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WHEELING - Jim and Deby Medovic Smith always imagined they would work hard throughout their lives and then retire to South Carolina.
However, their love of Wheeling, family and friends are keeping them in the Friendly City where they are focusing on putting their talents to work by adding to the Washington Avenue business climate.
The Smiths are the new owners of the Washington Avenue Plaza, an already successful strip mall owned by Deby's family before she and her husband acquired full ownership earlier this month. While the face of the plaza has changed since the days of the Golden Dawn grocery store and True Value Hardware, the site continues to evolve.
Article Photos
Photo by Heather Ziegler
Wheeling residents Jim and Deby Medovic Smith, new owners of the Washington Avenue Plaza, are committed to being good neighbors as they make changes to the Washington Avenue business landscape.
In addition to the Convenient Food Mart, the plaza now houses Greco's restaurant, Kumon math and reading facility, Candy Bouquet, Newbrough Photo and the UPS store, which the Smiths also operate.
With the longtime hardware store recently closing, the Smiths have procured a new retailer for the site. Late this summer, the plaza will become home to a Dollar General store, the first dollar store in the Washington Avenue area.
"We are excited about the Dollar General store. We think it's a good fit for the area with the high-rises, college and residential neighborhoods," Deby said.
The couple is not going into this venture without business experience. Both hold down management positions outside of the plaza commitment. Deby is area vice president of sales for Open Solutions Inc. while Jim is an executive with Pepsi.
Previously, Deby served as controller for Convenient Food Marts and worked in finance at WesBanco in Wheeling.
Jim noted that the pair tried to keep the hardware business open, "but it was not feasible. I solicited a number of national chains and Dollar General came in with a proposal that felt right for this area."
The Smiths have been working to prepare the exterior of the store and will turn it over to the Dollar General contractors on Wednesday to complete the interior. They have used local companies, including Erb Electric, H. E. Neumann and others for the work.
The Smiths also plan to "spruce up" the plaza with some exterior facelifts and other aesthetics. With the inclusion of Dollar General, all storefronts at the plaza will be filled, Deby noted.
Together the couple has formed M&S Rentals, as they also own the former dance studio building located across the street from the plaza. They have spent many hours working to put a fresh face on the structure that now houses a beauty salon on one side and upscale apartments - still to be completed - in the rest of the building.
"I like to rehab things but before we even bought the building we brought the city out here to look it over," Jim said. "Tom Connelly (assistant director of the city's economic and community development department) was great to work with."
The couple said they are not moving lightly into these developments and have solicited advice from business people in the community, including Gary Glessner, Bruce Wilson, Harry and Bill Buch, Jerry Kopyar and John Gompers.
Deby noted that the Washington Avenue-National Road area is quickly renewing itself with a number of new businesses complimenting the already established retailers.
In addition to the offerings at the plaza, and the adjacent beauty salon and apartments, Deby pointed out the addition of Avenue Eats restaurant, a State Farm insurance office and the expansion of Nau's Heating and Plumbing, which now includes hardware items.
Facing the challenges of operating a store, holding down full-time jobs and overseeing the Washington Avenue Plaza businesses, the Smiths said they are enjoying the experience.
"We're still learning as we go. We're having fun ...it's the best partnership I've ever been in, " Deby added.


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Replacement sunhood for your current model classic stroller, including sunhood frame.
Not currently available in this region.
The current classic stroller was manufactured after mid-2010 in black. Most recently (2014) it has been offered in red in some markets.
For a multi-adjustable, follow-the-sun canopy, the navigator sunhood can be retrofitted to a classic stroller.

subset: commoncrawl


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Encre Noir by Lalique (women version) - it's dark...Poe's raven dark...
Since I am interested in perfumery I am on the search for the darkest, most evil and coldest perfume! I tried a lot of stuff that is considered dark like Encre Noire, Black Tourmaline, Norne, Fumidus, Messe de Minuit etc. etc., but all the perfumes were not even close to what I am looking for! Maybe such perfume doesn't even exist? The basenotes of real Oud come close to what I am looking for. Maybe some of you guys know a super-unknown insiders' tip that smells like a bone-filled dungeon in a medieval castle in the darkest night in the coldest winter!
Encre Noir by Lalique (women version) - it's dark...Poe's raven dark...
Perhaps Predator by Melfleurs
If i have understood the word dark correctly, then i'll throw in : Nasomatto Black Afgano (Parfum Extrait)
"Le parfum est la musique du corps"
(Marcel Rochas)
Signature: Rochas Macassar (Nicolas Mamounas / Roger Pellegrino, 1980)
Current Top 7:
Armani Eau Pour Homme (vtg) (Roger Pellegrino, 1984)
Monsieur de Givenchy (1959)
Chanel Bleu de Chanel EDP (Jacques Polge, 2014)
CK Eternity for men (vtg) (Carlos Benaim, 1990)
YSL Rive Gauche Pour Homme (Jacques Cavallier, 2003)
Creed Green Irish Tweed (Probably Oliver Creed / Pierre Bourdon, 1985)
The perfume should not have even the tiniest hint of sweetness, it should be extremely dry and maybe smoky.
Jacomo de Jacomo
Salvatore Dali PH
Encre Noire IMO. Probably the darkest I have.
probable Encre Noir or Halston Man Amber
Maybe Le Labo Patchouli 24
Narciso Rodriguez For Him Eau De Parfum Intense.
Seconding Salvador Dali
Also, G Man by Gainsboro- one of the darkest, almost choking, tarry-leathery scents I was ever given the opportunity to try.
Vero Profumo - Onda
The extrait version.
Boadicia Complex
Another vote for Salvatore Dali PH.
"I hold it that a little rebellion now and then is a good thing, and as necessary in the political world as storms in the physical...It is a medicine necessary for the sound health of government." - Thomas Jefferson
One that immediately springs to mind is Villoresi Patchouli, It has been described by a previous reviewer as 'cave' and I think that is appropriate. Another which I have in my collection and fully endorse is Or Black by Pascal Morabito.
Dark aoud by Montale
Want some really dark and black? Try "Dirty English" by Juicy Couture.
Jacomo de Jacomo or Versace Man.
Your description is rather Gothic, and for me one company springs to mind - Black Phoenix Alchemy Lab.
Omen and Nyarlahotep spring to mind, but the site is stuffed full of scents that would be right up your street.
Want to trade - Chanel Platinum Egoiste for Dior Eau Sauvage...
Current favorites_____Black Tourmaline_____Gucci Pour Homme II_____Memoir Man_____Tuscan Leather______Montale Aoud and Pine_____Sel Marin_____Invasion Barbare_____Tonka Imperial____Dior Homme Intense_____L'Humaniste____Santal 33_____Bois d'Argent_____Nio_____MFK Oud_____Lumiere Noire_____Bois d'Encens_____Cuir Ottoman
4th vote for Salvador Dali pour homme
---------------------------------- United States Army airborne.... taking out bad guys since 1943 -----------------------------------------
Rose de Nuit or Serge Noire by Serge Lutens
Fahrenheit Absolut
M7 vintage
Joseph Statkus
Tom Ford Black Orchid. Rich and without light florals or citrus.
Elegant. Like a tuxedo.
"No elegance is possible without it...perfume is a part of you." Gabrielle "Coco" Chanel
+5 Salvador Dali
- - - Updated - - -
Salvador Dali
Most things from Slumberhouse, surprised you were not impressed by Norne. Never smelled anything as dark.
In the eerie/sinister department, you might want to check out
Byredo M/Mink
CB Black March
L'Artisan Méchant Loup
You might also be looking for something very heavy and uncompromising like
Villoresi Vetiver
Santa Maria Novella Peau d'Espagne


