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Talent Management and Succession Planning
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1 Talent Management and Succession Planning 2nd Edition James A. Cannon Rita McGee Chartered Institute of Personnel and Development
2 Published by the Chartered Institute of Personnel and Development, 151 The Broadway, London SW19 1JQ First edition published 2007 Second edition published 2011 Chartered Institute of Personnel and Development 2007, 2011 The right of James A. Cannon and Rita McGee to be identified as authors of this Work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988 Pages marked with the following icon may be disseminated within the purchasing organisation. Consultants may also disseminate them to clients. Otherwise, all rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. This publication may not be sold, lent, hired out or otherwise dealt with in the course of trade or supplied in any form of binding or cover other than that in which it is published without the prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom issued by the Copyright licensing agency. No responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication can be accepted by the editor, authors or publisher. Typeset by Fakenham Prepress Solutions, Fakenham, Norfolk Printed in Great Britain by Antony Rowe Ltd, Melksham British Library Cataloguing in Publication Data A catalogue of this publication is available from the British Library ISBN The views expressed in this publication are the authors own and may not necessarily reflect those of the CIPD. The CIPD has made every effort to trace and acknowledge copyright holders. If any source has been overlooked, CIPD Enterprises would be pleased to redress this for future editions. Chartered Institute of Personnel and Development 151 The Broadway, London SW19 1JQ Tel: Website: Incorporated by Royal Charter Registered charity No
3 About the Authors Jim Cannon PhD, FCIPD, FCMI Jim Cannon specialises in organisation development and has consulted with organisations in the UK and around the world. He works as a coach to individual executives, as well as facilitating events designed to improve the effectiveness of teams and organisations. Jim runs an extensive range of training courses for the Chartered Institute of Personnel and Development (CIPD) as well as other organisations. He was a guest lecturer at the University of Geneva. He is a fellow of two Institutes (CIPD and CMI), former special adviser to the CIPD, past Manpower Society prize-winner, British Psychological Society (BPS) member and trustee of Trinity (a charity concerned with homelessness) and the Tracy Trust. About the Authors He has written several books including Cost Effective Personnel Decisions, the Database Directory, Giving Feedback, Making the Business Case, and workbooks such as Team Based Problem Solving and the Career Review workbook. He has co-authored with Rita McGee three toolkits: Organisation Development and Change, Creating Organisation Capability and the first edition of Talent Management and Succession Planning. You can visit his website, Cannon Associates, at Rita McGee, FCIPD Rita McGee specialises in the strategic development of human resource functions. Previously HR Director of the Pepe Group, she has also worked for Kingfisher and BTR (currently known as Invensys). Rita works as a consultant, trainer, facilitator and executive coach. She has designed and delivered training in talent management to major international organisations. She has consulted in the UK and internationally on the development of business and human resource strategy including talent management and succession planning. She runs public courses for the CIPD as well as other organisations. She has worked in Europe, Asia, the USA and Africa. Rita is a Chartered Fellow of the CIPD. You can visit her website, RMG Consulting, at iii
4 The authors would like to thank the following people for their help and advice: Melvyn Payne, Director of Advanced People Strategies (www.advancedpeoplestrategies.co.uk) for his support and gaining permission from Hogan International to use information about the Challenge Tool Carole Pemberton, an executive coach (www.carolepemberton.com), for her guidance on coaching and for providing permission to use materials designed by her Terry Gillen for granting permission to use his materials Abi Sugden at the CIPD for her support and guidance on this second edition Sumayya Patel at the CIPD for her patience and professional management of the editing stages The Chartered Institute of Personnel and Development is the leading publisher of books and reports for personnel and training professionals, students, and all those concerned with the effective management and development of people at work. For details of all our titles, please contact the Publishing Department: tel The catalogue of all CIPD titles can be viewed on the CIPD website:
5 Contents Tools matrix x Contents Introduction to the second edition ix Bibliography xxi THE TOOLS 1 Foundation Tools 1 Tool no. 1 Creating your own organisational definition of talent 1 Tool no. 2 how to decide which approach is best for your organisation 10 Tool no. 3 A checklist for a talent management strategy 14 Tool no. 4 Conducting a talent management audit 21 Tool no. 5 s of talent management processes 27 Tool no. 6 A checklist to help clarify roles 31 Tool no. 7 Readiness for change 40 2 Business strategy and planning 45 Tool no. 8 Where is the organisation going? 45 Tool no. 9 What factors will affect the future? 52 Tool no. 10 What are the potential future scenarios for which the organisation should plan? 56 Tool no. 11 Determining what is core and non-core to your activities 62 Tool no. 12 Critical success factors 67 Tool no. 13 Core competence 70 Tool no. 14 Creating a competency profile 79 Tool no. 15 Are HR activities supporting your core competence? 90 Tool no. 16 Demand and supply planning 98 Tool no. 17 Workforce planning in a complex world 105 Tool no. 18 Improving productivity by tightening your practices in talent management 126 v
6 Contents 3 Planning succession 137 Tool no. 19 How to identify critical roles 137 Tool no. 20 What are the different succession planning methods? Planning talent 157 Tool no. 21 What talent does the organisation value? 157 Tool no. 22 What talent does the organisation already have? 167 Tool no. 23 Talent pools 179 Tool no. 24 How to keep track of talent Assessing performance 193 Tool no. 25 Methods of assessment 193 Tool no. 26 Assessing competence from achievements 200 Tool no. 27 Forced ranking Assessing potential 213 Tool no. 28 Assessing potential in growth and in decline 213 Tool no. 29 Assessing levels of work Acquiring talent 237 Tool no. 30 Becoming an employer of choice 237 Tool no. 31 Resourcing strategies 244 Tool no. 32 Dealing with those who hoard talent Developing talent 269 Tool no. 33 What a development plan looks like 269 Tool no. 34 Development activities 276 Tool no. 35 Creating your own talent management development programme 288 Tool no. 36 Talent derailers and how to keep talent on track 293 Tool no. 37 Tough choices for tough times identifying the core talent 301 Tool no. 38 Tough choices for tough times giving difficult messages 306 Tool no. 39 Giving feedback (having constructive career conversations with people in the talent pool) 314 Tool no. 40 Career coaching 320 vi
7 Tool no. 41 Identifying mentors and working with them to develop your top talent 330 Tool no. 42 Niche development of talent 339 Tool no. 43 Talent self-development Managing talent 355 Tool no. 44 Managing talent 355 Tool no. 45 Problems and concerns that must be addressed 374 Tool no. 46 Rigour in performance management 383 Tool no. 47 Outsourcing an activity to existing staff moving into self-employment 387 Tool no. 48 Template for developing a business plan for an outsourced business 393 Tool no. 49 Talent management for high flyers 407 Contents 10 Retaining talent 419 Tool no. 50 Retaining talent 419 Tool no. 51 Managing retrenchment in general and specifically of your key talent 441 Tool no. 52 Building engagement in low-morale situations Evaluating the effectiveness of the approaches adopted 457 Tool no. 53 Evaluating your success 457 Tool no. 54 Training line managers as talent managers a programme 462 vii
8 Tools matrix Tools matrix Tool Foundation Planning and Assessment Developing Managing Retaining No. evaluation of talent talent talent talent viii
9 Introduction to the second edition of Talent Management and Succession Planning In the first edition, we wrote of the following case: Jane walked into her boss s office. Here is my resignation, she said. But why? asked John. You have just been promoted to a grade 2. We sent you on that advanced management programme and in maybe a few years you can get a promotion to grade 3. Is that not worth waiting for? Frankly, no, said Jane. I appreciate what you have done for me, but I don t want to climb the grade ladder. I want more flexibility to work on the projects I want. I want to work more from home to be with my children. I also believe that my skills are going to be enhanced by doing a greater variety of work. Oh, said John... Introduction to the second edition Welcome to the new world of talent management where the old assumptions about what people value in work are falling down. It was Winston Churchill who predicted that future empires would be of the mind, and in a world where knowledge industries are the engines of global growth software, financial services, consultancy he might have added that it will be the battles for minds that dominate the future. Indeed, the proportion of a company s assets that are intangible continues to grow. Knowledge industries need, at most, a computer as their physical asset base with the rest represented by the abilities of the people and the goodwill generated by a track record. As we look at the world in 2011, it doesn t seem so far removed from the issues of today. But consider another case: ix
