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A Baldwin man was killed after walking into the path of car heading north on Lowder Street Saturday evening.
Susan B. Green of Macclenny was driving the 2007 Chevy Malibu on CR23A (Lowder) near Big Oaks Court about 8:35 pm when the car struck Allen Lee Moore, 43.
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Adrian Eames reports on an entertaining tussle at The Showgrounds
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Joe Schmidt said Ireland needed a "stronger performance" from referee Jaco Peype after the 10-9 defeat to France th
RTÉ analysts Brent Pope, Shane Horgan and Ronan O'Gara get the post-mortem under way after Ireland's RBS 6 Nations
Watch all the scores from France's 10-9 win over Ireland in Paris.
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Man Arrested For Shooting At White House Windows
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UN.GIFT Publications
CSO GAATW Collateral Damage
Oct 05 2010
Download right click "save as"
Each chapter mentions numerous examples of laws or government policies which have negative consequences for some of the very people they are intended to benefit. It seems worth focusing here on three different types of impact: first, of policies which make assistance and protection for trafficked persons conditional on cooperation with law enforcement officials; secondly, of anti-trafficking measures affecting migrants and others; and thirdly, the misuse of the concept of 'trafficking' to further the political agendas of governments.More information about human trafficking on the website of GAATW.
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Jonathan Quick Gives Us One of the Greatest Moments in Kings History
Maybe it was the booze talking. Typically, a sober Jonathan Quick is about as boring a person as you'd find to listen to. He says what he thinks should be said. Nothing more. Often even less. And it couldn't be more appropriate for what Jonathan Quick does on the ice.
Jonathan Quick wasn't supposed to be the most important piece of a Kings championship team in 2012. Four years ago, he wasn't even supposed to be the team's starter. Jonathan Bernier, Quick's now solidified back-up, was heralded as the starter of the future for the Kings back then. Jonathan Quick wasn't on anyone's radar at all.
He never seemed to want anything handed to him. Even when he earned the right to be considered the starter after a successful season in 2009-10, many still speculated that the former first round draft pick in Bernier would surpass him. So, Quick kept working harder than anyone else and asking for no credit, no entitlement. What happened? Quick produced an even better season the next year.
Perhaps he only has himself to blame for the position he was in for most of this year: carrying a team that was labeled a championship contender just a few months too soon. The team stumbled out of the gates in October, at times displaying able prowess to support the predictions of the optimists; but often arming its critics the next game with a sub-par effort.
But one constant persisted throughout: the play of the team's fulcrum, Jonathan Quick.
What's most interesting about Quick's Vezina caliber effort this season was his predictable reaction to any compliment: a blank-faced gaze that more often accompanies an insult than praise.
Quick never seeks accolades and in fact, never seems very comfortable with any. He never seeks the limelight or to be held to any esteem greater than that of his team. If anyone can find me a post-game (winning) interview in which Quick fails to mention the play of his team I will provide that person with a pair of my season tickets next season.
Even on Monday night, on the league's grandest stage, when being awarded the Conn Smythe trophy, Quick shied away from the spotlight. When all his teammates encouraged him to take a lap to show off what he had so unquestionably earned, he smiled, shook his head and set his award back down. He was anxious to move on to the team trophy.
He didn't play MVP caliber hockey to win an individual award; he played for the team in front of him to win the Stanley Cup.
Which bring us to the rally that happened earlier today.
Today was the victory parade celebrating the Kings first Stanley Cup championship in franchise history. It was a momentous event that brought Kings fans of all walks of life together to celebrate what had eluded them for 45 years.
It all went as planned. Surely, mild-mannered Jonathan Quick would not alter that course:
At some point soon no Kings player will be allowed near an active microphone.
That said, no one has earned the right for an innocent, drunken, celebratory slur more than Jonathan Quick.
In this, his first public moment out of his introverted shell, Jonathan Quick finally has an unfiltered dialog with someone: 18,000 fans. Perhaps now we know why he seems to be so calculated before speaking, often abridging his responses to grunts and facial expressions. I wonder who he could have learned that from?
Even in this moment of pure sincerity, his motivation is consistent: I am no more worthy of praise than anyone in front of me. In fact, you are not praising them enough.
And who can argue with that? Quick only said what we were all thinking: Look at THIS. FUCKING. TEAM. They deserve our admiration. If the man who is their last line of defense proclaims as such, so be it.
Ironically, in his ultimate humility, Quick has risen above his peers as the star of this team, whether he likes it or not.
Because soon he'll go back to where he started. He'll practice as though he's fighting for a starting job. He'll bail out his teammates' mistakes. He'll play by far the most consistent hockey of anyone on his team.
And still, he will praise their efforts and downplay his own.
Look at these, fucking, guys.
Your slight of hand isn't fooling me, MVP.
UPDATE: Here is how KCAL aired the Quick speech. They apparently cut to the live audio just in time. That's what you get, local news.


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The Ryan Smyth Saga – Dean Lombardi HATES Drama…
…In the same way Snooki or J-Wow hates drama. I'm sure they have said that at some point, but honestly, I wouldn't know.
The summer isn't even a week old, in hockey chronology, and it is already shaping up to be the most dramatic one in- OK well a dramatic one.
Yesterday, the Godfather of hockey reporting, Bob McKenzie claimed that Ryan Smyth "indicated to the Kings that his preference would be to play next season in Edmonton if a trade can be worked out." Many are saying that he has requested a trade, but I don't think this is exactly how this should be interpreted.
This entire thing could be Lombardi's doing. Either way, the two of them had a discussion about it, and it's possible that Lombardi floated the idea of buying him out to free up that $6.25 million (against the cap), to which Smyth said he would rather go back to Edmonton than for that to happen. Does this make sense? No. Lombardi likes Smyth, and he is currently the only player on the roster who can be counted on to play top 6 left wing minutes. And as far as we all knew, Smyth liked Los Angeles.
Of course Smyth denied it. That was not supposed to be public information, and that getting out really does Smyth no good. It's harmful to his reputation and may cause problems in the LA locker room should he be here for another year, which is probably the most likely scenario. It is already becoming a problem to the fans, whether he did or didn't say it.
Helene Elliot confirmed McKenzie's report and pointed out another interesting angle: "Lombardi is also negotiating with [Don] Meehan (Smyth's agent) on a new contract for franchise defenseman Drew Doughty, who can become a restricted free agent July 1. Lombardi visited Meehan's Toronto office twice and was blistered both times."
