Good afternoon. Let's get started. My name is Ricardo Hausmann. I'm the director of the Center for International Development at Harvard University. And it's a pleasure for me to be here moderating this panel on Latin America's demographic dividend and the opportunities to invest in in our people, which is our greatest asset. Latin America is benefiting from the demographic bonus. That means that fertility rates have declined precipitously over the last 20 years, which means that the rate of growth of the working-age population today is significantly higher than the rate of growth of the total population. That means that there's more people of working-age relative to children. And that means that out of the labor force there are more people of working-age and that out of the total population there's more people of working-age and because there are fewer children there's also much higher female labor force participation. So that means that there are potentially many many more people working and fewer children. That means more work per capita, but it also means the capacity to invest more in the children because now we have two parents earning salaries to support fewer children and consequently better able to invest in the education of their children and what's true at the family level, it's true at the national level, there are more taxpayers per student. So we can invest more in the education of our students. Now, the truth is that this has been true for over two decades and we have benefited from that demographic bonus in whatever measure we have. Okay, I'm not going to qualify it whether we've done great or not in the last two decades, but it is what it is. It's not a new phenomenon, but it's a phenomenon that will only be here for maybe two more decades and after that we will get older and things will get much much harder. But there is a fundamental puzzle in Latin America that I would like to illustrate by comparing Brazil in today with the UK in 1960. Brazil today is more urbanized than the UK in 1960. Brazil today has a labor force with more years of schooling, 7.2 relative to the UK in 1960, which had only six years of schooling on average. Brazil today has more university graduates, more than twice, two and a half times more university graduates as a share of the total labor force, than did the UK in 1960. So it's significantly more professionals. 5.7% of the labor force in Brazil are people with university education. Brazil today can operate with a technology that is 50 years more advanced than the technology of the UK in 1960. So Brazil should be doing marvelously. And today GDP in Brazil, GDP per capita, income per capita in the UK in 1960 was 140% higher than it is in Brazil today. So with more urbanization, more education, more university graduates, and 50 years more technology, the UK was able to achieve 140% more of income than Brazil is able to achieve today. So that is an important, and this is not about Brazil because I can do the same calculations with Mexico or Argentina. It's a general phenomenon. It's a big puzzle. Why is it that we have invested in all of these things? We have gone through all these transformations and we don't see the effects in terms of productivity per worker or income per capita. In fact, at the global level, in 1960, the countries that had six years of schooling of their labor force had an average income per capita of $10,000. Today, the countries that have six years of schooling of their labor force have an average income per capita of $1,000. So everybody has become more educated. People are not getting richer. So that's the puzzle we have in front of us. What it is that allows countries to progress, to make their people more productive, and what is the relationship of that to things we're doing which might or might not involve schooling. So to help us understand these issues and to set the stage, it is my very honor to present to you President Laura Tinchilla, who's a president of a country that is highly admired by all of Latin America and the rest of the world, because they have seemed to be doing things marvelously well in a context where it is very easy to mess things. So without further ado, President Tinchilla. Good afternoon, and thank you very much Ricardo for that generous introduction. In reality, talking about the panel, I have no doubts that we will find, many of us will find the answer to the dilemmas that Ricardo has introduced to us, and I don't really want to add, but just few key words about the big topics that we have to answer in our region that it will ask a question, and it's how Latin America could get the best of their demographic bonus. Obviously, a lot has to do with experience, Costa Rica, for example, and also with some of the challenges that we have, that we still have to solve. We have five minutes, only, and I have to summarize this. Without a doubt, Latin America, as I always said, it is a very rich continent, and in certain areas, natural resources, productivity, and the land, the climate is very favorable, but when I am talking about the richness of Latin America, I am talking about that is a continent of young people, and there is no more wealth than precisely the human capital. We have the possibility to lose that wealth, and we will never be able to replace it. If we don't invest in the human capital, and we forget about it, and that great potential of young people is lost, that doesn't mean that results are going to be neutral, but it's going to be, we will get behind in our development, unemployment, poverty, violence, that it has been part of the drama of Latin America, that it is one of the worst in the world, and all this is contemplated in the lack of opportunities of younger people that are part of the criminal problems of our region. And the other option is to decide to do something with that wealth that we have that is our younger people, and there is where the challenges are of how to invest in that human capital, that without a doubt it is, it has a great potential in Latin America to grow and to develop, and beyond that, beyond the political issues that has to do with the generation of human capital, and that's the key word is education. We have to recognize that we have had improvement in this area, particularly in education, and to help our kids not to leave the schools at the investment, thank you to programs as transference, and that the children would stay at school, and we also see a more determination in Latin America to invest in education. In Costa Rica's case is a very good example, we have reached 7.2 percent of the GDP in public education. That's not enough, and that's what Ricardo was talking about, if we are investing more, why the results are not the best, and why we are not generating the wealth that we should be finding. In our case, for example, there are two important issues to take care of, one is how this education is not enough to say how many kids are graduating, and it is also from what areas are graduating children, and there is where the discussion is how to give incentive to the children in certain areas where Latin America has great challenges to improve the productivity of the economies and innovation, that is a negotiation and a discussion with universities, but also we can do something if we can introduce reforms from the high school education, implementing more better effective methods through math, through learning the Spanish language, how to improve, how to make it more attractive, the sciences for example, how to implement the curriculum, the academic curriculum to introduce the technical formation of the learning of the third diversified cycle. So if we are making those changes from the high school, what we're going to get as a goal is a new generation of younger people that it would go to the universities to reformat their offer, and we have students from the university that they would continue offering careers that they are not according to the development that Latin America is looking for. The second point is the quality of that education, and I do not have any doubts that Latin America, if it doesn't decide to graduate the best ones, we are in a position that the education in Latin America is not the best one. Eight or seven nations that we have been evaluated in the PISA approvals, we have found that those are the things that we have to maintain, and when we see those qualifications in areas like math, reading, sciences, all those topics where in reality we make the difference, within 20 countries, we are behind five years in schooling when we compare ourselves with the education in Shanghai, for example, two years behind two years when we see the average in OCD countries, and we have to look for mechanisms of evaluation that can tell the government and to tell the populations if we are improving or not, and to end beyond the challenges that we have in education to invest more and when we talk about more quality, we would like to talk as a positive issue, that revolution that we can do introducing digital technologies in order to improve the education, such as the connectivity, the infrastructure, the quality of internet, it is also the content and the digital revolution can allow us, the countries, to be closer, faster, and to reach the development that we would like to get, and to finish as I was saying, basically we have also two challenges, post-education, and one is to retain the professionals that has a lot to do with the labor market, and with the formation where also we can introduce the topic us in a way that the graduates not only would have the possibilities to find the employment but also to generate through systems of innovation and businesses to improve the productivity, so all those resources that we have invested, we come back as a wealth to our countries. So we heard relevance, quality of education, retention of talent, very important messages. Thank you, Mrs. President. So now we'll move to our panel, I'll present each one of them as we go along. I'll start with Monica Flores. Monica Flores is the Regional Managing Director for Latin America of the Manpower Group based in Mexico, and the Manpower Group is very well known for the fact that it does surveys about manpower needs, and it helps companies sort their manpower needs. So in some sense, it's an excellent observatory of the problem we are addressing, the skills gaps, the skills needs, the ability of corporations to find the talent that they need. So why don't you share with us what you've learned through your surveys about the nature of the skills problem in Latin America. Okay, gracias. We do look for talent for the organizations. This experience gives us from the first hand the needs, the abilities or competencies that the clients require from different sectors in all of the regions, and different size companies or enterprises. Every year, we carry out a survey to look for talent. We define talent as the person that knows how to do something, that can do something and wants to do something. We call this people, of course, but not with the adjective talent. Now seeking for talent, that is those that can and want to, considering also this difficulty where we have thousands of vacancies per month where we don't cover with the sufficient speed that we want to these vacancies, we conducted this survey, and we asked 60,000 decision makers in Latin America, 25,000 of them were from Latin America, and we asked if they had difficulties. For example, Brazil, 68% said that they do have problems to fill in their vacancies, and then Argentina with 41%, Costa Rica with 40%, Mexico and Panama, 38%, Guatemala, 30% and Peru, 28%. If we compare this with hiring expectations where we have a different survey, it's actually the exact opposite. The higher the difficulty for covering vacancies, there is less hiring expectancy. And so what we have is perfectly clear a lack of balance between offer and demand. In some forums, for example, they say that's false because there's a lot of talent available. No, what we have is a lot of people trying to find a job, but those people do not have the skills and competencies that the world requires. And so that's the challenge. How do we tie these together? And it doesn't just have to do with a university degree. Every