In this new article for Field Service News, Sam Klaidman, Founder and Principal Adviser at Middlesex Consulting, analyzes the advantages of hiring for attitude and training for skills.

Introduction

According to ToolingU-SME “Relentless turnover in the manufacturing industry is threatening companies focused on driving productivity and profitability. Finding talent is one of the biggest challenges in the industry, so losing employees, whether entry level or seasoned, significantly compounds the problem.” And the same dynamics apply to field service and technical support technicians. And according to Forbes, “Companies that create annual budgets will find their 2021 budget busted because of the rapidly increasing rise in the price of talent – both for internal employees and for talent provided by third-party service providers”.

Why do you need a replacement strategy?

In the May 5, 2021 issue of Thomas Insights, I published an article titled The Silver Tsunami: As Older Employees Plan for Retirement, It's Time to Plan for the Future of Your Workforce. The article went into detail about older employees preparing to retire and what you can do to prepare for that inevitable situation. Now we are seeing the effect of what some people call “the great crew change.” This is the voluntary churn of large numbers of employees from all disciplines in their business. Why is this churn happening now? While you may have reduced your workforce because of the pandemic, the voluntary exit will accelerate within the next few months. Here are some of the reasons:

• As the situation at home returns to normal, many older workers will feel comfortable moving into the next phase of their lives
• As jobs open up, many people will convince themselves that “the grass is greener” at another employer
• Companies more desperate than yours will offer large pay increases or sign-up bonuses to fill their vacancies
• Companies that used the last 18 months to improve the tools and processes they provide their employees will attract the younger employees who grew-up with digital technology

Where Will I Have a Problem?

If your technology is old, somewhere between 5 and 10 years, expect trouble with your younger and technical savvy employees. You can also expect turnover in clusters if you have some managers who do not relate well to their employees. And most importantly, expect employee churn in the customer facing sales and service departments.

• Sales because their world has changed from face-to-face to virtual meetings and customers who now reach out to potential suppliers when they are about 75% of the way through their buying journey. Also, in many industries trade shows are now obsolete!
• Service because the technicians are reading about remote support and if you implemented it, some will miss the travel and in-person customer interactions and will look for a company that has not yet caught up with competitors. And if you did not implement it yet, the rest will look to work at a more advanced company.

To make matters worse, Sales and Service people are extra important to your business because they interact with all your customers. And the Service people interact during the whole time the customer owns your equipment while the Salespeople only interact with customers when there is a new selling opportunity. This means that replacing, or preparing to replace, your service team is the most impactful area for you to focus on.

What is the single most crucial decision I can make when I prepare my Service technical employee replacement strategy?

Good service people have a lot more skills and attributes than just knowing how to fix inoperative equipment. These are the areas where customer facing field and help-desk engineers (in person and virtually) must excel:

1. Technical skills

2. Understand business; basic finance, logistics, P&L, Sales, and Marketing

3. Understand business processes and systems

4. Customer relationships. They should be their customer’s trusted advisers.

5. Negotiating

6. Communications

7. Creativity and problem solving

8. Soft skills including listening, empathy, and how to avoid confrontation

9. Self confidence

10. Accountability

11. Adaptability

12. Loves learning

13. A sense of urgency.

Considering the breath of skills, abilities, and personality traits in the list, I recommend that you make a firm commitment to hire for attitude and train for skill. In the opening paragraphs of the 2011 Harvard Business Review article Hire for Attitude, Train for Skill, the author describes the reinvention of a primary-care clinic that was producing great results. They did it by redefining the jobs and throwing away the old playbooks. When asked how he found the right people for these unique positions, the practice’s leader, Dr. Rushika Fernandopulle, said “We recruit for attitude and train for skill,” … “We don’t recruit from health care. This kind of care requires a vastly different mind-set from usual care.”

And the July 1, 2021 issue of Industry Week included an article titled One Job, Two Good Candidates - Would You Hire for Attitude or Aptitude? The key conclusion was:

“And what are they finding? That “hard” skills are increasingly transient, and "soft” skills — or “personal habits and traits that shape how you work on your own and with others” — are what’s worth investing in when it comes to human capital.“

What is the single most crucial decision I can make when I prepare my Service technical employee replacement strategy?

