Strategic

Workforce
Planning
Clarity. Simplicity.
Expertise.

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2008 Vemo, Inc. All rights reserved.

Agenda
Defining workforce planning
What are the key metrics of strategic workforce
planning?
What data do I need?
How do I segment my workforce and prioritize
investment in the right jobs?
How do I forecast my future need for talent and conduct
gap analysis?
What does a gap plan look like and how do I improve
talent management?
About Vemo contact info for further inquiries

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Strategic
Workforce
Planning
Definitions, Overview and
Examples

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2008 Vemo, Inc. All rights reserved.

What is best-practice workforce planning?

Workforce Planning is how your organization delivers right talent,
at the right time, in the right place, at the right cost
BEST PRACTICE

DESCRIPTION

Supply-Based

Optimizes current approach and talent investments

Integrates Viewpoints

Incorporates perspectives of business leadership (strategic direction), finance

(budget), line management (demand) and human resources (supply)

Strategy-Oriented

Differentiates work activities that build competitive advantage and work

activities that do not

Forward-Looking

What we will need, not what we did need

Enables Proactive
Behavior

Highlights future gaps in talent that we can start addressing today (number,
location and capability)

Guides Talent
Management

Enables us to know on what talent to focus our recruitment, development

and retention activities

Uncovers Cost Savings

Determine what work can be done at lower cost with low risk (contingency
and outsourcing), and what work does not need to be done at all

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Workforce Planning Will

Create a clear view of talent demand and supply issue by expense

area, reporting relationship and by location

Provide managers easy to use reports and tools to determine the

impact of their talent decisions and prioritize future workforce
investments

Provide leaders the right metrics - identifying talent risk before it

impacts business objectives

Help control unplanned talent costs and highlight issues that limit
employee productivity

Build competitive advantage through planned vs. reactive talent

management

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Workforce Planning Guided Process

Workforce planning is a guided process that helps the business
articulate its need for talent in such a way that Recruiting and HR can
help the business meets its priorities
Business Priorities and Budgets
Business Priorities and Budgets

Comprehensive
ComprehensiveWorkforce
WorkforceData
Data

Talent
TalentDemand
Demand

Talent Supply
Talent Supply

The
Thetypes
typesand
andcriticality
criticalityofofpositions
positionsrequired
required
to
achieve
business
priorities
to achieve business priorities
Strategic
Strategicstaffing
staffingmodel
modelincorporating
incorporating
qualitative
and
quantitative
qualitative and quantitativedemand
demanddrivers
drivers
The
Thenumber
numberofofpeople
peoplerequired
requiredinineach
each
position
positionand
andwhen
when

Forecast of likely turnover and mobility for

Forecast of likely turnover and mobility for
each position
each position
Analysis of internal supply capability to
Analysis of internal supply capability to
identify risk areas of not meeting demand
identify risk areas of not meeting demand
Analysis of external supply availability to fill
Analysis of external supply availability to fill
gaps
gapsthat
thatcannot
cannotbe
beclosed
closedinternally
internally

Outcomes Guide Talent Management

Gap
Prioritized
Current State
& Future State
Budget & Actual
Perspectives
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Proactive Recruiting plan

Critical talent Development and Retention
needs identified
Build-Buy-Lease decision-making

Segmenting the workforce: a businessfocused approach to workforce planning

Recruitment Focus

Criticality to Business

Key roles are critical to

Key roles are critical to
delivering results within
delivering results within
current fiscal year
current fiscal year

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2008 Vemo, Inc. All rights reserved.

Strategic roles are

Strategic roles are
critical to creating longcritical to creating longterm advantage
term advantage

Strategic Hiring /
Proactive Sourcing /
Effectiveness

Core roles are marginally

Core roles are marginally
critical to business
critical to business
priorities, but cannot do
priorities, but cannot do
without
without

Maintenance Hiring /
On Demand Sourcing /
Efficiency

Non
NonCore
Coreroles
rolesare
arenot
not
critical
to
any
business
critical to any business
strategies
strategiesand
andmay
maybe
be
opportunity
for
cost
opportunity for cost
savings
savings

Hiring Avoidance /
Efficiency

Strategic workforce planning drives new

approach to metrics
Functional HR Measures
(Examples)

