A performance appraisal questionnaire is a structured set of questions used to evaluate an employee’s performance across a review period – goal achievement, quality of work, behaviour, collaboration and development needs- usually scored on a rating scale so results can be compared fairly across people and cycles.
This page gives you the whole thing: a 15-question core questionnaire you can copy straight into your review form, a bank of 80 more questions organised by section, separate versions for self-appraisal, manager review, 360-degree and upward feedback, a Likert survey for measuring whether your appraisal process is working, a research instrument for academic projects, and sample answers employees can adapt.
The 15-Question Core Appraisal Questionnaire (Copy-and-use)
If you need something usable in the next ten minutes, start here. These fifteen questions cover the five areas that matter in almost every role, mix numbers with narrative, and take an employee about twenty minutes to complete honestly.
# | Question | Response format |
1 | Which of your goals or KRAs did you fully achieve this cycle? | Open text |
2 | Which goals fell short, and what got in the way? | Open text |
3 | How would you rate your overall performance this cycle? | 1–5 scale |
4 | What is the one achievement you are most proud of? | Open text |
5 | How consistently did your work meet the quality standard for your role? | 1–5 scale |
6 | How reliably did you meet agreed deadlines? | 1–5 scale |
7 | Describe a problem you solved this cycle without escalating it. | Open text |
8 | How effectively do you work with your immediate team? | 1–5 scale |
9 | How clearly do you communicate progress, risks and blockers? | 1–5 scale |
10 | Which skill did you build this cycle, and where did you apply it? | Open text |
11 | Which skill do you most need to build next cycle? | Open text |
12 | Do you have the resources and clarity you need to hit your targets? | Yes / Partly / No + comment |
13 | How useful is the feedback you receive from your manager? | 1–5 scale |
14 | What are your top three priorities for the next cycle? | Open text |
15 | What support do you need from your manager or the organisation? | Open text |
Use the same fifteen items for the employee’s self-assessment and the manager’s assessment, worded in the second person for the manager version. Comparing the two side by side is where the useful conversation starts, a two-point gap on any item is worth a discussion in itself.
What a Performance Appraisal Questionnaire Is (And What It Is For)
A performance appraisal is the formal evaluation of how an employee performed over a defined period. The questionnaire is the instrument that makes that evaluation consistent: the same questions, the same scale, the same evidence standard for everyone in the same role.
Without one, appraisals drift into recency bias and personality assessment. With one, you get four things:
- Comparability. Two managers rating two people against the same anchored scale produce data you can actually aggregate.
- A record. Increment, promotion and performance-improvement decisions need documented reasoning, particularly if they are ever challenged.
- Employee voice. A self-assessment section means the review is not something done to somebody.
- A development signal. Aggregated across a team, the low-scoring items tell you where to spend your training budget.
The design matters more than most organisations assume. Gallup’s research found that only 14% of employees strongly agree that the performance reviews they receive inspire them to improve, and that just 29% consider their reviews fair while 26% consider them accurate. A vague questionnaire is a large part of why. Questions that ask people to rate “attitude” on an unlabelled 1–10 scale produce numbers that feel arbitrary, because they are.
How to Design a Performance Appraisal Questionnaire: Five Steps
- Fix the scope and the cycle first. Decide the period under review, who completes what, and the deadline. A questionnaire that arrives three weeks after the cycle closes gets filled in from memory.
- Anchor every question to something observable. “Delivered agreed deliverables on schedule” can be evidenced. “Is a team player” cannot. If you cannot picture the evidence a manager would cite, rewrite the question.
- Tie the goal section to the goals people actually have. If your team runs on SMART goals or OKR software, the questionnaire should reference those objectives by name rather than asking abstractly about “performance”.
- Mix the two data types deliberately. Rating scales give you qualitative and quantitative measures you can trend across cycles; open questions give you the reasons behind the ratings. A questionnaire that is all scales tells you what happened and never why. Aim for roughly 60% scaled, 40% open.
- Pilot it on one team, then lock it. Run it with five to ten people, ask which questions were ambiguous, fix those, then leave the instrument alone for at least four cycles. Changing questions every cycle destroys your ability to compare year on year.
Choosing Your Rating Scale
The scale does more damage than the questions when it is chosen badly. Three rules: label every point in words, keep the same scale across the whole form, and never use more points than a manager can meaningfully distinguish.