Quisp points out exactly what this connection means: re: the source of the Smyth comment leak: "I don't know whether I think Smyth did tell his agent to inquire [about a trade] but craftily denied doing it himself, or (I'm leaning this way:) that Team Lombardi is the source and is telling Helene that it's Smyth's agent doing the dirty work because (1) people will believe that and (2) it paints Meehan as The Bad Guy, which helps Lombardi on the Smyth front AND the Doughty front. What worries me about that is what I just described is essentially a P.R. campaign waged in the press…and there wouldn't be any need for such a campaign if the Doughty contract was imminent." That is some scary shit. There is more good stuff about it on JFTC as always.
The other conspiracy theory this leads to is that Lombardi is actively trying to free up cap space for this summer. Most are speculating that this means the Kings are going to go after Brad Richards. This is only because he is the
only most desirable UFA this summer:
- Teemu? sure, but no one would give him more than a year and there is no way Anaheim wouldn't have him back if he wants to keep playing.
- Alex Tanguay? Decent player, but not a game changer.
- Jussi Jokinen? Intriguing, but not exciting.
- Eric Cole? Perhaps the only NHL player more injury prone than Justin Williams.
- Brooks Laich? I can't think of a reason Washington wouldn't re-sign the versatile centerman.
- Radim Vrbata? Lombardi should sign him strictly based on his affinity for lighting the lamp at Staples. (Ed. note: dammit, that was 09-10)
- Andrew Burnette? If you thought the announcement of Ponikarovsky was anti-climatic…
- Michael Ryder? With his play in the Stanley Cup Finals, he is due for a renewal if not a raise in Boston.
- Tim Connoly? Remember the Saturday Night Live character 'Massive Head Wound Harry'?
- Simon Gagne? Wait. I should have- nevermind. He wouldn't waive his no-trade to come here last season, no reason to think he would this year.
So as you can see, this list just makes Brad Richards look that much more appealing, and I still don't see it. Don't get me wrong, Richards is a terrific player, and I'd love to see him in a Kings uniform. But the consensus seems to be that Richards will want a long term contract, and with the concussion he just sustained, this is a somewhat disturbing proposition.
Injury aside, the Kings needs for a center are short-term at worst. The Kings two most promising prospects are both centers: Brayden Schenn and Andrei Loktionov. Both have had their NHL cup of coffee, so to speak, and neither have stuck, but this should not discount optimism. Both have excelled at every level they've competed at and show nothing but promise. The only question is, are they ready to do it at the NHL level?
With Loktionov- it appears as though it should be this season. The 21 year old struggled early on playing on that elusive first line left winger position, but mostly because he is a natural center. After he was shifted back to his preferred position, his play elevated after an apparent confidence boost. He started to show just what he can provide at the position, especially when the Kings lack a 2nd playmaking center. Another year older and hopefully stronger, Loktionov should be ready for regular NHL action, the only question perhaps is can he be counted on to play regular 2nd line minutes?
As far as Schenn- it's a bit more uncertain. Schenn turns 20 in August and has only played a handful of games professionally- at the NHL or AHL level. The only point to be made is that even if Schenn is ready to compete at the NHL level, the club will be cautious with counting on his ability too soon. If he will be better served in the long term playing a year in Manchester, then that's where he will be, regardless of if he can contribute to the Los Angeles Kings.
Thus, in 2 years, the Kings will boast a roster of three talented young centers (Kopitar will be still only be 26). Do they really need a 4th? Sure, one of them can be converted to the wing, but as we saw with Loktionov this season, that is not ideal.
Allow me to offer an alternative. Consider Zach Parise. If he goes to arbitration (which they have filed for but can still agree to a contract before the hearing, thus nullifying the necessity) he will then be on a one year contract, after which he is a UFA. That doesn't mean they again can't sign him long term after that, but arbitration typically leaves a sour taste in everyone's mouth, and Parise has already expressed that going to arbitration would not be ideal. This doesn't even take into account the New Jersey salary cap situation, created in part by the Kovalchuk contract, which many have speculated could be a factor as well. So then it could be possible that the Devils are faced with trading Parise at some point. If so, what would they want? A goaltender for the future, defensive prospects, maybe a pick or two. Sounds like some assets the Kings have to me.
I acknowledge that this is a pipe dream, but it is the type of thing that is possible with that cap space other than just free agency. The point is, freeing up cap space doesn't just allow Lombardi to sign a free agent; it also allows him more flexibility for trades, especially with teams that are up against the cap, like the Flyers. I'm not saying Jeff Carter for the same reason I'm not saying Brad Richards (center, injuries, long term deal, no thank you).
If Lombardi is somehow able to sign Richards after trading Smyth, here is what the depth chart would look like:
Penner – Kopitar – Williams
Parse – Richards – Brown
Clifford – Stoll – Simmonds
Richardson – Lewis/Loktionov/Schenn – Westgarth
Is this lineup markedly better than last year's? Possibly, but it makes some bold assumptions:
- Neither Loktionov or Schenn will be ready for more than a fourth line role this season.
- Dustin Penner and Scott Parse will be able to play top six minutes.
- Dustin Penner or Scott Parse are the solution to the LW1 problem.
- Assuming Richards will have a long term contract (longer than two years), either Richards, Loktionov, or Schenn will be able to convert to the wing; OR
- Loktionov or Schenn will fit best into a fourth line role until the expiration of the Richards contract.
Richards will sign with either New York or Toronto (with Buffalo and Montreal as dark horses) for over $7 million/year and over 5 years. Lombardi may be in the fold, but he will not offer the amount of years or dollars that others will. He will probably sign one of the other names to a one year deal and they will disappoint greatly. This will hopefully put the Kings in position to go after Parise via trade or as a UFA next summer. Or Lou locks him up long term tomorrow and this whole idea goes to shit.
The point is- Lombardi does not sign players just because they are available. His philosophy is 'The Right Fit" so much so that it's a catch phrase. It can be no more literal than 'fitting' in terms of filling the positional depth chart, and signing Richards would be trying to fit a, albeit very attractive, square peg into a round hole that has been empty since #20 retired.
CommentsOne Response to "The Ryan Smyth Saga – Dean Lombardi HATES Drama…"
very interesting stuff. i bet smyth gets moved at the draft because DL has a boner for draft picks and the draft in general. assuming that happens, he better make sure he's ready to get a LW in the off-season because Parse being in the top six to start the season is definitely not acceptable.


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The pregnancy deodorant truly workswithout aluminum, parabens, or synthetic fragrances that may contain reproductive disruptors like other deodorants. The safe pregnancy tea is made with whole-leaf herbs that impart the full benefits of the strawberry leaf and alfalfa that are so supportive and nutritive to womens reproductive systems. The Dream Belly Butter for Stretch Marks has absolutely no cocoa butter smell and is rich in deeply penetrating moisturizers that smooth, soften and support your skin beautifully for hours.