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Hello all ,
I have looked all over the net and finally registered so that i could ask this question. I am running Linux Mint 9 KDE and have downloaded the Zimbra desktop tar.tgz file.
how do i install it????? i have been working n this since 12 this afternoon. any help will be greatly appreciated.


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May 30, 2016
Branch County sheriff's deputies tell wilx.com they've found Chance Miller, a ten-year-old boy who disappeared Thursday morning. He was last seen waiting for a bus near his home at the intersection of Tripp Road and Miller Lake Road.
News 10 is at the Sheriff's Office command center finding out how search teams tracked him down Thursday evening. Stay with News 10 and wilx.com for updates.
Click Here to access the online Public Inspection File
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May 30, 2016
A challenge has been filed with the Mississippi Supreme Court over an eminent-domain ballot initiative.
Jackson businessman Leland Speed Monday appealed a ruling
handed down Friday by Hinds County Circuit Judge Winston Kidd.
The judge ruled that an initiative to restrict eminent domain
can go on the Nov. 8 ballot in Mississippi. Eminent domain is the
process governments use to take land from citizens for projects.
Speed is director of the state economic development agency but
was acting as a private citizen when he filed a lawsuit seeking to
block the ballot measure. He argues that the measure would
improperly alter the state constitution's bill of rights.
The initiative, sponsored by the Mississippi Farm Bureau
Federation, would ban the taking of private land for private
Click Here to access the online Public Inspection File
Viewers with disabilities can get assistance accessing this station's FCC Public Inspection File by contacting the station with the information listed below. Questions or concerns relating to the accessibility of the FCC's online public file system should be directed to the FCC at 888-225-5322, 888-835-5322 (TTY), or firstname.lastname@example.com.


text: Last September, while shopping fanatics packed into the retail stores of New York for Fashion's Night Out, the V.F.C.S.D. team ditched the crowds to celebrate our love for fashion in a different way. We converged on The Paris Theatre's screening of Versailles '73: American Runway Revolution, a new documentary about a little-known but very significant piece of fashion history in which five of the top French couturiers—the likes of Christian Dior and Yves Saint Laurent—faced off against a group of innovative, American ready-to-wear designers at the Palace of Versailles. The monumental evening turned the fashion industry on its head, and the film offers first-hand accounts by some of its key players. Find out more at versailles73movie.com.