HR Impact Metrics

Functional Recruitment Metrics

Recruitment Impact Metrics

Critical gaps closed

Strength of critical talent sourcing
pipeline
Quality of hire by source
Progress on forecast
Non Core hire avoidance
Strategic use of recruiting metrics

Time to fill
Cost per hire
Candidate experience/brand
Compliance
Hiring manager satisfaction

Functional Performance/Potential
Metrics

Forced ranking
Multi-rater feedback
Talent review
Assessments
Overall bench strength

Functional Turnover & Retention

Metrics

Percent turnover
Type of turnover
Retention investments vs. turnover
Retention of high performers

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Performance Impact Metrics

Strategic Measures
Hiring and retaining
critical talent to achieve
business results
Talent investment
model: on strategy and
on budget
Size & criticality of gaps
Build vs. buy decisionmaking
8

Highest performers in critical roles

Right competencies in right roles
Strength of internal critical talent
pipeline
Strategic use of performance and
talent review tools and programs

Turnover & Retention Impact

Metrics
Turnover/retention of critical roles
and top talent
Predictive turnover demographics
How management development
investments impact turnover
Impact of retention investments

Strategic
Workforce
Planning
What are key metrics?
What data do I need?

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2008 Vemo, Inc. All rights reserved.

Workforce Trending (Waterfall)

Who
Focus on highest levels, but available to all levels of department owners
What
Historical workforce trending and projection
Why
Are we growing on plan?
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Undesirable Turnover
Who
Executives
What
Configured view of turnover
of critical roles and critical
resources with drill down to
employee names
Why
What is the turnover thats
hurting the business and do
we care about everything
else?
Quickly yields where there
need to be management
action plans (e.g. reasons why
and retention plan)

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2008 Vemo, Inc. All rights reserved.

Priority Retention Risk

Who
All levels of managers
What
Retirement risk and
projected attrition risk (based
on history, trending
demographics) with drill down
to employee names
Why
Highly targeted retention
programs focus on critical
positions
Pipeline hiring and
succession/mobility
management to ensure that
critical positions are staffed
with effective employees

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2008 Vemo, Inc. All rights reserved.

Build vs. Buy

Who
Important to all, but goal
is for Directors to focus on
manager level build vs. buy
What
Which positions are filled
by true promotions vs.
external hires
Why
Becoming make not buy
culture starts with filling
manager roles and critical
individual contributor roles
with internal talent, starting
to build the pipeline

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2008 Vemo, Inc. All rights reserved.

Right People/Right Jobs Index

Who
SVP to compare VPs; VPs to
compare Directors; Directors to
compare critical roles
What
Configured measure of right
people as defined by business
area (e.g., performance review,
achievement of bonus, top
quartile sales achievement) in
right jobs (critical segments)
Why
Are we staffed according to
business priorities
Is there a relationship between
how strategically staffed each
executive is to achievement of
priorities if so, this is the
avenue to build the talent
mindset.

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Forecasting Future Gaps What is our Targeted Growth

vs. Projected Supply After Attrition

Even if gap is 0
today, it needs to
be measured at
forecast/future
time frame

Projected
Turnover &
Mobility
Performance
Upgrading
Demand
What are critical
positions
Where
How many
When
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Supply
How many do we
have
Do we have the
right people

Gap includes:
Growth
Turnover
Net Internal Mobility
Performance Upgrading
Requirements

Strategic Hiring Plan

Critical Segments

What are the drivers for growth?

Is our Strategic Hiring Plan aligned with

business plans and executive priorities?

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2008 Vemo, Inc. All rights reserved.

Non Critical Segments

What are the drivers for growth and reduction ?

Is growth and reduction based on smart

efficiencies?

Data Necessary for Workforce Planning

Input

Workforce Plan

Output

Quantitative & Qualitative

Demand / Supply

Gap between Demand & Supply

Comprehensive workforce data

Employees
Contractors
Organization Structure
Budgets
Open Positions

Mapping and transforming data

Baseline headcount forecast /
plan based on historical turnover,
mobility and budget

Gap and hiring plans by critical

positions
The right metrics: e.g., good/bad
turnover, demographics, productivity

Business Objectives & Priorities

from BU Executive Interviews

Redefine positions (job codes)

if necessary
Position segmentation by level
of criticality to achieving
business plan / objectives
Demand Planning by position

What will you start

doing?