Fairhaven Health is based in Bellingham, Washington. Thats a hop, skip and jump from our headquarters here in Portland, Oregon, making them a nice local addition to our carefully selected offerings of natural pregnancy products.


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While standard protocols have been established for the treatment of virtually all cancers, doctors will often modify them for their individual patients. These modifications are based on many factors including the patient's age, general health, desired results, and the specific characteristics of his or her cancer. Since the treatments described in this report represent the standard therapeutic approaches, your physician may not strictly adhere to them.
Most esophageal cancer is discovered too late to be cured. Overall, 20% of patients survive beyond five years after diagnosis. Treatment is often directed at increasing the person's comfort and prolonging life.
For this disease, few possible treatments come highly recommended. Most of them are grueling, painful, and marginally productive in terms of improved quality of life or extended survival. Before submitting yourself to a proposed treatment, talk with your doctor. Compare the possible benefits with the severity and risk of side effects. If at all possible, talk with patients who have undergone what you are considering.
Psychotherapy plays an important role in the care of patients with esophageal cancer. Researchers randomly divided 271 surgical patients with cancers affecting the gastrointestinal tract (esophagus, stomach, liver, pancreas, colon, or rectum) into two groups: one received usual care on the surgical ward and the other received formal psychological support in addition to usual care. Psychological interventions, which were provided both before and after surgery, consisted of emotional and cognitive support and help in planning for the future. Ten years after their surgery, patients who received psychological support were significantly more likely to be alive than those who did not receive such additional care.
Click the links below to learn more about the treatment options.
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Existing treatment protocols have been established and continue to be modified through clinical trials. These research studies are essential to determine whether or not new treatments are both safe and effective. Since highly effective treatments for many cancers remain unknown, numerous clinical trials are always underway around the world. You may wish to ask your doctor if you should consider participating in a clinical trial. You can find out about clinical trials at the government website ClinicalTrials.gov.
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InternationalStudent.com began operation in 1998, answering the calling of a continuously increasing international student population. The response to the site was tremendous and spurred the creation of several other domains. Over time, those sites developed into the International Student Network which is now the leading online resource for international students around the world. Our goal is to enable students to pursue their dreams of seeing the world and improving their education experience. We want to help students in every way imaginable to make them successful in their international education endeavors.
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Keith co-founded EIC in 2005 and as President, directs the overall strategy and operations of the company. Prior to forming EIC in 2005, he practiced law with Holland & Knight LLP in Washington DC and Amsterdam as a corporate lawyer, focusing on M&A and venture capital, then with the PGA TOUR in Ponte Vedra Beach, Florida where he was Vice President and Assistant General Counsel. He is a graduate of Georgetown University and the University of Florida College of Law.
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Ross joined InternationalStudent.com back in 2002, after graduating from the Nottingham Trent University in the UK with a First in BSc (Hons) Business and Technology. Ross has lived all around the world including LA, New York, Boston, London, Hong Kong and now in Leipzig Germany. Ross describes his work at InternationalStudent.com as "a jack of all trades" doing some web work, marketing and generally heading up the international development of the site.
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Don joined Envisage International Corporation in early 2011 as the Director of Sales. Don's sales background includes selling media, television, sponsorships, internet advertising and social media marketing. After college, he spent 10 years at WeatherBug, the number two most visited weather destination on the web, where he worked his way up to Director of Sales. He is a graduate of Florida State University where he received his Bachelors of Science in Meteorology of all things.
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Bryanna Davis—Marketing
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The specter of deleveraging has been haunting the global economy since the credit crunch reached crisis proportions in 2008. The fear: an unwinding of unsustainable debt burdens will drag down growth rates for years to come. So far, reality has been more benign, with economic growth recovering sooner than expected in some countries, even though the financial sector is still cleaning up its balance sheets and consumer demand remains weak.
New research from the McKinsey Global Institute (MGI), though, suggests that the deleveraging process may just be getting under way and is likely to exert a significant drag on GDP growth.1 1.
For the full report, see Debt and deleveraging: The global credit bubble and its economic consequences, McKinsey Global Institute, January 2010, available free of charge on mckinsey.com/mgi.
Our study of debt and leverage2 2.
Throughout this article, debt refers to the outstanding amount of debt, which we compared across countries by measuring it relative to GDP. Leverage, referring to debt relative to assets or income, is measured differently and often in sector-specific ways.
in ten mature and four emerging economies3 3.
The mature economies we examined are Canada, France, Germany, Italy, Japan, South Korea, Spain, Switzerland, the United Kingdom, and the United States. The emerging economies are Brazil, China, India, and Russia.
indicates that some sectors of the economies of five countries—Canada, South Korea, Spain, the United Kingdom, and the United States—will very probably experience deleveraging.
What's more, our analysis of deleveraging episodes since 1930 shows that virtually every major financial crisis after World War II was followed by a prolonged period in which the ratio of total debt to GDP declined significantly. The one exception was Japan, whose bursting asset bubbles in the early 1990s touched off a financial crisis followed by many years when rising government debt offset deleveraging by the private sector. The "lost decade" of sluggish GDP growth that followed is a cautionary tale for policy makers hoping to somehow avoid the painful process of deleveraging.
Business executives too will face challenges: they may have to adapt to an environment in which credit is tighter and costlier and consumer spending could be slower than trend over the medium term in countries where household debt has built up. Our findings underscore the likelihood that growth will be stronger in emerging markets, which are far less leveraged, than in mature ones. To cope, companies should build the potential impact of "pockets" of deleveraging into their market outlooks.
Debt grew rapidly after 2000 in most mature economies. Although the United States is often assumed to be the most profligate borrower, by 2008 several countries—including France, South Korea, Spain, and the United Kingdom—had higher levels of debt as a percentage of GDP (Exhibit 1). Of course, such aggregate measures of leverage are not by themselves a reliable guide to the sustainability of debt. Swiss households, for example, have sustainably managed very high levels of leverage for a long time because they possess high levels of financial assets that can be drawn on to repay debt and because Swiss banks have conservative lending requirements.
Debt increased in most mature economies.
So to gauge the likelihood of a deleveraging, we took a more granular view, studying how debt and leverage have grown over time in individual sectors of 14 major economies. We assessed the sustainability of debt by considering factors such as the level and recent growth of leverage and the borrowers' debt service capacity and vulnerability to income and interest rate shocks.
Our analysis suggests that ten sectors have a high likelihood of deleveraging (Exhibit 2). In eight of the ten, very high levels of debt are linked to real-estate booms: the household sectors of Spain, the United States, and, to a lesser extent, of Canada and South Korea, as well as the commercial-real-estate sectors of Spain, the United Kingdom, and the United States. The remaining two are parts of Spain's financial and non-real-estate corporate sectors.4 4.