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Aluminum Cylinder HeadsWritten by on January 1, 1998 Installing Them is Basically an Easy Bolt-On Procedure
We've done our share of supposedly easy performance bolt-ons that turned out to be not so easy. It seemed that a cylinder head swap on our carbureted 289 Ford might turn into a fiasco. However, we found that installing a pair of Edelbrock aluminum heads wasn't really that tough. While they can't be slapped on in an hour, if you gather all the tools and parts we've listed here before you begin, two people could have them installed and the car running in about three to five hours.
Crane CamsDaytona Beach, FL 32117
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Edelbrock's Ford Performer RPM heads come totally assembled and ready to install on a 289, 302, or 351W. They include 1.90/1.60 valves and have 60cc combustion chambers. The heads (PN 6022) do not have passages for EGR and are for early Ford engines that are not emissions controlled. Edelbrock also has a complete line of 50-state-legal Ford heads for Mustang 5.0s and other late-model cars and trucks.We had the stock heads off this 289 in about an hour. Begin by disconnecting the battery and draining all the coolant from the radiator. While not mandatory on a small-block Ford, it's easiest to remove the distributor from the engine. There's no need to mark the position of the distributor in the engine, as you'll need to later turn the engine to set valve lash.Six bolts hold down each valve cover. With the valve covers off, remove the 12 intake bolts with a 3/8-inch drive ratchet and a 1/2-inch socket. There's no need to remove the carb from the intake. Use masking tape to label any wires that need removing; if you're also swapping intakes, note the location of vacuum tees and water-temp sensors.With the carb throttle- linkage, fuel line, upper radiator hose, intake bolts, and a few other items disconnected, the intake is ready to come off. If the manifold sticks to the gaskets, use a flat-blade screwdriver at the front of the intake to gently pry it upward.The 10 bolts on each cylinder head are easiest to loosen with a 1/2-inch drive breaker bar connected to a 5/8-inch socket with an extension. The bar gives considerably more leverage than a shorter ratchet. Once the bolts are loose, you can finish removing them with the ratchet. On some engines the rocker arms may need to be removed to get to all the head bolts.You'll also need to unbolt the exhaust manifolds or headers--on some engines this will be necessary just to get to the lower head bolts. Here, six bolts were accessible with a 3/8-drive ratchet and socket. The two that are close to the shock towers can be accessed with a combination wrench. While circumstances vary on every car, we were able to get the driver-side head off this 󈨄 Fairlane without removing the exhaust manifold from the exhaust pipe.We did, however, have to remove the passenger-side manifold. Don't even think about trying remove the manifold without removing the spark plugs first. With the head bolts, exhaust-manifold bolts, dipstick tube, and alternator mounting bracket removed, the heads are ready to come off. We left the rocker arms in place and simply removed the pushrods once the heads were off.The last thing you want to do is mess up the spark plug threads in the new aluminum heads. Before installation, we installed a new spark plug in each hole to check the threads and make sure they were clean. (Before installation of the plugs, always use anti-seize on the plug threads.) We performed the same process with the head-bolt holes in the block, installing and removing a new motor oil-coated ARP bolt in all 20 holes.On our trips to the auto parts store, a complete Fel-Pro engine gasket set was our biggest purchase. Be sure you install the head gaskets correctly on the engine with the end marked "front" at the front of the engine so that the water passages are properly gasketed. The head gaskets we used were blue on one side and gray on the other. With the gaskets on the right way, you'll have the gray side up on one side of the engine and the blue side up on the other. Make sure to check with your head manufacturer to make sure the gaskets used are compatible with aluminum heads.
The head gasket drops onto the deck surface of the block. There are two dowel pins at the front and rear of the deck surface to hold the gaskets in position. Be sure the deck surface is clean and free of oil and old gasket material before installing the new gaskets.The much lighter (by about 25 pounds each) Edelbrock aluminum heads install onto the block and use the dowel pins, as shown in photo 10, to hold them in place.All Edelbrock Ford heads have 1/2-inch bolt holes for 351W motors. To install them on a 289 or 302 (which use 7/16-inch bolts) you must use a set of Edelbrock head-bolt bushings (PN 9680, right). Use them in place of the supplied ARP washers (left) that come with ARP's 7/16-inch Ford head bolts (center).Lightly coat each head-bolt thread with motor oil before torquing to spec. The correct order and specs for tightening the bolts is included in the Edelbrock instructions. They also need to be tightened in three steps, and we found the specs for those steps in the 1996 Comet, Falcon, Fairlane, and Mustang shop manual. Following the sequence during each step, torque first to 50 lb-ft, then 60, then 70. The final step in the tightening procedure is to torque the long (upper) head bolts to 80 lb-ft. If you're installing the heads on a 351W, the final torque specs for its 1/2-inch bolts are 100 and 110 lb-ft. Be aware that in many cases aluminum heads are torqued to different specs (often lower) than cast-iron heads. Read the instructions carefully!We used Crane's heat-treated and hardened chrome-moly pushrods (the same 6.875-inch length as stock), which drop into place through the heads and guideplates. The hardened pushrods are required for use with the guide plates that come on the Edelbrock heads.There's plenty of valvespring clearance on the Edelbrock heads when using aftermarket rocker arms such as these Crane 1.6:1 ratio roller rockers. Be sure the flat side of the fulcrum is facing up to receive the rocker nut and its locking Allen screw. If money's tight, you can reuse the stock rocker arms that were used with the factory cast-iron heads. However, if you're going to run a higher lift cam (anything more than 0.480-inch, according to Edelbrock), the stock rockers won't work because the slot will bind on the stud.Make sure each pushrod is properly seated in the lifter and rocker arm. Also be certain the lifter is on the base circle of the cam before adjustment. With a hydraulic cam, adjust the rocker arm nut until you obtain zero lash with no lifter preload, then turn the nut down one-half to one turn more. Once adjusted, tighten the set screw with an Allen wrench. Detailed instructions are included with the Crane rockers.
Here's another reason why it's so crucial you install the head gaskets correctly: They have a tab that protrudes up to receive a groove in the intake gaskets. This trick works great to keep the gaskets from moving while installing the manifold. Rather than use the intake end seals, we prefer to use a tall bead of RTV silicone.20 Apply high-temperature anti-seize compound to the intake bolt threads and torque them to 16-18 lb-ft. The proper torque sequence can be found in most Ford shop manuals.The exhaust manifold we removed on the passenger-side of the car is ready for reinstallation. The tight confines of the Fairlane engine bay and its shock towers require the long bolt near the shock tower to be inserted in the hole before the manifold is put back on the car. With most other Fords (or with headers), you'll likely have more room. Don't forget to use anti-seize compound on the exhaust manifold bolts.With the front and rear exhaust manifold bolts installed, the exhaust manifold gasket drops into place. Reinstall the carb, distributor, valve covers, radiator hoses, and other ancillary items, and you'll soon be ready to go. After setting valve lash, leave the engine at TDC on the compression stroke of the number one cylinder to simplify proper reinstallation of the distributor. CC