Talent Management
Performance Measures
Talent Reviews (Dir and VP)
Custom performance metrics
(e.g., Sales Quota attainment)
Recruitment metrics

Workforce Demographics
Supply/Capability of current
employees mapped against
Demand Analysis

Key
Quantitative

Qualitative

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Outputs
Management
Action Plans

Page 17

What will you stop

doing?

Strategic
Workforce
Planning
Segmentation Model

vemoworkforce.com
2008 Vemo, Inc. All rights reserved.

Segmenting the workforce: a businessfocused approach to workforce planning

Recruitment Focus

Criticality to Business

Key roles are critical to

Key roles are critical to
delivering results within
delivering results within
current fiscal year
current fiscal year

vemoworkforce.com
2008 Vemo, Inc. All rights reserved.

Strategic roles are

Strategic roles are
critical to creating longcritical to creating longterm advantage
term advantage

Strategic Hiring /
Proactive Sourcing /
Effectiveness

Core roles are marginally

Core roles are marginally
critical to business
critical to business
priorities, but cannot do
priorities, but cannot do
without
without

Maintenance Hiring /
On Demand Sourcing /
Efficiency

Non
NonCore
Coreroles
rolesare
arenot
not
critical
to
any
business
critical to any business
strategies
strategiesand
andmay
maybe
be
opportunity
for
cost
opportunity for cost
savings
savings

Hiring Avoidance /
Efficiency

19

Segmenting the Workforce: Strategic

Roles
Strategic
Strategicroles
rolesare
are
critical
to
creating
critical to creating
long-term
long-termadvantage
advantage

Focus/Measure

Staffing
Approach

Hiring

Turnover

Effectiveness

Grow or build

Proactive
sourcing and
external
acquisitions

Bad; very hard to

find and/or
develop this
workforce

Critical
Criticaltotoall
allbusiness
businessstrategies
strategiesororcritical
criticaltotodriving
drivinglong-term
long-termcompetitive
competitiveadvantage
advantage
Creating
Creatingnew
newvalue
valuefor
forthe
theorganization,
organization,differentiation
differentiationand
andinnovation
innovation(Competitive
(Competitive
Advantage)
Advantage)
Day
Daytotoday
dayactivities
activitiesfrequently
frequentlyfocused
focusedon
onlonger
longerterm
termtime
timehorizons
horizons working
workingon
onbusiness
business
problems
3-5
years
out
problems 3-5 years out
Typically
Typicallypopulated
populatedby
by
Business
Businessleaders
leadersresponsible
responsiblefor
forchange/transformation/new
change/transformation/newpriorities
priorities
Individual
Individualcontributors
contributorswith
withhighly
highlydifferentiated
differentiatedskills
skillswho
whowill
willhelp
helpdrive
drivefuture
futuregrowth
growthofof
organization
organization

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20

Segmenting the Workforce: Key Roles

Key
Keyroles
rolesare
arecritical
critical
to
driving
the
current
to driving the current
year
yearbusiness
businessplan
plan
and
objectives
and objectives

Focus/Measure

Staffing
Approach

Hiring

Turnover

Effectiveness

Grow in line
with revenue OR
Protect/Retain

Proactive
sourcing
(external and
internal)

Bad; creates
immediate risks
of jeopardizing
key priorities

Critical
Criticaltotospecific
specificbusiness
businesspriorities,
priorities,objectives
objectivesororinitiatives
initiatives
Day
Daytotoday
dayactivities
activitiesfrequently
frequentlyfocused
focusedon
onthe
the12-18
12-18month
monthhorizon,
horizon,working
workingon
ondriving
drivingkey
key
results
resultsfor
forcurrent
currentorornext
nextfiscal
fiscalyear;
year;business
businessresults
resultsatatrisk
riskififdo
donot
nothave
haveenough
enoughororthe
the
right
righttalent
talentininthese
thesepositions
positions
Have
Havecritical
criticalorordifferentiated
differentiatedskills
skillsthat
thathelp
helpdrive
driveachievement
achievementofofspecific
specificinitiatives
initiativesand
and
objectives,
or
who
deliver
the
brand
promise
to
the
marketplace
through
customer-facing
objectives, or who deliver the brand promise to the marketplace through customer-facing
activities
activities
Business
Businessleaders
leadersand
andDirectors
Directorsfocusing
focusingononcustomer
customerfacing
facingpriorities
priorities&&SLT
SLTlevel
levelobjectives
objectives
Individual
Individualcontributors
contributorsfocusing
focusingononcustomers
customersand/or
and/orkey
keyrevenue
revenueenablers
enablers(found
(foundacross
acrossorganization
organization
with
higher
concentration
in
revenue
centers
than
cost
centers)
with higher concentration in revenue centers than cost centers)