Many countries beyond the 14 large ones in our sample increased their borrowing in the years prior to the crisis, amassing large debts relative to GDP. For small economies—particularly those, such as Iceland and Ireland, that tried to build international financial hubs—the results were dramatic.
By the middle of 2009, ten sectors had a high likelihood of deleveraging.
Overall, the corporate sectors in most countries entered the crisis with lower levels of leverage than they had at the start of the decade, with the exceptions of the commercial-real-estate subsector and companies acquired through leveraged buyouts. Both of those pockets of leverage have over $1 trillion of debt, which will need to be refinanced in coming years, suggesting difficulties ahead.
To understand what deleveraging might look like going forward, we analyzed 45 significant, historical deleveraging episodes: those in which the ratio of total debt to GDP declined for at least three consecutive years and fell by 10 percent or more. The deleveraging episodes ranged from the US Great Depression (1929–43) to Argentina's current troubles (2000–present).
In 32 of the episodes, the deleveraging process commenced after a financial crisis and followed one of four paths. Three typically occur under economic conditions that are not currently present, so they are unlikely now: high inflation, which causes deleveraging by increasing nominal GDP growth; massive default, which typically follows currency crises; and rapid economic expansion fueled by war or oil booms. The fourth—a prolonged period of austerity, or "belt tightening"—is not only the most common path, fitting 16 of the 32 deleveraging episodes that took place after a financial crisis, but also the one that seems most relevant today.
Deleveraging through belt tightening—exemplified by the US economy during the Depression years from 1934 to 1938 and by South Korea and Malaysia after the Asian financial crisis in 1997—is usually a long and difficult process that reduces the ratio of debt to GDP by about 25 percent. Credit growth in most cases slowed dramatically: in the mature economies in our sample, it averaged 17 percent annually in the ten years prior to the crisis but fell to just 4 percent during deleveraging. Real GDP typically declined in the first two to three years of deleveraging but then rebounded and grew strongly for the next four to five years while deleveraging continued (Exhibit 3).
Real GDP growth typically declines in the first two to three years of deleveraging.
While the historical record is helpful, several elements of today's environment suggest that deleveraging may start later and take longer. First, aging populations in much of the world are causing labor force participation rates to fall, which will make it more difficult than usual to jump-start and sustain GDP growth. Another complication is that the financial crisis of 2008 was global in scale, affecting the world's biggest economies—not just one or a few, as in most previous crises. Therefore, it would be very difficult for all of today's affected countries to boost net exports simultaneously, as many did in the past to support GDP expansion when credit growth was slowing and households were saving more.
Add to that problem the prospect of sharply increasing government debt relative to GDP in several major economies. According to Global Insight, US government debt will grow to 105 percent of GDP by 2012, from 60 percent in 2008; UK government debt to 91 percent, from 52 percent; and Spanish government debt to 74 percent, from 47 percent. This development could more than offset any deleveraging by the private sector. One implication is that Spain, the United Kingdom, and the United States might postpone deleveraging until after the crisis passes and growth in government debt has been reined in. It's also likely that debt-to-GDP ratios will decline more slowly and over a longer period than the historical average, creating severe headwinds on economic growth, though we do not forecast GDP.
Policy makers today face an acute challenge going forward. On the one hand, public policies that stimulate GDP growth will be invaluable for countries experiencing deleveraging, because such policies help an economy "grow into" its current level of debt rather than pay it off. Households and businesses can therefore save more without reducing consumption and investment as sharply as they would otherwise have to do. On the other hand, faced with rising public debt, policy makers must also carefully consider when to reduce government support of aggregate demand. Japan's experience in 1997 highlights the danger of winding down stimulus programs prematurely, potentially stifling a recovery. But it also illustrates the dangers of letting public debt grow unchecked. Getting the timing right will be critical.
Regulators are now discussing ways to improve the stability of the financial system. Our analysis strongly suggests the need for monitoring leverage at a very granular level in the real economy, since overleveraged borrowers in a few sectors were at the heart of the crisis. The data, which could then inform the banks' risk models and regulatory policies on bank capital, should be compiled at an international level, given the growth in cross-border lending and the insights that can be gleaned from cross-country comparisons. Our analysis also provides support, in principle, for a more active approach to monitoring systemic risk in the financial system.5 5.
Some regulators have proposed such "macroprudential" regulation—see, for example, "The role of macroprudential policy," news release by the Bank of England, November 21, 2009. Our own framework has many conceptual similarities with this but differs in several ways, including the tracking of consistent metrics across countries to enable comparisons.
We suggest caution about moves to raise bank capital ratios too quickly and too high, however, given the risk of exacerbating the pressures facing major economies as they deleverage.
Corporate executives, meanwhile, must learn to manage under continuing uncertainty. Business models that rely on low-cost debt will not be economically feasible, but companies with capital will find ample opportunities to expand market share or make new acquisitions. Consumer-facing businesses have already seen a shift in spending toward value-oriented goods, and this new pattern may persist until households repair their balance sheets. Scenario planning will be of the essence. We encourage business leaders to develop a range of scenarios that reflect different degrees and speeds of deleveraging rather than predicate strategies on a single view of what might unfold.
As of this writing, the deleveraging process has barely begun. Each week brings news of another country or company straining under the burden of too much debt. Deleveraging is likely to be a significant component of the post-crisis recovery, and this will dampen growth. Nevertheless, by learning lessons from past experiences of deleveraging, today's policy makers and business leaders may be better placed to steer a course through these challenging waters.
Susan Lund is director of research at the McKinsey Global Institute, Charles Roxburgh is a director in McKinsey's London office, and Tony Wimmer is a consultant in the New York office.
December 2009—For the first time this year, a majority of executives expect consumer demand for their goods to rise in the near term. Respondents offer relatively positive views of the economy and say they can now make longer-term strategic plans. However, many expect investment decisions over the next two years to be affected by heightened exchange rate volatility.more
March 2009—US consumers are spending less and saving more. The economic impact of that combination will depend upon how fast incomes grow.more
July 2009—The US government is beginning to spend vast sums to jump-start the economy. The opportunities for the private sector are huge, but so are the changes it must make to benefit from them.more
December 2009—Executives of Boeing, Estée Lauder, Smith International, and Visa discuss setting strategy in the wake of the downturn.more
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The Linear Mega Code MCT-2, is a Dual Channel Visor garage door or automatic gate remote control that is designed for use with Linear's Mega Code series of receivers. The transmitter button will send a unique code when pressed. Programming is done by pressing the learn button on the receiver then just press the button on the remote you would like to use to open your door/gate and your ready to go.