There are only two things you have to worry about:

1. Before you start the hiring process, you must get HR on board

2. After you hire someone, you must have a detail training plan to on-board the new hire

As you start trying to hire candidates based on their attitudes, soft skills, and personality, you will need lots of help from HR. Here are some of the areas where HR will be critical:

• Training the interview team on how to evaluate these soft attributes.
• Figuring out how to compare post-interview notes and fairly evaluate all candidates.
• Identifying sources of candidates. When I was hiring field service engineers, I loved hiring people who were leaving the military. My first preference was the nuclear navy followed by air force line mechanics. People from both groups had a terrific ability to quickly learn complex technical topics with minimal instruction and they excelled at many of the soft skills and attributes you will need.
• Communicating with these non-technical people and learning to not dismiss a candidate because she doesn’t physically meet your image of a great field service technician.

By the time you are ready to make an employment offer, you will need a detail training outline, schedule, and list of resources. In fact, an outstanding candidate should ask you how she will receive her technical training before accepting an offer. No really suitable candidate will accept an offer unless she is convinced that you will build on her skills and help her succeed in this new role. Once your new hire shows up for work, you must make sure that she has a productive on-boarding experience that reinforces the idea that she made the right decision to join your business. There is nothing worse for an organization than to have a new employee quit in the first days after joining the business.

Conclusion

It may take a while for your business to learn the advantages of hiring for attitude and training for skills but keep working at it because this is the future!

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Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more exclusive FSN articles by Sam Klaidman @ www.fieldservicenews.com/sam-klaidman
• Find out more about Middlesex Consulting @ www.middlesexconsulting.com
• Read more articles by Sam Klaidman on Middlesex Consulting Blog @ middlesexconsulting.com/blog
• Connect with Sam Klaidman @ www.linkedin.com/samklaidman

 

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Further Reading:

• Read more about Aquant on Field Service News @ www.fieldservicenews.com/aquant
• Read more about Service Leadership @ www.fieldservicenews.com/service-leadership
• Learn more about Aquant @ www.aquant.io
• Follow Aquant on Twitter @ twitter.com/Aquant_io
• Follow Aquant on LinkedIn @ www.linkedin.com/aquant.io

 

Jim Baston, President of BBA Consulting Group, continues his blog series on “supercharging” revenue generation through the field service team. In this new article, he discusses the importance of clearly communicate the service you are offering to your customers.

Last time, we spoke about the importance of the words that we use to describe the proactive efforts of our field team. This time we will consider how we explain what we are doing to our customers.

Can you imagine implementing a new service, making the necessary investments in tools, processes and training and then not telling anyone about it? If we’re not telling our customers about the proactive efforts of our field service teams and the service their efforts are providing, we’re effectively doing just that.

At a service conference that I spoke at recently, I asked the attendees to raise their hands if they either formally or informally encouraged their technicians to proactively recommend their services to their customers. Most of those service managers in the room raised their hands. I then asked them to keep their hands raised if they told their customers that they were engaging their technicians in this way. Not a single hand remained in the air. This result is entirely consistent with other discussions that I’ve had.

Asking ourselves whether we tell our customers about what our techs are doing is a good test for us. It gives us an insight into how we see the proactive efforts of our field service team. If we don’t tell our customers, why not? Is it possible that the reason is that, deep down, we don’t regard their efforts as a service activity but more of a sale? It’s hard to promote “selling” as a benefit to our customers.

In an earlier blog, we asked where the value was for the customer in a conversation that goes like this:

 

“Mr./Mrs. Customer, I want you to know that we’ve encouraged our technicians to look for opportunities for us to sell you more services so that we can get more money out of you.”

 

It’s hard to see any value in this statement, regardless of how noble our intentions or those of our field service team are.

In finding the right words to promote our techs’ efforts to our customers, the key is to keep in mind that we’re encouraging our technicians to use their expertise and proximity to look for opportunities to better serve our customers’ needs. Their recommendations therefore, are a valuable service.

Here is an example of how we could initiate the discussion with our customers. “Mr./Mrs. Customer, we’ve provided direction and training to our technicians to encourage them to look for opportunities to help you operate your facility/processes more effectively while they’re performing the service. Would you have any objection when they find something that will help you achieve your business goals, if they bring the opportunity to your attention?”

