So, which leads me to the next question, and I think this is the key of striking, you know, or at least one of the keys of striking that balance, which is what metrics should HR leaders track to know if they are getting the balance right? And what metrics suggest talent acquisition and talent development are becoming disconnected from one another? All right.

So, I...

I love metrics.

I love measuring.

I spend a lot of time in the performance management and change management space.

And when I think about metrics, I think about internal mobility and promotions especially.

But one of the things that I hear often, especially I have spent much of my career in the onboarding space, is everyone wants to measure time to productivity or time to performance.

Like I think it's it's all tied together because they are just so very much looking more at the specific skill as opposed to the investment into the organization as the greatest way that they can contribute.