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Our Tell Me a Story Cards are an imaginative pre-reading activity for young children and adults. From this pack of 36 - 3 3/4"x4 3/4" images, the child draws cards. Then the adult tells a story using these. The older children can tell the story using the cards.
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This stunning ring from the Edwardian era features five dazzling old mine cut diamonds surrounded by artistically embellished platinum (approx. 1.71 total carat weight).
This item has been sold. We can custom design a reproduction or find you something similar.
Light, elegant designs were characteristic of the Edwardian era, which ran from 1901 to about 1920. This jewelry is famous for extensive use of filigree techniques to create a wonderfully lacy look, and classic motifs designed to highlight a gemstone's inherent beauty. Tassels, bows, garlands, and scrolls are prevalent motifs that illustrate the refined, graceful Edwardian sensibility.LEARN MORE
All of our vintage jewelry was originally hand-made and has been selected by our jewelry experts taking into account beauty, craftsmanship, gemstone quality, and originality. These works of art reflect the spirit of their eras as well as the vision of the artisans who designed and produced them. No two items are ever exactly the same.
The ring size of an eternity ring determines its total carat weight. The total carat weight range reflects the difference in total carat weight between a size three and a size eight.
The ring size of an eternity ring determines its total number of gemstones. The total number of gemstones range reflects the difference in total number of gemstones between a size three and a size eight.
All of our prices are in US$.
Diamond cut should not be confused with shape. Shape refers to the general outward appearance of the diamond, not its reflective qualities. Brilliant Earth currently carries the following shapes:
The carat is the unit of weight of a diamond. Carat is often confused with size even though it is actually a measure of weight. One carat equals 200 milligrams or 0.2 grams. Often diamond weight is declared in points. One carat is equal to 100 points. Thus, a .75 carat diamond is equivalent to 75 points. The word comes from the carob bean, whose consistent weight was used in times past to measure gemstones.
Once cut, color, and clarity grade have been determined, the carat weight of a diamond can easily be established to fit within a budget. When diamonds are mined, large gems are discovered much less frequently than small ones, which make large diamonds much more valuable. In fact, diamond prices rise exponentially with carat weight. For example, a 2-carat diamond of a given quality is always worth more than two 1-carat diamonds of the same quality. A diamond of double the weight costs around four times more. The cutoff weights are 1/2ct, 3/4ct, 90 points, 1ct, 1.5ct, and 2ct. 'Under-sizes' are diamonds that weigh just below a cutoff weight and while fewer exist, they represent an exceptional value.
Total carat weight (t.c.w.) is a phrase used to describe the total mass of diamonds or other gemstone in a piece of jewelry when more than one gemstone is used. Diamond solitaire earrings, for example, are usually quoted in t.c.w., indicating the mass of the diamonds in both earrings and not each individual diamond.
To learn more about carat weight or download our Diamond Carat Size Guide, click here.
Describes the alignment of the facets of the diamond. If facets are misaligned, the diamond may poorly reflect light. Symmetry is graded from Ideal / Excellent, Very Good, Good, Fair, or Poor. Symmetry grades of Good or higher have the least effect on the brilliance of the diamond and are suitable for the finest quality jewelry. Certain gem labs, such as Gemscan, incorporate Symmetry into an overall Cut grade.
The height of a gemstone, from the culet to the table. Depth % is the height of the diamond as a percentage of the girdle diameter.
Diamonds are given three measurements to specify their dimensions. For fancy shaped diamonds, the measurement specifies length x width x depth. The length is the larger dimension as you view the diamond from the top and the width is the smaller. The depth is the height of a gemstone, from the culet to the table. The measurements determine the length to width ratio and can indicate the quality of cut of the diamond.
For round diamonds, the measurement specifies diameter 1 x diameter 2 x depth. Round diamonds are never quite perfectly round given they are cut by humans. They are given two measurements for diameter to indicate the maximum and minimum diameter. These two diameters vary slightly, but should not vary by very much.
Describes the finish of the facets of the diamond. Polish is graded from Ideal, Excellent, Very Good, Good, Fair, or Poor. Polish grades of Good or higher have the least effect on the brilliance of the diamond and are suitable for the finest quality jewelry. Certain gem labs, such as Gemscan, incorporate Polish into an overall cut grade.
The largest facet of a gemstone, located at the top. Table % is the table width as a percentage of the girdle diameter.
The narrow rim around the widest part of a diamond, separating the crown from the pavillion.
The tiny facet at the bottom tip of a gemstone. The optimal culet should be pointed or very small (graded "small" or "none").
Describes the diamond's response to ultraviolet light. In diamonds with strong or very strong fluorescence, there may be some interference with the flow of light which causes a milky or oily appearance. Canadian diamonds almost always have none to slight fluorescence.
Color is the natural color visible in a diamond and does not change over time. Colorless diamonds allow more light to pass through than a colored diamond, releasing more sparkle and fire. Acting as a prism, a diamond divides light into a spectrum of colors and reflects this light as colorful flashes called fire. Just as when looking through colored glass, color in a diamond will act as a filter and will diminish the spectrum of color emitted. The less color in a diamond, the more colorful the fire, and the better the color grade. Color refers to the degree to which a diamond is colorless. Diamond color has a significant impact on its value. Color also has more influence on prices in higher clarity grades.
The professional color scale begins with the highest rating of D for colorless, and travels down the alphabet to grade stones with traces of very faint or light yellowish or brownish color. Usually, the closer a diamond is to colorless, the more beautiful and valuable it is. Diamonds graded D-F are considered "colorless," G-J are considered "near-colorless," K-M are "slightly colored," and N-Y usually appear light yellow or brown. Brilliant Earth only carries diamonds of superior color, ranged D-J.
A diamond's clarity refers to the presence of impurities on and within the stone. When a rough stone is extracted from carbon deep beneath the earth, tiny traces of natural elements are almost always trapped inside. These elements are called flaws or inclusions because they are formed naturally and are unique to each stone. Inclusions may be crystals of a foreign material or another diamond crystal, or structural imperfections such as tiny cracks that can appear whitish or cloudy. The number, size, color, relative location, orientation, and visibility of inclusions can all affect the relative clarity of a diamond. Diamonds with few inclusions are considered particularly rare and highly valued. After carat weight, clarity has the most influence on cost.
A well-cut diamond will optimize the use of light, creating fire and brilliance. Inclusions can hinder how the light reflects, lessening the brilliance and prismatic effect of color in a diamond.
When gemologists inspect diamonds for overall quality, they must use a 10x magnification loupe (a small magnifying lens used to examine diamonds) to determine the size, type, and position of the imperfections.
