Posts Tagged ‘Communication’

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Organizational Culture: In Theory and Practice

Tuesday, February 21st, 2012

Articles about how your company culture and talent will be the key factors in your organization’s success, or lack thereof, seem to be everywhere.  Some of these articles highlight specific focus areas for building a culture, and others include high-level theories without application.

I recently had the opportunity to hear Diane Adams and Richard Byrd from Allscripts discuss their corporate culture at a Raleigh Chamber of Commerce program.  Diane, who is the executive vice president of culture and talent, and Richard, who is the vice president of internal communications/culture, shared both a high-level theoretical approach and more specific details about how it is applied in practice.

From 20,000 feet, the key takeaways from the presentation were:

Culture is Intentional

It’s important that you have a destination in mind and take ownership of your company culture.  Your culture should then drive measurable behaviors.

Culture First

You can’t afford to lose precious time waiting to get to your culture.  You must start now if you haven’t already.

It’s More Than Great People

You must continue to work deliberately on your culture. Hiring for cultural fit is just the start.

Inside=Outside

When your organization has a strong, positive culture with engaged employees your customers will have a great experience and your business will see the results.

Diane and Richard pointed to four key areas of focus at the application level when it comes to organizational culture:

Empowerment

Let your team members/employees own their job. When people own something, they usually treat it much differently and will go the extra mile to make it better. It’s also important to help them see how they impact the business results.

Communications

Without consistent, repetitive communication, culture is just some words put to paper.  Make sure the lines are open to two-way communication and be aware that the words you use matter.

Respect/Civility

How people treat each other is a big piece of culture.  Team members should interact in a positive manner toward each other, even when in disagreement.

Feedback/Development

Top talent wants to be in an environment where they are learning, challenged and feel like they are continuing to grow.  Recognition is also important for all employees.

Having read many of the articles and heard numerous speakers discuss culture, I think there are two clear points to be taken from the chorus:

1 – You need to focus on culture now.  If you put it off you will be looking back in six months and realize that your culture has taken on a life of its own—one that you may not like.

2 – One size does not fit all.  It’s up to you to find those things that make your organization special and to highlight them, while also determining the aspirational goals for your culture and how you are going to work toward getting there.  Sure, there may be some broad topic areas that need to be included, but the specifics are up to you.

Is your company culture what you want it to be?  What are you doing to get it there?

Photo Source: USACE- Sacremento District

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Four Ways to Build and Sustain Trust in Your Workplace

Thursday, January 26th, 2012

Are you constantly checking and rechecking the work completed by your employees? Does your boss often say phrases like, “it’s my way or the highway” or “that’s not the way you should do it”? Have you noticed your staff members watching their backs or withholding information from their coworkers? Do people consistently give you instructions that are contradictory? If so, your organization is suffering from a lack of workplace trust.

Building trust in an organization is no easy feat. Time, dedication and care are essential for keeping trust nurtured and sustained. Trust is a fundamental value that all companies should practice because it improves almost every business facet, including retention, morale, communication, customer service and productivity. Employers that focus on trust exhibit confidence in the decisions their workers make, have more collaborative workflows and keep employee motivation high.

Because trust starts at the top, ensure that management is included in your efforts to improve trust at your organization. Employees will quickly follow suit when management is leading the way. Incorporate the tips below into your workplace processes and see the level of trust increase significantly.

1.  Establish Values

Use your company’s mission and values extensively. All employees should be aware of what they are, and they should all strive to uphold them. Revisit your mission and values during staff meetings and post them in different areas in your workplace. Your business changes over time, so make sure to continually review, revise and align your mission and values with the business results you want to produce and the employer brand you want to exude. Ask for input from your staff members when reviewing and revising.

2.  Communicate Openly

Being transparent in your business practices will gain you the trust of your employees. Don’t disseminate information to only a privileged few (unless it’s confidential) because outcries of favoritism will inevitably ensue. Instead, frequently share information with all staff members. Employees don’t like being in the dark, and they will become more engaged the more you communicate openly with them. Additionally, don’t shy away from telling staff members bad news. Even though the news may not be desirable, they will respect the fact that you gave them the truth.