10 Introduction to the second edition The CEO called his HR director. I think we need to press ahead urgently with the new product launch, so we need to recruit new staff immediately. But that will take weeks to hire the new staff. Also given our union agreement, we need to retrain the old staff. This could take months. We don t have months if we are to stay in the race. Our global competitors don t seem to be so constrained. Ah... While it remains true that a fast-moving competitive world still demands new approaches to two major problems all organisations face a more independent mindset of staff who are less prepared to wait for an organisation s timing of jobs and rewards, and at the same time, organisations requiring staff to be ready just in time for new projects the response of employers has to be tighter still. Organisations and people require much greater flexibility than in the past and we have to find new tools to manage these challenges. Talent management is the title of the discipline which incorporates a range of activities that can be used to address these problems. Succession planning has for many been relegated to the too difficult box and for this reason we have given it prominence in this Toolkit; it is however a subset of talent management. Talent management Talent management is the process by which an organisation identifies, manages and develops its people now and for the future. It is concerned with: developing a strategy to determine what the organisation needs to meet the current and future demands of the business plan establishing processes to measure competence required and available creating a range of developmental tools and processes to provide tailored approaches depending on the individual needs of employees identifying ways to obtain and retain those who are critical to success establishing suitable approaches to deal with those who no longer fit organisation requirements x
11 measuring the impact these strategies have so that policy can be continually updated and refined to deliver high performance, now and in years to come. Talent management has a bias towards focusing on individual needs to bring out the potential of each and recognises the necessity of retaining key personnel in a competitive labour market. The mindset of talent management is based on the assumption that there is potential in each and every one, and any approach should be to try to release that. In addition, there are certain key competences an organisation requires for sustainable competitive advantage and the aim is to identify, retain and nurture them. Succession planning Succession planning has, by contrast, a bias towards satisfying organisation requirements. There is an assumption that failing to satisfy the majority of requirements from internally developed personnel is unlikely to provide the optimally effective organisation. Succession planning is concerned with: identifying posts that are critical to success and how best to satisfy future requirements developing strategies to determine the optimum mix of internal and external recruitment. Introduction to the second edition Facilitation of the Tools This Toolkit contains 54 Tools to help managers meet various needs and draws on the experience of practitioners and academics alike. The Tools that follow can be used in different ways, as: a stimulus for individual reflection the basis for a meeting or workshop where relevant people use the Tools to consider collectively developing talent management and succession planning. In this scenario, there will invariably be the need for facilitation. We suggest you pick and mix to meet your circumstances. The list is not exhaustive, so please add to it from your own experience and share it with us too at or xi
12 Introduction to the second edition Scope of the Toolkit To assist the reader, each Tool is laid out in the same format as below: Introduction Aim of the Tool What it is When to use Materials needed Procedure for using it Evaluating its uses Links to other Tools References (where applicable) The Tool Why a revised Toolkit now? With the advent of the banking crisis and the subsequent world recession, organisations across the world have had to make cuts, yet like never before the retention and continued development of key people in critical roles is the key to survival. We have included additional Tools that reflect this new reality, in particular the necessity of finding creative ways of retaining relationships while still letting some people go. What is different this time round is more attention to managing the relationship beyond just paying compensation. However, more focused planning tools help to reduce the surplus that might have arisen with looser concepts of talent pools and so can assist in retaining the most vital skills. Borrowing from the manufacturing industry, with their ideas of lean production and just-in-time material handling, talent management ideas are more focused on just-in-time development rather than longer periods spent in, say, a business school. Strategic skills that are likely to be required in the economy in the future A further reason is the realisation of critical skill shortages in the future and the need to encourage talent development in every way. The following skills are xii
13 likely to be in demand in the economy in the future and so in general terms might become scarce (source: National Strategic Skills Audit, 2010). It behoves organisations to ensure they continue to grow and retain such skills: Given technology is a major driver of change, technical skills in the growing array of technical specialisms will be required. Globalisation will place demands on linguistic and culturally attuned skills. The environmental and sustainability agendas will continue to place pressure on those who can manage such systems. The skills required include a range of technical, environmental, legal and customer-oriented competences. The continued sophistication of consumers demands greater differentiation of products and services. Micro-segmentation, as it is sometimes called, demands higher standards in product design, manufacturing quality and after-sales service. This in turn demands greater skills in design, manufacture and customer service. Such a shift in the economy also demands greater professional support in areas such as law, accountancy, PR, consulting, advertising, facilities management, call centres, health and social work, retailing, catering and hospitality. Certain sectors are likely to experience greater growth and they are likely to be most vulnerable to demands for talent. These include the following: Low-carbon industries are likely to grow, with a consequent demand for leadership, project management and innovation skills. Introduction to the second edition The recovery in the financial services sector is likely to demand an increase again in highly qualified knowledge workers. The digital economy will demand creative and business skills. Life sciences in all its forms from pharmaceuticals and biotech to genetics will demand scientific and managerial skills. The growth in contract research brings demands for negotiation and customer service skills. The creative industries, often with an abundance of creative talent sometimes lack the commercial skills to exploit fully the creative output. They will look for an array of commercial skills. Retail, a major engine of the economy, will continue to demand skills in customer-facing roles as well as new skills in deploying technology, logistics and ethical sourcing. xiii
14 Introduction to the second edition Tourism already employs over 2.5 million people (Tourism: Overview and Prospects.ac.uk) and is expected to grow with demands for customer-facing, teamworking, communications and customer management skills. We reported in the last edition: Whilst there is a reasonable understanding of the nature of talent management and succession planning, Veredus (2005) noted a staggering 74% of respondents reported that their organisation did not have a well developed plan. In their research they reported that many felt they lacked the necessary skills in house to get it right. We regret to say that that position still seems to be the same, though more people claim to have a talent management programme. Back in 2006, the CIPD had identified five levels of maturity in organisational talent management: 1 No talent management strategies or formally developed practices 2 Isolated/tactical local pockets of talent management activities 3 Integrated and co-ordinated talent management for particular segments of the organisation 4 Talent management strategies designed to deliver corporate and HR management strategies 5 Talent management strategy informs and is informed by corporate strategy. (Source: Talent Management: Understanding the dimensions. CIPD (2006)) There is no systematic and coordinated approach in the public and private sectors to developing and nurturing the next generation of business leaders (Veredus, 2006). Another survey identified that only 51% of respondents undertake talent management activities, though only 20% report having a formal definition for it (Clake and Winkler, 2006). A significant change that has occurred in both the acquisition and assessment of talent is the development of social networks and the explosion in largely publicly available data about people. Articles such as We googled you (HBR case study, June 2007) highlight what is available. The police regularly look at a person s Facebook and mobile phone records when faced with a crime suspect, as it gives the most up-to-date picture of a person s associates and where they have been. xiv