The cut refers to the angles and proportions of a diamond. The cut of a diamond - its roundness, its depth and width, the uniformity of the facets - determines its beauty. The skill with which a diamond is cut determines how well it reflects and refracts light. A well-cut diamond will internally reflect light from one mirror-like facet to another and disperse and reflect the light through the top of the stone. This results in a display of brilliance and fire. Fire, or dispersion, is the ability of a diamond to break light into rainbow colors. Brilliance describes the brightness from reflections of white light coming from the diamond.
Cut is considered to be the most important diamond characteristic because a well-cut diamond can appear to be of greater carat weight and have enhanced clarity and color.
The quality of the cut is determined by a number of factors, including proportion, symmetry, and the relative angles of various facets. The width and depth have the greatest effect on how light travels within the diamond, and how it exits in the form of brilliance. A poorly-cut diamond with facets cut only a few degrees out of alignment can result in a poorly performing stone. A well-cut diamond should reflect most light out from the table (the largest top facet) and make the diamond appear white when viewed from the top. An inferior cut will produce a stone that appears dark at the center and in some extreme cases the ring settings may show through the top of the diamond as shadows.
The best cut diamonds have proportions that are within specified ranges to maximize brilliance. The cut grading scale of diamonds is based on the reflective properties of the diamond according to the calculated diamond measurements.
A diamond certificate or grading report provides an expert opinion on the quality of the diamond and is provided by an independent gemology lab. Trained gemologists with specialized equipment measure the weight and dimensions of the diamond and assess quality characteristics such as cut, color, and clarity. Brilliant Earth diamonds are certified by the world's leading gem grading labs including GIA, IGI, and GCAL. Diamonds graded by CDL (Canadian Diamond Laboratory) are evaluated by specialized equipment on premise. If the diamond lab certificate is not available online, please contact us to request an electronic copy.
All Brilliant Earth diamonds come with a certificate guaranteeing the conflict free origin of the diamond. Our diamonds are tracked throughout their chain of custody to ensure that they are mined, cut, and polished in areas not tainted by war. This ensures that the diamonds are certified for their pure origin and are not corrupted by illicit or conflict diamonds. All of our diamonds are also verified to be produced with environmentally responsible methods using ethical labor practices.
While other retailers may claim that they do not carry conflict diamonds, very few have auditing processes to guarantee the ethical source of their diamonds. Brilliant Earth provides a diamond origin certification and can track our diamonds back to their source.
Browse our diamonds according to general preferences and staff recommendations.
Our current diamond collections include:
Hand-selected by our staff gemologists to offer diamonds of unique beauty that maximize value for any budget.
Diamonds are in stock and available immediately.
Diamonds of exceptional quality and superior beauty.
These diamonds:
These diamonds:
Length-to-Width Ratio –The length-to-width ratio compares the length of a diamond to its width to show how elongated a fancy-shaped diamond appears when viewed from the top. Length-to-width ratio is a matter of personal preference with some individuals preferring a more elongated shape and others a more equal or square shape. The most popular length-to-width ratios for fancy shapes are below.
Ex. A princess-cut diamond that measures 5.05 mm long by 5.00mm has a length-to-width ratio of 1.01 (5.05/5.00), and will appear perfectly square.
Most popular length-to-width ratios:
Princess: 1.00-1.05
Radiant: 1.00-1.05
Asscher: 1.00-1.05
Cushion: 1.00-1.05
Heart: 0.90-1.10
Emerald: 1.30-1.40
Oval: 1.30-1.70
Pear: 1.45-1.75
Marquise: 1.75-2.30
All Brilliant Earth diamonds come with a certificate guaranteeing the conflict free origin of the diamond. Our diamonds are tracked throughout their chain of custody to ensure that they are mined, cut, and polished in areas not tainted by war. This ensures that the diamonds are certified for their pure origin and are not corrupted by illicit or conflict diamonds. All of our diamonds are also verified to be produced with environmentally responsible methods using ethical labor practices.
While other retailers may claim that they do not carry conflict diamonds, very few have auditing processes to guarantee the ethical source of their diamonds. Brilliant Earth provides a diamond origin certification and can track our diamonds back to their source.
You may use a bank wire to pay for Brilliant Earth purchases of $500 or more. For US, Canadian, and Australian bank wires only, Brilliant Earth provides a 1.5% discount to your order. For Canadian, Australian, and other international bank wires, a $35 processing fee will apply to your order. Some financial institutions may also charge a fee for using a bank wire.
After you submit your order, Brilliant Earth will give you the account information you will need to provide to your bank to transfer funds from your account directly to a Brilliant Earth account. It may take a few days for your bank to process the bank wire. Once your bank has transferred the funds, Brilliant Earth is immediately notified and your purchase is processed. If you have any questions about the process involved in a bank wire, contact your bank or call Brilliant Earth at 800-691-0952.
Please note an ACH transfer is not the same as a wire transfer. At this time, Brilliant Earth does not accept ACH transfers.
The length of the chain will determine where the necklace will fall, whether choker length, at or below the collarbone, or at the neckline. We measure the length from the beginning of one end, to the end of the other, including the clasp (which may add an additional .75 inches). Different lengths are worn for different occasions and different outfits. The most common length is the 18" length, which typically falls at the collarbone. 16": Choker length. Accentuates her neckline. 18": At collarbone. Classic length. 20": A few inches below collarbone. 22": At or above neckline. For more dramatic, stylish look.
The dimensions of the gemstone are the length and width of a gemstone as it appears from the top view. Dimensions represent the size of the gemstone more accurately than carat weight.
Color is used to describe the color present within a gemstone. Color is described in terms of tone and hue. Brilliant Earth carefully selects gemstones with even color distributed throughout the gemstone.
Clarity is used to describe the presence of impurities on and within the gemstone. If the clarity of gemstones is specified as "eye clean", no visible impurities or flaws will be seen with the unaided eye. If the gemstone is "moderately included," there may be moderate flaws that are visible upon examination.
All Brilliant Earth gemstones come with a certificate guaranteeing the fair trade origin of the gemstone.
At Brilliant Earth we ensure that every gemstone we offer has been handled according to strict labor, trade, and environmental protocols. We track our gemstones from the moment they are mined to their final delivery to our valued customers, in order to provide genuine, high-quality fair trade gems. By holding our suppliers to a high ethical standard we hope to better the lives of those negatively affected by the mining and trade of gemstones, and to create a viable framework for industry accountability that will benefit the global community.
The length of the chain will determine where the necklace will fall, whether choker length, at or below the collarbone, or at the neckline. We measure the length from the beginning of one end, to the end of the other, including the clasp (which may add an additional .75 inches). Different lengths are worn for different occasions and different outfits. The most common length is the 18" length, which typically falls at the collarbone. 16": Choker length. Accentuates her neckline. 18": At collarbone. Classic length. 20": A few inches below collarbone. 22": At or above neckline. For more dramatic, stylish look.
