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In this panel discussion video, Molly Weaver (Director Talent Acquisition, Children's Mercy), Larry McAlister (VP Global Talent Management, Equinix), William Poynter (National Director Talent Acquisition, HealthSouth), Steve Rae (Chief Professional Development Officer, Apollo Group) and Vinnie DiSalvo (Manager of Employment Development, Allied Building Products) join HireVue's Kara Blumberg to discuss the use of innovative technologies to build and coach world-class teams.
Watch this on-demand video now to learn:
Kara: I am thrilled about this panel today. Just to give you a brief overview of what we're going to touch on today, the focus today is really the use of innovative technologies to build and coach teams. And if I were to describe the panelists that we've selected here, there's three things that I would describe about them. One, they are actively using HireVue to build or coach or both excellent world-class teams. Two, they are innovators. So as we talk to the panel today and you hear their stories, these are individuals that are challenging the status quo. They're visionaries. They're not satisfied with doing things the way they've always been done. We even have a couple of individuals that are starting new lines of business, so this isn't just an HR conversation. And that leads me to the third point is that everyone on this panel has done a great job of working with the business. So they are focused on introducing new business solutions and opportunities, or solving business problems.
So there's always that elusive how does HR get a seat at the table? Well, these individuals have done just that using the power of data and science. So Paul's presentation was the perfect segue for what we're going to discuss today. So just before I introduce the panel, let me cover a few structural things. So one, we're going to use the poll app today in the digital disruption app. So this is the time when we want everyone to get their phone out, pull up today's session. So if you go to your schedule, open up the panel session. When cued you can scroll to the bottom of that and we'll have a couple of polls. We'd love to get your feedback and we'll spend a moment reacting to those. Second, we will have about five minutes of Q&A at the end so as you hear these individuals telling their amazing stories, if you want to discuss or ask questions we encourage you to do that.
So without further ado let me introduce our esteemed panel from left to right. We've got Molly Weaver who is the Director of Talent Acquisition at Children's Mercy. Next to her we've got Larry McAlister who is the VP of Global Talent Management at Equinix. Then we have William Poynter who is the National Director of Talent Acquisition at HealthSouth. Next to him we have Steve Rae who's the Chief Professional Development Learning Officer at Apollo Group. And last but not least, all the way down there, we have Vinnie DiSalvo who is in the Employee Development Group at Allied Building.
All right. So let's get to our first question. So I don't know about you but when I go to the doctor, if I don't have a good experience, if they don't give me more than two minutes, if they don't listen to my concerns, if they don't seem interested in helping me, I find a new doctor. We have a choice today in who we seek out. Right?
So patient satisfaction today is paramount and, from a hiring perspective, that means you've got to be able to hire the best of the best that's going to drive that high customer satisfaction. And Children's Mercy has given their hiring team a huge leg up by ridding them of low value administrative work on the front end, so that they can really focus on finding the best candidates, engaging those candidates, getting them on board before the competitor steals those candidates. So, Molly, you've been able to drop your time to fill from 90 to 30 days and we'd love to hear about your story and how you've been able to achieve that.
Molly: Okay. Well first of all, the first thing we did was just do the basic On-Demand interview from HireVue and we've been doing that for five years now. So that dropped our time to fill quite significantly but then, when I talked to my recruiters about what was taking their time away from sourcing and finding and talking to candidates, they talked about interview scheduling as being their biggest pain point. And so about a year ago we went live on HireVue Coordinate – it was called something else then, but we're going to go with Coordinate – and I was the biggest hero ever for my team because they absolutely can't use it enough, talk about it enough, tell anybody. So if you want to talk to somebody about HireVue Coordinate, call anyone on my team and they will be happy to tell you about their experiences. But it has made such a difference in the way that we schedule for both our hiring managers and our candidates.
The candidates can tell us when they're available. We can pull a schedule together and get it back over to them, including the meeting rooms, which, in a hospital, I don't know about HealthSouth but in our hospital meeting rooms are always at a premium, so finding a room and the person and getting everything set up is incredibly exciting. And a lot of times, and Lauren did this yesterday, they show the demo. They show these really complex interview schedules. So, actually at the beginning, my team, a couple of them, weren't using it and I was like, "Why aren't you using Coordinate? I don't understand," and they're like, "Well, it's not for me. I only do one-on-one, simple interviews." And I'm like, "It works for that, too." And so once they figured that out they're now my most raving fans.