15 Vault.com points the way to ever-exploding repositories of data. This is of potential use in understanding a person s career and life outside work, though it carries all the risks of miscarriages of justice. Furthermore, such transparency of a person s life gives little room for the possibility of learning from mistakes and subsequent redemption. This revised Toolkit seeks to address these needs by providing a step-by-step guide on how to do it with a range of further Tools to deal with our times. Why is talent management important? In many mature markets there is an ongoing war for talent, a phrase first coined by the consultancy McKinsey (Michaels et al., 2001) and which has now entered the management lexicon. This war is spurred on by a number of forces shaping our world. The main drivers are as follows: Continuing growth in specialisation in all disciplines associated with the explosion of knowledge. This results in a smaller pool of experts in any one field from which to draw, and the necessity of finding, developing and retaining the skills needed. But there is also a greater pressure on sophisticated and broader levels of skill. McKinsey has argued that many more jobs require high levels of judgement based on integrating large amounts of complex data. To take one example, an IT manager 20 years ago was concerned with technology and getting software in on time and to budget. Now, we expect that same manager to take a balanced score card approach (Kaplan and Norton, 1996) to their performance, balancing the needs of many different stakeholders financial, customer, internal processes, people and the ability to change and keep up to date. This all adds up to greater complexity and greater demand for managers who are more broadly skilled. Introduction to the second edition Limited flexibility of organisations to train from scratch, which encourages a search in the labour market for experienced staff. The influence of the Internet and the spread of globalisation, impacting so many walks of life, have resulted in a decline in the possibility of being successful when you are second best. Businesses increasingly have to survive in markets that become characterised by winner takes all. Doing so requires the best people, and quickly. xv
16 Introduction to the second edition The pressures for getting the mix of skills right in an organisation arising from the diversity agenda. Diversity has real business benefits from a closer alignment with customer profiles as well as the synergistic benefits of mixing different thinking styles and backgrounds. Managing diversity can be tough though. In London, teachers and health workers have to contend with dozens of cultures requiring new and more sophisticated communication skills and cultural sensitivity. A shortage of the right skills is an endemic problem in most advanced industrial societies. In the UK, in a recent conference presentation by Gerwyn Davies (CIPD, 2011), recruitment difficulties were being reported despite the contraction of 60% in manufacturing, 52% in construction and 47% in public administration (source: ONS Labour Force Survey, May 2011). He concluded by saying that Talent management [is] set to become more important. In 2011, it was noted that despite high unemployment over the last two years, more than half (52%) believe that competition for talent is even greater as the pool of available talent to hire has fallen sharply (2010: 41%; 2009: 20%). (Gerwyn Davies, CIPD (2011) Resourcing and talent planning survey, available at In America, the Corporate Executive Board, an education and research foundation, identified that some 62% of HR managers worried about company-wide talent shortages (source: Economist, 2006, 2011). They reported greater difficulties in recruitment measured by increasing time to fill vacancies and also declining quality. This shortage is due in part to education and vocational training strategies that have failed to deliver what the changing economy requires. The shortages are being felt across the globe. Countries like China and India are trying to attract back their people, who have dispersed across the world, to fuel their rapidly growing economies. The change in the psychological contract. Historically this contract is based on a pact of job security in return for high commitment and loyalty. It has been replaced by one based increasingly, for the employer, on high job demands for as long as required in return for higher pay. For the employee, the deal is based on commitment as long as it suits in return for a job that xvi
17 fits individual needs right now. Talented people need the organisation less than the organisation needs talented people, said one entrepreneur. It could be argued that a consultant with half a dozen clients has greater job security than an employee with one boss. The more bounded flexibility that the workforce increasingly exhibits is a final pressure. The growth in dual-career families, the search for work life balance among the X and Y generations, and the desire for many more ingredients to be satisfied in the ideal job, all encourage staff to be more choosy on what they do and for whom they work. This was highlighted in the world economic forum in Davos: Companies will have to treat their employees like volunteers: every day they have to provide compelling reasons why their most talented employees should keep coming to work (Financial Times, 2006). Finding community-building talent is the single most precious resource in the modern world (Financial Times, 2006). The framework for developing a talent management strategy 1 The starting point is to establish the business case for devoting resources to the activity. The lack of endeavour in this area is partly due to a lack of resources devoted to it. Using some of the Tools to create a clear linkage between the organisation s goals and the competence required to deliver them will help to make the case. In some organisations it might be useful to pull together a team to work on talent management. Organisations like Standard Chartered have their Human Capital management team and the Cabinet have set up a group to study the subject. The responsibility for initiating action has to come from the top, and while HR will play an essential role in facilitating the process, it is every manager s responsibility to be identifying and nurturing the talent in their area of responsibility. Jack Welch at General Electric (GE) made talent development a major priority and GE is among many companies that have established in-house universities and other study institutes. 2 Recognising your core competence and the talent required to sustain it in the future will help to focus on the key talents that are essential. While broader development activities designed to release the potential for all staff Introduction to the second edition xvii
18 Introduction to the second edition might be going on, focusing on those areas which are going to make a difference limits the scope of the work to be done. 3 Developing processes for assessing performance and potential that are robust and subject to scrutiny and audit is vital as a base. It is wise not to overlook the hidden talent within the organisation, which often lies unexploited. This data will provide the foundation stone for future planning and actions, so needs to be sound. 4 Identifying and scrutinising the processes you use for acquiring, developing and retaining talent can help in establishing clearer quality criteria for the future. 5 Embedding a cycle of planning, review and decision-making about talent as part of the regular management review processes will help to keep the subject in focus. Focusing first on those areas that will give you the most return for your effort is likely to lead to lower initial investment. We must, however, avoid the danger of bureaucratising the process and burying it in a welter of forms. Ultimately, talent management and succession planning are concerned with stimulating informed conversations about people and creating the best outcomes possible. In 2011, just over half of survey participants report having a formal resourcing strategy. Larger organisations are most likely to have a resourcing strategy (CIPD, 2011). Making the business case But what is the case for investing in talent management and succession planning? The present low rate of activity, despite the almost universal acceptance of the need to do it, implies that the business case has not been made. Yet much anecdotal evidence in the press, and more serious research (CIPD, 2006), points to organisations of all types failing to meet their potential through skill shortages, leadership weaknesses and organisational ineffectiveness. The case for talent management and succession planning rests on several arguments: The cost of unfilled vacancies and replacement costs Hewitt Associates (quoted by Brittain, 2006) suggest that turnover can cost xviii