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21

Segmenting the Workforce: Core Roles

Core
Coreroles
roles
operationalize
operationalizebusiness
business
priorities,
but
are
priorities, but arenot
not
the
key
drivers
of
the
the key drivers of the
business
businessplan
plan

Focus/Measure

Staffing
Approach

Hiring

Turnover

Productivity /
Efficiency

Hold steady or
sometimes
manage
attrition

Maintenance/
hire as needed

Can be neutral if
not excessive

Most
Mostofofthe
theworkforce
workforceisisininthis
thissegment.
segment.
Does
Doesnot
notcreate
createsignificant
significantnew
newvalue
valuefor
forcompany
companyorordirectly
directlyresponsible
responsiblefor
fordelivering
deliveringkey
key
results,
but
may
support
the
work
done
by
Strategic
or
Key
roles
results, but may support the work done by Strategic or Key roles
No
Nocompetitive
competitiveadvantage
advantagederived
derivedfrom
fromdoing
doingthis
thiswork
workextraordinarily
extraordinarilywell
wellbut
butimpact
impactifif
work
workdone
donepoorlypoorly-must
mustmeet
meetthreshold
thresholdstandards
standardsfor
forindustry
industrygroup
group
Can
Canoften
oftenbe
beaaskilled
skilledworkforce,
workforce,but
butthe
theskills
skillsmay
maynot
notbe
bedirectly
directlylinked
linkedtotodifferentiating
differentiating
your
yourorganization
organizationininthe
themarketplace
marketplace
Look
Lookfor
forproductivity
productivitygains,
gains,such
suchasaseliminating
eliminatingredundancies,
redundancies,spans
spansofofcontrol,
control,overtime,
overtime,
time
to
productivity,
etc.
time to productivity, etc.

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22

Segmenting the Workforce: Non Core Roles

Non
NonCore
Coresupport
support
day
dayto
today
dayoperations
operations
but
are
not
but are notkey
key
drivers
of
the
drivers of the
business
businessplan
plan

Focus/Measure

Staffing

Hiring

Turnover

Streamlining,
Efficiency

Manage
Attrition,
Outsource,
Redeploy

Avoidance unless
can make
business case

Often good if
talent not redeployable

Non
NonCore
Coreroles
rolescan
canrepresent
representareas
areasfor
forstreamlining
streamliningand
andcost
costreduction
reduction(especially
(especiallytotofund
fund
investments
investmentsininStrategic
Strategicand
andKey
Keyroles)
roles)and
andatatminimum
minimumare
aretypically
typicallynot
notroles
rolesthat
thatrequire
require
new
investment
new investment
Periodically
Periodicallyexamine
examineififstill
stillneed
needtotodo
dothis
thiswork
work often
oftenwant
wanttotomanage
manageattrition
attrition
Can
Canseek
seekefficiency
efficiencygains
gainswithin
withinthe
thepopulation
populationwithout
withoutrisking
riskingorganizational
organizationalobjectives
objectives(e.g.,
(e.g.,
outsourcing
outsourcingofoftransactional
transactionalactivities)
activities)
Can
Cansometimes
sometimesrepresent
representwork
workactivities
activitiesthat
thatwere
wereonce
onceimportant
importantorornecessary
necessarybut
butare
arenow
now
obsolete
obsolete
Non
Nondifferentiated
differentiatedororgeneric
genericskills
skills- -can
canbe
bedelivered
deliveredthrough
throughflexible/variable
flexible/variablework
work
arrangements
arrangements

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23

Strategic
Workforce
Planning
Demand, Supply & Gap
Analysis

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2008 Vemo, Inc. All rights reserved.