For US orders, Brilliant Earth currently only collects sales tax on orders shipped to addresses in California State. For orders shipped to Canada, Brilliant Earth collects the relevant GST/PST/HST based on the province that the order is being shipped to. For Canadian orders, there are no additional duties. For orders over $1,000 AUD shipped to Australia, Brilliant Earth collects the 10% GST tax.
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text:
The Little League All-Star teams took the field for the first time this past weekend. The districts are being run this year out of at various sites including here in Baker County and the age groups have put up some good numbers in the early rounds of play.
The 9 & 10 year olds are in Mill Creek with two teams. Baker County 1 defeated San Mateo in a 19-4 rout on June 28. They cruised to a 12-2 victory over Mill Creek on June 29 and beat Highlands 19-1 to book a spot in the semi-finals. Doing the math, they have beaten their opponents by a combined score of 50-7.
Baker County 2 lost to 13-3 in the first game on June 28 but beat NOL 2 16-11 on June 29. They lost a 12-10 nail-biter to Mill Creek on June 30 to be eliminated.
The 9 &10 year old girls beat San Mateo 15-3 on June 30 in Yulee but lost to their hosts in a 9-8 heartbreaker on July 2.
The 10 & 11 year old boys are 1-1 in the early rounds in Arlington. They walloped Highlands 16-3 on June 30, but lost to a tough San Mateo squad 10-2 on July 2.
The junior boys opened play with a big 9-4 win over San Mateo July 2 in Callahan. The Major League boys lost at home to Highlands 15-2 on July 2.


text:
UN.GIFT Publications
OSCE Guide on Gender-Sensitive Labour Migration Policies Russian
Jan 11 2011
Download right click "save as"
This guide attempts to analyse some of the most pressing gender issues in contemporary labour migration. It seeks to highlight the rationale for including gender-sensitive measures and ways to implement them into the migration policies of countries of origin and destination, as well as in bi- and multilateral agreements. By presenting good practices and providing tools on how to shape migration processes, the Guide aims to assist and encourage OSCE participating States and Partners for Co-operation to enforce current legislation as well as develop and adopt policies and programmes for female migrant workers that are more gender sensitive. In this way, it should encourage migration policies to be formed in a more gender-just way. This guide is also available in English on the website of OSCE.
Civil-SocietyChange TagAll Publications
- Walk Free Global Slavery Index 2013
- ILO: Marking progress against child labour: Global estimates and trends 2000-2012
- Current Status of Victim Service Providers and Criminal Justice Actors in India on Anti-human Trafficking
- EHTN Case Study: Beulah London
- OSCE: Trafficking in Human Beings Amounting to Torture and other Forms of Ill-treatment
- Report of the Special Rapporteur on trafficking in persons, especially women and children, Joy Ngozi Ezeilo
- La Strada: Findings and Results of the European Action for Compensation for Trafficked Persons
- The Protection Project: 100 Best Practices in Combating Trafficking in Persons
- ILO Special Action Programme to combat forced labour January 2013 Newsletter
- Travail non protégé, exploitation invisible: la traite à des fins de servitude domestique
- Ewa'a: Annual Book 2011 (English)
- Ewa'a: Annual Book 2011 (Arabic)


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Many people have cut their risk by learning to make healthier lifestyle choices. So can you!
Reduce your weight, if it's a problem. Obesity alone does not cause metabolic syndrome, but it does greatly increase your chances of developing other risk factors like high blood pressure and high cholesterol. And if you do have other risk factors, being overweight can make it harder to control them.
Make healthy food choices. It's one of the best ways to reduce your weight, as well as other risk factors.
It helps to eat smaller portion sizes. Today, most portion sizes considered "normal" actually contain much more food than you need.
For example, although a healthy diet includes two-to-three servings of meat a day, a single servings actually only about this size. That's a lot smaller than the portion sizes found in most prepackaged servings, or that are served in restaurants.
Your healthcare team or a dietitian can provide you with more information on how to figure out and prepare healthy portion sizes.
You also need to avoid foods high in fat, especially saturated and trans fats. These include foods like: whole milk dairy products, fried foods, and most processed foods like chips, cookies, and cheeses. Instead, try eating more foods prepared naturally, and low and no-fat versions of your favorite foods.
Try to eat a variety of different foods, especially fresh fruits and vegetables. Cut back on foods high in salt and sugar, and drink less alcohol.
Increase your activity level. An active lifestyle can help reduce each of your risk factors. Almost everyone can benefit from at least thirty to sixty minutes of activity a day. Walking is one of the best activities for you. Other helpful physical activities include: jogging, swimming, and biking.
Although exercise is important, so is safety. Before starting an exercise program, talk to your healthcare team or an exercise therapist.
In addition to exercising, you should also try to increase the activity in your daily life. For example, instead of the elevator... try taking the stairs. When you go to the store...park farther away in the parking lot.
If you smoke, you must quit. Smoking can increase your already high risk of developing heart disease, and make it harder to control your blood pressure and cholesterol.
Sometimes healthy lifestyle choices may not be enough to control all of your risk factors.
Your healthcare team may also prescribe medications to help.
Find out if you have any risk factors for Metabolic Syndrome and make a commitment to take better care of yourself. The steps you take now can produce big rewards in the future.
And nothing is quite as rewarding as our health.
Animation Copyright © Milner-Fenwick
Please be aware that this information is provided to supplement the care provided by your physician. It is neither intended nor implied to be a substitute for professional medical advice. CALL YOUR HEALTHCARE PROVIDER IMMEDIATELY IF YOU THINK YOU MAY HAVE A MEDICAL EMERGENCY. Always seek the advice of your physician or other qualified health provider prior to starting any new treatment or with any questions you may have regarding a medical condition.
Copyright © EBSCO Publishing. All rights reserved.


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Wordnik Word of the Day for January 27, 2015
In Roman antiquity, the return of a person who had been banished, or taken prisoner by an enemy, to his old condition and former privileges.
In international law, that right by virtue of which persons and things taken by an enemy in war are restored to their former status when coming again under the power of the nation to which they belonged.
The word 'postliminy' comes from a Latin word meaning 'threshold'.
This reverses the earlier rule of "no take-backs"


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Human-resources executives have aspired to be strategic advisers to business leaders for at least a generation. But it's been a struggle for many because it's so difficult to measure the business value of HR approaches. Questions such as "What is the ROI1 1.
Return on investment.
of training?" and "Which screening techniques yield the best performing recruits?" or "What target-setting approach will best motivate performance?" have been met with imprecise answers.