19 between 30 and 150% of annual salary. At an average replacement cost of 15,000 a time, many of the activities suggested in this book are easily justified by modest improvements in turnover. The opportunity cost of foregoing the advantage to be gained by high-performing individuals In key roles, marginal improvements in performance can have dramatic impacts on the bottom line. The engineer who anticipates a quality problem and institutes a redesign of the product before the customer complaints arrive, or the sales manager who finesses a sales campaign because she knows what the customer needs are, all point to the value of competence in critical roles. It is useful to ask two questions of any role in the organisation: If this role did not exist, would the organisation s effectiveness be impaired? If there were only poor or mediocre performance from the role incumbents, would the organisation s performance suffer? Releasing discretionary effort In an increasingly service-oriented world, ensuring that customer-facing staff give of their best is crucial. A bad service experience is relayed to more people than a good one. Some studies indicate that a determinant of how staff treat customers is the way in which staff are treated by their organisations. Talent management, at a minimum, demonstrates to staff an acknowledgment of their value and contribution now and potentially for the future. Feeling valued and recognised are key motivators and important to retention. Introduction to the second edition Employee choices Where critical skills are scarce, employees have choices. In a mobile society where employability is a growing requirement for survival in the labour market, prospective employees will increasingly make their choice of employer based on their development practices. They may ask of themselves: Will I get from this organisation the training and development I need to further my career and make me employable in the future, especially if this job comes to an end prematurely? It should be noted that the business case for focusing on those individuals most likely to add value may result in hard choices, but is likely to give the best return xix
20 Introduction to the second edition for your investment. In a recent survey (CIPD, 2011) it was found that only 28% of respondents used a whole workforce approach to talent management. How much will talent management and succession planning cost? Several factors should be taken into account in developing the budget: How vulnerable is the organisation if key roles are not filled or key individuals not retained? The greater the vulnerabilities, the greater the justification for investing in development schemes and succession planning. How scarce is critical talent? The more the business relies on people that are difficult to find in the marketplace, the greater the justification for investing in retention strategies. What lead times do you have to correct problems? Where staff are on short notice periods and are easily mobile, the greater is the justification for investing in planning and strategies to cover key positions quickly. Whatever our budget, focusing on priorities will always be necessary. How do we decide? In Tool 37 we will discuss different approaches to different staff segments. Ultimately, not everything can be measured or justified with hard data. The manager of the twenty-first century will need to make decisions based on best judgement formed from all the data available. However, those who choose to ignore talent management in a world where knowledge is increasingly the driver of so many organisations, and indeed economies, do so at their peril. xx
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Making it work a guidebook exploring work-based learning Dr Ian Ball and Dr Gaye Manwaring University of Dundee July 2010 The Quality Assurance Agency for Higher Education 2010 ISBN 978 1 84979 168 7 AllMore information


text:
Fund Raising - Charity Quiz - Friday 27 January 2017
The Club's nominated charity for the year commencing 1 July 2016 is 'Beating Bowel Cancer' and we seek the continued support of our members, their friends and the broad business community, in order to raise funds for another worthy cause. Patron of the charity is another Irish footballing hero, Kevin Sheedy and our primary fundraising event, the Annual Charity Quiz, is set for Friday 27 January 2017.
FAI announce Iceland friendly for March 2017...21/10/2016
The FAI has announced that our senior team will take on Iceland in a friendly international at the Aviva Stadium on Tuesday the 28th March 2017. It has also been confirmed that admission will be free for 2016/2017 season ticket holders.
Airtricity League contests on Friday evening...21/10/2016
The Airtricity League Premier Division enters it's final eight days on Friday evening with Cork City, seven points adrift of leaders Dundalk, playing host to St Patrick's Athletic, the side who in all liklihood ended their title challenge in Inchicore last Monday evening. The Brandywell hosts the North West Derby meeting of Derry City and Sligo Rovers while on the West coast, Galway United entertain relegated Longford Town. The busy Tallaght Stadium hosts the meeting of Shamrock Rovers and Bray Wanderers while Wexford Youths, the likely relegation play-off candidates, take on Finn Harps, the only side they can still catch, in Ferrycarrig Park.
Dundalk continue their Europa League voyage...20/10/2016
Dundalk welcomed Europa League Group D top seeds Zenit St Petersburg to Tallaght Stadium this Thursday evening as they continued their European voyage. The 'Lilywhites' faced an enormous challenge, particularly in light of their punishing domestic schedule but they once again performed admirably despite a bitterly disappointing two one defeat. In the same competition, Southanpton striker Shane Long suffered what appeared to be a hamstring injury early in the second half of their one nil defeat at Inter Milan, which raises concerns about his fitness for the upcoming World Cup qualifier in Austria, just three weeks hence.
U17s complete 2017 UEFA Qualifying round...20/10/2016
Our U17 side defeated Greece with an Aaron Connolly goal in Andorra this Thursday morning to top Group Two in the UEFA Championship qualifying round and progress to the Elite Stage. Brighton & Hove Albion striker Connolly scored in all three qualifying contests.
U19 Women continue UEFA Qualifying campaign...20/10/2016
Our U19 Women continued their 2017 UEFA Championship qualifying campaign when they defeated Wales by two goals to nil in the Stadion Boris Trajkovski, Skopje early this afternoon. Both goals were scored by Leanne Kiernan, taking her tally to six in the two contests to date. Ireland will complete their qualifying campaign against Italy, who have also won both matches, on Sunday afternoon in Skopje.
More Championship action on Wednesday evening...19/10/2016
The Championship slog continued on Wednesday evening with Cardiff City and visitors Sheffield Wednesday playing out a one all draw. Anthony Pilkington played the final thirty minutes for the hosts but visiting goalkeeper Keiren Westwood was forced off through injury after thirty three minutes. Preston North End defeated Huddersfield Town by three goals to one with Greg Cunningham in their starting eleven while Eoin Doyle was a very late substitute.
Cork City in UEFA Youth League action...19/10/2016
Current Irish U19 Champions Cork City scored the only goal, a forty seventh minute penalty from Aaron Drinan, to defeat their Finnish counterparts HJK Helsinki in the second leg of the first qualifying round of the 2017 UEFA Youth League in Turners Cross this evening to progress to the next round. The first leg in Helsinki ended scoreless and Cork City will now meet the powerful Italian representatives AS Roma who crushed APOEL of Cyprus by an aggregate nine one margin.
Championship campaign continues on Tuesday...18/10/2016
The lengthy campaign that is the Championship continued on Tuesday evening with Newcastle United, for whom Ciaran Clark has been in excellent form, collecting three points with a two nil win at Barnsley for whom Conor Hourihane returned after injury. Shane Duffy was in the Brighton & Hove Albion side which defeated Wolverhampton Wanderers by one goal to nil while the Derby County trio, Cyrus Christie, Richard Keogh and Alex Pearce all started against visitors Brentford who had John Egan and Scott Hogan in their side as they played out a scoreless draw. Norwich City drew two each at Fulham with Wes Hoolihan and Robbie Brady both starting but substituted during the second half. Leeds United and Eunan O'Kane, were held to a one all draw by visitors Wigan Athletic while Callum O'Dowda started for Bristol City in their one nil defeat at Queens Park Rangers.