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With the support of faculty, ever-evolving technologies, creative ideas and new emerging funding sources, young millennial entrepreneurs are finding ways to create their own niche in the business world. And many are gaining important lessons in entrepreneurship outside the parameters of economics and business, in North Central courses in theatre, anthropology, computer science, art and more.
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Three years ago, Toronto-based G Adventures held a funeral for its human resources department.
"We had a company function where I put up crossbones and skull with the title 'Death of HR,' " says Bruce Poon Tip, founder of the adventure-travel company, which employs 1,500 people.
Poon Tip took the drastic action after spending a year looking for a veteran of the field to
become vice president of human resources, which would have been a new position overseeing the five-person department. He received 600 rèsumès and spent months interviewing candidates.
"Every meeting I had, I couldn't wait for it to end," he says. "It seemed like HR was the art of oppression. I knew I didn't want that in my company."
The debate over HR's shifting function and format continues, but it is apparent that as executives shift their corporate priorities, HR is following suit. Some companies have chosen to outsource their HR functions; others have shifted responsibilities to front-line managers in efforts to transform HR leaders into business leaders; and some, like G Adventures, have no HR department whatsoever.
Poon Tip moved administrative tasks into the finance department and created two new departments. The so-called "talent agency" focuses on recruiting and talent management. The "culture club," where everyone has the title "karma chameleon"—named after the hit 1980s song sung by Boy George—organizes everything from fundraisers for the company's nonprofit foundation to holding celebrations whenever G Adventures wins an award.
Poon Tip's approach wouldn't work for many organizations, but a growing number of companies are reimagining their HR structures along with who executes their people strategies. Almost 45 percent of organizations indicated that they will change their HR structure by the end of 2013, according to Towers Watson & Co.'s 2012 HR Service Delivery Survey, up from 28 percent in the previous year's survey.
Jac Fitz-enz, founder of the consulting firm Human Capital Source, says it's time for the C-suite to forget tradition. Organizations should pull apart HR departments and place pieces where they fit naturally. "We have patched together a function that isn't working very well," Fitz-enz says.
If it's the sunset of HR as we know it, the new era's dawn can't come soon enough for Robert Bolton, a partner in KPMG's HR Transformation Center of Excellence. The field has "relentlessly pursued best practices and generic models" with a blind eye to business strategies or even industries. "If people are significant for your organization in relation to achieving a competitive advantage, and if you are trying to steal a march on your competition, then that calls for a differentiated HR function, not one that looks like everybody else's," Bolton says. This never-ending chase of best practices and copycat models has put HR in a "doom cycle," he says. "To my mind," he says, "HR has got to break out of that or die."
Deerfield, Illinois-based Beam Inc. might be a bellwether of how larger organizations can branch out. The maker of Pinnacle vodka and Maker's Mark bourbon is midway through reinventing its approach to HR and talent management, a process that began 18 months ago.
In October 2011, Beam became a stand-alone spirits company after Fortune Brands Inc. split up its three enterprises. Fortune Brands sold its golf business, best known for its Titleist golf balls. It then spun off Fortune Brands Home & Security, whose brands include Moen faucets. The remaining business, which includes the Jim Beam whiskey brand, became Beam Inc. It has 3,400 employees.
At the new Beam, executives wanted a culture that encouraged managers to think and act more like entrepreneurs. Based on that concept, they thought about what entrepreneurs do.
"If I'm an entrepreneur running a small business, the first thing I don't do is go out and hire an HR person," says Steve Molony, Beam's director of people strategy and solutions. "If I'm starting a small business, I should be making all these decisions. Big companies get bloated with bureaucracies and these big, huge back offices that remove the business leaders from making some of these decisions. We wanted to reverse that trend when we were still lean and nimble enough to do this."
Beam hopes to nurture what Molony calls "holistic managers," who take on deeper HR responsibilities. "That means they don't just have their job of operational and financial management of whatever part of the business they're in," Molony says. "But their responsibilities are to attract, develop, retain and compensate the people on their team, which are traditional HR roles that would have been done by centralized HR teams."
Take plant managers. In the past, they would tell HR what role needed to be filled, wait for a list of candidates and then be told the new hire's start date after making the selection.
In the future, plant managers first will decide whether the job is necessary. If it is, they next would decide whether they have an internal successor or need to look outside. They also would look at market data about salaries, negotiate the pay and onboard the new hire.
The change isn't happening overnight. It requires training, such as helping managers and other leaders understand what would happen if they paid everyone at the 75th percentile of the market, for example. And they won't be without help from seasoned HR professionals—just fewer of them.
As part of its transformation, Beam is centralizing its disparate HR departments.
It has adapted the business-partner model first championed in 1997 by Dave Ulrich, a business professor at the University of Michigan. His model rests on three pillars: a shared service center, whose centralized staff handles administrative and transactional tasks; centers of excellence, which offer specialized consultants on topics such as training or labor relations; and business partners who advise business-unit leaders on talent strategy such as succession plans.
Beam didn't adopt Ulrich's framework wholesale. Its tailored tactic lets the company have a leaner business-services staff and fewer HR business partners, Molony says. In the traditional framework, those HR practitioners would have handled many of the activities Beam envisions managers taking on.
The goal: Develop a better caliber of business leaders that will help Beam outperform its competition. It's not an HR cost-cutting exercise, Molony says. "We feel like if we give our business leaders these skills, it will differentiate us in the market," he says.
The goal of HR leaders becoming business leaders and front-line supervisors taking on more HR-like work remains an aspiration, not a reality, particularly for small to midsize employers. "The HR people are absolutely drowning in many cases in the transactional-type stuff," says management consultant Susan Heathfield, who covers HR for About.com.
At some companies, talent leaders see the potential for other departments to take over aspects of HR. At digital advertising agency Razorfish, Anthony Onesto, director of technology talent development, has asked his recruiting and marketing teams to get together so they work more closely and think about recruiting as a marketing effort. He acknowledges that recruiting likely will not become part of the marketing department, but he also thinks that much of what an HR department does could be done elsewhere.
"This HR group could be dissolved, and folks could be handed some of the responsibilities, and I think we would be OK," says Onesto, emphasizing it's a theory, not a plan. But if it happened? "There would be no need for someone like me," he says. "I would have to reinvent myself. I've done it" before.
Other companies already rely on managers to lead aspects of what an HR department does elsewhere. The Container Store Inc., a Coppell, Texas-based retailer with 58 locations nationwide, holds store managers responsible for career development and employee morale, says Eva Gordon, vice president of stores. The Container Store also is famous for its training—263 hours for full-time employees in their first year.
"We hire fantastic people, we train them really well to understand leadership and communication, so who better to manage careers and guide people and answer their questions than their manager?" Gordon says.
Susan Meisinger isn't so sure. "You can't tell me there isn't somebody who is making sure that no matter how they're doing their talent recruitment, that it is being done in accordance with law and that they're reaching a pool of candidates who have a higher likelihood of success," says Meisinger, a consultant who retired as president and CEO of Society of Human Resource Management in 2008. "You can't tell me there isn't going to be some consultation going on when there are performance issues, sort of an adviser somewhere in the corporation to help managers improve performance when there are performance issues."
At Netflix Inc., recruiting largely is considered the responsibility of the hiring manager. The recruiting team handles transactional aspects, and managers determine the market price for salaries through multiple channels, according to spokesman Jonathan Friedland. He declined to elaborate or comment further.
The video-streaming company raised eyebrows in 2011 when it sought a new HR director. Netflix specified that it wanted someone who "thinks business first, customer second, team and talent third" and did not want "a change agent, an OD practitioner, a SHRM certificate, a people person."
Some observers saw the job posting as a reflection of the C-suite's frustration with the HR field, which struggles to shed its image as little more than open-enrollment gurus and rule enforcers.
"HR has been for many years scoring on its own score card," says Dick Beatty, professor of human resource management at Rutgers University.
A recent study suggests Beatty's right. "Help people grow" was the No. 1 reason HR leaders cited for entering the profession, according the New Talent Management Network, a group of HR professionals started by Avon Products Inc.'s former vice president of global talent management.
"It's lovely to talk about 'business partner' and 'seat at the table,' but the challenge for HR leaders is: Do they understand what's being served at that table?" says Marc Effron, president of the consulting firm The Talent Strategy Group and founder of the network. "It's a business meal. It's not an HR meal."
This gap may explain why CEOs rank talent as a top priority but don't mention the HR function.
For example, Irv Rothman, president and CEO of HP Financial Services, a wholly owned subsidiary of the Hewlett-Packard Co., keeps talent management as a standing item on his executive team's agenda. But he doesn't see it as something the HR department should lead.
"It's not an HR process," Rothman says. "It's a business process because it's the business that sees people in action. HR has a role. They have a role in creating the environment and creating the infrastructure. For HR to conduct talent management to me seems a little … I don't know."
In his book, Out-Executing the Competition, Rothman recommends that no CEO delegate the cultural implications of a merger to the HR department, which he describes as good at such things as benefits. "If the HR department is delivering that message and achieving that visibility, it's not the inspirational leadership that people are looking for in the aftermath of a merger when just about everybody is as nervous as cat in a roomful of rocking chairs," Rothman tells Workforce.
Survey after survey continues to find that HR leaders are viewed as low status and better at transactional tasks than strategic planning. "If we're doing our job well, people don't say those things," Effron says. "It's very easy for HR to whine that people don't respect us, but people respect those who deliver results." The solution? Attract a fresh pool of talent into the field that understands business and wants to maximize profits, Effron says. "In many ways, it's not: 'Can we teach those in the field to do it better?'—it's: 'Can we get different people in the field who truly understand what it takes to succeed in this area?' " he says.
During the recession, many global organizations learned that they could do more with less if they had flatter HR departments, fewer job grades and health plans, and used more self-service tools, says Harry Osle, The Hackett Group's global HR transformation and advisory practice leader.
The result: Leaner HR departments that add more value for every dollar spent than their peer groups and run by professionals skilled in analytics and consulting. "HR organizations in the future are going to be a lot thinner," Osle says, "but they're not going to disappear."
Meisinger, the former SHRM president, says HR departments historically have become leaner during economic downturns. It's more efficient to have managers do a better job of managing than wait for people problems to emerge and be pushed over to HR.
But even companies that boast that they have no HR department retain someone with HR expertise to help guide recruitment and talent management, she argues.
Still, technological advances will continue to transform the field. Companies have "dramatically" more self-service tools available now than they did 10 years ago, Meisinger says.
"That's freeing up HR to focus on what it should be: getting in the right talent and making sure they're developed appropriately and looking at the strategy of the business—where is the business going and what are the talent needs?" Meisinger says. "There are a lot of folks in HR who grew up in the transactional world who aren't equipped to operate in the strategic world."
Todd Henneman is a writer based in Los Angeles. Comment below or email firstname.lastname@example.com. Follow Workforce on Twitter at @workforcenews.