But I think the combination of using On-Demand interviews that help us to interview more people, to see more people, to let more people tell their story, and then to get them schedule to meet somebody in person really quickly, has continued to shrink that time to fill. I don't think I'm going to get much under 30 because we have background checks and all those lovely things, but that is still our goal, is to make that as short a time where there is somebody not caring for the kids. Because that's what I look at every opening we have as there is somebody not ready to take care of the children that come through our doors every day and that's extraordinarily important to me.
Kara: Yeah. That's incredible. That's a real business problem that you're solving there. Yeah. And I remember you saying that one of your competitors was like, "How are you getting all the good candidates?"
Molly: Right.
Kara: Because you get to them first by using the scheduling. Yeah.
Molly: Yeah. Actually I met with my CEO about a month ago on affirmative action, not anything related to HireVue but he's like, "All the other CEOs tell me you get all the good grad nurses." And I looked at him and I said, "That's deliberate." For some reason, healthcare is kind of an interesting phenomenon. The recruiters all get together once a month and talk about stuff and so we find out when everybody else is doing their hiring and we kind of use that as our end date and back it up and make sure that we are first and we're done before they start. But we, again, couldn't do that with the grad nurses. They're in school and they're scheduling and they all do their interviews in the middle of the night. More than half of them do them in the middle of the night. But we couldn't do that. We couldn't get them into the hospital as quick as we do without HireVue and now Coordinate.
Kara: Fantastic. Larry, I know you've talked about the death of the recruiter as the scheduling function, which I just love. What would you add to what Molly has shared? Yeah, stand up. Preach it.
Larry: I am announcing. It is the death of the recruiter as order taker. It's the birth of the talent acquisition expert. It's death of the phone screen. It's birth of the digital interview. Think about the phone screen. You have a guy or a candidate hiding in a conference room or in his car taking a shaky phone call. You have a very busy recruiter, hiring manager, probably multi-tasking, trying to get to a five minute interview. And during all this scheduling of getting these people here, in five seconds you know if you want them or not. You're like, "I'm glad it took eight days to get to this point." By the time you do that, you could have looked at five On-Demand, right? And during this administrative shuffle, two things are happening. One, you're decreasing candidate engagement with you so all the branding and all the candidate experience stuff is trickling away, trickling away. So just wait until they come on board before you start disengaging them. And then two, the most important thing, is you're increasing interviewer fatigue. So your interviewers are starting to forget what great looks like and I compare that to when you're young and your dating days and you go to the club and you're checking out people. And then the night goes on and the night goes on and then everybody looks good at 2 o'clock in the morning. Interview fatigue is dangerous. It must be stopped.
Kara: Excellent. Well while we've got Larry's enthusiasm, and you can stand back up. I know you've coined the phrase . . . you don't have to but . . .
Larry: [inaudible 00:09:10]
Kara: We feel it, yeah. You've coined the phrase recruiting to [inaudible 00:09:15] and you're really passionate at Equinix about revamping what recruiting means holistically end to end. You're using the full HireVue suite. Outside of the scheduling piece we'd love to hear what your story is there, what you're bringing to the business.
Larry: Yeah. So when I talked about talent acquisition expert, I really believe you don't go to an intake meeting with an order pad and ask for what do you think a job description is. I believe that the job description is fictional. It's a made up piece of paper. And when you leave that intake meeting you have a treasure map without an X marks the spot on it. So I think by using Insights, some talent pools we have with LinkedIn, you come to the hiring manager with data and people and what the story is. Because I know you've taken job descriptions and you look at this and say there's no one in your organization that looks like this right now. But if you're using Insights you can say your best people look like this and this is where they are in the funnel. So if you come with a story and you come with a reason why we want to hire, you change the conversation. So I have a quick analogy of how I think of 1.0, 2.0.