Demand planning best practice examples

What

Why

Who

Planning by talent
investment instead of
headcount

Underlying shifts in types of competencies

needed require portfolio mgmt vs.
headcount mgmt approach to stay on
budget

About 1 in 5 orgs says its

important

Planning based on
segmentation

Segmentation particularly for knowledge

work that is not workload ratio based is
useful proxy for staffing up, holding steady
and staffing down

About 1 in 2 says is important

Demand forecasting by
summing probability of
multiple outcomes

Allows organization to model multiple

business outcomes with defined probability
(e.g., using Monte Carlo method) to define
most likely demand for talent

About 1 in 10 organizations
(typically government,
healthcare and/or engineering)
says is important

Competency inventory

Establishing targeted competencies, skills or

KSAOs of key jobs and taxonomically link
work profiles enables intelligent
redeployment of human capital

About 1 in 10 says important

now and about 1 in 5 says
important in future

What if modeling

Model multiple business scenarios to

determine best workforce plan

About 1 in 4 says important to

do regularly

Long term talent

pipeline planning

For highly skilled talent where knowledge

transfer is issue, requires understanding of
job progression/flow

About 1 in 3 says important, not

always right away

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25

Key demand planning considerations

Key Questions

Is headcount level appropriate, too low, or too high?

Is the skill mix/capability level correct?

Practical considerations

Work design, organization

Skill requirements (considering work content changes)
Workload/utilization
Productivity/effectiveness
Systems
Budget
Projects/contracts

Specific ratios governed by industry standards, contract or

regulation
Service-level, contract driven staffing (e.g., first level, second
level support)
Sales staffing per territory
Customer service call volume
Regulatory and safety requirements
Admin level support policy

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26

Example: demand decision tree

Core & Non Core

Segments

Shift Investment

Set of actions should decrease cost, in approximate

order of consideration

Set of actions may increase or preserve current cost

structure; logical decision flow shown

Surplus Headcount?
-Obsolete/Non-Core Roles
- Oversupply of specific role
- Right levels of Role

Adequate Talent for Strategic /

Operating Objectives?

Right Locations?
- Close to Customers
- Close to Other Strategic Talent

Right Locations?
- Lower cost Locations

Source (Build vs. Buy)?

- By time to skill maturity

Source (Build vs. Buy vs. Lease)?

- By total cost

Appropriate Comp?
-Median/Lower Benchmark
-- General Benchmark
- Non $ retention effort

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Strategic & Key

Segments

Appropriate Comp?
- Appropriate to Benchmark
- Specific Benchmark
- Retention Incentive

Opportunity to Reduce
Overhead?

27

Appropriate Value
Proposition?

Supply analysis best practice examples

What

Why

Who

Good vs. bad vs. neutral

turnover

Looking through lens of segmentation helps

better understand turnover, mobility,
retirement, performance, and other metrics

About 4 in 5 says important

Relocating work based

upon labor cost and
availability

For certain positions to realize best cost of

labor or to ensure adequate supply

About 1 in 4 says important

Predicting risk of
turnover/drivers of
retention

By observing outcomes, can infer functions

(e.g., using neural network analysis) that
predict likelihood of
turnover/retention/talent availability

About 4 of 5 organizations
says important but do not
understand how, or if they
have data to do so

Predicting future supply

availability through
promotion of staff

If have a non-constrained promotion

system with steady demand, can design a
system (e.g., through Markov chain theory)
to predict progression of talent through
promotion system

Government/military
organizations throughout
world have worked on this
all systems have limitations

Using variable entry-level

supply pool

Creates a talent hedge to eliminate risks of

internal supply shortage

About 1 in 5 says important

Using hiring data as a

index of supply
availability (example
provider Employon)

Organizations need a data-based method of

knowing what the competitive demand for
labor is that can be factored into workforce
planning decision-making

About 4 in 5 says general

topic important

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28

Key supply considerations

Determine if have supply or have access to supply to meet demand

requirements
Looking forward helps develop understanding of true gap from forecast
Helps make sourcing, development and retention decisions
Conduct environmental scans and external supply availability analysis

Key projected (aged) workforce categories

Consider linkages to performance and assessment systems (e.g.,

competency, talent review, etc.)

Voluntary attrition
Retirement
Mobility (transfer from role internally) / redeployments / redeployable

Factor in performance and capability upgrading? Actuals or estimates?