Scale | Best for | Example labels |
5-point Likert (agreement) | Survey statements, process feedback, 360 items | Strongly disagree · Disagree · Neutral · Agree · Strongly agree |
5-point performance | Core appraisal ratings | Below expectations · Partially meets · Meets · Exceeds · Outstanding |
4-point (forced choice) | When you want to stop managers defaulting to the middle | Below · Meets · Exceeds · Outstanding |
3-point | High-volume frontline roles, first-time rollouts | Not yet · Meets · Exceeds |
BARS (behaviour-anchored) | Competency assessment where consistency matters most | Each point carries a written behavioural example |
Percentage / weighted | KRA achievement against a target | Actual ÷ target, weighted by KRA importance |
Avoid 1-10 scales for behaviour. Nobody can articulate the difference between a 6 and a 7, so ratings cluster meaninglessly around 7-8 and your data flattens. A 1-10 scale is fine for a single overall self-rating, which is why it appears once in the core questionnaire above and nowhere else.
80 Performance Appraisal Questions By Section
Pull from these sections to build a questionnaire for your own cycle. Most organisations need six to eight sections and forty to sixty questions in total, not all of this. Anything marked as a scale item should use the same scale throughout the form.
Goal and KRA achievement (10 questions)
- Which of your goals for this cycle did you fully achieve?
- Which goals did you partially achieve, and what percentage would you put on each?
- Which goals were not achieved, and what was the primary reason?
- Rate your overall achievement against your agreed KRAs. (scale)
- Were your goals clear and measurable when the cycle began? (scale)
- Did your goals change mid-cycle? If so, were the changes agreed and documented?
- Which of your KPIs did you exceed, and by how much?
- Which goal had the greatest business impact, and how would you quantify it?
- Were your goals appropriately ambitious – too easy, about right, or unrealistic?
- What would you change about how your goals were set for the next cycle?
Quality and consistency of work (8 questions)
- Rate the overall quality of your work this cycle. (scale)
- How often did your work need rework or correction? (scale)
- Give an example of work you would hold up as your standard.
- Give an example of work that fell below your own standard, and why.
- How well do you understand the quality standard expected in your role? (scale)
- How consistently do you follow documented process and compliance requirements? (scale)
- What is the most common cause of errors in your work?
- What would help you raise your quality baseline?
Productivity, ownership and time management (8 questions)
- How reliably did you meet agreed deadlines this cycle? (scale)
- How well do you prioritise when everything is urgent? (scale)
- Describe a deadline you missed and what you did about it.
- How much of your time went to work outside your defined role?
- Rate your ability to work without close supervision. (scale)
- What is the biggest recurring drain on your productive time?
- Which task or process in your role most needs automating?
- What did you take ownership of this cycle that nobody assigned to you?
Collaboration and teamwork (8 questions)
- How effectively do you work with your immediate team? (scale)
- How effectively do you work with other departments? (scale)
- Describe a situation where you helped a colleague meet their goal.
- How do you handle disagreement with a teammate?
- Rate how readily you share information and context with others. (scale)
- Who in the organisation did you rely on most this cycle, and why?
- Where did a handover or dependency break down, and what would fix it?
- How comfortable are you raising a concern with your team? (scale)
Communication (7 questions)
- How clearly do you communicate progress, risks and blockers? (scale)
- How well do you adapt your communication for different audiences? (scale)
- Rate the quality of your written communication — documents, updates, email. (scale)
- How well do you listen and act on what you hear? (scale)
- Describe a time your communication prevented a problem.
- Describe a time a communication gap caused one.
- What would make communication in your team measurably better?
Problem-solving and initiative (7 questions)
- Describe the hardest problem you solved this cycle.
- How do you approach a problem with no obvious precedent?
- Rate your willingness to make a decision without complete information. (scale)
- What did you improve this cycle that was not part of your goals?
- When do you escalate rather than resolve, and how do you decide?
- What idea did you propose that was not taken forward, and why?
- How comfortable are you challenging an approach you believe is wrong? (scale)
Learning and development (8 questions)
- Which skill did you develop this cycle, and where did you apply it?
- Which training or course had the most practical effect on your work?
- Which skill gap most limits your performance right now?