time it's less important for recruiters if you have two PhDs or if you graduated with honors or the name of your school. What matters today is for you to have the required competencies to be able to send the rhythm of technology, as Madam President mentioned, or the rhythm of the enterprise that is in a very competitive world that has to respond to its customers quicker and be innovative. And at the end, create revenues in the case of the private sector. Thank you very much. And thank you for managing time appropriately. Secondly, Javier is the Chief Economist of Corporacion America. Corporacion America is an organization that builds and manages a bunch of airports throughout Latin America and the world, and is engaged in building this important tunnel, railway tunnel between Argentina and Chile, and is a very significant organization that manages extremely complex things for which they need a lot of talent, a lot of people who are able to perform the complex services that that company needs. Javier is also an academic, a researcher with over 50 papers published, and so I would like for you to share your thoughts as to what are the skills gaps or what are the difficulties that you face in terms of the potential for growing your firm or the rest of the society. Where are the skill shortages? In general, when one talks about the Argentinian case, what one finds is that there are very capable people, people that when they go out of the country are very successful. But however, locally speaking, they might fail. And so there are some issues. For example, the first one has to do with the role of public education. For example, when one sees the result, you find that every time the formation or the training from the private sector is most important. For example, the first myth that needs to be corrected is for the public sector to say that's not true. That's false. For example, the private sector in education generates what the market demands. However, the public sector, as its sustainability and results, do not depend on how successful they are in the placing of professionals in the market. They dedicate to the formation of professionals that leave outside of the scheme of reality. A good example, for example, for instance, in the case of Argentina, we can say it's of our minister of economy. We have an economist who has graduated with honors, with all of the honors, but with a Marxist profile. And four years ago, the economy has not launched out with the best performances in its history or with the best exchange history. An economy that has to have been growing at seven, eight or nine percent is currently debating on if it's not or if it is in crisis. So depending on the needs of the market and what the market dictates, well, clearly it's satisfied by the private sector. And so there is an issue of how this system generates the signals and how it internalizes it and produces what the market wants. And so I think that it's an interesting point, especially regardless of when you were talking about the case in Brazil and the comparison with what England was and its equivalent, we have to consider if the education that we are generating is an education of quality because you can have many years of schooling and nonetheless you don't have good output. Why? Because the trainers are not good and you also have to consider the assessment of who the trainers are because you can generate a great university full of Marxists. And when you prepare a minister of economy, then it's going to have a different impact to the economy in the country. And in my country, that happens in different levels. Because of the labor force, it's the skills of the policy makers. That's where we are having trouble in Argentina. So thank you very much. Now let's move to Humberto Luis Ribeiro, who's the secretary of the Ministry of Commerce and Services of Brazil. Let me ask you, Brazil has made enormous efforts over the last 20 years in trying to improve its educational system starting from a very low base. But Brazil has been much more exemplary in terms of labor training. And it has very, very sophisticated labor training institutions that fall under your mandate. How is the system of labor training able to generate or not the kinds of skills that the economy is demanding, that the economy is needing? And to what extent it can compensate or complement whatever is done with the educational system? Thank you, Ricardo. Thank you, everyone. Well, first of all, let me come to the point comparing England and Brazil, which also refers to all other countries in the world. I think we're living on a running belt right now in terms of competitiveness. So by doing the same thing you did yesterday is not enough to keep your status quo today. So that creates for us a sense of urgency, but also in case of Presidenta Dilma in Brazil, a sense of ambition. And in that sense I would like to talk a little bit on how we're doing that regarding labor skills, but also some other initiatives. But coming to one point, which was very remarkable to myself in my personal life when I was like a teenager, I come from a family of farmers in the Midwest part of Brazil. And I saw my grandfather and my uncle having a discussion regarding one of the employees at the farm that he did not want to engage in all kinds of work, all kinds of tasks at the farm, because he was already trained on bovine fertility. So he could not take the risk of scratching or hurting his hands because of that. He was like a lab worker. And the decision both of them took at that time was to train all the employees from the farm. So it was like 45 to 50 people being trained. Today three of them are veterinarians. So they went all the way up to a graduate level. And even one of them is providing services to Africa today on that expertise. This is like 30 years ago. So we saw the revolution of productivity in Brazilian protein, not only in cattle, in beef, but also soybeans and other sources of protein. But this was just to refer that that specific thing in my personal experience, and I'm sure everybody has many other cases similar to this, provided me the faith on education, on how can education transform not only the region, not only the supply chain, but also the life of each specific individual. So this is how we believe that we should have the provision of opportunity to everybody and share the results based on the merit of each individual. So that are some of the pillars in our, the values that were employed today in our day-to-day activities. Brazilian government has decided to do, to tackle the challenges of labor skills together with the private sector of the country. And that is embedded, that is one of the pillars of the Plano Brasil Maior, where myself, I'm in charge of one of the blocks of the Plano Brasil Maior, where we have direct relationship with 67 national associations. So representing businesses and also labor forces, asociações laborais, so they represent the employees also. And together with them, and of course the Ministry of Education and Science and Technology of Brazil, we're providing different opportunities coming from the basic technical skills training, which is called the PRONATEC program, where we ramped up from 1.3 million people being trained per year in Brazil. We reached now more than 3 million people already being trained. And specifically on resources provided with the new program, we have reached 5.6 million people inside the Plano Brasil Maior, trained in the last three years. So this means that people trained directly under the requirements of the competitiveness of our private sector. So we must reach 8 million people. That's our goal for this year. We have a problem with retention even with that, because employment rate is very low in Brazil, and I mean business must be doing a good job, but they're even hiring people before they finish the program. So right now we're even worried, I mean it was too successful I would say in that sense, because even before finishing the program, the companies are already hiring the students. But not to stop on the technical skills. President Dilma also addressed one key point for us in the strategy of the country, which is the relationship with very high-level skilled professionals, mostly on the technical layer, IT, engineering, and the new economy, let's say, profiles, but also the integration of the country to other cultures, other nations. So our president designed this, the Ciencias Sin Fronteras, Science Without Borders program. Harvard University is also part of that program. We're very happy to do that. But many others, 40 countries, I'd like also to thank President Atintila Costa Rica is one of our great partners on that program, also hosting Brazilian students that can develop their postgraduate studies in foreign countries and then come back, not only with the skills, the hard skills, but also of course with all the cultural and the friendship developed in a few years spent abroad. So in that sense, it's a little bit of the programs in place. Brazil, total numbers in education on primary level, Educação Básica in Brazil is around 50 million people enrolled today, and in graduate level studies, Educação Superior, we have around 8 million people, both public and private sector providing the education. But one point I would like to mention to close this initial remarks, which is related also to the burden and the taxation on labor. This was a key issue for us when we started the Brazil Major Program, and this was addressed with a labor, I would say, a tax reduction. In fact, it was a change in the way that we taxed labor force in Brazil. So we have changed it from 48 industries, different sectors in Brazil, different supply chains in the country. We have changed the taxation from payroll to revenues. So mostly those that are labor-intensive segments. So this would, before, prevent entrepreneurs from hiring more people. Now, I mean, that is not an issue anymore. If they need people, they will not think about what is the tax burden on that. They will bring in the talent. If their revenues are not growing, they will pay the same amount of tax on those supply chains. I mean, this is just to provide an overview of what is happening together with us. Thank you. Thank you very much. Peter Beshar is the Executive Vice President and General Counsel of MMC. MMC is a corporation that owns several of the most important companies that help large corporations manage their labor force, among them Mercer, which helps them find talent, manage pensions, manage health and so on. We have talked a little bit about education. We've talked a little bit about labor training and other things. But I would like to ask you about another aspect of managing human capital, which is the issue of health and well-being. Is this something that companies should do because of corporate social responsibility, or is there a business case for worrying and managing health care issues? Thank you, Ricardo, and good evening to all. It is a couple of metaphors to just speak about the demographic profile of Latin America. First, a Christmas tree. Second, a lollipop. And then third, a pear. You're wondering how I can possibly bring these three concepts together. The traditional view about demographic profiles was that the best was really a Christmas tree at the outset, that you had the greatest number of people, the greatest number of workers throughout the society, supporting a relatively small band of older individuals at the top. And what's happened, as many folks know in the United States, in Western Europe, and interestingly in countries like China, is that Christmas tree is becoming more like a lollipop, where there are many more older workers and a much smaller base of younger workers to support that. When Ricardo spoke about the demographic dividend that exists in Latin America, it's really because the Christmas tree has become something of a pair, where with declining birth rates at the base, you have fewer younger people, children essentially, and then a relatively smaller group of senior citizens at the top.  