U19 Women commence UEFA Qualifying with victory...18/10/2016
Our U19 Women, under the guidance of Head Coach Dave Connell, opened their 2017 UEFA Championship qualifying campaign with a resounding ten nil victory over mini-tournament hosts FYR Macedonia in Skopje this afternoon. Leanne Kiernan grabbed four goals with Alex Kavanagh and Niamh Prior both scoring twice while Jamie Finn and Eleanor Ryan-Doyle completed the rout. Ireland will next meet Wales in the Stadion Boris Trajkovski at 2.30pm (1.30pm Irish time) on Thursday afternoon.
Airtricity League battle continues on Monday evening...17/10/2016
The Airtricity League Premier Division title shoot-out between current leaders Dundalk and Cork City, who trailed them by four points at the start of the evening looks to be at an end. While the 'Lilywhites' collected the points with a three nil victory at bottom side Longford Town, the 'Leesiders' went down to a three one defeat by St Patrick's Athletic in Inchicore. With both sides having three remaining fixtures, the seven point gap looks insurmountable for the southern challengers.
U17s continue 2017 UEFA Qualifying challenge...17/10/2016
Our U17 side progressed to the next stage of the 2017 UEFA Championship when they defeated Kazakhstan by three goals to one in their second Group Two qualifying contest in Andorra this morning. Greece defeated hosts Andorra by three goals to nil this afternoon and will meet Ireland on Thursday at 11am (Irish time) to decide which side will top the Group.
U17s commence 2017 UEFA Qualifying challenge...15/10/2016
Our U17 side, guided by new Head Coach Colin O'Brien, commenced their 2017 UEFA Championship Group Two qualifying round challenge in Andorra on Saturday afternoon when they defeated the mini-tournament hosts by five goals to one in the Estadi Comunal. In the other Group Two contest, Greece defeated Kazakhstan with the only goal earlier in the day.

subset: commoncrawl


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Rodeo's Castle caught Beau's Town in the final strides to capture the $274,100 Duncan F. Kenner Breeders' Cup Handicap, the first of four stakes Saturday at the Fair Grounds meet at Harrah's Louisiana Downs.Trained by Beverly Fowler for owner Byron House III, Rodeo's Castle was fourth through the first half-mile of the six-furlong event before jockey John Jacinto asked for more in the turn for home. Beau's Town took the lead in the stretch, but Rodeo's Castle overtook Beau's Town to win by a neck in 1:10 2/5 for the six furlongs.Beau's Town, a grade II winner, was making his first start in 14 months.Rodeo's Castle paid $11, $6.40, and $5 with Beau's Town returning $5.60 and $5.20. Dreamandvisions, $9.40, took third.The entry of Top Commander and Grand Bank, sent off as the 8-5 favorite, finished second-to-last and last, respectively, in the field of nine.Rodeo's Castle, a 5-year-old Florida-bred bay horse by Rodeo, took home $167,760 for the biggest win of his career – and his eighth victory overall in 15 starts – while improving his earnings to $356,260. His last win came in the Kings Court last May at Louisiana Downs, where he has won four of six with two seconds. (Chart, Equibase)
Rodeo's Castle at Home in Duncan Kenner BC
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text: × Exclusive Member Only Discount! Log In or Create a Free Account to see your discount!(This Coupon Expires at midnight on October 21, 2016) The Best of British Track & Field Drills Series Item Number: TD-03189 Currently 5/5 Stars.5/5 Stars (0 Reviews) Was: $519.87 You Save: $149.88 Your Price: $369.99 Sorry, this video is no longer available. Please call 1-800-873-2730 or email us at firstname.lastname@example.com for recommendations on similar products. See more products by: Alex Fuzz CaanNick DakinMichael KhmelGraham KnightTerry LomaxJohn NuttallRobert Weir


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THE BRONX - A livery driver is dead after jumping a curb, hitting a baby's stroller and slamming into a Dunkin' Donuts.
Police say the driver lost control of his vehicle after suffering a medical condition at Westchester and Prospect avenues.
Witnesses say a mother and her 8-month-old baby were exiting the Bx17 bus on Prospect Avenue when the driver jumped the curb and hit the child's stroller. They also say the baby ended up beneath the cab, prompting Good Samaritans to aid in the rescue.
Authorities say the mother was not physically injured but may be in shock. The baby girl is expected to recover from her injuries. They are both being treated at Lincoln Hospital.
The Department of Buildings is surveying the damage at the Dunkin' Donuts.
The identity of the driver has not yet been released.


text:
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CALGARY, ALBERTA--(Marketwired - Feb. 9, 2016) - The Board of Directors of Computer Modelling Group Ltd. ("CMG" or the "Company") (TSX:CMG) announces a dividend of $0.10 per Common Share on CMG's Common Shares. The dividend will be paid on March 15, 2016 to shareholders of record at the close of business on March 7, 2016.
Computer Modelling Group Ltd. is a computer software technology and consulting company serving the oil and gas industry. CMG, recognized by oil and gas companies worldwide as a leading developer of reservoir modelling software, has sales and technical support services based in Calgary, Houston, London, Caracas, Dubai, Bogota, and Kuala Lumpur. CMG is the leading supplier of advanced processes reservoir modelling software in the world with a blue chip client base of international oil companies and technology centers in approximately 60 countries. The Company's shares are listed on the Toronto Stock Exchange under the trading symbol "CMG."
All dividends paid by Computer Modelling Group Ltd. to holders of Common Shares in the capital of Computer Modelling Group Ltd. will be treated as eligible dividends within the meaning of such term in section 89(1) of the Income Tax Act (Canada), unless otherwise indicated.
Computer Modelling Group Ltd.
Kenneth M. Dedeluk
President & CEO
(403) 531-1300
Computer Modelling Group Ltd.
Sandra Balic
Vice President, Finance & CFO
(403) 531-1300
Hedging programs that E&Ps have in place in 2016 vary considerably. The chart below shows the range of oil and gas production for several E&Ps covered by hedging contracts. Pioneer Natural Resources (ticker: PXD) and Cimarex Energy (ticker: XEC) have hedged the largest portions of their remaining production at 85/75 and 80/90 percent, respectively, for oil and gas. This chart[Read More…]


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How many countries in the world have aeropostale stores?
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Aéropostale® products can only be purchased in its Aéropostale stores and online at www.Aéropostale.com. ... ©2014 AEROPOSTALE. ALL RIGHTS RESERVED ...
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73 %
www.aeropostale.com: Aéropostale store in Vaughan Mills, Vaughan, Ontario. ... Stores would collect lightly used jeans and donate them to local charities.
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70 %
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... of how many McDonald's restaurants ... stores in 109 countries. Again, many of these ... Many Countries Are There in the World?
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73 %
Aeropostale reviews ... most idiotic excuse in the world. aeropostale was my ... in store so many time with my daughters and I've never ...
