NATURE , DEFINITION AND FUNCTIONS OF HUMAN RESOURCE MANAGEMENT AND

HUMAN RESOURCE MANAGEMENT OFFICE

INTRODUCTION
 Human Resource Management (HRM) is an operation in companies designed
to maximize employee performance in order to meet the employer's strategic
goals and objectives. 
OBJECTIVES: At the end of the lesson the class should be able to:
1. Identify the functions of Human Resource Manager
2. Familiarize the function of Human Resource Office
3. Explain the relevance of a Human Resource Manager
GUIDE QUESTIONS:
i. What are the functions of a human resource manager
ii. What do we need to have human resource office?
iii. Why is it that in business we need Human Resource Manager?

Nature of Human Resource Management

• Human Resource Management (HRM) refers to the application of
management principles to management of people in an organization.
• HRM consists of people-related functions as hiring, training and development,
performance review, compensation, safety and health, welfare, industrial
relations. These are typically the functions of ‘Personnel Management’ and
are administrative and supportive in nature called ‘doables’, these activities
are highly routinized.
• More important functions of human resource management are the building of
human capital (also known as ‘deliverables’) lends competitive advantage to a
firm.
Functions of Human Resource Management
• Henry Mintzberg identified 10 roles which managers play in organizations. A
typical manager, according to Mintzberg, acts as a:

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 (INFORMATIONAL ROLE)
• monitor
• disseminator
• spokesperson
(INTERPERSONAL ROLE)
 figure-head
 leader
 liaison
(DECISIONAL ROLE)
 entrepreneur disturbance handler
 resource allocator
 negotiator
Eight key HRM functions together with policies, programmes and practices have
been identified, each containing alternatives from which managers can choose. The
functions are:
 Planning
 Staffing
 Developing
 Monitoring
 Maintaining
 Managing relationships
 Managing change
 Evaluating
Human Resource Management Office
• Office is the brain of a whole organization. The office performs a clerical
function such as information collection, recording analyzing, distribution of
information and executive function such as planning, policies formulation,
organization, decision making.
Conclusion
HRM goal is to formulate ways on how to attain the set mission, vision, goals and
objectives of the business by means of hiring highly skilled and relevant workers (as
one of the capital) in the business.
REFERENCES:
• Internet source
• https://www.managementstudyhq.com/nature-and-functions-of-hrm.html
• https://kullabs.com/class-11/business-studies/office-management/concept,-
function-and-importance-of-office

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 THE ROLE AND FUNCTIONS OF A HUMAN RESOURCE OFFICER
(BLESSIE C. BUENO AND ARIELLE CALUTTONG)

Introduction
• The aim of an Human Resource Officer is to ensure that the organization you
work for employs the right balance of staff in terms of skills and experience,
and that training and development opportunities are available to colleagues
to enhance their performance and achieve the organization’s aims.
Definition of Terms
• Human Resource - It is the division of a business that is charged with finding,
screening, recruiting, and training job applicants, and administering
employee-benefit programs.
• Officer – They are responsible for its management and day to day operation.
They are also an employees of the corporation and typically receive a salary in
exchange for their efforts.
Human Resources (HR) Officers
 Responsible for hiring, developing and looking after employees.
 It also involves functions such as training and monitoring performance of the
employees.
Human Resources Officer Responsibilities
 recruiting, training and developing staff
 making sure that staff get paid correctly and on time
 pensions and benefits administration
 advising line managers and other employees on employment law and the
employer's own employment policies and procedures
 ensuring candidates have the right to work at the organisation
 negotiating salaries, contracts, working conditions or redundancy packages
with staff and representatives.
Summary
 Human resources (HR) officers develop, advise on and implement policies
relating to the effective use of staff in an organisations.

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  Human Resources (HR) officers rsponsible for recruitment, office
administration, interviews, hiring, firing, benefits, compliance regulation,
compensation talks, organizational trainings, team building, employee
relations, and health and safety of the employee.
References:
• https://info.legalzoom.com/article/corporation-vs-officer-vs-owner
• https://www.prospects.ac.uk/job-profiles/human-resources-officer
• https://targetjobs.co.uk/careers-advice/job-descriptions/276297-human-
resources-officer-job-description
• https://resources.workable.com/hr-officer-job-description#

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 RECRUITMENT AND ITS SIGNIFICANCE III. RECRUITMENT AND ITS
SIGNIFICANCE

RECRUITMENT AND ITS SIGNIFICANCE

INTRODUCTION
Recruitment refers to the process of identifying, attracting, interviewing,
selecting, hiring and onboarding employees. In other words, it involves everything
from the identification of a staffing need to filling it. It is the process of finding and
hiring the best and most qualified candidate for a job opening, in a timely and cost-
effective manner. It can also be defined as the “process of searching for prospective
employees and stimulating and encouraging them to apply for jobs in an
organization”.