So that is an incredible opportunity for Latin America. The median age in Latin America is 34. By contrast, in the U.S. and Western Europe, it's a good bit over 40. So that's the opportunity. And the question is, what does the region do with that opportunity? The other speakers have been quite eloquent in talking about the importance of education, obviously experience, to address the skills gap. And our company, Mercer, which is really in the talent business and delighted that we have some of our colleagues here from Mercer, they've done extensive research together with the World Economic Forum, and it's in the fairly fat book that is on a number of your seats. And one of the main takeaways was that those countries like Costa Rica and companies that focus on health and wellness together with these other elements that are critical are actually the ones that are thriving, and that they're not simply reducing their health care costs, an important component, to free up funds to put into education and some of the programs that Umberto spoke about. But it's also tangible progress in improving your productivity, so that if your workers are, have more energy, they have greater concentration, they have greater resilience when lousy things happen, these are the ones that are really able to seize the great benefits of this demographic dividend. Thank you very much. So let's, I'm going to respond a little bit to some of your comments. So I'll start with Monica. Monica, President Chinchilla said that one of the problems with our educational system is that we are training people in activities that are not very relevant, not very pertinent. Now, you have information about what are the positions that companies have trouble filling. And I'm sure that me as a parent, and many parents in the audience would like to know what to tell their children about what are the skills that are in great demand that companies are having trouble with. Where should they focus their attention if we want to have education that is pertinent? What are the jobs that are hard to fill? Let me answer the question in two parts. We have to promote certain careers or studies and un- incentivize others. But we have to develop competencies like autonomy, teamwork, and different skills that all of the people here present to know about, because these are the ones that are going to allow you to relearn and to unlearn so that you're at the rhythm of the day-to-day world in technology. Even if you study nowadays the degree that is most damaging and what is most convenient to you, it's going to be obsolete in two years. So you have to keep yourself abreast and learn throughout your entire life and also unlearn. But also it has to do with the parent's culture because we have been educated, especially in Latin America, to think that a university degree is what you have to do and that university degree is going to be hanging in the living room and the lawyer, for example, in the informal economy is going to be frustrated and looking for other things to do because they can't find a good position. Now to call this I wonder what the people here present says that your daughter is going to study nursing or when your son says he's going to study plumbing. When your son says I don't want a degree, I want to have a specialized technical degree, I don't want a bachelor degree. For some of us it would be difficult to support our children in these decisions but it's the most accurate because in the positions that are more difficult to cover, according to the survey that we have which are 10 different ones, it varies per country in Latin America but they're the same 10 for second third place but they're always the same 10. The most difficult ones to cover is the technical areas. The second is sales representative speaking about even beauty products all the way to financial services but in our culture sales is something that I do in the meantime as I find a significant job and sales is not something that you're taught in a specific school. The third point is engineering and nowadays in Mexico we produce more more engineering than ever before but they don't speak English, they don't know how to work in teams and they don't know how to solve social problems and so as we are able to remove that myth that we have to have a university bachelor degree and we're able to promote the study of technical degrees and to have a value of educational institutions not by the number of students that they have but the number of formal employees that their graduates have and also how much money do your alumni make or in what field of science or world sphere are they in are they in a formal economy or an informal economy because in the end this issue of investing in human capital yes we can seek to have the position of everyone having a job but look at the word formal. Latin America needs formal employment to make this engine push forward and generate richness. I also want to mention that we still have positions in manpower that are being demanded and we don't have careers that exist for them for example plumbing or internet flow administrator, content administrator that didn't exist. Now the important thing is for you to develop the capacity in the young ones in order for them to learn different things things that they're not going to learn from teachers or from parents or they're not going to be able to go to a training course in an institution for that and when we break the schemes of the traditional education systems and we promote the capacity of cooperation innovation and questioning asking the right questions in Latin America we're very obedient what the teacher says then that's what it's what it is and so when we actually have this new scenario we're going to have a society that is focused on knowledge and innovation thank you very much. Pardon me because I actually skipped Claudia. Let me just go for a second with Claudia. Claudia is the director for social innovation and president of Belcor. Belcor is a company that through direct marketing through direct sales sells beauty products the product of a belleza so I founded that company she's called Belmont and bell bell bell bell core belleza so it was in the name it was in the name I can see but you do it with so you have a massive labor force of direct employees about 15,000 I understand but you have hundreds of thousands of women that are selling door-to-door your products so for you the management of human resources must be the core the core of your business so why don't we share with us what does it mean to manage talent in Latin America and manage female talent in Latin America. Belcor in reality feels that their strength is their people and to invest in to develop the capacity of their people we have this development we have a question in every year with new collaborators with the development and that means the success of Belcor and how are they ready how do they feel that they have a space where they can develop themselves and to grow on a personal basis and professional basis and through the years we have over 90% that is shown in the last years we have been gaining that replacing to work in the Latin America and on individual basis in Belcor we have more than 10,000 people that we have the administrative we have the sales force and operators and we make our manufacture our own products in the administrative part we have two years ago the university corporate university Belcor than in reality more than to be a school and innovation and the capacities and training and give marketing courses what we focus mostly is the leadership and culture for us the most important in a collaborator is to that their values are similar to the company it goes hand by hand as we were saying that an employee feels that he that we are concerned of their well-being and that in reality that is the most important for Belcor and in reality we focus in that leadership company and in 15 countries that we are for the sales force we have more than 2,000 women that are in charge of that million of women that sell our products and due to them that we are developing them and we have a sales school that we put into practice in the 15 countries and we get to it three times a year in order to promote their what are the best sales practices and we also have in reality a very innovative method and to certify them and the operators we have about 1600 operators that were 60 percent are women for us it is very important to develop those women and to create a we created a program that is an internal beauty where we have topics that go beyond the day-to-day operations as they said they are very domestic violence and we also touch family problems and we are very concerned about their well-being and the consulting group that there are more than a million women that thank you to Belcorp we that they have their own business and due to their beauty products they get an income and today thank you to internet we can reach at least we hope to train all these people and we have a platform that we are developing to 300,000 and we are concerned about their personal development of those women and we do that day today and so that they can be motivated that they are concerned and we also have psychological services and through the internet and digitally we really hope to reach them and lastly we have a foundation that is also focused in them provide technical help to the girls of our consulting women group and lastly we have a program that is called great women and alliances with universities in different countries to develop a course of three months where our consulting group could take that course for three months and we talk about self-esteem about training and sales and they are 18,400 graduated in the 15 countries that we are. Thank you very much. This is a question for Mr. Ribeiro. In 2006 I was asked by the South African government to lead a team of Harvard and MIT professors that would help them with their economic policy strategy and we took a picture of the team with the cabinet and President Tawain Becky at the time and when I saw the picture I realized of all the Harvard and MIT team there wasn't one professor who was born in the United States of America. There was not one and then let me to think that Harvard and MIT think that you cannot create an excellent institution with a talent that is born in a country of 300 plus million people that they need to source themselves globally. Now in Monica said that the country in Latin America that has the toughest time filling vacancies is Brazil and you know right now you have an economic catastrophe in Portugal and in Spain and so on there's plenty of talent in the world that are looking for jobs. Is it too controversial for Latin America to think that a very aggressive immigration policy is a way to solve the talent and the skills constraint? Are we shooting ourselves in the foot by restricting and regulating immigration and the number of foreign-born that companies can have? I don't think so. The point is that this should be looked not this should be looked as you're mentioning right now as a long-term strategy as a structural alignment between countries. We have had this discussion before in many different supply chains in Brazil and for many of them the level of flexibility is very strong but some of those the risk provided not by the government. This was in deep research and in alignment with the local private sector in Brazil the risk was that a systemic competitiveness would be put you know somehow at risk. I would mention for example engineering so I'm a civil engineer and in that sense what we were looking for and the countries mentioned are some of the you know traditional partners from Brazil like Portugal and Spain was that we had the reciprocity guaranteed in the long term also for Brazilian civil engineers also to provide services you know when needed to those countries. This was not you know on the table at that time there was no condition for them to to accept that. Nevertheless foreign companies are operating you know in a free environment in Brazil we were in charge of transforming even the regulations for Brazil for companies to operate in Brazil and in Brazil we have foreign companies registered in the country with equal conditions to Brazilian originated companies so there's no difference between both of them and including for example engineering we have many major companies both from Portugal and Spain operating in