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68 %
Apple Store Open Menu Close Menu. Find a Store; Genius Bar; Workshops and Learning; Youth Programs; Apple Store App; Refurbished; Financing; Reuse and ...
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54 %
Starbucks Company Statistics: ... in the world, with 21,536 stores in 64 countries. ... sold each holiday ? how many starbucks locations stores are ...
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31 %
... for customers in over 100 countries, with support for many more ... have a U.S. billing ... cannot be returned to Aeropostale stores.
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73 %
Number of Apple stores ... the number of Apple stores around the world ... Official store openings have come to be a reputable event with many ...
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The Abercrombie & Fitch brand is believed to have ... Abercrombie & Fitch stores opened ... rejected many of A&F's proposals for the store, ...
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67 %
... how many countries there are in the world, ... by a number of countries, but have either ... how many countries are there in the world? 193 by ...
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60 %
The People Who Manufacture Aeropostale Clothing in ... entertaining store environment." (Aeropostale ... States and the world have only recently heard of ...
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50 %
... or reads about the number of countries in the world. Unfortunately many counts exceed 200 as they ... many countries are in the world?" ...
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Countries Listed by Continent. Countries Listed by Continent. NOTE: Only countries recognized ... Safest Countries In The World. The Countries Most Lacking ...
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21 %
... the stores that fail and don't have a lot of information ... Store Fails: Aeropostale, American Eagle and Ann ... Many tags did not list country of ...
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As the world's largest chain of ice ... it operates approximately 3,900 athletic retail stores in 17 countries in North ... many of which have 6 grams of ...
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Aeropostale; A retail clothing store in ... it operates approximately 3,900 athletic retail stores in 17 countries ... We have over 785 stores ...
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neuvoo.co.uk is the largest job site in the UK with over 686005 vacancies available, 2,894 of which are Just Digital-related.Show more...
The Co-op |
(Unspecified city), England
- 20h ago
Manchester Support Centre. Here at The Co op, we're creating our very own digital revolution... We're going back to our pioneering roots, and using digital technologies to champion better ways of...
Uniting Ambition |
(Unspecified city), England
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Web Application Penetration Testing. Understanding and reporting of Information and Digital Security... Understanding of technology functions and how they relate to Information Digital Web Security...
Barclays Retail |
London, England
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Senior Product Manager. Digital. As a Barclays Senior Digital Product manager , you'll play a strategic... About us. Our Digital and Commercial Performance team is revolutionising the customer experience through...
In Touch Games Limited |
Halesowen, England
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Job title. Creative Digital Web Designer Location. Birmingham Salary. 20,000. 25,000. benefits (inc... Digital, Design, Adobe, Photoshop, Marketing, Creative, Gaming, Birmingham, Halesowen Creative Digital...
Intouch Games |
Halesowen, England
- 20h ago
Job title. Head of Digital Marketing. Location. Birmingham, Halesowen. Salary. neg. benefits (inc bi... flexible working hours). Keywords. Digital Marketing, Social Media, Facebook, Google Analytics, Google...
Just IT Training & Apprenticeships |
London, England
- 4d ago
Digital Marketing Superstar required. Our client, with strong links to some of the biggest media... KEY DUTIES. Assist in digital marketing campaigns and work with management on new ideas using digital...
Salt Search |
London, England
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An opportunity has become available for a digital designer to join a leading global brand, just north... They are looking for a mid senior level digital designer who is used to working on responsive sites and...
Aviva |
London, England
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Role Description. Aviva Digital Apprenticeship Programme. About Digital. We've set up a Digital Garage... Digital and data does however create risks. not being cyber secure can deliver a near fatal blow to an...
Screwfix |
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Digital opportunities We are always on the lookout for fresh talent to join our buzzing Digital... We're on the search for great Digital talent in all disciplines at all levels therefore we'd like to...
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London, England
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Assisting with paid media including liaising with digital advertising agencies. Developing and... Keeping up to date with current digital trends. Managing the contact database and assisting with lead...
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Assisting in briefing creative designers and web developers on digital marketing. ABOUT YOU. To be a... Personal Qualities. Outgoing, friendly and presentable. Interest in design and digital marketing...
Bristol, England
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This is a superb opportunity for an ambitious Digital Account Executive to join one of the most... What you'll be doingThis Digital Account Executive opportunity would really suit somebody that's eager...
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London, England
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Your Digital Marketing Career starts here. A fantastic opportunity has arisen for a creative, talented... General shop duties. ABOUT YOU. To be a Digital Marketing Apprentice you will need to be a tech...
In Touch Games Limited |
Halesowen, England
- 20h ago
Job title. Head of Digital Marketing Location. Birmingham, Halesowen Salary. neg. benefits (inc bi... flexible working hours) Keywords. Digital Marketing, Social Media, Facebook, Google Analytics, Google...
Identifi Global Resources Limited |
Milton Keynes, England
- 1d ago
Digital Designer Salary Range. 28 30k per annum. benefits depending on capability Digital Designer is... Main Duties and Responsibilities of Digital Designer Design and produce works for a variety of digital...
Intelligent People |
(Unspecified city), England
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A Digital Marketing Manager. Senior Marketing Executive. Acquisition Marketing Manager is needed by an... Reporting directly into the CEO and founding team, the Digital Marketing Manager. Senior Marketing...
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Wine Details
Wine Description
(2006 Vintage) "A reserved yet elegant nose of white flower, green apple, pear andnatural spice and wet stone notes introduce detailed, fresh and wonderfullyintense flavors that are exceptionally clean and bright, culminating in a bonedry finish replete with superb minerality. This is not overly dense,particularly compared to the thick and opulent '03 yet the balance is nearperfect and if it adds complexity during the rest of its élevage, itshould merit the upper end of the range. Moreover, it's sufficiently structuredthat it will need the better part of a decade to reach its apogee"
Burghound.com 89-92/100 pts
Burghound(1999 Vintage) Rating: 91/100 - As reviewed by Burghound in Issue 7, Jul 01, 2002
Wine Advocate(1999 Vintage) Rating: (91-92) - As reviewed in Wine Advocate # 133 on Feb-01
Robert Parker(2006 Vintage)
Wine Spectator(2006 Vintage)


text:
The True Power of Water: Healing and Discovering Ourselves by Masaru Emoto (Paperback, 2005)
Brand newLOWEST PRICE
NEW The True Power of Water : Healing and Discovering Ourselves by Masaru EmotoAU $14.95+ AU $7.95 postage
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USED (VG) The True Power of Water: Healing and Discovering Ourselves by Masaru EAU $73.95+ AU $7.95 postage
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About this product
- DescriptionThis follow up to Dr Emoto's international bestseller The Hidden Messages in Water is the result of his latest scientific research into the healing properties of water. Building upon his previous work, which proved that water and water molecules are affected by our thoughts, words, and emotions, in The True Power of Water, Dr Emoto makes the case that water literally holds the key to good health and shows how we can interact with it with our thoughts, intentions, and prayer to reverse illness. Accompanied by numerous compelling photographs showing that water crystals are transformed according to the positive and negative thoughts they are exposed to, this book provides practical steps that anyone can use to improve their own well-being by learning how to consciously interact with water, the primary component of our bodies. Also discussed is Dr Emoto's research into the effects of prayer to purify rain water, helping to bring healing to the earth, as well as the mechanistic limitations of Western medicine and its understanding of both healing and disease. No one who reads Dr Emoto's works will ever take water for granted again.