OBJECTIVES
1) Identify what is recruitment;
2) Enumerate the factors influencing recruitment;
3) Describe and differentiate the different types of recruitment; and
4) List the best practices in recruiting.

GUIDE QUESTIONS
1. What is recruitment?
2. What are the reasons why recruitment process is implemented?
3. What does recruitment involve?
4. What are the factors that influence recruitment?
5. How does recruitment take place?

REASONS WHY RECRUITMENT PROCESS IS IMPLEMENTED

The main reason why the recruitment process is implemented is to find the
persons who are best qualified for the positions within the company, and who will
help them towards attaining organizational goals. But there are other reasons why a
recruitment process is important.

To ensure proper alignment of skill sets to organizational goals.

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 Through recruitment, organizations make sure that the skill sets of the staff or
manpower of the company remains aligned to its initiatives and goals.
In the event that they notice some positions do not really contribute to the
advancement of the organization towards its goals, then it can take the proper action
to correct this, probably through job redesign, restructuring of the workforce, or
conduct of job enrichment programs.

To ensure effective and efficient recruiting.

Effective recruiting means that the person employed for the job is the best
possible candidate for it, with all the required skills, talents and qualifications of the
job. Efficient recruiting, on the other hand, means that the process has been carried
out without incurring a lot of costs on the part of the organization. By following the
process, there is a greater chance that the human resources department can get the
best possible person for the job.

To ensure compliance with policies and laws.

There are various rules, laws and regulations that organizations must adhere to when
it comes to its human resources management. Equal opportunity employment and
non-discrimination in hiring are two of them. By following a recruitment process, the
chances of the organization violating these policies will be low.

TYPES OF RECRUITING

Internal Recruiting: internal recruiting involves filling vacancies with existing

employees from within an organization.

Retained Recruiting: When organization hire a recruiting firm, there are several ways
to do so; retained recruiting is a common one. When an organization retains a
recruiting firm to fill a vacancy, they pay an upfront fee to fill the position. The firm is
responsible for finding candidates until the position is filled. The organization also
agrees to work exclusively with the firm. Companies cannot, in other words, hire
multiple recruiting firms to fill the same position.

Contingency Recruiting: like retained recruiting, contingency recruiting requires an

outside firm. Unlike retained recruiting, there is no upfront fee with contingency.

pg. 6
Instead, the recruitment company receives payment only when the clients they
represent are hired by an organization.

Staffing Recruiting: staffing recruiters work for staffing agencies. Staffing recruiting
matches qualified applicants with qualified job openings. Moreover, staffing agencies
typically focus on short-term or temporary employment positions.

Outplacement Recruiting: outplacement is typically an employer-sponsored benefit

which helps former employees transition into new jobs. Outplacement recruiting is
designed to provide displaced employees with the resources to find new positions or
careers.
Reverse Recruiting: refers to the process whereby an employee is encouraged to
seek employment with a different organization that offers a better fit for their skill
set.

FACTORS THAT INFLUENCE RECRUITMENT

Size of the organization

A large organization is bound to have a higher demand for new employees. It is
bound to look for more people, since the structure will require more manpower. On
the other end of the spectrum, a small enterprise, like a new company just starting
its operations, will require only a lean staff.

Current employment conditions in the economy

Try comparing employment opportunities in a country with a developed economy
with that of an underdeveloped one. An organization operating in an
underdeveloped economy may have difficulty finding the candidates with the talents
and skills it requires.

Salary structure of the organization

Say one company is known to provide higher salaries and wages to its employees.
Once it advertises its open position, candidates are likely to line up submitting their
resumes. However, a company known to be quite stingy with its wages will have
more difficulty recruiting top talents.