Brazil so regarding professional certification recognition from one country to the other there are these kinds of still misunderstanding between the countries which should be taken you know in my personal opinion the approach should be in a long term not in a short term you know just to solve these or that specific opportunities or crisis in some places. Brazil similar to all the Latin American countries Brazil was formed our culture was formed through immigration America was like that so there's no reason for us to neglect this this history that we have we only must take care of all the professional developments that we have achieved up to today if it's both hands both both ways it's good for us another just to to set another example right now even with an initial I would say an alignment with the local professionals we decided to import I would say like that on the services trade nomenclature to import the talent from foreign doctors to Brazil so thousands and thousands of doctors are coming to Brazil from 40 different countries despite what the media say sometimes which is basically from Cuba that's not true they're coming from including Spain and Portugal they're coming from everywhere to help us you know achieve better health care in the in the Brazilian system so I mean it's a case by case and if it's on a long term approach then we're we're happy to partner with with other countries thank you very much Javier let me ask you you mentioned in your first presentation that Argentines abroad sometimes perform very well but they have trouble performing well in the country because of skills in other parts of the society but let me ask you about the migration question your group is a multinational group and and you have to operate in different countries and in different environments how different do you find the different environment in terms of the skills a requirement and how easy it is for you to source those skills needs globally we are in many countries we are in Argentina Brazil we have the project of the train we are also in Italy and Armenia in some cases basically we work with experts that have worked appropriately in the country or in certain business areas and the strategic aspects are worked by those that have had good performance and on the other hand some tasks are outsourced so you have a mix there are some tasks that are very very strategic and perhaps you keep those within your core group those are the people that understand how the business works and they're the ones that set the business in different locations and so it's almost like you're exporting the model and then some tasks that are not strategic ones then you can outsource them or hire them and in some cases in the interaction you develop important partnerships and the partners also support because we don't go by ourselves in every location in a lot of locations we develop partnerships with local companies and that allows you to multiply talent so you have an advantage in a scale an economy of scale but also in scope so you have a synergy and you take your experience as well as the local people and you put it together and you get to a new level of knowledge that allows you to generate more productivity and therefore better results Peter in a Mercer is a an MMC is a global company and you have you're looking at overall management of all aspects of human resources in many many different dimensions you have many customers in Latin America how are your Latin American customers different from your customers elsewhere what are the headaches that they have that others don't have and what are the blessings that they don't are not even aware that they have thank you Ricardo we are in about 130 countries around the world and so it's a fascinating management challenge to try to adjust the HR practices based on whether you're in Africa the Middle East Asia or Latin America just a couple of quick examples because I think Monica and Claudia were quite articulate in talking about the skills gap and how you can do some training within the workplace to try to build those skills up so for example in Saudi Arabia there's something called saudiization the Saudi government very much wants a company like ours to hire a greater percentage of Saudi nationals at the same time the population base doesn't necessarily have the skills that we need in our employment so we started something called the marsh academy within Saudi Arabia where people will come to us at the age of 18 years old typically not going to college Monica and spend 18 months with us at very very low pay but learning basically the skills of what the in this case the insurance business actually occurs and the government's been very supportive of that because they think that that helps solve an issue for them in China we've done something very similar again an 18 month program umberto if you'll indulge me to give a quick story about Brazil the labor laws in Brazil for abundantly good reasons are pretty strong pretty protective of the workforce because the government is trying to do right by the people in Brazil which is perfectly appropriate when we try to have dialogues however Ricardo about bringing people on at a very low wage rate and not necessarily giving them all the benefits that a full-time employee who has perhaps a college degree has it's a little bit more challenging in some areas including in Brazil okay thank you and Monica in you told us what you do for your labor force for your workforce but you didn't tell us exactly how would you rate the quality of the workforce before you start improving their skills how would you say is what is in in your experience how appropriate is the set of skills and and learnings that people have when you hire them before you improve them well i i i i meant i meant claudia sorry i meant claudia i was looking at claudia okay what happened with claudia is exhibiting tremendous patience here Ricardo well what it's required for us at least in belgour the basic that we look for and from there we can start working is passion i think that without passion it's very hard to to train to motivate and at least what i found in in latin america and especially with women because for us we have 74 percent of our workforce is women there's a lot of passion and i'm willing to to learn to work to put so much effort into making things possible and if we go to capabilities i i do think there is a gap and and we've heard it throughout our panelists that definitely education in in most of the countries that we're in it's not up to par to education around the world and what we're trying to do with universidad del corp that that we've is together with universities in in latin america try to teach and bring training experience into belgour but definitely if you start with what we call la materia prima that people really want to do good and and try to learn and are motivated to keep learning and to develop i think from there you have a lot to work with thank you very much well with that i'm going to open it up for the audience to have some questions if if you don't raise your hand quickly i'll ask my own question so yes please in front here can you can you briefly just state your name and where you come from my name is patricia more and with american or lines nexus magazine and my question goes for mornica floris because you first opened talking about the salary the what the salary the how you pay your employees can you please explain to us of those people that you cannot find has that something to do with the salaries that you were offering to them okay so so we'll we'll we'll answer later when we have a final session so we'll collect some questions and then we'll go out so remember the question okay um other question from the audience right from here there sir okay back there okay good okay a question for the brazilian representative mr riveiro who mismo salaria y también somente una cosa también gostaria de saber a su opinión sobre a medida provisoria que un lobby da luisa trasiano quiere introducir para copa del mundo para ahora en brasil donde parece que parece que quiere introducir una una medida para que los trabajadores posa intercontratos de at 14 días en cartera sin nada voltando para o que sería un século de previo a ley aurea en un brasil muchas gracias aquí adelante Ricardo you gave the example of harvard and miti sourcing from much beyond everyone is of course in favor of innovation and entrepreneurship that one's going to be against it but what are the soft skills and the policies that would allow countries chile has done some of this to actually be places where you could convene even beyond the identified needs now and actually be complimentary and if any of you have actually worked on that of thinking how you bring entrepreneurship and innovation pulling broader than latin america okay there's a question back there hi i'm gina bedenok i'm a young global leader and i wanted to ask all of you if you've thought about the way the recruitment system is working now are you asking the right questions to find the talent very good aim we have chance for one more question here up front here from india okay so husband you talked about the immigration of talent and you spoke about the fact that brasil can bring talent you know easily uh one of the questions i had is across latin america if you look at the talent pool especially for knowledge services you don't have to import people but you can actually export work but brasil i don't know what brasil is doing about it but obviously has a huge import uh tax if you actually export source services outside brasil now if you look at therefore the largest opportunity that exists today just like us has outsourced to india and to philippines and what have you what are we doing about across latin american countries look at the knowledge services space look at what talent exists and how do you therefore leverage talent where they are and create employment for them for the countries which require it or the you know businesses that require it where were they are located thank you very much so we now have five minutes left and we have five people in the panel so i'm going to ask for one minute interventions where you are free to answer the question that was asked to you or uh you know the ones that are too difficult uh you don't so i'll start with um monica i'll do my best uh it doesn't necessarily have to do with the salary we offer market salaries it's more expensive to have an opening than and that you cannot fill instead of not paying a salary now recruitment before you used to ask how um what did you study what are your plans the next five years now you have to look in the social media what reputation they have what contents they have created for the social media their results in previous experiences and if they have professional practices and so it's a lot harder to find an appropriate candidate with the soft skills that are required because not all of the evaluations are perfect and now not only are you interviewing the candidate the candidate is also interviewing you and they're also researching you in the social media what you said if you're congruent if you have social corporate responsibility if the ceo is congruent between what they do and what they say and looking for transparency you know i just want to close with the topic of the this panel the topic is to invest in human capital and it's good for us to speak about education and to think about the youth but for us to create um substantial leadership change and uh train the next generation leaders we have to invest in our own training because we are not understanding how to speak to the youth and to teach them what they need to know in order to be able to generate an important talent strategy okay well first regarding the the the doctors from Cuba i'm not the expert on that topic it's not my my duty at the government but what i know is that as far as i know is that the program in brazil defines specific conditions that each and every country of origin from the professionals they have the same total cost for the brazilian government and the brazilian government does not retain any part of that it it in case of cuba i think there's another institution uh related to the global health uh uh structure that