So branding is really key and you want people to be attracted to you, but so is the data and understanding what the market is. So and how I see it as in talent acquisition 1.0, the way we've always been doing it, it's like a recruiter in a random pond on a boat with one fishing pole and the hiring manager is going, "Get me a red one," and you're like, "There are no red ones." And then 2.0 is you have a GPS, you know where the talent is, you're bringing the hiring manager and all his team with you on the boat. You have several other boats with other people in the organization, and you know exactly what the pool looks like. And then 3.0, which we're not there yet, if you have a targeted, great brand that people understand why they want to work there, they just jump on the boat.
Kara: Awesome. Thanks, Larry. William, I know you're really passionate about elevating the TA function as well. What would you add to what Larry has shared?
William: Well, I think one of the key things that we've done is we did a test pilot in one of our regions to look at RNs and how we use the On-Demand for them. And what it's really done is really engaged the candidate experience. We had the hiring managers and the recruiters record the opening videos and sort of an introduction video, so it was more engaging for the candidate and found out that experience was a lot better. Now, everybody we sent On-Demand interviews to didn't necessarily take them but the ones that did we found were a lot more engaged and really more excited about the interview process. And then when they were onboarded it's really had a huge impact on our turnover in that region. And from a productivity standpoint it's helped because we can initiate that earlier in the recruiting funnel and engage more candidates in that process. And it really shortens that length of time to fill a position.
So we're really looking forward to leveraging that with other tools like Insights, which I'll talk a little bit more about, but using the whole suite of tools that HireVue has including the live interviews when we have out of town candidates to really shorten that time to fill as well.
Kara: Great. So two common themes. Death of scheduling. Nothing personal to anybody in here who's scheduling, but let's get talent out of that and let's elevate them into data, into helping find the right people to drive your business. So before we go any further, we're going to do our first poll question. So if you open up your app and scroll down, the question you should see is will you be willing to remove phone screens from your process? So take 30 seconds or so, answer that, we'll watch the results come in real time.
Man: Where is it?
Kara: If you open up the schedule, open up the panel session, and go all the way to the bottom. Absolutely looks like it's pulling ahead. All right. We'll give it a few more seconds here. All right. So it looks like absolutely is more than half. Which is interesting. Yeah. So, yeah, that's fantastic. And by the way, we're going to be up here after the panel today so for those of you that said "absolutely" that are not doing it today and want to talk with Molly or William or Larry about, "How did you introduce this to the business?" Phone screens have been around for decades and change is always hard so if you want to talk to them about, "I see a real vision for us here. How did you talk to your business about this and make this happen? How are you leveraging Coordinate and other products?" We'll be around to discuss that.
Great. Okay. Well, we'll go back to William, again, and he mentioned that he was using Insights and the interesting thing, I think, that's happening at HealthSouth is that you're using Insights as sort of a development opportunity. So Larry was talking about using Insights to find the right talent. This is sort of the flip side of that is how do you see what's going on in your organization and use that data for coaching in order to make better decisions? So, William, we'd love to hear your overall vision and what you're doing with the use of Insights.
William: Sure. Just like we heard earlier, talking about how effective are managers at interviewing and we've all heard the cases where they're not prepared, they go into the interview, they're looking at the resumes, they're asking questions. So how much are they really gathering from the candidate through that process? So we do offer behavioral-type interview training in our company, but the question is how many of the front line managers go through that training that are part of that interviewing committee or team that looks at the candidate?
So one way we're looking at Insights is sort of rating the evaluators. And when we roll out these test pilot groups to do On-Demand interviewing, we really have set aside or set the bar to have all the evaluators rate the candidates in the HireVue and based on the five star rating and the yes-no-maybe. And that really feeds into Insights. And then we can look back and tell how effective they are, or how they rate or stack rank against all the other evaluators for that position or for that group of positions, and see who does the best.
So one example of that we tried, we just hired a group of candidates. We went through a process to hire about 10 candidates for our Developing Future CEO program. And all the recruiting team that was involved in that, including my boss, rated the candidates and went through and then we went back and looked at how we stacked up. And luckily my boss was at the top, so I didn't have any problem selling that part of the feature. But really what it does, is it shows us how we're doing at interviewing and selecting candidates. But I think the bigger piece is it's not necessarily where people rank in the stack ranking, but that if they know they're going to be rated or looked at from that perspective they'll go into the interview better prepared knowing that they need to make the right choice when they're selecting a candidate.