Working conditions within the organization

Maintaining employees’ job satisfaction is one way for organizations to keep its
employees, and attract new ones. Prospective candidates will first look for work in

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companies or organizations that are known to provide good working conditions and
looks out for the health and well-being of their employees.

Growth rate of the organization

There are organizations that grow at a fast rate, which means that they will require
new employees from time to time. However, there are also organizations that do not
grow as much, or even at all. The only time that these organizations with low growth
rates are likely to recruit new employees would be when the old ones retire or
resign.

THE RECRUITMENT PROCESS

Step 1: Conduct of a job analysis

Basically, this step will allow the human resources manager, hiring manager,
and other members of management on what the new employee will be required to
do in the position that is currently open for filling up. This has to be done in a
systematic manner, which is what the job analysis is for.
A. Build a job description
- Before anything else, the organization must first know exactly what it
needs. Or who it needs. It could be that the organization deemed a need
for a job that is not included in the current roster of jobs. Hence, the need
to create a new one.
B. Review the job description
- Once the job description has been created, it is a good idea to review it for
accuracy, and to assess whether it is current or not. Also, in cases where
job descriptions are already in place, there is a need to revisit them and
check their accuracy and applicability with respect to the status quo. What
if the job description is already outdated? A review will reveal the need to
update the job description, for current applicability.
C. Set minimum qualifications for the employee who will do the job
- These are the basic requirements that applicants are required to have in
order to be considered for the position. These are required for the
employee to be able to accomplish the essential functions of the job.
Therefore, they should be relevant and directly relate to the identified
duties and responsibilities of the position.
D. Define a salary range
- The job must belong to a salary range that is deemed commensurate to
the duties and responsibilities that come with the position. Aside from

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 complying with legislation (such as laws on minimum wages and other
compensation required by law), the organization should also base this on
prevailing industry rates.

Step 2: Sourcing of talent

This is the stage where the organization will let it be known to everyone that
there is an open position, and that they are looking for someone to fill it up. Various
methods are employed by organizations in order to advertise the open position.
 Networking. Word-of-mouth is the best form of advertising, and when
it takes the form of networking, it becomes more effective. In
recruitment, this is often done through representatives of the company
attending college and career fairs, letting them know about the
opening in their organization. This is a tactic employed by large
software and tech companies that want to hire fresh, young and
brilliant minds into their organization. They personally visit colleges,
targeting the top students. They also use their connections within the
industry to attract the attention of talents with the highest potential.
 Posting. Recruitment often involves the application of candidates both
from within and outside the company. Thus, in order to attract the best
possible talents, it is recommended that the posting of the open
positions be made internally and externally. Internal posting usually
takes the form of the vacancy announcement being displayed in
bulletin boards and other areas within the business premises where the
employees and visitors to the company are likely to see it. Posting
externally may be in the form of flyers being distributed, or vacancy
notices being displayed in other areas outside of the business premises.
Companies with websites often post open positions on their company
site, while some also use job boards.
 Print and media advertising. One classic example of this would be the
Classifieds section of the local daily or weekly newspaper. Companies
looking for people to fill up open positions make the announcement in
the newspapers, providing the qualifications and the contact details
where prospective applicants may submit their application documents.
When trying to attract the attention of suitable candidates, the
organization makes use of various tools and techniques. If it wants to
get the best candidates, then it should not be haphazard about things.
 Developing and using proper techniques. The company may include
various offerings in order to attract the best candidates. Examples are

pg. 9
 attractive salaries, bonus and incentive packages, additional perks and
opportunities that come with the job, proper facilities at work, and
various programs for development.
 Using the reputation of the company. Perhaps the best publicity that
the company can use to attract candidates is its own reputation in the
market. If the company is known for being a good employer – one that
aids in its employees’ personal and professional growth and
development – then it is a good point for the company to capitalize on
in advertising its open positions.