- Rate the learning opportunities available to you. (scale)
- What do you want to be able to do a year from now that you cannot do today?
- Who has been most useful to you as a mentor or reference point?
- What kind of support would accelerate your development – training, mentoring, exposure, time?
- How confident are you that this organisation can develop your career? (scale)
Values, culture and conduct (7 questions)
- Which company value do you most consistently demonstrate, and how?
- Which value do you find hardest to live up to in practice?
- Rate how well the team you work in reflects the organisation’s stated values. (scale)
- Describe a decision where you chose the harder right option.
- How safe do you feel admitting a mistake here? (scale)
- Have you seen behaviour inconsistent with our values that went unaddressed?
- What single change would most improve how this team works together?
Leadership and people management (9 questions, for managers)
- How effectively do you set clear goals for your team? (scale)
- How often do you give team members specific, actionable feedback? (scale)
- How well do you delegate – too little, appropriately, or too much? (scale)
- Which team member grew most this cycle, and what did you do to enable it?
- How did you handle an underperformer this cycle?
- Rate your team’s clarity on how their work connects to company objectives. (scale)
- What did you do this cycle to develop your successor?
- How do you make sure quieter team members are heard?
- What is the biggest constraint on your team’s performance that you cannot fix alone?
Career direction and next cycle (8 questions)
- What are your top three priorities for the next cycle?
- Where do you want your role to be in two years?
- Which part of your current role would you like to do more of?
- Which part would you like to do less of?
- What support do you need from your manager to hit your next targets?
- How likely are you to still be in this organisation in twelve months? (scale)
- What would make you more likely to stay and grow here?
- Which role in this organisation would you most like to learn more about?
Questionnaire versions by respondent
One instrument, four perspectives. Running more than one perspective is what turns an appraisal from an opinion into an assessment.
Version | What it captures | Questions to prioritise |
Self-appraisal | Evidence, self-awareness, ambition | Achievement, missed goals, proudest work, skill gaps, next-cycle priorities |
Manager appraisal | Calibrated rating against role standard | Same items in second person, plus readiness for promotion and risk of attrition |
Peer / 360-degree | Behaviour others actually see | Collaboration, communication, reliability, values — never compensation questions |
Upward (manager evaluation) | Management quality | Goal clarity, feedback frequency, support, fairness, psychological safety |
The self-appraisal version is the one employees search for by name, and it is worth briefing your team on how to complete it well, our self-appraisal guide covers structure and phrasing. A self-assessment full of adjectives and no numbers is a wasted section.
A note on weighting. Do not average the four perspectives equally. A common split is manager assessment 50%, self-assessment 20%, peer input 20%, upward feedback 10%, and upward feedback should be reported in aggregate, never attributed, or you will get nothing honest.
Questions by appraisal method
Different appraisal methods need structurally different questions. Match the questions to the method you actually run.
Management by Objectives (MBO)
MBO evaluates against objectives agreed at the start of the period, so every question should reference a specific objective.
- For each agreed objective, what was the target and what was the actual result?
- Which objectives were within your control, and which depended on others?
- Were you given the resources needed to meet each objective? (scale)
- Which objective should be carried into the next cycle, and why?
360-degree feedback
360-degree feedback collects input from peers, reports, managers and sometimes customers. Keep the items behavioural and identical for every rater.
- How dependable is this person when they commit to something? (scale)
- How clearly does this person communicate with you? (scale)
- How constructively does this person handle disagreement? (scale)
- What is the single most valuable thing this person does for the team?
- What is the one behaviour you would ask this person to change?
Behaviourally Anchored Rating Scales (BARS)
BARS replaces abstract ratings with written behavioural examples at each scale point, which is why it produces the most consistent data and takes the most effort to build.
- Which of the following descriptions best matches this employee’s handling of client escalations? (five written anchors)
- Which description best matches their approach to documentation? (five written anchors)
- Cite a specific incident from this cycle that justifies the anchor you selected.
Critical incident method
- Describe a specific incident this cycle where the employee performed notably well.
- Describe a specific incident where performance fell short of the standard.
- What was the outcome in each case, and what changed afterwards?
Assessment centre and psychological appraisal
Both assess potential rather than past performance. Assessment centres use simulations and situational exercises to observe how someone behaves under realistic conditions. Psychological appraisal uses structured tests and interviews administered by qualified psychologists to identify latent ability. Neither belongs in a routine annual questionnaire; they are used for succession planning and senior hiring, where the question is what someone could do, not what they did.