- Author BiographyMasaru Emoto is an internationally renowned Japanese researcher who has gained worldwide acclaim. Emoto is a graduate of the Yokohama Municipal University's department of humanities and science with a focus on International Relations, and he received certification as a Doctor of Alternative Medicine from the Open International University. Emoto's research has visually captured the structure of water at the moment of freezing, and through high-speed photography he has shown the direct consequences of destructive thoughts and the thoughts of love and appreciation on the formation of water crystals. The revelation that our thoughts can influence water has profound implications for our health and the well being of the planet.
Key Features
- Author(s)Masaru Emoto
- PublisherSimon & Schuster
- Date of Publication05/12/2005
- LanguageEnglish
- FormatPaperback
- SubjectAlternative Therapies & Health
Publication Data
- Place of PublicationNew York
- Country of PublicationUnited States
- ImprintSimon & Schuster
- Content Note24 pp full colour plates
- Width190 mm
- Height127 mm
- Spine11 mm
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text:
An asinine adventure through the world of high fantasy.4.48 / 5.00 2,074 Views
Nothing To Fear
Super villainy at its worst ...4.17 / 5.00 3,322 Views
The Ascent of Alfred
Make Alfred Great Again4.09 / 5.00 8,072 Views
Never expected that
Muy chingon
esta realmente muy bueno! ^_^
awsome flash
lol that rocked keep up the good work
Very very nice job, I am very fond of the back ground music. And the barrel ejection gun the snow man had. That was pretty crazy, it added to a touch of fantasy. And I deff. love the animation you made the lil dude portray, as for jumping and running. Very nice.
ah very good
Yes 10of10Points
Graphics and animations good like in your other movies
ps: you are already on my fav list ;)^^


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Men of a Certain Age 2009 | TV Show Watchlist
Season 2, Episode 8 The Pickup
First Aired: June 8, 2011
Joe grants a favor to Manfro (Jon Manfrellotti). Meanwhile, Terry faces up to the twists and turns of his romance; and hostility between Owen's top salesmen threatens to spin out of control. Penelope Ann Miller guest stars.
Guest Cast
Penelope Ann Miller Sonia
Jon Manfrellotti Jon Manfrellotti Manfro
LisaGay Hamilton LisaGay Hamilton Melissa
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- Premiered: December 7, 2009
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- Premise: Three longtime male friends experience midlife transitions and challenges in this comedy-drama. The threesome, best buds since college and now in their forties, include a kindly but somewhat maladjusted party-store owner; an easygoing part-time actor whose… (more)
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Qualibesttechnology Ltd.,lcd monitor Hong Kong
The lcd monitor company in Hong Kong
Qualibesttechnology Ltd. is an exporter from Hong Kong,the company sell Quan Plt and related products to Hong Kong market.
The comany exports Lcd Monitor 7 Pallets from Hong Kong and lading goods at ,the products and country of origin is Hong Kong.
Contact Information
Company Name: Qualibesttechnology Ltd.
Business Type: trading,export,wholesale
Main Products: Quan Plt
Telephone: Search Phone Number
Email: Search Email Address
Port Of Lading:
Address and More: Room 601a Fourseas Bldg 208 212 Nathan Rd Kowloon HK
Country: Hong Kong
The Related Information Of Qualibesttechnology Ltd. On Internet


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Data Recovery Blog
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The Turbine Shireaoks Triangle Business Park
Coach Close
Telephone : 01909 512111
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Property Name: Shangri-La Hotel Harbin
Property Address: No.555 Youyi Road, Daoli District Harbin, , 150018
Property Description: Property Location
A stay at Shangri-La Hotel Harbin places you in the heart of Harbin, convenient to Heilongjiang Science and Technology Museum and Saint Sophia Church. This 4. 5-star hotel is within close proximity of Stalin Park and Harbin Flood Control Memorial.
Make yourself at home in one of the 404 air-conditioned rooms featuring minibars. Complimentary wireless Internet access keeps you connected, and satellite programming is available for your entertainment. Private bathrooms with shower/tub combinations feature complimentary toiletries and hair dryers. Conveniences include phones, as well as safes and desks.
Don't miss out on the many recreational opportunities, including an indoor pool, a spa tub, and a sauna. Additional features at this hotel include complimentary wireless Internet access, concierge services, and gift shops/newsstands.
Enjoy a meal at one of the hotel's dining establishments, which include 2 restaurants and a coffee shop/café. From your room, you can also access 24-hour room service. Quench your thirst with your favorite drink at a bar/lounge. Breakfast is available daily for a fee.
Business, Other Amenities
Featured amenities include a business center, limo/town car service, and express check-in. Planning an event in Harbin? This hotel has 33992 square feet (3158 square meters) of space consisting of a conference center and meeting rooms. Guests may use a roundtrip airport shuttle for a surcharge, and self parking (subject to charges) is available onsite.
Location Description: Near Saint Sophia Church
Property Facts: Total Number of Rooms: 404Total Number of Floors: 18Year Built: 1999Year of Last Renovation: N/A


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This key finding from the Indiana University Kelley School of Business challenges reliance on such exams to make objective decisions for employment or academic admissions even in the face of well-documented gaps between mean scores of white and minority populations.
The study, published in the July issue of the Journal of Applied Psychology, investigated an amalgam of scores representing a vast sample of commonly used tests, including civil service or other pre-employment exams and university entrance exams.
"Test bias" means that two people with different ethnicity or gender, for example, who have the same test score are predicted to have different "scores" on the outcome (e.g., job performance); thus a biased test might benefit certain groups over others. Decades of earlier research consistently found no evidence of test bias against ethnic minorities, but the current study challenges this established belief.
"For generations, important decisions have been made about life-changing opportunities in employment and education based on results of these tests -- but we can no longer say with certainty they are unbiased," said Herman Aguinis, professor of organizational behavior and human resources and director of the Kelley School's new Institute for Global Organizational Effectiveness.
He led the study, which was co-authored by Steven A. Culpepper at the University of Colorado Denver and Charles A. Pierce at the University of Memphis.
"Our findings are significant because we proved that bias can be present but not be detected by even the top experts in the field, which could result in inaccurate prediction of outcomes such as job and academic performance for hundreds of thousands, if not millions, of individuals," Aguinis said.
To reach these conclusions, Aguinis and his co-authors created the largest simulation of its kind -- using nearly 16 million individual samples to yield more than eight trillion pairs of individual test/outcome scores. They built bias into most samples to resemble real-world results and used newly available super computing technology and power to check tens of billions of scores. They found the procedures in use today overwhelmingly and repeatedly missed the bias inserted in the data.
Few topics in human resource management have generated more public attention than bias in pre-employment and academic-admissions exams.