Step 3: Screening of applicants

This is most probably the part of the recruitment process that requires the
most amount of work. This is where the applicants’ skills and personalities are going
to be tested and evaluated, to ascertain whether they are a good fit for the job and
its description.
 Preliminary screening. It is often the case, especially in large organizations,
where one open position will receive hundreds to thousands of applications
from candidates. In an ideal world, it would be good for the hiring managers
to be able to interview each and every single one of them. However, that is
also impractical, and very tedious. Not really advisable, especially if the
organization needs manpower in the soonest possible time. Thus, there is a
need to shorten the list of candidates, and that is done through a preliminary
screening. Usually, this is conducted by going through the submitted resumes
and choosing only those that are able to meet the minimum qualifications. It
is possible that this would shorten the list of applicants, leaving a more
manageable number.
 Initial interview. The candidates who were able to pass the preliminary
screening will now undergo the initial interview. In most cases, the initial
interview is done through phone. There are those who also conduct
interviews through videos using their internet connection. Often a basic
interview, this may involve the candidates being asked questions to evaluate
or assess their basic skills and various personal characteristics that are
relevant to the open position.
 Conduct of various tests for recruitment. The hiring managers may conduct
tests on the skills of the candidates and how they use these skills and talents.
Other tests that are often employed are behavioral tests and personality
assessment tests.

pg. 10
  Final interview. Usually depending on the number of candidates for the job,
and the preference of the hiring managers and senior management, a series
of interviews may be conducted, gradually narrowing down the list of
candidates. This may go on until the company has finally come up with a
shortlist of candidates that will undergo a final interview. Often, the final
interview requires a face-to-face meeting between the candidate and the
hiring managers, as well as other members of the organization. Top
management may even be involved during the final interview, depending on
the job or position that will be filled up.
 Selection. In this stage, the hiring managers, human resources
representatives, and other members of the organization who participated in
the process meet together to finally select among the candidates who
underwent the final interview. During the discussion, the matters considered
are:
- Qualifications of the candidates who were able to reach the last stage of
the screening process
- Results of the assessments and interviews that the final pool of candidates
was subjected to

Step 4: Finalization of the job offer

The last step of the previous phase involves the selection of the best candidate out of
the pool of applicants. It is now time for the organization to offer the job to the
selected applicant.

 Making the offer: To make things more formal, a representative of the

company or of the human resources department will contact the candidate
and inform him that he has been selected for the job. In this stage, complete
details of the compensation package will also be made known to the
applicant.
 Acceptance of the offer by the applicant: The applicant should also
communicate his acceptance of the offer for it to be final. Take note that, if
the selected applicant does not accept the job offer and declines it, the
recruitment process will have to start all over again.

Step 5: Introduction and induction of the new employee

pg. 11
 The moment that the applicant accepted the job offer, he has officially gone
from being an applicant to an employee of the organization. The induction process
will now begin.
Usually, the beginning of the induction process is marked by the signing of the
employment contract, along with a welcome package given to the new employee.
The date for the first day that the employee will have to report for work and start
working in the company will be determined and communicated to the newly hired
employee.
However, it doesn’t end there. The employee will still have to undergo pre-
employment screening, which often includes background and reference checks.
When all this pre-employment information has been verified, the employee will now
be introduced to the organization.

TIPS FOR EFFECTIVE RECRUITING

Recruitment is a nuanced process that requires extensive research, thorough

procedures, and finesse in order to produce high-quality hires with regularity. With
that in mind, here are out top-three tips for effective recruitment:

 Look internally before externally: there’s a good chance the best candidate
for your position is already working for your organization. Internal candidates
are already familiar with and contributing to your corporate culture and goals.
Given their past success within your organization, it is reasonable to expect
they will continue to excel in a new position.
 Reach out to “passive” candidates: there is a good chance your ideal
candidate is not actively looking for a new job and will not respond to your job
board ad. Why? Because they’re likely already employed elsewhere. After all,
why wouldn’t your competitors also want to employ your ideal candidate?
Therefore, effective recruiting requires you to look outside of your applicant
pool for top talent. Encouraging your staff to attend industry conferences and
participate in professional organizations; developing relationships with local
university business schools (or other relevant departments); searching social
media sites (i.e. LinkedIn) for strong resumes from candidates who might not
be actively looking for a new job; and encouraging your employees to refer
people they know or are connected to are all important mechanisms through
which to expand your recruitment network.

pg. 12
  Hire the sure thing: according to two authors and experts, you should hire the
person who is already excelling doing the exact job in your industry. Past
success, in other words, is the best indicator of future success.

CONCLUSION

At its core, recruiting is a rather simple concept--it encompasses identifying

candidates and hiring them to fill open positions. However, effective recruiting
combines a bit of art with science. It requires implementing repeatable processes
that will lead to reliable results, on the one hand. On the other, it requires
sophistication to think outside the box in order to find your ideal candidate.

