I can't tell you at this point that I have that evidence in hand, but when we talk across the system, there is definitely a sense that we may have had an impact on that latter statement. A lot of it has been because of program reviews, and the fact that the public service wasn't hiring as much as it was, and so maybe people turned their attention elsewhere. There is a lot of competition for talent in the overall hiring system. We have recognized, as we said earlier, that we need to reposition ourselves to start attracting that talent.
As I was saying, the problem is not necessarily attracting the talent; it's actually delivering on the people who are interested. That's probably one of the biggest concerns we have right now. Why are we not reaching out to this talent that is coming, that is applying?
We are continuing to look at it, and we recognize that we need to be conscious about the brand we're putting out there, and delivering on the brand we're putting out there. If we put out a lot of advertisements, attract a lot of people, and yet we don't hire—especially youth—we may be hurting ourselves. We've been putting a lot of time in and paying a lot of attention to this. We've been talking to deputy heads. We've been seizing the senior public service to this effect, in order to try to think about how we strategically do this so that we can continue to attract the talent but also deliver on some of the job promises we have.