"The belief in the fairness of the tests and the accuracy of the gauges to check them has been so deeply engrained that to challenge them would be akin to questioning the sun as center of the solar system," said Aguinis, a nationally recognized expert who was also a co-author of an amicus brief in the landmark Ricci v. DeStefano Supreme Court case regarding employment testing.
"The irony is that for 40 years we have been trying to assess potential test bias with a biased procedure, and we now see that countless people may have been denied or given opportunities unfairly," he added. "From an ethical standpoint it may be argued that even if only one individual is affected this way, that is one too many. The problem is obviously magnified when we are dealing with hundreds of thousands, if not millions, of individuals taking standardized tests every year."
Prelude to a New Era?
Given the weight placed on such testing and the polarizing nature of the underlying racial/ethnic achievement gap, the authors expect the study will spur considerable controversy among the public and the academic, legal and policy communities, all of which will question the long-held belief that tests are unbiased.
They also anticipate a significant impact on the multi-billion dollar testing industry but made clear that they are not saying that any organization is deliberately using biased tests. However, as a preliminary step while more research is conducted, it is likely that many organizations will examine their existing tests and perhaps create new ones.
"While the academic community has demonstrated repeatedly that different racial or ethnic groups' cultural frames of reference and identity may play a role in affecting test scores, we have not used that knowledge to sufficiently advance testing processes," he said. "We sincerely hope that this research opens doors to thoughtful and important analysis that will allow us to legitimately assign scores that predict a job well done."
George Vlahakis | EurekAlert!
Further information:
Further reports about: > Human Resource Management > employment testing > ethnic minorities > general mental ability > minority populations > pre-employment exams
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Customer Reviews
There are no reviews for this product yet. Please share your thoughts on this product!
Sending the same ornament to different places? If you order more than one of an item and want them shipped to different addresses, please order them individually. We will ask you for the individual shipping addresses later in the ordering process.
Mini Someone Special Piggy Bank
Personalized Piggy Bank or Personalized Gift
Save some green in this green piggy bank! This personalized piggy bank is green with purple, pink and white polka dots painted all around it. Permanently printed on the back in pink is For Someone Special. We can write the name of someone special to you on the back of the bank. This can be for a goddaughter, neice or girlfriend. What girl does not need a fun way to save her money for the next pair of shoes she just has to have! This piggy bank comes in a matching gift box. The lid is fuchia with colorful dots. Printed on the outside of the box is For Someone Special. Gift giving does not get much easier than this!
Material: Ceramic
Read what our customers say about our Personalized Christmas Ornaments and their shopping experience!Hover over testimonials to stop scrolling
1/5/2016 - "I have ordered from here for a few years and I have always loved the ornaments. Vickie H."
7/18/2016 - "Dianne - I LOVE your site. Your ornaments are priced very well for personalization and very well made with detail and all. I tell all my friends to order from you! Please keep up the great work. You have my orders till I'm done ordering. ?? Thank you!! Elaine P."
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10/27/2015 - "My order arrived today, and I love them! They are all adorable, and just what I wanted. Look just like they do on your web site. Excellent in every way. I will be ordering again next Christmas. Lucy M."
7/23/2016 - "I had left off part of the personalization and they called me a l/2 hour after I placed the order to complete the personalization by phone. Susan R."
11/29/2015 - "Very pleased with selection. Linda A."
9/18/2016 - "When I emailed about a specific ornament(s) I received not only a response but location of the items I had inquired about. Very helpful. Thank you. Phyllis R."


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How can your credit union identify risks and protect against costly regulatory enforcement actions, civil monetary penalties, and reputational damage that accompany these issues? This webinar will teach best practices and practical management techniques to guard against UDAAP. Participants will also receive resource materials to enhance programs and processes to help protect the credit union. Topics to be covered include:
Presenter: Dan Huston, Moss Adams LLPWho should attend: Branch Managers, Compliance Officers, Trainers, Volunteers and CEOs
Time: 2 p.m.-3:30 p.m.Cost: $209 (includes archive)Registration deadline: Thursday, Dec. 6
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This is your resource to discuss support topics with your peers, and learn from each other.
Hi people!
I'm having some troubles with the component BrowserField2 and the BlackBerry OS 6.0 (Bold and Curve Devices).
I'm using the code below to show the floating point (cursor):
NAVIGATION_MODE, BrowserFieldConfig.NAVIGATION_MODE_POINTER);
This code works on devices 5.0, but in devices 6.0 I can't see the cursor. To enable it, I need to click on menu button, and to select the option "Select", so, a cursor appears. If I move the TrackPad, a cursor pointer appears, like a Desktop PC.
What do I do? Somebody can help me?


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New Delhi: An unbeaten century and four wickets from allrounder Laxmi Ratan Shukla helped Bengal beat Mumbai at the Feroz Shah Kotla, and lift the Vijay Hazare Trophy for the first time since the tournament's inception. Mumbai had scored 295 at the Kotla in the semi-final, on Saturday, but could only manage 248 this time, after Shukla prevented the top-order batsmen from kicking on from starts, and repeated strikes in the middle overs prevented an acceleration.
It was still a competitive total, though, and Shukla came in after Bengal had crawled to 69 for 2 in 17.5 overs. He took control of the chase, and, after losing a couple of partners, found company in Anustup Majumdar, who scored 50 not out off 45 balls. The pair shared an unbeaten 107-run partnership to take Bengal home in 46.1 overs. Both were aggressive: Shukla hit 12 fours and two sixes in his 106 not out off 90 balls, while Majumdar struck seven boundaries in his half-century.
The partnership came after Sourav Ganguly's 38 off 53 balls and Shreevats Goswami's 42 off 73 had left Bengal behind the asking-rate. When Wriddhiman Saha was dismissed for 11 in the 33rd over, Bengal were 145 for 4 and the match was still even. Shukla and Majumdar took it away from Mumbai, whose spinners were expensive.


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Tottenham star's hopes for next season should excite fans after contract extension
The Tottenham midfielder was in determined mood when discussing what the club should be achieving in the coming campaign.
Page 5916
The Tottenham midfielder was in determined mood when discussing what the club should be achieving in the coming campaign.
Arsenal have formally announced the recruitment of four new players to their academy.
The Manchester United manager has stated that the Barcelona star is modest, which endears him to the Dutchman.
Manchester United have waved goodbye to the talented Chilean so what did their fans have to say about it?
Former Manchester United defender Rio Ferdinand has paid tribute to his former colleague.
Raheem Sterling is back in Liverpool colours.
Etienne Capoue was sold by Tottenham Hotspur to Watford, and may wish he signed for Arsenal instead of their North London rivals instead.
Tottenham Hotspur's new centre-back is clearly happy with his decision to move to North London.
Ivan Calero could be earmarked as Nottingham Forest winger Jamie Ward's replacement in the Derby County squad for next season.
The midfielder also says he is hoping to help the youngsters at the club to improve.
Juventus midfielder Paul Pogba has agreed a contract extension with the Old Lady, but is it lucrative compared to Premier League salaries?
Ashley Cole's position at Roma looks to be under threat after his shocking performance against Bayern Munich.
Newcastle United's Hatem Ben Arfa has said that he wants a move to a big-club, but it is a misguided request.