REFERENCES:

 https://www.smartrecruiters.com/resources/glossary/recruitment/
 https://www.cleverism.com/what-is-recruitment/

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 DETERMINATION OF EMPLOYER-EMPLOYEE RELATIONS

INTRODUCTION
• The employment relationship is the legal link between employers and
employees. It exist when a person performs work of services under certain
conditions in return for remuneration.
DEFINITIONS OF TERMS
EMPLOYEE- A person employed for wages or salary, especially at nonexecutive
level.
EMPLOYER – A person or organization that employs people.
CONTRACT-An agreement between private parties creating mutual obligations
enforceable by law.
OBJECTIVES:
At the end of the report, the class should able to:
1. to determine the employee- employer relations;
2. differentiate the four- fold- test;
3 .value the important relationship between employee and employer.
GUIDE QUESTIONS:
1. What is an employer-employee relationship?

pg. 14
 2. How do you determine employee-employer relationship?
3. How do you prove someone is employee?
4. How listening improves employee/ employer relationship?
5. What is the importance of the existence of employee/employer
relationship?
EMPLOYEE-EMPLOYER RELATIONS
• Philippine jurisprudence applies the “four- fold test” to determine the issue of
whether an employer-employee relationship exist.
FOUR-FOLD –TEST
1. SELECTION AND ENGAGEMENT OF THE EMPLOYEE
• It refers to the “choice” of the employer to hire the services of a worker and
his commitment to keep the latter's of his employee.
PAYMENT OF WAGES
• It refers to the compensation that an employee gets for work performed.
POWER OF DISMISSAL
• Is a component of the employer’s power to move or organize employees. It is
a management prerogative whom to hire and /or fire.
EMPLOYER’S POWER TO CONTROL
• It is the most important element it is called “control test”.
• It control the employee with respect to the means and methods by which the
work is to be accomplished.
SUMMARY
• Thus, the maintenance of good relationships is the main aim of employer-
employee relations because in the absence of such relationship” the whole
edifice of industry may collapse. According to the National Commission on
Labor, “ the goal of labor management relations may be stated as maximum
productivity leading to rapid economic development, adequate understanding
among employers, workers and Government of each other’s role in industry
and to the individual way of life on the part of labor as well as management,
sound unionism, efficient institutionalized mechanics for handling industrial
disputes and willingness among parties to cooperate partners in the industrial
system”.

pg. 15
 REFERENCES
• https:www.projectjurisprudence.com/201907/thefour-fold-test-in-labor—
law.html?m=1
• https://emplawphil.wordpress.com/2020/01/13/employement-contract-the
employeremployee-relationship/

RA 7877
(The Anti-Sexual Harassment Act of 1995)

Introduction

• The State shall value the dignity of every individual, enhance the development
of its human resources, guarantee full respect for human rights, and uphold
the dignity of workers, employees, applicants for employment, students or
those undergoing training, instruction or education. Hence, all forms of sexual
harassment in the employment, education or training environment are hereby
declared unlawful.
(Section 2, RA 7877)
Definition of Terms
SEC. 3. Work, Education or Training-related Sexual Harassment Defined.
- any person having authority, influence, or moral ascendancy over
another in a work or training or education environment, demands, requests or
otherwise requires any sexual favor from the other, regardless of whether the
demand, request or requirement for submission is accepted by the object of said
Act.
Objectives:

pg. 16
 At the end of the report, the class should be able to:
1. define what is sexual harassment;
2. identify the grounds for sexual harassment; and
3. classify the different acts of sexual harassment.
Guide Questions:
1. What is Sexual Harassment?
2. What are the forms of Sexual Harassment?
3. What is the classification of acts of sexual harassment?
4. When is sexual harassment committed in the employment/work-
related environment and in an education/training environment?
5. What are the penalties for offenses of sexual harassment?
Forms of Sexual Harassment
Rule V Section 5 under CSC Res. 95-6161
(a) Physical

