGAAoG,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,6ZAA6Z,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,wBAAwB,CAAC,EAAE,kXAAkX,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,yBAAyB,CAAC,EAAE,4aAA4a,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAE,6WAA6W,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,8BAA8B,CAAC,EAAE,wbAAwb,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,mCAAmC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,mnBAAmnB,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,iCAAiC,CAAC,EAAE,2PAA2P,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,2CAA2C,CAAC,EAAE,iSAAiS,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAE,2TAA2T,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,6CAA6C,CAAC,EAAE,gWAAgW,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,wBAAwB,CAAC,EAAE,8TAA8T,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,+BAA+B,CAAC,EAAE,0WAA0W,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,6CAA6C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wIAAwI,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAsBA,EAAEC,EAAE,CAAC,KAAK,uEAAuE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,6CAA6C,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeuC,EAAwB3C,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,KAAK,CAAC,SAAS,qCAAqC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,kPAAkP,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,oDAAoD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,oTAAoT,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,+CAA+C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,kQAAkQ,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,0DAA0D,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2RAA2R,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,6DAA6D,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2VAA2V,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,qDAAqD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,kRAAkR,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,MAAM,CAAC,CAAC,CAAC,CAAC,EAAe0C,EAAwB5C,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,gaAAga,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,2EAAwFE,EAAE,SAAS,CAAC,SAAS,kBAAkB,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,MAAM,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,UAAU,CAAC,EAAE,gBAA6BA,EAAE,SAAS,CAAC,SAAS,yBAAyB,CAAC,EAAE,YAAyBA,EAAE,SAAS,CAAC,SAAS,wDAAwD,CAAC,EAAE,8TAA8T,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,uZAAuZ,CAAC,CAAC,CAAC,CAAC,EAAe2C,EAAwB7C,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,2GAA2G,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,2BAA2B,CAAC,EAAE,yTAAyT,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,qCAAqC,CAAC,EAAE,2QAA2Q,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,mCAAmC,CAAC,EAAE,8VAA8V,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,6CAA6C,CAAC,EAAE,+VAA+V,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,gCAAgC,CAAC,EAAE,2SAA2S,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe4C,GAAwB9C,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,wIAAwI,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,6BAA6B,CAAC,EAAE,2TAA2T,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,wCAAwC,CAAC,EAAE,oSAAoS,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,yBAAyB,CAAC,EAAE,+WAA+W,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,qCAAqC,CAAC,EAAE,4TAA4T,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,kBAAkB,IAAI,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,kCAAkC,CAAC,EAAE,2RAA2R,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe6C,GAAwB/C,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,mQAAmQ,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,CAAcE,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,uBAAuB,CAAC,EAAE,0MAA0M,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,yBAAyB,CAAC,EAAE,4RAA4R,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,iCAAiC,CAAC,EAAE,mQAAmQ,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAsBF,EAAE,IAAI,CAAC,SAAS,CAAcE,EAAE,SAAS,CAAC,SAAS,4BAA4B,CAAC,EAAE,6UAA6U,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,8KAA8K,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,YAAY,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,wDAAqEE,EAAE,SAAS,CAAC,SAAS,oDAAoD,CAAC,EAAE,kQAAkQ,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,mFAAgGE,EAAE,SAAS,CAAC,SAAS,qDAAqD,CAAC,EAAE,mTAAmT,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,gFAA6FE,EAAE,SAAS,CAAC,SAAS,0GAA0G,CAAC,EAAE,gPAAgP,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,QAAQ,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,yTAAsUE,EAAE,SAAS,CAAC,SAAS,sFAAsF,CAAC,EAAE,GAAG,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,iKAA8KE,EAAE,SAAS,CAAC,SAAS,kEAAkE,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,8CAA2DA,EAAE,SAAS,CAAC,SAAS,cAAc,CAAC,EAAE,YAAyBA,EAAE,SAAS,CAAC,SAAS,gBAAgB,CAAC,EAAE,4IAA4I,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,2CAAwDE,EAAE,SAAS,CAAC,SAAS,yFAAyF,CAAC,EAAE,KAAkBA,EAAEC,EAAE,CAAC,KAAK,gDAAgD,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,cAAc,CAAC,CAAC,CAAC,EAAE,gTAAgT,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,SAAS,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,+IAA4JE,EAAE,SAAS,CAAC,SAAS,4CAA4C,CAAC,EAAE,KAAkBA,EAAE,SAAS,CAAC,SAAS,8BAA8B,CAAC,EAAE,SAAsBA,EAAE,SAAS,CAAC,SAAS,oCAAoC,CAAC,EAAE,GAAG,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,0KAAuLE,EAAE,SAAS,CAAC,SAAS,2BAA2B,CAAC,EAAE,2GAAwHA,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,uBAAuB,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,uBAAuB,CAAC,CAAC,CAAC,EAAE,oBAAiCF,EAAE,SAAS,CAAC,SAAS,wBAAwB,CAAC,EAAE,qKAAqK,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,yeAAye,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,aAAa,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,4KAAyLE,EAAE,SAAS,CAAC,SAAS,kFAAkF,CAAC,EAAE,iIAAiI,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,yYAAyY,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,4GAAyHE,EAAE,SAAS,CAAC,SAAS,+FAA+F,CAAC,EAAE,oBAAiCA,EAAE,SAAS,CAAC,SAAS,4FAA4F,CAAC,EAAE,+KAA+K,CAAC,CAAC,CAAC,CAAC,CAAC,EAAe8C,GAAwBhD,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,KAAK,CAAC,SAAS,kCAAkC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,mQAAmQ,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,2CAA2C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,sTAAsT,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,4EAA4E,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,iTAAiT,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,uEAAuE,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,sGAAmHE,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,uBAAuB,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,wBAAwB,CAAC,CAAC,CAAC,EAAE,6MAA6M,CAAC,CAAC,EAAeF,EAAE,KAAK,CAAC,SAAS,gEAAgE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gTAAgT,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,wDAAwD,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,2UAA2U,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,sEAAsE,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,wVAAwV,CAAC,CAAC,CAAC,CAAC,EAAe+C,GAAwBjD,EAAIC,EAAS,CAAC,SAAS,CAAcC,EAAE,IAAI,CAAC,SAAS,2TAA2T,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,sBAAmCE,EAAEC,EAAE,CAAC,KAAK,CAAC,cAAc,CAAC,UAAU,mBAAmB,EAAE,oBAAoB,CAAC,UAAU,CAAC,aAAa,YAAY,iBAAiB,WAAW,CAAC,EAAE,UAAU,WAAW,EAAE,YAAY,GAAG,OAAO,YAAY,aAAa,GAAG,QAAQ,oBAAoB,aAAa,GAAG,SAAsBD,EAAEE,EAAE,EAAE,CAAC,SAAS,mBAAmB,CAAC,CAAC,CAAC,EAAE,yWAAyW,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,oWAAoW,CAAC,CAAC,CAAC,CAAC,EAAegD,GAAwBlD,EAAIC,EAAS,CAAC,SAAS,CAAcD,EAAE,IAAI,CAAC,SAAS,CAAC,4DAAyEE,EAAE,SAAS,CAAC,SAAS,WAAW,CAAC,EAAE,QAAqBA,EAAE,SAAS,CAAC,SAAS,eAAe,CAAC,EAAE,WAAwBA,EAAE,SAAS,CAAC,SAAS,iBAAiB,CAAC,EAAE,uXAAuX,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,sBAAmCE,EAAE,SAAS,CAAC,SAAS,2CAA2C,CAAC,EAAE,2bAA2b,CAAC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,oGAAoG,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,uCAAuC,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,kUAAkU,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,yFAAsGE,EAAE,SAAS,CAAC,SAAS,mCAAmC,CAAC,EAAE,wuBAAwuB,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,0GAAuHE,EAAE,SAAS,CAAC,SAAS,4DAA4D,CAAC,EAAE,0UAA0U,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,sIAAmJE,EAAE,SAAS,CAAC,SAAS,4BAA4B,CAAC,EAAE,uOAAuO,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,4CAA4C,CAAC,EAAeA,EAAE,IAAI,CAAC,SAAS,gUAAgU,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,iFAA8FE,EAAE,SAAS,CAAC,SAAS,4FAA4F,CAAC,EAAE,iaAAia,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,yFAAsGE,EAAE,SAAS,CAAC,SAAS,8BAA8B,CAAC,EAAE,0PAAuQA,EAAE,SAAS,CAAC,SAAS,oCAAoC,CAAC,EAAE,gWAAgW,CAAC,CAAC,EAAeF,EAAE,IAAI,CAAC,SAAS,CAAC,+BAA4CE,EAAE,SAAS,CAAC,SAAS,uGAAuG,CAAC,EAAE,+WAA+W,CAAC,CAAC,EAAeA,EAAE,KAAK,CAAC,SAAS,MAAM,CAAC,CAAC,CAAC,CAAC,EAAeiD,GAAwBjD,EAAID,EAAS,CAAC,SAAsBC,EAAE,IAAI,CAAC,SAAS,yVAAyV,CAAC,CAAC,CAAC,EACjxnJkD,GAAqB,CAAC,QAAU,CAAC,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,UAAY,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,SAAW,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,WAAa,CAAC,KAAO,WAAW,YAAc,CAAC,sBAAwB,GAAG,CAAC,EAAE,mBAAqB,CAAC,KAAO,UAAU,CAAC,CAAC",
  "names": ["richText", "u", "x", "p", "Link", "motion", "richText1", "richText2", "richText3", "richText4", "richText5", "richText6", "richText7", "richText8", "richText9", "richText10", "richText11", "richText12", "richText13", "richText14", "richText15", "richText16", "richText17", "richText18", "richText19", "richText20", "richText21", "richText22", "richText23", "richText24", "richText25", "richText26", "richText27", "richText28", "richText29", "richText30", "richText31", "richText32", "richText33", "richText34", "richText35", "richText36", "richText37", "richText38", "richText39", "richText40", "richText41", "richText42", "richText43", "richText44", "richText45", "richText46", "richText47", "__FramerMetadata__"]
}