Today, however, new tools and methods for analyzing data enable HR to define the link between "people practices" and performance more effectively. This couldn't have happened at a better time, since CEOs are hunting for value anywhere they can find it. The upshot: if you and your head of HR haven't recently discussed ideas for using data to generate a talent strategy that's more closely linked to business results, it's time to start.
Why now? For starters, the widespread adoption of enterprise resource planning and HR information systems has made data on business operations, performance, and personnel more accessible and standardized. Furthermore, the rise of HR information systems has generated a community of software and technology intermediaries that can help HR and business executives use data to find links between talent management and labor productivity. Finally, the consolidation and outsourcing of transactional HR work has compelled many leaders of the function to take a first step toward quantifying and reporting HR costs and performance.
These trends, coupled with the universal imperative to get more for less, have led some companies to discover new ways of using HR analytics to create value. The Bon-Ton chain of more than 280 department stores in the United States, for example, leveraged its data to identify attributes that made cosmetics sales reps successful. Now it screens potential reps using a test of cognitive ability, situational judgment, initiative taking, and other relevant traits. Those who score in the top half tend to sell 10 percent more product than the others and tend to like their work more. Since 2008, the chain has seen an increase of $1,400 in sales per representative and 25 percent lower turnover among them.
Other pioneers are emerging, particularly in industries where people are central to value creation (notably banking, health care, and retailing) and where scarce technical expertise governs growth (such as technology and upstream oil exploration). While the specific people-related practices that add value will differ by company—industry dynamics, talent scarcity, growth rates, and corporate cultures all influence the answers—the organizations that we've seen get the most value from investing in HR analytics all use some variation of these four steps.
Most HR teams view, organize, and measure their activities through the traditional employee life cycle: starting with recruiting, hiring, and "on-boarding" and proceeding to evaluation, training, and development. For HR analytics efforts to work, however, the function's leaders must view problems—and value creation opportunities—as business leaders do.
Executives at Pittsburgh-based PNC Financial Services, for example, suspected that their tendency to pick experienced outsiders over internal candidates in hiring decisions might be hurting the bank: once hired, the outsiders were too often viewed as lukewarm performers. So in 2009, PNC's HR team partnered with colleagues from the company's marketing-analytics group to analyze the sales performance, over several years, of external hires versus people promoted from inside. What the team found confirmed the suspicions: in a number of key job categories, internal candidates were significantly more productive in their first year than experienced external hires. In subsequent years, the outsiders narrowed—but never closed—the gap. Millions of dollars in value were at stake.
It's unusual for business or HR leaders to spot pain points such as these on their own. Typically, a strong partnership is crucial for identifying and prioritizing issues that intertwine people challenges and business results. PNC's team, for example, asked line executives what they saw as the highest-value opportunities for improving talent management. From these discussions, the analytics team distilled a top-20 list of business questions and hypotheses to test, such as "What is the business impact of training investment?" and "Is there an optimal distribution of performance ratings?" The PNC team then ranked the resulting list of issues by their expected business impact and the feasibility of conducting meaningful analysis. "This is where HR has the chance to prove itself," says Jay Wilkinson, PNC's new HR vice president of analytics. "Better than coming to [business leaders] with tired best practices, we're asking them how they define success specific to their business, and that provides the context for our analysis and recommendations."
Google is another company with an HR team that partners with business leaders seeking analytic insights. According to Prasad Setty, head of Google's people analytics group, "We are looking to inform decision makers with data so they can be as objective and bias free as possible." Setty's team has, for example, provided business executives with a systematic approach to reassessing provisionally rejected candidates. The team's analysis of profiles that lead to success at Google helps it identify potential false negatives and to revisit these candidates. This technique has helped the company "save" many hires it would otherwise have missed.
Quantitative problem-solving skills may be hard to come by in the HR department. Therefore, senior executives who are eager to begin should push their HR leaders to draw in analytical resources wherever they exist. All that's required is the ability to engage business leaders in efforts to identify issues and structure problems in a nuanced way and then to follow through with advanced data gathering and statistical analysis.
Retailers, for example, typically entrust analytics to store operations analysts who understand the high priority the business places on containing labor costs. PNC's capability emerged from its marketing-analytics group. Other companies lean on finance or strategic planning. Most pull the necessary people into the HR function over time, as PNC did in the course of a year when it decided to build a specialized HR analytics department.
And remember: many analyses can be conducted using existing data and systems. Some work may be needed to match payroll data or training-attendance rosters with sales performance results, for example, but creative, persistent analysts can answer most business questions without new, sophisticated, or costly tools.
New insights often require additional problem solving to go from theory to practical solutions. HR analytics succeeds when human-resources and business leaders work together to address the root causes of problems and to pilot new ways of solving them.
Google, for example, did a study to examine whether good managers matter—and, if so, how—within Google's specific culture. Setty explains that "through various methods, we found positive relationships between good management and retention and the performance of teams. We then conducted double-blind interviews to identify the key behaviors exhibited by our best managers. We found eight behaviors that make a good manager and five pitfalls to avoid. These are now incorporated into our manager-training programs and coaching sessions, and teams provide feedback to managers on these behaviors to help them understand where they're doing well and where they can get better. The vast majority of our lower-rated managers have improved as a result."
Once a company has a few successes with HR analytics, it can build a lasting source of value creation by integrating analytics practitioners into its day-to-day business and HR rhythms. Several companies, for example, have established a routine of having HR or other "people strategy" staff join business reviews to identify priorities for analysis. This practice helps senior line executives conduct problem-solving discussions around HR-related issues and to plan for action as findings emerge.
HR analytics practitioners must also commit themselves to the habit of measuring and reporting on success. At financial-services giant ING, for example, business units and HR share a comprehensive dashboard, supplemented by regular reports, to show progress on key metrics. Similarly, a global oil giant's people-strategy group reports progress at four stages of a project's development: data gathering, analysis, developing solutions, and piloting. This approach helps HR and business leaders understand that progress is happening even when stages may take weeks or months to complete. It also provides a clearer understanding, in both directions, of changing priorities and emerging findings from the work.
Advances in technology are creating opportunities for senior business and HR leaders to start a new kind of dialogue about the link between people and performance. That dialogue will help HR executives demonstrate the impact of their work and achieve their goal of strategic partnership with other members of the senior-management team—and, of course, it will create value for the enterprise.
Nora Gardner is an associate principal in McKinsey's Washington, DC, office, of which William Wolf is an alumnus; Devin McGranahan is a director in the Pittsburgh office.
March 2009—Grasping the business value from IT is challenging. CIOs who are successful in this endeavor broaden their scope of action beyond the technical sphere and traditional IT levers.more
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