hosts that payment for cuba this uh based on cuban government uh requirement this is not a brazilian government requirement at all uh but of course uh we're hosting our cuban uh brothers and uh i mean they're being treated in brazil as far as we can brazilian people are hosting them uh as friends and as uh uh dear friends uh the second part of your question uh just yes okay regarding the retail yeah so uh these these are ideas they come across us every day we have over almost 600 congress people in brazil so ideas come through the congress of the country representing the people of the country every day when they report something related to retail final services uh i mean services overall they will address this to our ministry so we're we're gonna analyze that uh to our technical extent uh the point is that uh what we're really discussing with the retail uh companies from the country is how to modernize our labor requirements uh to to become a little bit more flexible for uh non-traditional working hours because in brazil uh we mentioned that it's uh horario comercial is the the local tradition uh translation for working hours but for the retail services uh working hours does not mean from 8 to 12 from 2 to 6 monday to friday we go to bars and restaurants we go to shopping malls to supermarkets out of that so-called working hours so some kind of special attention to those services that are providing services to us as citizens on a day-to-day life this should be addressed uh in my point of view as soon as we can regarding offshoring uh our friend uh which country are you from sir india okay uh we'll be hosting the the bricks uh president duma is is this year she is the the head of the bricks uh meeting and we're hosting the bricks meeting uh this june uh i'm sorry july in fortaleza city in brazil we're very happy to host uh all the delegations uh to brazil but uh the point regarding exporting services is on my direct uh interest also in the country so uh in brazil the tradition is to have uh agriculture policy and manufacturing policy i'm sorry for the time but i'm closed this very soon uh and manufacturing policies uh what we have changed structurally with plano brazil maior is that we now have also the services policy in brazil so before that uh the the incentives to import services are even higher than to export services from brazil so this prevented the country from becoming an offshore platform uh i don't know which company or or institution you you come come from but uh you may uh be acquainted to that in brazil uh so right now we're in the middle of this transformation this initial structure for services exports from brazil and the relationship to other export platforms of services uh was presented to wto this last september uh and india was one of the countries that we we have a structured relationship from that point on thank you thank you very much unfortunately our our time is up in i would like to summarize by saying that that in america as we started saying has a great opportunity it's had it for a while it hasn't done as much as it could have there are many issues on the table uh peter basher mentioned the idea that training people in in company is a great way of addressing labor force issues our current labor laws don't facilitate it we don't need necessarily to change the labor laws we may need to subsidize that training by compensating for these extra costs that the labor law generates i think that there's excellent opportunities in migration that we are not seizing we have a very cumbersome process of immigration into latin america go to a university and ask what percentage of the professors are foreign born and you'll see what how small that percentage is and that's because we are not trying to source ourselves globally in that area and that's just one example because it's my area we we have done a lot and we're doing a lot with education but education is a solution for the next generation there are plenty of people who are too old to be in school and who have many many years of school of labor ahead of them and there's a lot we can do in that respect with training and we don't have world-class efforts on the training front and we don't incorporate a the corporate sector enough in that training effort and with the right fiscal incentives to see the business community as a partner in the generation of jobs so with that i would like to close our our session thank the panelists with a great applause and let's move on thank you very much


Ariel says, I have a customer that we're migrating Microsoft tenants because currently they have exchange online through a marketing company that is hosting all of their customers in the same tenant. As such, I know I'm going to have to do PST exports to move the mail. I'm not worried about that. I'm mostly concerned about how I'm going to reroute mail through the correct Microsoft tenant. Is it as simple as adding and verifying the domain in the new tenant and ensuring DNS records are correct? DNS hosting will remain network solutions. I'm just trying to avoid potential mail routing issues. That's it for the most part. DNS, DMARC, DKIM, and SPF. If you get those all set up correctly for the new domain, there shouldn't be any issues. I always say that going back to the early days of MMS and BPOS and then was rebranded Office 365 and when customers were being onboarded that exchanges the oldest and most mature of the pillars of what is now Microsoft 365. There's just a lot of experience there. There's still a lot of people that are in engineering and on the product team that have been involved in exchange for 25 plus years. They just have a lot of knowledge, a lot of history there and it works pretty smoothly. The whole point is when you put in the new DNS records, it's going to prompt you for the other ones as well anyway. Hey, you need a DKIM, you need a DMARC, you need an SPF. Here's how to go about doing that. At least that's my recollections from having set it up. I'm web design, I wouldn't say novice. I've done my own and I was able to do this for my tenant and for my son's business tenant and there's really good guidance out there. I put a link in the spreadsheet for that and if I can do it, you can do it. As long as you have a little bit of web understanding, I think just being able to know where your content is, who your host is, which is network solutions. You have to go in and add those records and then it's whoever's managing your host and also your tenant. I'd say the other thing I learned is DNS gets cached. If anything with the DNS changes, even though it's still with network solutions, you want to find out how long the information might be cached for, so you're not trying to troubleshoot something that's cached for an hour or 24 hours, for instance, and thinking something didn't work if it's just cached records that need to be flushed and updated. Good point. One thing I would say, again, not having worked with network solutions for a long time, but every vendor that I saw, I just did a migration and moved my site to a new hoster is that these companies, their documentation, their knowledge bases are fairly robust. Again, this is a fairly standard activity. I'm sure that they have the walkthroughs of all of this in detail to make sure that it's done right. I would go there and, of course, out to YouTube because YouTube has videos on everything in your life. Yeah, I just fixed something on my car this last weekend from a YouTube video, and I had it on my phone, was pausing it while I was doing the next step, and it worked out great. I haven't blown up yet. Every time I need to change batteries in the key fobs, which I couldn't figure out why they go dead so quickly, and it's because they've got all this proximity stuff in them now, so they're always being pinged. Any of the cars where I don't have to put the key in the ignition, the batteries seem to last maybe a year, and then you go to YouTube. Here's my key fob. They show you how to open it, what battery you need. I would agree. Super, super helpful. Do you alert something? I'm with you, Christy. That's why I love these because I'm like, oh, teach me stuff because I like it. Now, you weren't thinking it would be being taught something about your car, but yeah, still. You know, with my Mustang, I go through them all the time. In the next one, we're going to go through them. We're going to talk about groups in exchange and neutering a cat, so it's all good. Why not? My cat's already done. They're having a great time. It's okay. They're having too good of a time. That's why we're neutering it, Christy.


Yo, what's up, YouTube? It's your boy, RealisticGamingMan, and I hope y'all had an amazing weekend I had a great weekend myself. I was out there partying hard in Vegas. I'm just kidding. I was out there in Vegas I was actually with the family. It was a family time out there We had a blast actually while we went out there to celebrate my mom's birthday. It was a fun time Fun times man, and yeah, this mask here. You might wonder what the heck this is Oh, Mike actually bought this on wish for like I don't even know it's probably cheap on there This thing is horrifying, man. Oh my gosh. They'll definitely give me some nightmares today We find ourselves here on scratch. You might ask yourself what the heck scratches I don't know what it is myself, but it's a website where people make games or like they create like little animations or games on it or whatever and I was surfing through this and I did come across this gumball dot exe buttons part through to 10 All right, so let's see what this is about before we jump straight into it. I read it says part 2 of gumball exe buttons Oh Why is he playing? I didn't click anything.  Alright, so let's read the brief before we jump into it. It says part 2 of gumball dot exe buttons The reason for this is that I didn't have enough space buttons to put the rest of the buttons in part 1 All right. Well, that's not much of a description, but as we see it's a part 2 for a part 1 that makes any sense I don't know. Let's just go ahead and click this. Okay. Do not click any of these if you are scared.  What the heck am I getting myself into?  Think I'll just leave this here. Okay.  Oh, it's getting louder This is terrible. Oh my gosh, is it just gonna go on? All right, you do your thing man. I'll just be over here, you know Hi, I am chair Real stinks sometimes is okay real coming back. Bye. Oh It finished why is there still a lot of music?  Is that the same thing? Terror, okay insane gumball the exe. That's the only difference. Okay. Let's see what this is Similar to the previous one, but it might be different. Did I swear my ears are gonna be bleeding by the end of this video?  You do your thing man. I'll be here all day. Oh, wow It was over. Why didn't you guys wake me up, man? I was out here laying down I was about to fall asleep for real for real. All right, so we're moving on to the letter M I believe that's an M. Okay extreme blood withered. Okay. That's the same nightmare giga gigantic insane Gumball out exe kind of the same thing. Okay. They added some words. I don't know man. It looks like it has horns.  I think don't take my soul Demented thing Gumball Not again. Oh My gosh, just stop this Do this sound like a Kid raging or something. All right, Pete to the TV speakers to the earphones.  Let's try this one. Oh Wait, what gumball? He dropped in like a bomb, right? Oh He on the XC mode at last for my ultimate dinner You click the last button of part two. There is no escaping. I won't crush you. Oh, great Well, so much for getting out of here alive What? Dude, that is Omega gumball exe a mega flowery gumball exe What in the world? Oh, oh, so it's like that gum.   All right, so one button did pop out at the bottom where that wasn't there. Oh It seems like we're getting obliterated by a mega gumball flowery exe Dude, this is so chaotic man. Oh gosh Make it stop make it stop somebody, please Just keep going. Okay. I wanted to make it look like I was a glitchy Dude, okay, this is like the longest one so far It's not stopped Okay, I'm pretty sure by now mega gumball flowery. We're pretty dead. We're past dead by now, man You just chill out. All right. Oh, okay. So this is the button. I'm talking about the oh or zero I don't know what the heck that is, but it says supreme gumball exe will kill you really hard Whoa, I don't about that one, but let's click it man. Oh now the screen is red in the back It was orange previously now. It's red What You survived but but an end Fine You asked for it. I will now transform into my supreme form and that will be your worst nightmare There is no way you can escape me.  You really have to spell it out. Oh Gosh not this again I Am so disturbed by this image and it doesn't look right, bro All right, just gonna load in already dude. Oh six six six. Okay. We're dead. We're definitely gonna die here. Oh, no Oh It has like five eyes now. Oh my gosh. Hey Think we died Okay, now we died for sure Oh, no, is this the end finally? Finally came to an end. Hey, uh, wait what? No, this is how it ends The heck is this supposed to be Okay, okay, let's try to make what this is. This is a fire Okay, I don't know what this is. I guess this is how the game ends Alright you guys why guess this is the ending to this gumball buttons one two to ten go that gumball dot exe But it's two to ten. I don't know what the heck that was It was pretty cool. They did they did do like this the omega flowering and like gumball dot exe mashup That was pretty cool. I never seen like a gumball flowery version omega flowery version pretty epic All right, you guys. Well, thank you guys for watching. I'm very sorry. I know it was Very loud. I did not expect it to be this loud I should have probably warned you guys at the start of the video Maybe I'll put like a warning at the front or something like that So you guys can like get a heads up before you get into the video. Okay guys Well, thank you guys for watching. Thank you all for the amazing support as always and I will catch you all next one