Performance Appraisal Effectiveness Survey (Likert Format)
This is a different instrument with a different purpose: instead of evaluating an employee, it evaluates your appraisal process. Run it anonymously a week or two after the cycle closes. If your appraisal system has a credibility problem, this is how you find out before it shows up in your attrition numbers.
Use a five-point agreement scale for every statement: strongly disagree, disagree, neutral, agree, strongly agree.
# | Statement | Dimension |
1 | The appraisal criteria were explained to me before the cycle began. | Procedural clarity |
2 | The questions I was asked were relevant to my actual job. | Content validity |
3 | I had enough time to complete my self-assessment properly. | Process design |
4 | My manager came to the discussion prepared with specific examples. | Manager capability |
5 | My rating reflected my performance over the whole period, not just recent weeks. | Accuracy |
6 | The appraisal process was applied consistently across my team. | Fairness |
7 | I understood how my rating was arrived at. | Transparency |
8 | The feedback I received was specific enough to act on. | Feedback quality |
9 | I left the discussion clear on what to do differently. | Feedback quality |
10 | I felt able to disagree during the discussion. | Psychological safety |
11 | The link between my rating and my increment or promotion was clear. | Outcome linkage |
12 | The appraisal process was a good use of my time. | Overall value |
Add two open questions at the end: what was the most useful part of the process, and what one change would improve it most. Then report scores by dimension rather than as a single average – “fairness scored 2.8 while feedback quality scored 4.1” is actionable in a way that “overall 3.4” never is.
If you want to run this at scale and trend it across cycles, employee surveys with anonymous distribution and dimension-level reporting will save you the spreadsheet work.
Performance Appraisal Questionnaire for Research And student projects
If you are writing a dissertation, MBA project or HR research paper on performance appraisal, your questionnaire needs things a corporate form does not: a demographic section, a validated construct structure, and a defensible note on reliability. Here is a structure you can adapt.
Section A - Demographics
- Age group: under 25 / 25–34 / 35–44 / 45–54 / 55+
- Gender: (include a prefer-not-to-say option)
- Highest qualification
- Total years of work experience
- Years with the current organisation
- Current level: entry / executive / middle management / senior management
- Department or function
- Organisation size by headcount
- Frequency of formal appraisal: annual / half-yearly / quarterly / continuous
Section B - Construct statements (five-point Likert)
Group your statements by construct and use four to five items per construct. That structure is what lets you report reliability per construct rather than for the questionnaire as a whole.
Construct | Sample statements |
Goal clarity | I know what I am being evaluated on. · My targets were agreed, not imposed. · The standards for each rating level are clear to me. · My goals are within my control. |
Procedural fairness | The same process applies to everyone at my level. · Ratings here are based on performance rather than personal relationships. · I can appeal a rating I believe is wrong. · The process is free from favouritism. |
Feedback quality | The feedback I receive is specific. · It is timely enough to act on. · It addresses behaviour rather than personality. · It includes what to do differently. |
Manager competence | My manager understands my work well enough to evaluate it. · My manager is prepared for appraisal discussions. · My manager gives feedback throughout the year, not only at appraisal time. |
Outcome linkage | My increment reflects my rating. · Promotion decisions here follow appraisal outcomes. · High performers are visibly recognised. · Poor performance is addressed. |
Satisfaction with appraisal | I am satisfied with the appraisal procedure. · I am satisfied with the feedback I received. · I believe the process improves my performance. · I would not change the current system. |
Motivational effect | The appraisal motivated me to improve. · It clarified my development priorities. · It increased my commitment to the organisation. · It made me more likely to stay. |
Section C - Open-ended
- In your view, what is the greatest strength of your organisation’s appraisal system?
- What is its greatest weakness?
- What one change would you make to it?
Methodology notes worth including
- Cite a validated instrument. The Satisfaction Questionnaire for Performance Appraisal Evaluation (SQPAE), developed and validated by Rodrigues, Junça Silva and Lopes in 2026, measures satisfaction with performance appraisal across three dimensions — the procedures involved, the perceived effectiveness of the process, and the feedback received. It was validated across four studies using exploratory and confirmatory factor analysis. DOI: 10.1186/s41155-025-00369-8. Grounding your construct structure in a published instrument is the fastest way to strengthen a project questionnaire.