We can then position our techs’ efforts as a point of difference. We’re providing our customers our “heads” as well as our “hands”. When they recognize the value of these efforts and benefit from the resulting recommendations, they’ll be delighted that we’ve engaged our technicians in this way.

Next time we will consider the last item on our list – How we maintain our focus and efforts.

Reflection

Clearly articulate the conversation you will have to introduce the proactive efforts of your field team with your customers.

• What is this new service?
• Why is it of benefit to the customer?
• How does this differentiate you from all the other service providers?
• What can the customer expect?
• How will you measure your performance?

Using the same approach, how will you describe the service on your website or service brochure?

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In this course created and hosted by Jim Baston, President BBA Consulting Group Inc you will be given the tools to help you develop your own framework to implement a project within your organisation to help generate greater revenue from your field service team by shifting the perception of revenue generation away from being a sales activity to being an extension of service excellence.

This course is available to purchase for just £299. 

Alternatively, this course is available as part of the Field Service News Masterclass program included within an annual subscription to FSN Elite our new membership community. Currently, while we are in a beta trial of FSN Elite we are offering a free upgrade for all FSN Premium subscribers.

FSN Premium subscription costs just £299 a year (giving you a year's access to this course and others within the Masterclass program as well as access to weekly zoom discussion calls and our in-person event) 

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Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more exclusive articles by Jim Baston @ www.fieldservicenews.com/jim-baston
• Connect with Jim Baston on LinkedIn @ linkedin.com/jimbaston
• Learn more about Jim Baston and BBA Consulting Group @ jimbaston.com
• Connect with Jim Baston directly by email @ jim@jimbaston.com

Businesses are missing out on a significant opportunity to use technology to fix internal processes and address the root causes of customer experience issues in the wake of the pandemic, research from enterprise software specialist IFS has today revealed.

The global study, which surveyed 1,700+ executives and 12,000+ consumers, shows that businesses understand software has a key role to play in consistently delivering positive outcomes, but that current approaches to customer experience do little more than wallpaper over the cracks, instead of identifying and addressing systemic problems in their operations.

Although businesses claim to pay close attention to customer service, the inflection points that occur throughout the lifecycle of their operations and encompass processes, technology solutions, and human coordination are even more important to a positive customer experience – but these are far too frequently overlooked. It is only with careful orchestration of these components that companies can deliver a quality ‘Moment of Service’, in which everything comes together to create a positive result for a customer.

29% of managers don’t take action on known operational issues, while 18% are too busy to report issues not considered urgent

This orchestration is only possible when the technological foundations are in place to provide visibility of these inflection points. Only then can businesses take the appropriate action to ensure they delight, and don’t disappoint, their customers. Indeed, some 85 percent of businesses said that their enterprise software helped them measure performance and act on issues at these inflection points to affect the end customer outcome.

However, IFS’s research also uncovered that while 79 percent of businesses have invested time and resources in identifying where these inflection points are, when problems are identified nearly a third of managers (29 percent) admitted to reporting them but not taking any action. Furthermore, some 18 percent revealed they were too busy to report issues unless urgent, while just 15 percent said they proactively look to preempt problems.

Despite the majority of companies (66 percent) investing upwards of $250,000 each year evaluating the customer experience through Net Promoter Scores, reviews, and customer satisfaction surveys, it is clear that unless they resolve these issues when they find them, customers are unlikely to see a meaningful change in their experience. Indeed, 82 percent of respondents were unable to recall a single positive example of a recent frictionless customer experience. This gap between understanding and acting is a business risk that few can afford.

For enterprises that fail at the moment of service, the ramifications are significant. A quarter of consumer respondents stated they would never engage with a brand again after just one bad experience, while over half (52 percent) would abandon a company after two to three. IFS also sought to examine the impact of negative experiences on wider brand perception and uncovered that 58 percent of consumers are very likely or somewhat likely to share their negative perceptions with their network, highlighting how easily a bad interaction can be amplified.

90% of businesses now reengineering operations to ensure better customer experiences

However, it’s not all doom and gloom. Over half (52 percent) of consumers are inclined to leave a positive review, underscoring just how much can be gained by focusing on delivering an exceptional customer experience.