Your coca-cola bottler presents Claudia Claudia based on the play and novels by Rose Franken brought to you transcribed Monday through Friday by your friendly neighbor who bottles coca-cola Relax and while you're listening refresh yourself Have a coke And now Claudia Do you think it would be best for me to go and visit Hartley David? No, I should think any old time. This morning or this afternoon? Either one. Oh you're no help. I'll think. If you were Hartley and you were sick in bed with gallbladder What time would you like to see me most? All the time. Really? But that's you not Hartley you're talking about. No, that's his law. Toss me the matches, would you darling? Where are they? Right behind the Marmalade. Oh yes, here. Thanks. Do other men have as much trouble keeping their pipes and matches together? Do other wives ask as many silly questions? What's silly about that? It's true. David I was asking you what time you thought I should go to visit Hartley. Oh I thought you were asking me about the other men and their other matches. Oh be serious.  I wouldn't. You wouldn't your own sister-in-law? No I wouldn't. Well all I can say is I'm glad I'm not your sister-in-law. Yes I'm glad too for many reasons. You mean you wouldn't want to be related to me? I should say not. Well that's a fine thing to tell me after we've gotten married and everything. You bet it is. It is? David is being married being related? By choice it's quite a different thing. But is it being related? Actually no. You know perfectly well that being related means being blood relative. Being attached by blood. Oh well then when we have the baby we'll be related. Why? We'll have a blood relative in common.  Well it's what you said. It is not what I said but we'll skip it. I still don't see why when we have the baby for sure. Well for the last time I am going to the office. And I won't forget my matches and thank you very much. Funny you're a blood relative of Hartley's but I think we're much more like than you and he are. Yes darling. David what time should I go and visit your blood relative? Any old time. Any old time if you want. I wish I didn't have to go.  They're so unconversational. But I better... You're not fooling me enough for a minute. I know why you're going. I'm only going because... Because you know that Hartley will have lots of presents around. Presents like candies and fruits and cakes and things like that. I haven't even thought of that. But that does make it more attractive doesn't it? Candies and patties. But I don't want you to think that's why I'm going. Before you thought of it I asked you what time I should go. Remember? Well what time will you go? Oh I don't know. Any old time when I get hungry. Mrs. Norton good afternoon. Hello Watson. Mr. Norton would be glad to see you I know. How's he feeling? Rather undone but sitting up taking notice. Oh I didn't know that a gallbladder made you feel sick. I thought it just kept you from eating poor Hartley. And how is Mr. David? Oh he's fine. Not good. Well you may go right up Mrs. Norton and not good. The elevator is on this floor. I'd rather walk thank you. Somehow I never trust these elevators that run by themselves. Claudia is that you? It's me Julia.  He will? Why didn't you take the elevator?  I always walk too but it's for my hips not my soul. You haven't got any hips? You're very sweet. Actually they're a full time job. Hello Lam. Hello Julia. How's Hartley? Restless and bored so I suppose he's better. Oh that's good. Women don't seem to have stomachs the way men do do they? I'm afraid I don't quite follow you. At least not with gallbladders. I've never heard of a woman with a gallbladder have you? Well they all do have. I guess men must get it from the stock market. Don't you think? I suppose the gall part of it is occupational. Yes who is it? It's Claudia Hartley she's come to see you. Oh fine fine come on in. Well well Claudia. Hello Hartley. Well you don't look very sick. Well I don't eh? Well that's a trouble. Julia here isn't quite convinced. Nonsense Hartley. Doctor Greg told me to be sure you stay in bed. Hartley I've never seen so many beautiful flowers. You must have loads of friends. Well I know loads of people who send flowers when other people are sick. I think they can hardly wait. Of course we always send flowers too. I love getting flowers. Especially without any occasion like being sick. Yes that's nicest of all. Well you'll excuse me you two won't you? Of course my dear of course. I must cancel at dinner for Friday night and Claudia I'll see you before you leave already. Yes Julia. Oh Hartley bring for Watson if you want anything. Flowers are really beautiful Hartley. Yes yes. How's the farm coming along Claudia? Oh David says well. They've torn down one side of the house. Torn it down completely? Oh no just the walls. Come to think about what else is there. But it's very exciting Hartley. I can't wait till it's finished. I don't blame you my dear. My I'm a poor host. Claudia help yourself to those petty fours. They're on the desk. Oh Hartley I couldn't. I didn't come here to eat. Go on anyway take a handful. I can't eat them. Some friends of Julia sent them. If I ate only one I'd be in bed a month. You can't eat even one. Hartley that is awful. Well in that case I will take one. Oh they're delicious.  I can't eat those either. Oh what's the use of being sick. Oh it is a shame you couldn't have had a broken arm instead. I tell you what you take that cake home with you. Have it for dinner. Oh Hartley no. I insist. But it was sent to you. So I can do it as I wish. Take it Claudia nobody will eat it here. Well it does seem a shame to let it go to waste. Exactly. And while you're at it take those petty fours and candied fruit and deliver Patty on that jar. Patty. David loves Patty too. It's all yours. But Hartley this is all wrong. I'm supposed to have brought you something not you me. Come now child you and I. We don't have to stand on ceremonies. Take whatever you like. That box of roses too. And I'll have Martin drive you home. Oh I won't take that much Hartley. I'll walk. Just the cake and the Patty and. I envy you my dear.  So for me. Take the cake. And the pat. And the roses. And the candied fruits. And the patty fours. And the gumdrops. And the chocolate. Claudia how on earth did you get home. Hartley sent me in his car. David was it awful of me. What. Bringing home all this stuff. Hartley insisted. Well you weren't very hard to convince. He can't eat it himself so. It shouldn't all go to waste. That's it. Greedy greedy little girl. Really. David it was his idea. I repeat greedy little girl. You're so pleased with yourself you hardly know where to begin. Gorgeous. Why should people send presents like that to somebody sick. Why do they send it to me who could really enjoy them. Well they don't know you in the first place. Oh that's my bad luck isn't it. Come on David. Have a patty four. No thanks darling. Didn't I just pretty soon isn't it. Oh could you wait half an hour. So I just want to enjoy all these things on an empty stomach. David you never get a chance like this. Of course I was planning to see Hartley anyway. So there's no reason why I should feel guilty about it.  And stole all of his loot from him when he was too sick to fight back. Is that what I did. Looks like that to me.  He said he wanted me to. You don't think he didn't mean it do you. Anyway I'm going to begin with the cake. Go ahead and swallow your pride along with the first bite.  This is the most marvelous opportunity. You'd think you never had a square meal. Square meal. What's a square meal. Here have a little piece. Oh thank you. Good. There'll be more for me then. With all the roses around it's just like being sick without any of the trouble. I'm telling myself darling that your excitement is due to your scheduled motherhood. Not to any lack of conscious. Now I know you're fooling. Whenever you start using big important words like scheduled. Well here goes. I'll answer while you indulge. Who could it be. It's company you've got a good spread for it. He shakes big get down from there that cake isn't for you. No you. Well all right here's a little piece. I don't know. Just one. Darling Bertha wants to know if she left her hot water bottle up here at any time. Up here. No she. Oh yes David from when I fell down I have it. Good I'll tell her I'll tell her we'll bring it down. Oh Bertha. What's the matter is she's sick is Fritz all right. We'll bring it down to you.  What do you know. Fritz broke his finger fell down the basement stairs. Oh David that's all. Well it's not a serious fracture darling he'll feel probably be all right. It's awful anyway. Well I'll bring him down the hot water bottle while you put the dinner on all right. All right. Where is it there. On the shelf in the bathroom. Which shelf. Just I don't know a second. What's the matter. What are you worrying about now. Nothing much nothing except. Except what. Isn't it lucky in a way that Fritz broke his finger. What. Well I mean instead of getting appendicitis. What on earth. I really couldn't eat all that stuff somehow it doesn't taste the same when you haven't. Earned receiving it. I mean I don't even have a splinter or a headache and. Pat a. Pat a such a luxury you have to deserve. And a broken finger deserves. Besides we start to roll and said I shouldn't eat rich things. So I think you better give it all the fit. As long as it isn't appendicitis. See. I take it back. I take it all back. You're not greedy. As a matter of fact. You are very very nice. As a matter of fact I'm not very very nice and very very full.  Oh David. Wasn't it convenient of Hartley to get sick the same day Fritz broke his finger. This broadcast of Claudia was supervised and directed by William Brown Maloney. It's good to know that more and more stores are installing Coca Cola coolers these days. Next time you need a refreshing pause between errands just make a beeline for that red cooler. Drop in five cents and enjoy ice cold Coke. You'll find the job goes better when you shop refreshed. Every day Monday through Friday Claudia comes to you transcribed with the best wishes of your friendly neighbor who bottles Coca Cola. So listen again tomorrow at the same time. And now this is Joe King saying or a bar and remember whoever you are whatever you do wherever you may be when you think of refreshment think of Coca Cola or ice cold Coca Cola makes any pause the pause that refreshes.