- Report reliability. Calculate Cronbach’s alpha per construct, not for the whole questionnaire. Above 0.70 is generally treated as acceptable.
- Pilot first. Twenty to thirty responses is enough to catch ambiguous wording. Report that you piloted it.
- Mind the sample. For factor analysis you want at least five respondents per item, so a 30-item questionnaire implies a minimum of around 150 responses.
- Watch for acquiescence bias. Reverse-word two or three items per construct so respondents cannot agree their way straight down the form.
- State your ethics position. Anonymity, voluntary participation, consent, and how the data will be stored and destroyed.
Sample Appraisal Questions With Model Answers
If you are the one being appraised, these are the questions you are most likely to face and a defensible way to answer each. Replace the bracketed parts with your own specifics, and use numbers wherever you have them, because a claim with a figure attached is worth three without.
How would you rate your overall performance this year?
“I would put myself at a 4 out of 5. I delivered [4 of 5] agreed goals in full and one partially – [goal] came in at [X%] because [specific external reason]. The result I would point to is [outcome with a number]. What I have not yet done is [honest gap], which is where I want to focus next cycle.” Self-rate honestly and evidence the number. Rating yourself a 5 with no evidence reads worse than rating yourself a 4 with three examples.
What is your greatest achievement this year?
“[Project or outcome]. The situation was [problem], I was responsible for [your specific part], and the result was [quantified outcome]. What made it work was [decision or approach].” Pick one achievement and go deep. A list of five achievements described in one line each is less persuasive than one described properly.
What are your biggest weaknesses?
“[Specific, real, professional weakness] – for example, [short concrete instance]. What I have done about it is [action taken], and the effect so far has been [result]. It is still work in progress.” Name something real and pair it with action. “I work too hard” is a non-answer and every manager knows it.
Which goals did you not meet, and why?
“[Goal] fell short at [actual] against [target]. The main reason was [honest cause]. I flagged it in [month] and we agreed to [action]. What I would do differently is [specific change].” Own it, explain it, and show you raised it at the time rather than at the review.
How do you handle constructive criticism?
“When [person] told me [specific feedback], my first reaction was [honest], but I asked for a concrete example, changed [specific behaviour], and [result].” Answer with an actual instance. Everybody claims to welcome feedback; almost nobody can name a time they acted on it.
What are your goals for the next year?
“Three things: [measurable goal one], [measurable goal two], and building [specific skill] so I can take on [specific responsibility]. To do that I need [support you are asking for].” Make the goals measurable and connect at least one to something the business cares about.
What support do you need from your manager?
“Two things would help most: [specific, actionable request] and [second request]. On [request one], what I am really asking for is [clarify the underlying need].” Be specific and be reasonable. “More support” is not a request anyone can act on.
How do you think the appraisal process could be improved?
“The most useful part was [genuine positive]. The part that worked least well for me was [specific issue] – for instance, [example]. I would suggest [constructive alternative].” Answer honestly but constructively. This question is usually asked in good faith, and a specific answer is more valuable to your HR team than a polite one.
The Appraisal Meeting: What to Ask And What to Expect
The questionnaire is preparation. The meeting is where the value is realised or lost.
Questions an employee should ask in an appraisal meeting:
- What would moving from my current rating to the next one actually require?
- Which of my contributions this cycle was most valuable to you?
- What is the one thing you would have me change?
- Is there anything in my performance you have not raised with me until now?
- What does the path from my role to [target role] look like here?
- How is my rating connected to my increment or promotion this cycle?
Questions a manager should be ready to answer:
- Why this rating and not the one above it, with specific evidence?
- What are this person’s two development priorities, in order?
- What is standing in their way that I am responsible for removing?
- Is this person a retention risk, and what would change that?
Follow the discussion with something in writing within two working days, covering the rating, the reasoning, the agreed development actions and the next check-in date. Our performance appraisal email templates cover the standard follow-ups, including the difficult ones.
Nine Mistakes That Ruin Appraisal Data
- Unlabelled scales. A 1–5 with no descriptions means every manager is using a private definition of 3.
- Double-barrelled questions. “Does the employee communicate clearly and meet deadlines?” cannot be answered with one rating.