To ensure they’re delivering the optimal customer experiences that breed this kind of advocacy, businesses need to rearchitect themselves to remove pain points and streamline operations, rather than trying to talk their way out of issues they walked themselves into. Investing in the right enterprise technology, that enables them to not only address current problems, but adapt to emerging conditions will be key to consistently delivering positive outcomes for customers and a powerful competitive differentiator for organizations.

“When it comes to delivering a positive customer experience, businesses have a limited opportunity to get it right. And if they neglect to assure every single inflection point, they are gambling with their outcomes,” IFS Chief Customer Officer Michael Ouissi said. “There are many points where you can either delight or disappoint a customer across the value chain and it is clear from these findings that consumers are willing to voice their opinions either way. As more and more businesses look to service provision as a key competitive differentiator, running the right enterprise software—engineered for the moment of service and which is able to orchestrate the multitude of people, assets and customers—will separate the winners from the losers.”

With 90 percent of businesses stating they have reengineered or are reengineering their business to ensure customer touchpoints and stages come together for better moments of service, it is vital that companies ensure processes are optimized across each of these inflection points to mitigate issues and fuel growth.

IFS believes a composable enterprise approach, which harnesses a combination of packaged functions and technologies to derive data-driven insight and deliver positive outcomes, will be key to delighting customers and creating competitive advantage, but businesses need to move quickly to seize this opportunity.

Download a copy of the report Fixing the fundamentals: Understanding new business models and opportunities in the wake of Covid-19.

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Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more about IFS on Field Service News @ https://www.fieldservicenews.com/ifs
• Find out more about IFS @ www.ifs.com/
• Download a copy of the IFS Study @ www.ifs.com/sitecore/media-library/assets/fixing-the-fundamentals/
• Follow IFS on Twitter @ twitter.com/ifs

 

In this new article for Field Service News, Sam Klaidman, Founder and Principal Adviser at Middlesex Consulting, discusses how an OEM should organize technical support in order to provide the best experience to the customer...

Both Kris Oldland and other FSN authors have been telling us that for many businesses, the new normal will be touchless service. The customer will interface with the equipment and the OEM’s technical support team will use AR/MR/VR to help the customer troubleshoot and repair the equipment. Now the question is “Over time, how will customers feel about touchless service?”

Getting the experience “right” is critical for the business because in the B2C world, and more and more in the B2B environment, the most frequent customer interaction with the business is with technical support. And the quality of each experience is important because the individual’s cumulative perception of the experience they have with a business is the brand. To make matters worse, Daniel Kahneman, the Nobel Prize winner and noted Psychologist, has written about what he calls the Peak-End Rule. This rule states that for reasonably short duration, we ignore most of the details except for 1) how we felt when we had the maximum “good” or “bad” feeling and 2) how we felt while the experience came to an end.

We may not know when our customer has reached the “peak” point, but we certainly know when the journey comes to an end. So, getting each transaction to leave a positive memory in the mind of the customer is especially important.

One way to ensure good outcomes is to organize and staff technical support organizations around customer’s technical skills. The challenge of this strategy is that we have to direct calls, emails, and chat sessions to the support person who is at the same level as the customer.

First, we must understand the technical level of the people who contact technical support. In a B2C situation the technical support engineer usually communicates with either a Level 1 operator, a Level 2 person with more experience, or a trained Level 3 FSE. Here are some examples of each:

 

In a B2B company there are also three levels of knowledge that technical support works with:

 

Notice that in the B2B environment, the personnel at all three levels are well trained for their job and also know the limits of their knowledge. In the B2C situation, the Level 1 and 2 people may think they know more about taking care of their equipment than they actually do and so the technical support people have to take extra care to ensure that these people do not create a bigger problem than what they started with.

Given all of the above, the best we can do is organize our technical support organizations into levels that match the levels of the customers. Unfortunately, that is easier said than done since the company has little control who calls in to get aid to fix a problem.

The easiest solution for the OEM is to have a great reference library organized into FAQ’s that cover the issues that the Level 1 and most Level 2 callers can safely attack. And then encourage the callers to look there first before trying to talk to a live agent. But we know this solution would frustrate many customers and lead to many negative comments on social media, your NPS score would drop into negative territory, and your Sales partners would make your life miserable because you were now part of the “Sales Prevention Team.”