I wrote a post actually one time after I helped a large scale e-commerce retailer that hadn't 301 redirected its images, right? So that the images weren't that right So I wrote a post about like don't forget to redirect images during migration, right? Visual content so important very important You would recommend obviously making sure to 301 redirect all images and then just wait if it takes a little longer to refresh in the image index Definitely and just check the server logs on the old domain to see like if traffic really has ramped down And once you are happy with not seeing as much quality activity you can flip the switch and say like okay We can now discard this Hey and welcome everybody to a new episode of SEO Mythbusting with me today is Ben Gape And we usually meet at conferences when we are speaking on various stages or we talk on Twitter But what are you doing when we are not meeting on conference? Occasions or when we are on Twitter? Yeah, sure So I run my own consulting business g-squared interactive where I typically am helping companies set of experience to drop and trap it Cool. Yeah, all right. That sounds pretty awesome. Absolutely. And today we are here to talk about one possible Issue that they might encounter and that's site moves, right? Site moves.  All right. Okay. That's really cool. So what are like the misconceptions or problems that people are facing there? Yeah, sure So there's lots of myths and there's actually a lot of confusion in the industry about these I mean some site owners are scared to actually pull the trigger on it Because they don't know what's going to happen and others are actually pulling the trigger too quickly Not preparing for it and then there's a lot of people in between, right? So, um, I guess the biggest myth is that you will always experience A drop in traffic with a domain name change or site migrations. Yeah, right. Yeah I think that's a very good one because the answer to it is it depends as you know So a lot of times people are not understanding what a site move is So if you are literally just moving from one domain to the other Copying pretty much the entire url structure and the entire content over Then you not necessarily see a drop of traffic. I mean you will see the traffic drops off over time on one domain And picks up on the other but overall that doesn't really mean that you have a traffic drop You're not losing traffic if we can do this very clean move Then there's not really going to be like a drop period where one one drops and then the other picks up But there's more like a fluid transition. Got it now. What's interesting is that You know, I've been part of some domain name changes. Let's stick stick on that one for a second that You know went completely smoothly Sometimes the site will actually go up over time so on and so forth Then there were some weird anomalies, right where and like you said it depends, right? So a site that three days after completely tanks by 70 percent And is it based upon the history of the domain? Maybe the domain that they're actually moving to was bought and had a history of its own Is there anything that you could elaborate on that maybe so normally it's not much about the history I mean the history does play a little bit into it Especially if it's like basically being used for spanning purposes and then you buy and then immediately switch That's a tricky one. You want to make sure that you're not like dealing with weird issues And you want to have make sure that you have your monitoring and search console and all that set up properly Before you do the switch It can also just be like if you are making other changes as part of your site move That's a risky one because then we can't really we don't know that it's just a move But we see like oh, hold on that like when we are crawling this there's differences in what we're seeing here Hmm, maybe we need to like be careful and re crawl a little more And then you might depending on depending on how large your your site is might run into crawl budget things So it depends on a bunch of factors But normally getting a domain that you know is not like dealing with issues from the past should be just fine And even if it's a domain with history We are aware that content on domains do change But depending on what the domain looked like beforehand We might not consider it a site move and then we would have to re crawl and reprocess everything that takes a little longer Interesting So let's say that there's a site a domain name that was used. I'll give you an example I actually was a client that um had a really long domain name They were an e-commerce retailer and they're like wow They want to get just the four letter domain name that represented their their company. They finally got it Yeah, they they went live with it, right? Did the domain name change and then they called me about a month in and they're like, oh no This is not good. What's going on? It ends up that domain They didn't research and it was some like rock band from the past that had all sorts of crazy spammy links and all sorts of stuff So they definitely in the short term saw a dip, but then it corrected itself over time As we see like content can change. I mean you you buy a spammy domain Or you just literally have it hacked for a while and then you fix it You know how that goes right whenever you have problems that we detect and point out to you and you fix them It takes a while for us to like understand that it has changed and everything is better now But that's generally what what happens So you want to make sure that you will clean out anything that might be problematic upfront And give us time to understand that things have now changed and we're now back to a clean slate So you have to do some cleanup if there was problems in the past got it So in that situation it probably would have been smart. First of all, they researched the history And then maybe followed a disavow if there were a bunch of bad links They're just to make sure from the beginning that this was more of a cleaner Transition if you take over the domain make sure that you're measuring what happens through tools like search console and that you understand How the domain is doing maybe Even consider removing the content and waiting for us to understand that content has removed so that Things are normalizing and we're clearing out the signals and then Step by step migrate your domain over so that as we discover the page to the pages to be moved We also understand like okay, so this is a new start for this domain. Got it. Okay. All right. How about another myth? Yeah, sure And then then what would you have and then we could go into more details what goes on behind the scenes How about taking a site Merging two sites into one site and thinking that One plus one will equal two when that nest won't necessarily happen I've been part of a few of those that actually went very well and others that Didn't go poorly, but it wasn't one plus one equals. Yeah So that's that's not a such a simple situation anymore Now beforehand we talked about a site move and site move literally just means we're moving everything we've got Over to somewhere else. That's the site move the moment. I'm combining two sites That's not moving two sites into one that is creating a new site that is a merged version of the two So that is by definition not a site move. This means that we have to understand Okay, so now there's a bunch of more like this content moves here This content moves here, but there's like a bunch of other things going on here It's a completely different domain and or maybe not Maybe it's just like the url structure change in some way or another or the there's new You are there's new content moving here from somewhere else None of that is as simple as a site move So we have to basically re crawl a lot of pages Depending on how large of your site is that might mean that it takes a while for us to literally just get a get a Lay of the land in terms of what content is there now Depending on how you set up your your site structure. We might understand Okay, there's just like new section of the site has has been created Or if you're like mixing them in then it's like, uh, what's happening here Did the other things change as well or is it just like this new content? So depending on how you merge the sites, uh, you might get very different results from how we are Coming to an understanding of your new site structure and your noise and new site content And that can go smoother or less smoothly depending on how you do it. Yeah, got it. Got it now With the domain name change just to hop back there. So I'm really interested And I know site owners are interested in this and a lot of SEOs. I'm assuming On what goes on in the google machine Once the site move a domain name change is triggered right change of address is switched, right? That's that's activated 301s are in place What happens what happens? So what happens is that eventually we're going to be Um crawling what we used to know about your site and and we we do get the signals from other sites Pointing to to your content there and we understand. Okay, there's a there's a redirect and it's not a redirect Isolation it is basically literally just a completely move here And then we have to make sure That what we knew before is true for what happened afterwards because you could hypothetically you have changed the site fundamentally And then again, it is not a site move But as as more we discover that it's basically just a one-to-one copy and it's just like moving everything over from here to there We will basically make sure that we forward the signals that we had from the old site to the new site to the new domain And then make sure that we are getting more or less like an efficient lay of the land without having to re-crawl everything We might still you might still see like increased crawling activity, but Eventually that's going to settle down as we understand that the site is just a copy of what was there at a different space beforehand And then eventually the the signals will fade out and the crawling will fade out on the old domain And we're just going to be moving swiftly on as nothing as if nothing happened Afterwards with the new signals that we have for the new domain got it got it and how fast do signals get passed? That depends like on so many different things if your website doesn't get crawled as much then There's nothing that's going to make that go like this If there is a lot of crawl demand and crawl budget for your website, then we might actually Do that relatively quickly it can be in a day it can take a week It really depends also how many links do we have from different sites? How often do we crawl these? and how quickly can we discover that everything has been moved over and Yeah, it can take a few days up to a few weeks got it. Yeah, and what is the change of address tool do? differently than just having three on