- Leading wording. “Do you agree that the appraisal process is fair?” is not the same question as “How fair was the appraisal process?”
- Recency bias. Without a prompt for the full period, managers rate the last six weeks. Ask explicitly for evidence from the first half of the cycle.
- Length. Past about fifty items, quality of response collapses. A shorter form completed carefully beats a long one completed at 6pm on the deadline.
- Rating personality instead of performance. “Attitude”, “maturity” and “cultural fit” are where bias enters. Replace them with observable behaviour.
- No feedback loop. If employees never see what changed as a result of the process, response quality drops every cycle. Say what you did with last cycle’s data.
- Appraisal as the only feedback event. The questionnaire should confirm what people already know. If a rating is a surprise, the problem is the year, not the form. Different types of feedback serve different moments, and the annual review is the least useful of them for changing behaviour.
- Collecting data nobody uses. If you are not going to act on a section, delete it. There are practical ways to improve performance management that start with using what you already collect.
Notes for Indian Organisations
- Cycle timing. Most Indian organisations run appraisals against the April–March financial year, with the increment effective from April. That compresses the questionnaire, calibration and letter-issuing into February and March — build your timeline backwards from the increment date, not forwards from the cycle end.
- Increment linkage is explicit here. Employees generally expect the rating to translate into a specific percentage. If your rating bands do not map to increment bands, say so before the cycle starts rather than during the conversation.
- Bell curve and forced distribution. Still common in larger Indian organisations and still contentious. If you use one, your questionnaire needs enough discriminating power to justify the distribution, which in practice means anchored scales rather than agreement statements.
- Documentation. The completed questionnaire is the supporting record for the appraisal letter and for any subsequent performance-improvement process. Keep it retrievable.
- Multi-location teams. Where the same role sits across several sites, calibrate ratings across locations before releasing them. Site-level rating inflation is the most common source of internal-equity complaints.
Running the Questionnaire in Zimyo
Most of the friction in an appraisal cycle is administrative: chasing self-assessments, collecting peer input, reconciling spreadsheets, and connecting ratings to increments. Zimyo’s performance management software handles that layer.
- Build the questionnaire once as a review template with your own sections, scales and weightings, and reuse it every cycle.
- Run performance reviews (KRA/KPI) with self, manager, peer and upward stages in a single workflow, with automated reminders instead of follow-up emails.
- Collect continuous employee feedback through the year so the appraisal confirms a record rather than reconstructing one.
- Report at the dimension level and compare across cycles, teams and locations without exporting anything.
If you are still evaluating options, our comparison of employee performance tracking tools covers the main platforms in the market.
Conclusion
Your Performance Appraisal Questionnaire is more than just a formality. It’s a crucial tool that can drive employee engagement, foster development, and improve overall organizational performance. By asking the right questions, you’ll not only gather valuable insights but also show your employees that you care about their growth and success. So, why wait? Start drafting your Performance Appraisal Questionnaire today and make every performance review a meaningful one!
FAQs (Frequently Asked Questions)
What is a performance appraisal questionnaire?
A performance appraisal questionnaire is a structured set of questions used to evaluate an employee’s performance over a defined review period. It typically covers goal and KRA achievement, quality of work, collaboration, communication and development needs, with most items scored on a rating scale so results can be compared consistently across employees and cycles.
What questions are asked in a performance appraisal?
A standard appraisal asks which goals were achieved and which fell short, how the employee rates their overall performance, what their most significant achievement was, how well they collaborate and communicate, which skills they developed, what they need to improve, and what their priorities are for the next cycle. Most organisations use forty to sixty questions grouped into six to eight sections.
How many questions should a performance appraisal questionnaire have?
Between twenty and sixty, depending on the role. Below twenty you cannot differentiate performance meaningfully; above sixty, response quality drops sharply. Around forty items across six to eight sections works for most roles, with roughly 60% scaled questions and 40% open-ended.
What are the main performance appraisal methods?
The methods most widely used are Management by Objectives (MBO), Behaviourally Anchored Rating Scales (BARS), 360-degree feedback, the graphic rating scale, the critical incident method, assessment centres and psychological appraisal. MBO, BARS and 360-degree feedback are the three most common in routine annual cycles; assessment centres and psychological appraisal are generally reserved for succession planning and senior hiring.
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