3.  Respect all Employees

Just like trust, respect is earned. You can’t expect your team members to follow your lead if you don’t respect them or the contributions they make to your organization. There are a number of ways in which you can show your employees that you respect them. Don’t micromanage them and obsessively recheck over their projects. Give them clear expectations and autonomy, and they will produce good work. Show them that you are interested in their lives by getting to know them. This can include learning their children’s names or the sports team they follow. Ask for their opinions on business initiatives, and stay informed about their personal short-term and long-term goals. No matter if they are full-time, part-time or temporary employees, recognize the work they perform by thanking and praising them often. Trust is easier to maintain when each of your team members feels valued and supported by the company.

4.  Be Human

Too many managers want to appear perfect, but the ones who resonate best with their employees acknowledge their mistakes and confess when they don’t know an answer. Yes, admitting imperfection will make you more vulnerable, but it will make you more human and that’s a characteristic that employees want in their managers. Let your team members know that mistakes can happen, but they must make a commitment to learn from them. Another way to show empathy is to respect your employees’ work/life balance. Unless they give you a reason to doubt them, trust that they will complete their assignments, and allow them to enjoy their lives outside of work. Be loyal to your employees and they will reciprocate.

You can’t establish workplace trust overnight, but you can destroy it in a matter of seconds. A continuous effort to show employees the importance of trust is necessary to keep it alive at your organization. Integrate trust in your values, performance appraisals, onboarding practices and other workplace activities. Companies that rate trust highly are more successful than companies that don’t. For more information on building trust at your organization, please contact a member of CAI’s Advice and Counsel Team at 919-878-9222 or 336-668-7746.

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Delegate for Efficiency and Employee Empowerment

Tuesday, September 27th, 2011

folderDelegation is a concept that benefits organizations in two specific ways:

  1. Senior leaders and managers experience more time to focus on high-level activities, such as strategic planning and new business exploration, which helps them build a more successful business.
  2. Employees receiving delegated tasks strengthen their skills, obtain diverse experience and demonstrate their capabilities to their supervisors, allowing them to feel empowered and engaged at work.

Although the advantages of delegation help multiple staff members prosper, many leaders do not implement the process for fear that tasks will not be completed adequately, or they have improper knowledge on how to delegate effectively. Leadership requires you to utilize the talents and experiences of the individuals who work at your company. If executed correctly, delegation can help your business and your employees achieve tremendous results. Below are key tactics for initiating a plan for delegation:

  1. Create a Culture for Delegation: Cultivating a workplace that stresses the importance of delegation helps everyone succeed. Employees will feel appreciated and be more productive when they are assigned new projects or receive feedback on their work.
  2. Assess Your Goals: Whether you have one task to delegate or a myriad of them, the end result will be better if you lay out a clear plan of how the project should be handled and what the desired outcome should be.
  3. Identify Workers’ Strengths and Weaknesses: Delegation offers employees the opportunity to flex their skills and take ownership on important tasks outside of their usual assignments. Be sure you know your employees’ strengths and weaknesses to appropriately match projects. This will help reduce unfavorable results.
  4. Establish a Work Plan and Communicate Expectations: Managers who do not delegate often fear that their subordinates will not be able to perform the job like they would. However, if you strategize a workflow plan with your employees, they will understand the overall goal. Communicating clear directions and hard deadlines will also yield a good outcome. Asking your employees to repeat their understanding of the project will help you determine if they grasp what is being asked of them.   
  5. Oversee Progress and Rate Results: Delegation can fail if you do not organize a monitoring method for the projects that you assign.  Periodically requesting updates and providing feedback will help you see if employees are reaching their goals or if additional assistance is needed. When projects are completed, you can review the goals to see if they met their marks.  Praise your employees if they achieved suitable or exceptional results. If your employees failed to produce satisfactory work, use the experience as a learning opportunity. 

It is also imperative to add that there are several tasks that should not be delegated to a subordinate. Some of these duties include: personal requests assigned specifically to you, providing feedback to other employees, high-level tasks for which you have the expertise, disciplinary undertakings and crisis situations.

For more information on how to delegate productively, please contact an account manager at 919-878-9222 or 336-668-7746 and inquire about CAI’s class called Steps to Delegating Effectively.

Photo Source: Ukeig

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E-Monitoring in the Workplace: Do’s and Do Not’s

Tuesday, July 26th, 2011

The e-monitoring of what employees do in the workplace may include the use of video surveillance, keystroke logger software, email filters, phone logs, phone call recordings, Global Positioning Systems, and logs of website visits, among other methods.