ones I mean, is there some trigger in the back that google's like, okay to change of address tool is being used We know that it's verified by this this owner is there's something better that happens there It tips us off that this is what you're intending to do So we know that it's not like a temporary thing or that it's like a mistake or something You're explicitly telling us you're giving us an additional signal saying like hey We're moving rather than us being like hold on. That's a bunch of redirects happening here Do we is what's happening? Is that what's going on? So You're giving us a more explicit signal that this is a site move so we can probably Prioritize things we can make more Useful decisions and how we want to crawl and how we want to identify if we can pass the signals on or not And that might speed things up because we can take a few shortcuts if we know that this is an intentional switch Got it. So good to do. Right. Um, okay One thing I've seen and I don't know if this is true or not But i'm just wondering when there's a site move if there's an a reassessment of quality on a site Like when there's a domain name change is google going, okay Well, now let's reevaluate quality there or if there was a url migration Urls all changed that would it trigger something like that? Well, I mean that happens constantly, right? I mean if you have a page that has high quality content That doesn't mean that this will always be high quality content Okay, which is also why having a history is not like the ends end of everything If you have a spammy or thin content page that was bad and you improve it We're gonna reevaluate the quality as well, right? It constantly happens Site move is no different, but obviously when you change URLs and your especially url structure Um, then that tips us off to like oh, hold on There's some we're not sure about this is is this the same as we had beforehand If so, we can just like move the signals over to the new url If we are not sure about this, we have to make a very careful evaluation if that is true or not So yes, it is doing that, but it does that all the time. So got it got it. So basically You know, I've heard before from like john and and stuff like that that You know, they're going to reevaluate A piece of content based upon its current Right. So that's kind of what you're saying. Yeah, right. So so would make sense that sometimes because what I've seen is Let's say a domain name change happens a url migration Then maybe two weeks later There's like a core update and suddenly the site either goes up or down It's like was that due to the change or was it something random? I mean, you know, it's things always fluctuate, right? So it's really hard to see the signal from the noise there and site moves It's especially if it's really is just a site move So you change through the name domain name or something Don't really like change the quality evaluation or something like that. Okay Now we spoke about signals being passed. Can you just for some people that might not know it what signals you're talking about? Right. So to explain that in very simple terms When we visit a site we collect a bunch of information, right? So like how fast is the site? Is this htps or not? Is the content good? What's what's this page about all this kind of stuff all these signals and information about the page That later go into ranking. There's like hundreds of these factors that we look at And we collect them per page. If you would go to a restaurant, you kind of do the same thing, right? It's like do I feel welcome here? Is the staff nice? Is the food quality nice? Is the price fair these kind of things you put in your file as signals for this restaurant?  It's really really nice But quite pricey And if you then know that this restaurant has moved You probably want to reevaluate some of these, right? It's like, oh, yeah, I was there when they were in the other location It was fantastic. I don't know how it is in the new location So that's kind of the situation that we are facing as well, right? If you're literally just moving everything over we can be like, yeah I know that the restaurant just moved somewhere else or the food truck moved somewhere else It's the same food truck. It just stands somewhere else. It's nice. It's still cheap. Nice good stuff Um, but if if something changes the food truck now moves into a location and you're like Is that nice? Is it still the same stuff? Is it still cheap or is it now more pricey? And that kind of is true for for search engines as well We have to then reevaluate what we are seeing, right? So first we had a baby algorithms analogy from gary.  Absolutely. I can see a blog post coming out about that one too. How about this one, right? And this happens sometimes. Let's say there's a domain name changer URL migration Traffic plummets for whatever reason When do you revert, right? When do you roll this whole thing back now? Only a few times in my career and I've been through a ton of these Have we had to do that? And I know in the google documentation It basically says, you know, you have 180 days to Reverse the change of address and then you put 301s all the way back from where they were coming from. It's like a total nightmare So from your perspective, when do you think let's say a site saw a drop of 50% after a migration for whatever reason at what point do you go? Yeah, maybe you should Roll this thing back. I think that depends on what you're identifying as the reason for what went wrong Okay, you definitely want to do some some Diagnosis first before you do any moves in any direction It's like so is it is it that we're still seeing the old ones and for some reason not registering that these are Redirections or are we just not crawling the old old ones often enough so that we have just like hit a really nasty spot In the timeline of where we could potentially have moved or What's what's going on here? If you really do not understand where this is coming from and you have looked at everything and you cannot explain What's happening, right? I would say after a few weeks, maybe like a month. Maybe give it a month or something and then I would consider Either getting help that's the best way to do it. I get some help somewhere with this with this stuff or If you really don't understand what's happening and it doesn't get better after a month or so consider doing A reversion but only if you are really really sure and out of options Right because most of the times it is some sort of technical problem or less Like you missed half of your redirections and we didn't really register that it was a change of address much Or whatever has gone wrong like there's so many things that can go wrong and you can misconfigure But you want to see Traffic that drops off should eventually also pick up again on the other side And you want to monitor both sides closely And if you really see that there is literally no pickup on the other side Then that's a sign that something was not well done or well thought through And then you want to reconsider if you might want to go back for a while understand what happened and then regroup Or something algorithmically happened or something algorithmic Or or I mean if we did detected spammy content or you had like some issues Manual actions. That's also a good reason to say like, okay Got it. We don't want to get these in the mix Got it. So make sure that you're starting from a clean state and then you should not have to revert Got it. And then on that note, so from a robots.txt perspective, there are some sites, you know, I usually help large scale sites Sometimes they have, you know, a few hundred thousand URLs being blocked by robots.txt and they want that, right? So during the move, does it make sense to open them up? So google conceal those old URLs that maybe it had indexed but were blocked by robots.txt or anything or does it Would you think that just change that? Okay, I would just keep like if if you had a reason to not have them in the Do not have them crawled, right? I don't see why a migration would necessarily mean that you need to have them crawled now Okay, that's good to know because again, some large scale sites have a ton of URLs Categorized as that and then they don't know what to do, you know, so Um, how about problems that you see from google's end? After migration like robots.txt blocking the new domain or no index across the entire new content Or you know, there's or how about um google search console settings not being set on the new domain, you know things like that It's all sorts of these things. I think like one of the things is that some people are trying to use Site moves as an opportunity to change all sorts of things Ah, I was going to bring up that which is really really weird because like Realistically you want to if you're if you're in an unsure situation or if you're in a situation where you're not sure where you're going You don't want to change all the variables at the same time because that means you have a lot of moving targets And then later on if you have a problem, you're like, oh no Is this our new URL structure or is this the new technology that we're using or is this the new content that we put up Or is it the site move or is it an algorithmic thing or is it a penalty or what what's happening here? And you're not sure about this if you're doing one step at a time You move to a different domain or you or before you move domains You're switching to a new tech stack or whatever you're doing do it step by step Okay, I think that's like the biggest thing that you can do for yourself to like keep level headed Got it. Got it. And do you does google have anything behind the scenes? Kind of like what you brought up where some sites are like Well, I'm going to change domain names because I've been algorithmically destroyed over the past few years or to get out of manual Action, you know, some people think that they're going to do that back in the day People are doing that for penguin and some people are saying that was working You know, so is there anything behind the scenes that when let's say a domain name change happens They go, well, let's make sure that this is cool or not Yeah, as I said, like we're constantly evaluating what happens on the page So if you have a bad bunch of content and spammy links To one and then you just move to the next then we might lose some of the signals along the way But basically bad stays bad no matter where you move. Yeah. Okay. That's good. And now well, I think that that was, um Probably that was that was a lot of information. Yeah, that was amazing Thank you so much for making it here. And I hope that you all enjoyed our little conversation on site moves and Stay tuned for more. Bye Hey everyone, I hope you enjoyed that episode next episode. I have Lily Ray with me and uh, what are we gonna discuss Lily? We're gonna talk about is too much content a good thing for seo All right, so stay tuned