i. Physical Contact or Malicious Touching

ii. Overt sexual advances
iii. Unwelcome, improper or any unnecessary gesture of a sexual
nature; or
iv. any other suggestive expression or lewd insinuation
(b) Verbal, such as requests or demands for sexual favors or lurid remarks
(c) Use of objects, pictures, letters or written notes with bold persuasive sexual
underpinnings and which create a hostile, offensive or intimidating work or
training environment which is annoying or disgusting to the victim.
Classification of Acts of Sexual Harassment
GRAVE OFFENSE
a. unwanted touching of private parts of the body (genitalia, buttocks, and
breast); 
b. sexual assault;
c. malicious touching;
d. requesting for sexual favor in exchange of something

pg. 17
 LESS GRAVE OFFENSE
• a. unwanted touching or brushing against a victim’s body;
• b. pinching not falling under grave offenses;
• c. derogatory or degrading remarks
• d. verbal abuse or threats with sexual overtones
LIGHT OFFENSES
• a. surreptitiously looking or stealing a look at a person’s private part or worn
undergarments;
• telling sexist/smutty jokes or sending these through text, electronic mail or
other similar means
• c. malicious leering or ogling;
• d. the display of sexually offensive pictures, materials or graffiti;
• e. unwelcome inquiries or comments about a person’s sex life;
• f. unwelcome sexual flirtation, advances, propositions;
• g. making offensive hand or body gestures at an employee;
• h. persistent unwanted attention with sexual overtones;
• i. unwelcome phone calls with sexual overtones causing discomfort,
embarrassment, offense or insult to the receiver
Under Sec 3. of Ra 7877
In a work-related or employment environment, sexual harassment is
committed when:
(1) The sexual favor is made as a condition in the hiring or in the
employment, re-employment or continued employment of said individual,
or in granting said individual favorable compensation, terms, conditions,
promotions, or privileges; or the refusal to grant the sexual favor results in
limiting, segregating or classifying the employee which in any way would
discriminate, deprive or diminish employment opportunities or otherwise
adversely affect said employee;
(2) The above acts wold impair the employee’s rights or privileges under
existing labor laws; or
(3) The above acts would result in an intimidating, hostile, or offensive
environment for the employee.

pg. 18
 In an education or training environment, sexual harassment is committed:
(1) Against one who is under the care, custody or supervision of the
offender;
(2) Against one whose education, training, apprenticeship or tutorship is
entrusted to the offender;
(3) When the sexual favor is made a condition to the giving of a passing
grade, or the granting of honors and scholarships, or the payment of a
stipend, allowance or other benefits, privileges, or considerations; or
(4) When the sexual advances result in an intimidating, hostile or offensive
environment for the student, trainee or apprentice.

Penalties For Offenses of Sexual Harassment

Sec 7 of RA 7877
Any person who violates the provisions of this Act shall, upon conviction, be
penalized by imprisonment of not less than one (1) month nor more than six (6)
months, or a fine of not less than Ten thousand pesos (P10,000) nor more than
Twenty thousand pesos (P20,000), or both such fine and imprisonment at the
discretion of the court.
Penalties For Offenses of Sexual Harassment
Rule X Section 22 under CSC Res. 95-6161
For grave offenses:
1. Transfer or demotion in rank or salary from two to three grades or fine in an
amount equivalent to six (6) month salary; or
2. Suspension for one year; or
3. Dismissal, at the discretion of the disciplining authority.
For less grave offenses:
1. Transfer or demotion in rank or salary of one grade or fine or suspension not
exceeding six months; or
2. Fine not exceeding four (4) months or suspension not exceeding eight (8)
months at the discretion of the disciplining authority.
For light offenses:
1. Reprimand or fine or suspension not exceeding ten days; or
2. Fine or suspension not exceeding twenty days; or
3. Fine or suspension not exceeding thirty days at the discretion of the
disciplining authority.

pg. 19
 SUMMARY
The State values the dignity of every human person and guarantees full respect to human
rights. Therefore, sexual harassment is recognized as a violation of human rights, morale
and efficiency in the workplace, violates the merit and fitness principle in the civil service
and creates a hostile environment in the education environment and workplace which
adversely affect productive performance.
References:
• Retrieved from https://www.officialgazette.gov.ph/1995/02/14/republic-act-n0-
7877/. Retrieved on February 22, 2021.
• Retrieved from https://www.ombudsman.gov.ph/. Retrieved n February 22, 2021.
• Retrieved from library.pcw.gov.ph/Home » People » Gender Sensitivities » Gender
Statistics/Q & A: Sexual Harassment Cases. Retrieved n February 22, 2021.

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