Although courts have tended to reject infringement of privacy claims based on employer e-monitoring, the best course of action is to have a company policy that clearly states which communications are subject to monitoring—including when, where and why. Most employees believe that it is okay for their employer to monitor them only if they are made aware of the fact that they are being monitored. The company that monitors employees secretly is only asking for trouble.

Here are the do’s and do not’s of e-monitoring in the workplace.

DO:

  • Create and distribute a company policy that lets employees know what is being monitored, when it is monitored, where it is monitored, and why monitoring is necessary.
  • Be sure to state what benefits monitoring will bring to the company as a whole.
  • Monitor only what is absolutely necessary. Company management should not be perceived as an intrusive or abusive “Big Brother.”
  • Ensure that the personnel who have access to the monitored information have a “need to know.” Access must be limited to only certain highly trusted individuals.
  • Securely store the data collected, particularly when it includes sensitive information, and let employees know that this data is not available for internal or external public disclosure.
  • Address employee use of social media sites such as Twitter, Facebook or blogging during work hours. Company policy should provide guidelines for blogging or tweeting about the company, its personnel and its products and services.

DO NOT:

  • Do not make employees feel paranoid or uncomfortable.
  • Do not place severe restrictions on employees’ use of cell phone and text message communications. Granted, you do not want drivers sending text messages or being distracted by cell phone calls while on the job, but in most workplaces, the safe and occasional use of personal cell phones rarely disrupts work processes.
  • Do not implement technologies such as webcams, location tracking devices or keyloggers on company laptops or other resources without a thorough understanding of the technology’s capabilities and rigorous legal review.
  • Do not neglect to address employees’ use of their personal Internet-based email accounts using company resources such as computers or company-issued cell phones. Any restrictions should be clearly stated in your company policy on e-monitoring.
  • Do not try to completely restrict employees’ use of the Internet in a prohibitive manner. You will create goodwill when employees are allowed to surf the Web during lunch hours or breaks to quickly look up the address of a restaurant or to order products online.

Breaches of employee privacy can result in litigation or employee retention issues at the very least. Approach e-monitoring with a healthy respect for privacy laws and today’s complex regulatory environment, as well as sensitivity to ordinary human behavior, and you will be successful.

For additional information about e-monitoring in the workplace, please call a member of CAI’s Advice and Counsel team at (919) 878-9222 or (336) 668-7746.

Photo source: Ed Yourdon

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Creating a Successful Mentorship Program

Thursday, June 30th, 2011

Mentoring is a tool to grow employees and accelerate their career development. Companies that offer mentorship programs enjoy many benefits, including retaining top talent, increasing company loyalty and keeping employees engaged. Overall company productivity is also improved when mentorship programs exist.

Employees who are mentored gain critical company knowledge, learn new skills and receive feedback on their career growth and goals, which help them to succeed in their positions. Senior staff members who mentor prosper from the experience, too. Researchers found that their work productivity increases, they have less stress and they feel revitalized in their careers.

Benefits are achieved only if the mentorship program has a strong structure and committed participants, so follow these guidelines to create a successful initiative:

Define the Goal and Structure

To make sure the mentorship program flourishes, it is important to have a strong program goal. Whether it is to help new hires acclimate faster or to cultivate potential manager candidates, one focus will help the program triumph.

Establish an end date as well. More people will participate if there is a specific time frame, and an end date gives a new set of employees an opportunity to experience the process.

Facilitating and Participation

A good mentorship program has a designated facilitator, often called the Mentoring Program Manager (MPM). The MPM creates the mentoring program and works to align the initiative with company goals. The point person sets clear expectations for both the mentors and mentees, which include the time commitment and level of engagement needed from all participants.

Ensuring all staff members are involved in some way or are aware of the program will help the initiative obtain good results. High-level executives should partake in the process—either to offer suggestions to the program facilitator or to serve as mentors themselves. Their participation will help others see the program’s value.

Mentees, Mentors and Managers

Specify criteria for those being mentored. Mentee candidates will help define the qualities needed for mentors. In addition to having excellent communications skills and a strong ability to relate with others, experts suggest that mentors should be at least two levels above the mentee. This requirement guarantees that they can offer great company information while understanding their mentees’ roles. This format eliminates competition for jobs or promotions as well.