Another solution is to implement Chat and use that as a Level 1 triage and, when that does not work, the agent can escalate to either the Level 2 or 3 Tech Support as appropriate. If you elect to try this route, consider having the Chat agent arrange for a callback by a tech support agent. As long as the call is complete in about 3 minutes or less, the customer waiting for the call will generally not be upset.

In conjunction with the chat/live call back solution, you can make sure that your company certifies the internal people who will be calling for Level 3 support. This way they can have a dedicated telephone number and you have a reasonably good chance that the people calling in are trained enough that your experienced tech support agents can be spending their valuable time dealing most efficiently with customers.

Whatever strategy you decide to implement, make sure that your callers always feel that their time is being respected and that you take their problem seriously. Empathy and understanding can go a long way to making touchless service into a positive experience.

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Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more exclusive FSN articles by Sam Klaidman @ www.fieldservicenews.com/sam-klaidman
• Find out more about Middlesex Consulting @ www.middlesexconsulting.com
• Read more articles by Sam Klaidman on Middlesex Consulting Blog @ middlesexconsulting.com/blog
• Connect with Sam Klaidman @ www.linkedin.com/samklaidman

 

Jim Baston, President of BBA Consulting Group, continues his blog series on “supercharging” revenue generation through the field service team. In this new article, he discusses the importance of evaluating the words we use within our organization to describe the technicians efforts to help the customer.

Talk the walk. Language is important. Our team will scrutinize what we say in an effort to understand what we mean. So, if we tell everyone that their proactive efforts is a valuable service but we talk about it as if it’s a sale, then our team will think that our service ideas were just for show. If the team feels that the proactive initiative is really a sales program in disguise, it’s unlikely that we’ll get enthusiastic participation from them. We might get lots of lip service, but no one is going to do the really uncomfortable bits like talking to the customer about an idea that they have. Leave that to the sales team.

Here is an example of what I mean by not “talking the walk”. We’ve introduced the initiative, everyone is excited and at a service meeting we decide to report on the efforts of someone on the team. We announce with some fanfare that: “As a result of this technician’s efforts, we have increased our sales to this customer by 10%. Way to go tech!” Hmmm, sounds like selling doesn’t it. Notice that the words view the benefits from the service company’s perspective. It’s focused on what the tech’s efforts have done for our company, not the service impact for the customer.

Please understand that I’m not suggesting that there’s anything inherently wrong in recognizing the tech’s efforts and saying those words, it’s just that by speaking about the tech’s accomplishment in this way we may do more to dampen enthusiasm around the initiative than to boost it.

Recognizing the tech’s efforts by “talking the walk”, starts with describing those efforts from how they impact the customer rather than our service company. For example, we could say: “As a result of this technician’s efforts, we’ve helped this customer lower their operating costs and reduce their risk of failure”. In other words, rather than talking about how the technician’s efforts helped us (sales), we’ve talked about how their efforts helped the customer (service).

It’s worth taking the time to evaluate the words we use on a regular basis to describe our techs’ proactive initiatives to help the customer. Do we use words like “sales”, “selling” and “cross selling” as part of our regular vocabulary? Do we talk about your techs’ efforts from how it impacts our business rather than our customers? This awareness will help us be more sensitive to what we say and help ensure that we talk about our techs’ efforts as the valuable service that it is.

Next time we will consider how we promote what we are doing to our customers.

Reflection

Over the course of the next week, listen carefully to and make a note of how people within your organization talk about the role of techs in business development.  How many times do they use the word “service”?  How many times do they use the word sales?”

Evaluate your own words. When talking about the results of the techs’ efforts, how do you describe it? Do you talk in terms of how those efforts benefit your company or how they benefit the customer?

Create a plan to raise awareness of how you and the rest of the management team speak about your techs’ proactive efforts and how you will change the talk to align more with the walk.

 

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Further Reading:

• Read more about Leadership and Strategy @ www.fieldservicenews.com/leadership-and-strategy
• Read more exclusive articles by Jim Baston @ www.fieldservicenews.com/jim-baston
• Connect with Jim Baston on LinkedIn @ linkedin.com/jimbaston
• Learn more about Jim Baston and BBA Consulting Group @ jimbaston.com
• Connect with Jim Baston directly by email @ jim@jimbaston.com

Kris Oldland, Editor-in-Chief, Field Service News is joined on the Field Service News Digital Symposium by Hilbrand Rustema, Managing Director and Founder of Noventum to discuss the findings of Noventum's Remote Service Delivery Benchmarking study.