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Urbana University RELAY FOR LIFE & President's Bike Ride
URBANA, Ohio (March 14, 2012) – For the eighth year, Urbana University Colleges Against Cancer student organization will host a RELAY FOR LIFE on Friday, April 13 from 4:00 p.m. to midnight to raise money for the Champaign County Relay for the American Cancer Association. The RELAY kicks off in front of the UU Student Center* with a Survivor Lap around the quad.
Urbana University's own "Tour de Urbana" cyclist, President Stephen Jones, will lead a 22-hour overnight bike ride beginning at noon on Friday till 10:00 a.m. Saturday morning. His goal is to ride a mile for each of UU's 162 years. Cyclists of all ages and cycling experience are invited to join him for all or a portion of the 10 mile course throughout the campus and bike trail to help raise money for the RELAY. Read about the President's 2011 Bike Ride and consider 2012 pledging opportunities; contact Dr. Jones by phone at 937-484-1300 or email firstname.lastname@example.com for additional questions.
The public is invited and encouraged to come and participate in all of the RELAY FOR LIFE activities sponsored by faculty, staff, and student teams. There will be music, games, contests, food, and beverages. At 6 p.m. a Pinwheel Garden will be "planted" in the campus quad to remember those lost to cancer, support those fighting cancer, and rejoice with those who have fought the disease and won! Each Pinwheel is a minimum $5 donation to the American Cancer Society. One need not be present for the Pinwheel Ceremony; all Pinwheels purchased will list a loved one's name and be "planted". Those wishing to participate in the Pinwheel Ceremony can contact Susie Sassenberg at firstname.lastname@example.com or call 937-484-1459.
The weather may not be perfect, but it will remind us all that those who have been affected by cancer have had to endure so much more.
*In case of very inclement weather, some events will move inside the Student Center


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When installing zimbra, is it possible to use a hostname such as server1.internal.company.com, but have zimbra host email for @company.com? Are there any tricks you need to achieve this?
Do you have to have the admin user as firstname.lastname@example.com in this case, or can you have an admin user firstname.lastname@example.com?


text: Through a creative process of self-reflection and exploration of art making, participants will create wearable mixed media jewelry that reflects their personal inspirations. Participants may use a combination of paper, beads, metal, wire and found objects to create jewelry with personal significance. Skills covered include: Bead making, basic wirework, surface design on metal and connections. Materials provided yet participants are encouraged to bring a small objects or mementos for their unique piece. No previous art experience necessary.