Managers provide information similar to what mentors offer, but they have different objectives and job requirements when working with their employees. Managers want employees to grow and perform to help company productivity, and unlike mentors, managers can assign projects, conduct performance reviews and recommend raises or promotions.

Companies should avoid staff members mentoring people they directly manage because they act as key decision makers for their employees. Mentees might feel as though they cannot freely talk about their frustrations and weaknesses with their managers. Mentors who are not managers provide employees with a safe environment to discuss various topics.

Follow Up, Evaluation and Results

Facilitators should make a great effort in following up with participants throughout the process. Encouraging open communication and constant feedback will help the MPM get a gauge on the program’s progress.

Because it might take months to years to see direct results, patience is required when launching a mentorship program. Making sure you get feedback from participants is important when measuring its effectiveness. Surveys and interviews help evaluate success, and final results received will help your company determine if the program was a good investment and if there are improvements needed for a future initiative.

For more information or tips on successful mentorship programs, please contact a member of CAI’s Advice and Counsel Team at 919-878-9222 or 336-668-7746.

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How Company Culture Affects Business Success

Tuesday, June 21st, 2011

Body language expert Julie-Ann Amos says that there are several broad categories of business cultures, including industrial, conservative, casual and academic. Within these broad categories exist many different business culture variations. She points out that if your manner of dress, attitude and body language is “out of sync with expectations in your business culture, you will likely be perceived as less capable, less qualified, and maybe even less trustworthy in some cases.” http://www.bodylanguageexpert.co.uk/BusinessAndBodyLanguage.html

It is important to understand your organization’s culture and how to fit in with the setting. As an employee, your productivity, satisfaction and level of success within your organization is often linked with how well you function within the business culture.

In some organizations, success is achieved in groups, decisions are made by committees and responsibilities are shared. In other organizations, however, success is centered on an individual endeavor that contributes to the business as a whole, and people are encouraged to be “stars,” or “leaders of the pack.” Self-sufficient and independent individuals thrive in such an environment. If success is considered a team effort within your organization, you do not want to be perceived as overly independent or a loner, and you may need to adjust your attitudes and behavior accordingly.

Productivity in your organization may be connected with speediness in project completion, or with creativity, accuracy, customer satisfaction, sales or any number of other factors. Know the performance norms at your place of business, and work at surpassing them.

If you are a manager or owner, be sure to justly compensate your top performing and most productive employees. If the employees whose productivity is below par are allowed to continue their bad habits and are compensated the same as everyone else, it can create a negative company culture that can be costly.

High employee satisfaction leads to high company productivity, because satisfaction is linked with retention, recruitment and training costs, as well as individual employee productivity. On the other hand, a culture where employees are unhappy and fearful can lead to the hiding of mistakes, the withholding of new ideas, poor morale and low productivity.

Your company culture directly affects its success as well as its customer and employee satisfaction, for better or worse. Take the time to foster a successful culture at your place of business.

For additional information, please call a member of CAI’s Advice and Counsel team at (919) 878-9222 or (336) 668-7746.

Image Source: Mykl Roventine: Out & About

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Two Key Considerations When Performing Background Checks

Thursday, June 16th, 2011

When people fib about their work history, educational degree, job titles or salaries, criminal background and substance abuse habits – the top five lies told by job candidates – the results can be devastating for a company to have these individuals on staff. Performing a strong background check to weed out violent and dishonest candidates is essential if a firm is to work at top efficiency. In fact, one study estimates that the resultant annual ROI for using background screening to prevent business losses is more than 900 percent.

Potential employees can omit details that hide facts that can be difficult to uncover. To make sure your background checks are as thorough as possible, consider the following suggestions:

Hire a professional background checking company, also known as a consumer reporting agency – A CRA can help a business conduct background checks on candidates so that it does not have to devote extra time and resources for this process, plus it helps reduce liability. If you use a CRA, you must follow the federal law and tell the candidate on a document separate from the employment application that you are going to conduct a background check to independently verify the information provided, and the individual must first sign a document authorizing the background check. Turning someone down based on information drawn from a CRA requires that you give the applicant a chance to review the negative information, and possibly dispute the record before you make your final hiring decision. To know what you can and cannot do with a CRA report, review the federal Fair Credit Reporting Act requirements.