During the discussion, Rustema outlines the key data trends that emerged within their study as well as offering his deep-level insight into the meta-trends of field service and how these have shifted dramatically in recent times.

Here, Rustema takes a moment to reflect on how significantly the field service sector has evolved in the 20 plus years he has been working within it.

Find out more about this study and the work Noventum undertake @ www.noventum.eu

 

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Want to know more?

FSN Premium subscribers and FSN Elite members can access the full-length interview plus many, many more in the Field Service New Digital Symposium.  If you have an FSN Premium account you can access the video on the button below. If you are currently on our FSN Standard subscription tier you can upgrade your subscription by clicking the link below. 

If you are yet to subscribe you can join 30,0000 of your field service management peers by subscribing to FSN Standard for free to gain access to a monthly selection of premium content or select either FSN Premium or FSN Elite for even more resources. Click the button above to visit our subscription page to find out more. 

 

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We would also point you to the excellent Service Centricity Playbook that is available over at Noventum Service Management's site which you can access on @ https://www.noventum.eu/the-service-centricity-playbook

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Further Reading:

• Read more exclusive Field Service News content from Hilbrand and the team at Noventum @ https://www.fieldservicenews.com/hs-search-results?term=Noventum
• Read more about Digital Transformation @ https://www.fieldservicenews.com/blog/tag/digital-transformation
• Follow Noventum Service Management on Twitter @ https://twitter.com/ByNoventum
• Read more research-based content dedicated to the field service sector @ https://research.fieldservicenews.com/
• Connect with Hilbrand Rustem on LinkedIn @ https://www.linkedin.com/in/hilbrandrustema/

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Further Reading:

• Read more about Aquant on Field Service News @ www.fieldservicenews.com/aquant
• Read more about Service Leadership @ www.fieldservicenews.com/service-leadership
• Learn more about Aquant @ www.aquant.io
• Follow Aquant on Twitter @ twitter.com/Aquant_io
• Follow Aquant on LinkedIn @ www.linkedin.com/aquant.io

 

Kris Oldland, Editor-in-Chief, Field Service News is joined on the Field Service News Digital Symposium by Hilbrand Rustema, Managing Director and Founder of Noventum to discuss the findings of Noventum's Remote Service Delivery Benchmarking study.

During the discussion, Rustema outlines the key data trends that emerged within their study as well as offering his deep-level insight into the meta-trends of field service and how these have shifted dramatically in recent times.

In this excerpt, Rustema reflects on how the best-in-class organisations are leveraging remote service capabilities to drive efficiency improvements in multiple aspects of their operations.

Find out more about this study and the work Noventum undertake @ www.noventum.eu

 

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Want to know more?

FSN Premium subscribers and FSN Elite members can access the full-length interview plus many, many more in the Field Service New Digital Symposium.  If you have an FSN Premium account you can access the video on the button below. If you are currently on our FSN Standard subscription tier you can upgrade your subscription by clicking the link below. 

If you are yet to subscribe you can join 30,0000 of your field service management peers by subscribing to FSN Standard for free to gain access to a monthly selection of premium content or select either FSN Premium or FSN Elite for even more resources. Click the button above to visit our subscription page to find out more. 

 

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We would also point you to the excellent Service Centricity Playbook that is available over at Noventum Service Management's site which you can access on @ https://www.noventum.eu/the-service-centricity-playbook

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Further Reading:

• Read more exclusive Field Service News content from Hilbrand and the team at Noventum @ https://www.fieldservicenews.com/hs-search-results?term=Noventum
• Read more about Digital Transformation @ https://www.fieldservicenews.com/blog/tag/digital-transformation
• Follow Noventum Service Management on Twitter @ https://twitter.com/ByNoventum
• Read more research-based content dedicated to the field service sector @ https://research.fieldservicenews.com/
• Connect with Hilbrand Rustem on LinkedIn @ https://www.linkedin.com/in/hilbrandrustema/