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Platinum: for an exclusive way of travelling
On this page:
Requirements to become a Platinum member
Platinum membership is yours as soon as you have reached one of the following thresholds within 1 calendar year:
You have earned 70,000 Level Miles (90,000 in France and Monaco) on flights with one of the SkyTeam partners.
- You have made 60 qualifying flights with one of the SkyTeam partners.
Very frequent flyers will find it easy to reach one of the above thresholds. The 60 qualifying flights are easy to accrue when you make a lot of short trips. When your destinations are further away, and you travel in Business Class, you will find out that your Level Miles also quickly add up to reach the milestone of 70,000 Level Miles. You are now ready to be upgraded to Platinum membership and be able to enjoy all those benefits!
Platinum benefits on flights & flight-related services
Platinum members are our world-class travellers. Your Award Miles are doubled every time you fly and you can take advantage of a greater availability of tickets when you book an award flight. Accessing the airport lounges is now free of charge and you also enjoy the best priority services with our SkyPriority treatment: priority check-in, priority boarding, and the highest priority on a waiting list in case a flight is full. Flying Blue Platinum ensures that travelling and delight go hand-in-hand.
Flying Blue benefits for Platinum members
In the table below, you'll find all the benefits that Flying Blue Platinum members enjoy.
|Flying Blue
membership benefits per programme
|Elite bonus
|Carry over Level Miles
|Greater availability of award tickets
|Yes, when travelling in Business Class
|Platinum for Life
|Yes, after 10 consecutive years of Platinum membership
|Access to footbridge from Privium Parking at Amsterdam-Schiphol
|Yes, when you have already checked in online and are travelling to a Schengen country with hand baggage only.
|Newsletter with exclusive offers
|Flying Blue account for quick & convenient bookings
|Miles earning possibilities
|Miles spending possibilities
|Flying Blue membership reductions with partners
|Maintain your membership level during maternity leave¹
|Exclusive check-in counters
|At most airports
|Award upgrade
|Free first bag on European KLM flights
|Extra baggage allowance
|1 extra item on flights operated by SkyTeam and on Air Corsica flights to/from Corsica²:
32 kg in First & Business Class
23 kg in all other classes
|Free transfers
|Between Paris-Charles de Gaulle and Paris-Orly in Air France buses
Priority services
|SkyPriority services:
- Priority check-in
- Priority baggage drop-off
- Priority boarding
- Priority at immigration and security
- Priority service at ticket offices and transfer desks
|Exclusive reservation service
Lounge access
|- Free access when travelling on, or connecting to/from an international SkyTeam-operated flight on the same day³
- Possibility to invite 1 guest for free and extra guests at a fee⁴. Every guest must be subject to the same travel conditions as the host.
|Guaranteed seat in Economy
|On long-haul flights with AIR FRANCE, KLM or SkyTeam partners⁵
|Preferred waitlist status
|Preferred standby status
|Economy Comfort
|Pre-seating in Economy Comfort
|On flights operated and marketed by KLM⁶
|Preferred seats on KLM flights
|Seats with extra legroom on KLM flights
|Seat Plus on AIR FRANCE flights
|Delta Comfort+ on Delta Air Lines flights
|Car rentals
|Discount on rental prices
|Avis: up to 15% on all-inclusive rates for international leisure activities
Europcar: 15%
|Hertz: up to 15% on the best available rates worldwide and 15% on the Hertz Prestige and Fun Collection
|Sixt: up to 15% (mention code 9812074) and up to 20% discount on limousine rentals
|Extra Award Miles
|Avis: 100 extra Miles on online bookings
+ 700 extra Miles on eligible rates
|Car upgrade
|Avis, Hertz, Sixt: 1 car group higher
Hertz: 1 double upgrade a year
|Guaranteed car
|Sixt: for reservations up to 24 hours before rental
|Free membership
|Avis Preferred
|Business services
|Regus: discount on rental prices
|10% discount on meeting rooms, videoconferencing and day offices
|20% on a Businessworld Gold, Platinum or Platinum Plus membership
For detailed information about the benefits with a certain airline partner, please check out the individual partner pages.
¹ one request per maternity leave, to be submitted after membership level is lost.
² in case of flights with a weight concept: extra baggage allowance is 1 item of 20 kg
³ access to the Arrivals lounge at Paris-Charles de Gaulle Terminal 2C is free for Flying Blue Gold and Platinum members when they have arrived on an international long-haul flight marketed by AIR FRANCE or KLM
⁴ lounge access fee varies depending on the airport and access is subject to availability
⁵ on full-fare tickets booked at least 24 hours in advance and only if all classes (Economy, Business, and when applicable First Class) are fully booked
⁶ when available, Platinum members benefit from automatic pre-seating in the Economy Comfort zone on flights operated and marketed by KLM. If no seats are available in Economy Comfort, Platinum members will be pre-seated on a seat with extra legroom and if these are unavailable, on a preferred seat. Should none of the seats with more comfort be available, a standard seat will be allocated.
⁷ discount does not apply when paying for a seat with Award Miles or when arranging a seat on board your flight
⁸ for standard Economy Class seats selected on/after 1 December 2015 with the travel date on/after 26 January 2016.
Become Platinum for LifeOf course, as a Platinum member you can carry over your Level Miles to the next year, making it easier to maintain your Platinum membership. After 10 consecutive years of being a Platinum member, you are rewarded with a Platinum for Life card. This means that you no longer have to reach the required threshold and that you will continue to enjoy all privileges you are used to, every time you travel.
Watch the videoClick on the video below to explore all the benefits of Platinum membership. This short animation will show you what it means to be a Platinum member.
What you need to maintain your Platinum level
To maintain your membership level, you need to achieve either one of the following thresholds per calendar year:
|Membership level
|Required number of Level Miles
|Required number of qualifying flights
|entry level
|entry level
|25,000 Level Miles
(30,000 in France and Monaco)
|15 qualifying flights
(Elite Plus)
|40,000 Level Miles
(60,000 in France and Monaco)
|30 qualifying flights
(Elite Plus)
|70,000 Level Miles
(90,000 in France and Monaco)
|60 qualifying flights
Compare the benefits of all membership levels>
Find out how many Miles you earn on a specific flight
View your Miles balance
Book a flight and earn Level Miles>
Good to know
Carry over Level Miles
On 31 December of each year, all Flying Blue Elite members, who have earned Level Miles above the Miles threshold required to maintain their current membership level, will carry over the surplus of Level Miles to the next year. This also applies when a higher level is reached. Members who have not maintained their membership level will not carry over their Level Miles.