Perform searches appropriate for the position – Hiring a CRA is only part of the battle. You must make sure that you are asking for the appropriate research.  You should start with some sort of name and address history search to independently verify the applicant’s basic information.  Then you should search for criminal records based upon the address history for some given “time window” – maybe 7 years.  Other types of searches should be based upon job responsibilities. Check on licensing claims, driving records, education verification, professional  and employment references, Medicaid sanctions, and other registries where needed to ensure that the applicant meets the minimum requirements for the job. Early discoveries can prevent much bigger later headaches if the person is lying.

For additional information on what to consider for background checks, please call Kevin von der Lippe at (919) 878-9222 or (336) 668-7746.

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2011 Ovation Award Spotlight: Rex Healthcare

Tuesday, June 14th, 2011

Winner of numerous accolades, including best hospital and best place to work, Rex Healthcare constantly aims to please its clients, patients and employees. Rex has always invested a significant amount of time and effort in long-term facility, service line and operational planning to keep its position as one of the leading health care providers in North Carolina and the country. To stay competitive in the health care industry, the hospital focused its attention on workforce planning.  Rex’s initiative to forecast and identify talent needs to support its long-term strategic goals earned the hospital the 2011 Ovation Award in the large employer category (companies with more than 500 employees).

Several years ago, strategic workforce decisions were made based on instinct instead of data. This approach led to faulty assumptions with little or no consideration for long-term implications of talent decisions. Realizing that proactive workforce planning would be critical in implementing strategies to support the community’s growing health care needs, Rex’s leadership and HR team developed an improvement plan.

The improvement plan included the following components:

  1. The senior leadership team conducted a SWOT analysis and used scenario planning to forecast worst case, best case, and no change scenarios.  The talent implications of each scenario were identified.
  2. The HR team engaged mid-level leaders in assessing Rex’s current labor pool and anticipating talent needs based on their future business plans.
  3. Leaders segmented positions as strategic, key, support and transitional to help better define important focus areas for future workforce planning.
  4. Workforce planning was piloted in one business unit before rolling out to the whole organization to make sure the program was solid.
  5. Special attention was placed on making sure that Rex’s HR team was fully prepared for the impact that the new initiative would have on HR processes, such as compensation, recruiting top talent and managing performance.
  6. The HR team was trained in the workforce planning process, how to hold strategic business conversations with business leaders, workforce data analysis and coaching of business leaders to use data to create a workforce plan.

After two years, one of the key outputs of the process—data integration and mapping into a new workforce planning tool—is nearly complete.   Rex expects to gain many new insights into its workforce once the hospital begins to analyze the data.

Many positive outcomes have resulted from the improvement program already.  Scenario planning revealed talent gaps and assisted in creating three high-priority workforce planning strategies that resulted in innovative solutions for developing and retaining employees in key and strategic roles.

In addition to helping the hospital win CAI’s 2011 Ovation Award, Rex’s initiative helped the hospital identify positions and processes to establish a competitive advantage in the industry. For more information on implementing a workforce planning initiative at your organization, please contact Theresa Brett, Director of Strategic Talent Management, at Theresa.brett@rexhealth.com.

CAI recognizes North Carolina companies for innovative HR/People solutions with Ovation Awards during its annual HR Management Conference in February.  If you’d like to be considered please send a 2-3 paragraph description of your program to doug.blizzard@capital.org.  The description should summarize the business need, describe how the solution was implemented, and highlight the measurable and/or forecasted business results.

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Informative, Engaging and Entertaining: CAI’s 2011 Employment and Labor Law Update Conference

Monday, June 6th, 2011

Three hundred and seventy-two executives and HR professionals traveled to the McKimmon Center in Raleigh on May 17 and May 18 to attend CAI’s 2011 Employment and Labor Law Update Conference. CAI’s annual two-day event is designed to inform employers on the challenging and ever-changing legislative and regulatory environment companies are up against.

During the conference, lawyers from Ogletree Deakins and CAI staff members updated conference attendees on pertinent information ranging from a variety of topics, including health reform, NLRB changes and tips for creating effective company documents.

First-time conference goers, like Joan Inman, human resources director of SouthData, explored the 2011 conference to get professional expertise and vital information related to employers’ issues.

“I’m just seeking knowledge, and I want well-informed people telling me what I need to know,” Joan said on why she attended.