Position eliminations are not included (part of demand forecast)

Determine whether to estimate or analyze projected (aged)

workforce

Estimation is often sufficient, augmented by studies of attrition by role or

by role-location for Strategic talent
Historical rate is not always going-forward rate (marketplace/industry
trends - experienced by all competitors/companies can be primary driver
of rates)
Can develop precise view of retirement eligibility; have to estimate
retirement likelihood
Robustness of demand planning process (what do we need?) enables
some latitude in supply evaluation process (what might we have?)

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2008 Vemo, Inc. All rights reserved.

29

Turning gap plans into talent

management action plan
Business Workforce Action Plan
Workforce
Workforce
Analytics
Analytics

Recruitment
Recruitment
Plan
Plan

Assess
Assess

Acquire
Acquire

Develop
Develop

Reward
Reward &
&
Retain
Retain

Transition
Transition &
&
Redeploy
Redeploy

Segmentation
Segmentationand
andthe
theright
rightmetrics/analytics
metrics/analyticsallow
allowan
anorganization
organizationto
to
transform
its
approach
to
talent
management
and
construct
a
targeted
transform its approach to talent management and construct a targetedaction
action
plan
for
each
business
area
plan for each business area

Create
Createaarecruiting
recruitingplan
planthat
thatisisfocused
focusedon
onadding
addingthe
theright
righttalent
talenttotodrive
drivethe
thebusiness.
business. Move
Move
away
awayfrom
fromprevalent
prevalentand
andharmful
harmfulpractices
practicesofofautomatically
automaticallybackfilling
backfillingororhiring
hiringtotobudget
budget
Assess
Assessififright
rightpeople
peopleininright
rightjobs
jobsand
andkey
keyretention
retentionrisks
risksfor
forcritical
criticalroles
rolesand
andresources
resources

Recognize
Recognizefuture
futuregaps
gapssufficiently
sufficientlyininadvance
advancetotomake
makequality
qualitydecisions
decisionsabout
aboutacquiring,
acquiring,
developing
developingororleasing
leasingtalent
talent
Align
Alignrewards
rewardsand
andretention
retentionpractices
practiceswith
withbusiness
businesscriticality
criticalityofofworkforce
workforce

Proactively
Proactivelyidentify
identifyroles
rolesfor
forwhich
whichyou
youwill
willno
nolonger
longerneed
needthe
thetalent
talentthen
thenyou
youcan
canmaximize
maximize
opportunities
opportunitiestotoredeploy
redeployinto
intomore
morebusiness
businesscritical
criticalroles
roles

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30

Strategic
Workforce
Planning
Thank You!
About Vemo

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2008 Vemo, Inc. All rights reserved.

About Vemo

Clarity. Our technology and process untangles the mess and

cloudiness of the typical organizations data to provide a clear view of
workforce trends, current workforce state and future workforce
projections & plans.
Simplicity. Easy to launch, easy to use.
Expertise. We provide the expertise and resources that will enable
you to gain immediate traction with WFP and long-term results.

OUR SERVICES
? Enterprise Workforce
Planning (Direct Access)
? Getting Started Workforce
Planning as a Service

WILL ENABLE YOU TO

Develop
Developaaprioritized
prioritized
approach
to
approach totalent
talent
investments
investments

Aggregate
Aggregateand
andunify
unify
workforce
data
workforce datato
to
develop
metrics
and
develop metrics and
performance
performanceindicators
indicators

Build
Buildaacomprehensive,
comprehensive,
forward-looking
forward-lookingtalent
talent
forecast
forecast

Better
Betterconnect
connecttalent
talent
management
management
programs
programsto
tobusiness
business
needs
needs

? Analytics: The Right Metrics

? Expert Consulting
? Support to Drive Success

vemoworkforce.com
2008 Vemo, Inc. All rights reserved.

32

Vemo Software: Our Methodology

Unify and easily manipulate

workforce data from
multiple sources

Tailor Key Performance

Indicators to workforce
goals

Use trend analysis to

better predict future
workforce

HRMS
HRMS
Talent
TalentManagement
Management

Vemo
Vemo
Analytics
Analytics

Financials
Financials/ /Budgets
Budgets

vemoworkforce.com
2008 Vemo, Inc. All rights reserved.

33

Vemo
Vemo
Planning
Planning

For further information

Peter Louch
Founder & CEO
Vemo
(917) 443-4572
peter.louch@vemoinc.com
info@vemoinc.com
www.vemoworkforce.com

vemoworkforce.com
2008 Vemo, Inc. All rights reserved.

34