text: Tom Daley and diving partner Jack Laugher come first in the 3m synchro event at the World Junior Diving Championships in Adelaide, Australia. The friends held toy koalas as they collected their winners' medals on Tuesday (October 09, 2012). It was Tom's first competitive appearance since he won bronze at London 2012.


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Last edited by clacklin009; 08-03-2013 at 11:54 PM.
The guy I hunt with grew up a mile away, we have been hunting and fishing together since grade school. We know each other really well and work well together. The only drawback I see is that I am more driven to hunt hard than him, he sometimes gets discouraged when weather or game doesn't cooperate and we are putting in lots of effort not seeing much. Still wouldn't trade him in, I just let him do his thing and go it alone when he gets that way. He is color blind so he needs help on blood trails at times, and I seem to spot more game because I can tell greens from orange or brown. Especially when deer have their summer coats it makes a big difference.
If I was looking for someone I'd try to find someone willing to put in time going over topos, calling landowners or game wardens, etc. Someone who will put in the time and effort on the pre-hunt research is likely to be serious about hunting when you arrive. Make sure they will pull their own weight in both time and money invested on things you will both use like fuel and shelter. I like people who feel like it is a group success when our plan comes together and one of us fills a tag, not jealous. I take pride in being part of outsmarting a wise old buck or bull no matter which of us pulls the trigger.
Should have added that we flip a coin before each hunt to see who gets first shot when we are hunting together. It keeps us cooperating, not competing. When we split up it's every man for himself, but when together we follow that rule. We used to rush to beat the other one to the shot and both screw it up as kids, this makes for a better partnership.
Dewey, I think that could work, wish it didn't have to work like that.
Ah, the nostalgic aroma of a yak dung stove brewing up some tea full of herbs best left untranslated.
From the Zen Backpacking Site


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Since I enjoyed doing gameplay videos so much and a lot of people seemed to like them, I decided to do more games. But I'm not just going to do regular games that other people have already played. I'm gonna be playing independent and obscure games that not too many people know about. This first one is called The Tale of Elementia, and it's a hack of Super Mario World. It says it's a demo, but the creator is no longer working on it, so consider this the final version.
There are 14 parts, and they're all below.
Part 1
In this first video there's a lot of story, but the next videos will be mostly gameplay.
Part 2
Now you actually get to see some real gameplay. I say "shut up" a lot in this video for some reason. And it has a very sad ending. Sad times.
Part 3
I get so pissed at the boss in this episode. He's so frustrating!
Part 4
I get confused by mirages in the desert, talk shit to ghost ninjas, and throw a shell through a wall.
Part 5
I talk to some of my mouse friends and climb a mountain from Zelda that I forget the name of. Good times.
Part 6
In this episode, I hump a key, save the fire spirit, and go for a long, boring swim.
Part 7
I talk to a ghost parrot, get stoned, and visit a lighthouse.
Part 8
I get eaten by a whale, hang out with some ghosts in the library, and get stoned again.
Part 9
I play a level from Super Mario Sunshine and carry lit dynamite through a train station.
Part 10
I play the Ocarina of Time water temple, go back to Mushroom Woods, and drain an azure lake. And I'm all groggy and weird because I woke up right before recording this.
Part 11
I play a level inspired by A Link to the Past and find a secret exit in the Earth Temple.
Part 12
I read about the history of Elementia and enter into an abusive relationship with Yoshi.
Part 13
I traverse the dusk ruins, revisit the ghost ninjas, and take another ride on the train at Solar Station.
Part 14
I run away from an evil waterfall, go back to starbeam hill, and talk to the three spirits.
Let's Play The Tale of Elementia with Jay
Jay plays The Tale of Elementia, a hack of Super Mario World, and gives commentary.


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Baker & McKenzie has had a presence in Colombia for more than five decades, offering extraordinary breadth and depth of experience in legal and commercial compliance in South America. With deep local knowledge and broad global capabilities across 67 jurisdictions, we help major Colombian organizations and inbound foreign investors seamlessly manage even the most complex local and cross-border transactions.
We have been involved in some of the country's largest infrastructure projects, including the financing of gas pipelines in the western region. Our corporate and commercial practice is noted for its success in privatization projects and cross-border transactions, particularly in the telecommunications industry. We are often recognized for our success in dispute resolution and intellectual property matters and we act for a mix of local corporations and international banks in lending, restructuring, and local capital markets transactions.