Each year CAI works with Ogletree Deakins to develop educational and engaging program sessions for the attendees. Those participating at the conference also receive notebooks packed with PowerPoint slides, white papers and several case studies that all further explain recent legal changes. Not only are the legal and regulatory updates a huge draw for conference attendees, but HR professionals like Yolanda Dejesus, director of human resources for the Office of Strategy and HR at AICPA, said the conference is “well worth the value” because of the information provided and the opportunity to network with others, including attorneys and company leaders from the Triangle, Triad and Eastern North Carolina.

“[CAI] always has great training and conferences. I always learn something new,” said Erika Koteff, HR manager at District Distributors when asked about the updates supplied at the conference.

Participants also have the opportunity to receive legal counsel on their own employment issues during the conference’s panel discussion. Featuring lawyers and HR specialists, the panel gives expert solutions to questions raised by audience members. Popular topics addressed during this year’s session included questions about FMLA guidelines and staying compliant with government instructions regarding I-9s.

Entertaining the audience members was a must at this year’s conference as well, and during the lively Wild and Wacky Cases session, guests learned about unbelievable cases that occurred in 2010. This year, the popular session highlighted information on crazy bathroom break policies, jaw-dropping workplace fraternizing and outlandish professional dress. Another fun and highly interactive part of the conference was the trivia game. Once the final informative session ended, Matt Keen of Ogletree Deakins asked participants to test their knowledge on the information presented at the conference by using electronic devices to answer the game’s yes or no questions.

The 2011 conference evaluations revealed that attendees found this year’s topics relevant and applicable to the many issues they are facing in their HR departments. CAI members, such as the Director of HR at Haven House Jennifer Boyler, return to the conference every year to stay up to date on news affecting employers.

“It’s a can’t-be-missed conference,” she said when describing the valuable event.

Please see the Employment and Labor Law Update web page at http://www.capital.org/lawupdate for additional information on the topics covered.  The 2012 conference will take place on May 2 and May 3 at the McKimmon Center in Raleigh.

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The Benefits of Building Mentor/Mentee Relationships

Thursday, February 17th, 2011

All professionals, no matter the industry, utilize outside resources to fulfill specific needs. Whether employees are engaging with personal contacts, industry networking groups, the Internet or management leaders, there is always an underlying professional motivation – to achieve career growth and advancement by properly accessing available tools. These resources provide specific benefits and assist in addressing career challenges, uncovering new industry information, and enhancing personal skill sets, but often employees overlook and neglect the advantages that professional mentoring relationships have to offer.

A mentor can be defined as a source of career guidance and counseling.  An untapped resource, mentor relationships have long existed, but in many organizations have yet to be fully incorporated as a critical component of successful career strategies. Establishing a solid mentor relationship has proven advantageous for both the organization and the individual, so consider the following benefits that mentors have to offer and encourage your staff to build their own relationships.

Open and honest communication – To avoid a tense working environment, straightforward dialogue among coworkers is often avoided. But if the majority of mentors reside outside the company walls, employees can feel comfortable being honest and frank about their experiences, struggles and concerns, and mentors can provide sincere feedback without becoming involved in office politics.

Network Expansion – Mentoring relationships aren’t solely focused on conversation. Often mentors open windows of opportunity by connecting mentees to their own professional networks. With new exposure, employees broaden their industry connections, bring recognition and awareness to the company brand, and provide the organization with additional connections and business contacts.

Outside perspectives – Relationships that are not directly involved within the heart of an organization help provide a clear point of view. As a sounding board for direction, mentors can support, counsel and provide clarification for employees from a third-party perspective.

Healthy workplace culture – With a fresh perspective, employees return to the job with a better insight and understanding of work-related issues and how they individually function within the overall goals of the company. This outlook inevitably benefits the organization at large by promoting a stronger commitment and increase in productivity levels.

Bridging the gap – Miscommunication is bound to occur in the workforce, and often happens between the generational gaps. With the communication, trust and insight that come from mentoring relationships, the gap of communication can be closed and replaced with an improved understanding among employees.

Have you experienced the benefits of serving as a mentor? Are you a young professional seeking career guidance and support?  Tell us about your experiences.

For additional information, please call a member of CAI’s Advice and Counsel team at (919) 878-9222 or (336) 668-7746.

Photo Source: Wikimedia Commons

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