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On April 28, 1924, 119 miners were killed in an explosion at the Benwood mine of the Wheeling Steel Corporation.
Learn more:
"Dead Bodies Cover Mine Floor (Benwood Mine Disaster)
Department of Mines Report on Benwood Explosion
List of Victims, Benwood Mine Disaster
Eccles/Benwood Coal Mining Disasters
On April 28, 1758, Native Americans attacked Fort Seybert in present-day Pendleton County, killing or capturing more than forty settlers.
Learn more:
"New Interpretations of Fort Seybert"
Description of the Fort Seybert Massacre, From Chronicles of Border Warfare
"Pendleton Indian Massacre One of History's Worst"
On This Day in West Virginia History: April


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U-T's 2012 Persons of the Year
They died defending us all
Navy SEALs — resourceful, courageous, devoted and disciplined — represent the best qualities of our community and our nation. Whether in high-profile operations like tracking down and killing Osama bin Laden or strategic efforts like seizing and preserving power plants in the opening days of the Iraq War in 2003, Navy SEALs are the silent professionals whose sacrifices protect our values and our nation. It is our privilege that so many of these special forces are trained at the Naval Amphibious Base Coronado.
When something goes horribly wrong — as it did in Benghazi, Libya, on Sept. 11-12 — and SEALs die as a result, it leaves us with a deep sense of remorse and an obligation to honor their sacrifices.
That was our reaction to the deaths of Glen Doherty, 42, of Encinitas, and Tyrone Woods, 41, of Imperial Beach, former SEALs turned CIA contractors who were killed after hours fighting heavily armed terrorists who had already succeeded in killing U.S. Ambassador to Libya Chris Stevens and information officer Sean Smith, who also had roots in San Diego.
It is why U-T San Diego has chosen to honor Doherty and Woods as our Persons of the Year for 2012.
Their deaths came as they defended their fellow Americans at a U.S. building after the main U.S. diplomatic compound in Benghazi had been attacked and set afire. An official account released by the State Department says they died shortly after 6 a.m. Sept. 12 when three mortar rounds struck the roof of the building, where the men were in defensive positions.
But the story that has been told to the men's families since soon after that terrible event — coming from both government and unofficial sources — is far more dramatic and wrenching.
On Sept. 11, aware that it was the 11th anniversary of the 9/11 attacks, Ambassador Stevens held all his scheduled meetings at the fortified compound that housed the U.S. consulate. An uneventful evening came to an abrupt end when dozens of heavily armed men broke through the front gate and began lighting buildings in the compound on fire. Officials notified Washington and called Doherty, Woods and other members of a quick-response team at a U.S. facility a little more than a mile away.
Security agents already at the compound took Stevens and Smith to a safe room inside a residence building in the compound. Attackers managed to get into the building but couldn't breach the safe room, so they lit the building on fire.
While the quick-response team was still making its way to the consulate, agents pulled Smith — dead from smoke inhalation — out of the residence. Stevens could not be found. His body was later identified at a hospital where he had been taken by good Samaritans.
When Doherty and Young reached the smoky compound, they worked to quickly evacuate the surviving Americans to the second U.S. facility. It was there, early the following morning, that the terrorists launched their second coordinated attack – the one that killed the ex-SEALs.
Glen Doherty's brother, Greg, a Marin County teacher, told us, "His actions were heroic from the start. We knew very early on he had rushed in to help that night, that he got 20 to 30 people out of the consulate."
Tyrone Woods was found "slumped over his machine gun, which was caked with blood. He had continued to fire until he had no blood left and was unable to fire anymore," Charles Woods, the former SEAL's father, told The Washington Times.
Doherty's family has no time for those who see the attack in a political context and who demand that heads roll in the Obama administration. His sister, Kate Quigley, of Marblehead, Mass., urges those who care about her brother to visit a website created in his honor,


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SPRINGFIELD, Va. (WUSA) -- Fairfax County police say there is another victim of the Springfield area groper.
The same man has reportedly been fondling women in the area since early September. His latest and ninth victim is a 42-year-old woman, who reported that she was grabbed from behind in front of a home in the 6000 block of Hibbling Avenue last Thursday afternoon, according to police.
In this latest incident, police say the woman told a friend about what happened to her, not knowing about the other incidents in the area. The friend then urged her to contact police.
She described the suspect to police as a Hispanic male with a medium build and short black hair. He was wearing a dark colored jacket, blue jeans and red baseball cap. This description is similar to the descriptions given by victims in the other incidents.


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Directions to the park:
From I-595: Exit at Flamingo Road and go south for 3.2 miles to Orange Drive. Turn right and go 1.4 miles to Boy Scout Road (SW 142nd Ave.). Turn right (north) on Boy Scout Road for 500 feet and the park will be on your left.
From I-75: Exit at Griffin Road and go east for 2 miles to the first bridge that connects to Orange Drive; turn left (north). Take a right (east) at the stop sign at Orange Drive and go .3 miles to Boy Scout Road (SW 142nd Ave.). Turn left (north) on Boy Scout road and go 500 ft. The park will be on your left (west).
Google map
View larger map image
Vista View Park4001 S.W. 142 Ave.Davie, FL 33330Office: 954-357-8898Fax: firstname.lastname@example.com
The park is accessible from Broward County Transit bus route #16.


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In anticipation of the first beta release of Zimbra 5.0, I'm wondering if anyone has any thoughts on the best way to run a test Zimbra server in conjunction with a live, production Zimbra server. I'd love to be able to try out the beta and RC releases so that I can show off some of the upcoming features that our users have been waiting for, as well as help the community by identifying and troubleshooting bugs. But I'm not sure I want to go through the trouble of setting up a test/dummy email domain. Maybe that's the only way to do it though. Ideally I'd like to have a test account or two in the live domain, and somehow funnel email for those accounts over to the test server. That way we could test the real world environment (sending and receiving both internal and external (Internet) email).
We are currently running the FOSS version 4.5.5 on CentOS, with 200+ active users. Definitely don't want to do anything that would hurt the production environment in any way.