So I think that's going to help as we see over time and continue to use this, that we're going to get better at selecting the right candidates and then that, in turn, will help with the quality of hire and impact our turnover.
Kara: And I think it goes back to what Paul said. I think he asked the question how many of you feel comfortable that your hiring managers are doing structured interviews every time and being consistent? And I don't think anybody got a Frisbee for that one. So I think what you're doing there is really trying to harness data to really tell that story. And I'd be curious to know what the next step is. So you've discovered some disparities. You've identified who's doing really well, who maybe isn't excelling. What are you going to do with that data next to level the playing field?
William: Well that's the big question. How are we going to deliver this to really have an impact on the evaluators that are doing the interviews? So as we build our integration with Taleo and start rolling this out company-wide for all our RN positions or really all nursing positions, is really setting the bar that the evaluators need to rate the candidates, and then how are we going to deliver that back and really hold them accountable for those ratings. And that's the next piece that we're working to figure out.
Kara: Fantastic. And, Steve, I know you've got a large focus on development at Apollo with your educators and other individuals. What would you add to what he just shared?
Steve: Well we're going through a lot of transformation as a company right now. We're getting into new markets and we've been traditionally come from the space of being a provider of higher education. We're now growing globally. We have a global footprint in seven continents and the interesting thing about my role is that we have . . . I've been given a new responsibility to grow our presence and really working with companies on the full talent life cycle. And as part of that, we've had to think about how do we build those relationships? And so we've got a sales force, a group of individuals who are responsible for managing business relationship. We've built business relationships with about 3,000 employers, primarily in the United States. But where we're going with regard to the solutions we want to bring to those employers is completely different from where we've come from.
So we did an interesting use of the HireVue tool, where we took that entire sales force and we said, "All right. Do you get our new value proposition?" And so we used what essentially is the Accelerate platform and screened all those people and said, "Can you succinctly deliver our value proposition?" And what was really interesting is you get a lot of contrast. And it's this idea that HireVue, as a tool, isn't just valid as a way in which you screen incoming talent, it's a way that you screen your existing talent. Especially through a transformation in terms of, are they up for where we're going? And so, I think that it's one small thing of 28 projects that we're doing pretty innovatively. We're relatively a new HireVue customer. We've been in a relationship really since the beginning of February, but we've got no shortness of imagination because our core business is around . . . it really, I think about it is it's our business is about talent mobility. We produce the individuals that you hire, that you assess through this talent acquisition process. And then we're also thinking about how do we actually manage them through the mobility of their entire career. So we have this fairly interesting broad perspective on how HireVue can be used broadly as a tool across the whole talent spectrum.
Kara: Yeah. Apollo has a really exciting story and I think he just touched on the tip of the iceberg in terms of using data to develop the talent that they already have. So what they're doing is not only improving their current lines of business, but they're actually leveraging HireVue to diversify and introduce new lines of business. And one of those is in the HCM space. And, Steve, I know you've talked about the fact that HCM overall is probably one of the most inefficient parts of any organization and that you're on a mission and have a commitment to changing that. What can you share with us about that process, that vision, and that new direction that Apollo is heading?
Steve: So I've always believed fundamentally that businesses don't succeed or fail, people do. And when you start there and you think about this key moment where you're bringing somebody on board. That's really not our core business. We're not a talent acquisition solution firm today, but it's a really interesting adjacency to what our core business is and where we're going.
I used to have this joke. Availability is not a skill set and you talk about hiring fatigue and all these other things and it gets . . . I believe it's still . . . the people in this room, you represent 1% of the market starting to pioneer new technologies for taking what is fundamentally a highly inefficient process. There's another 9% thinking about what you're doing and there's another 90% that are still just relying on resumes and interviews. And as you saw on Paul, getting it wrong fundamentally and 50% of the time bringing the wrong person on board.
My grandfather had a great expression, "There's good fishing in troubled water." When you see something that's fundamentally inefficient and can be improved, it's a great place to build a business, as Mark has. Right? And we've had these really amazing conversations. If you think about our business, we look at it in four phases of what an individual will go through. You start out with we're preparing talent for the workforce. Now, a lot of our students that are part of the University of Phoenix, they're working adults. What they're fundamentally after is not to stay in their current job, they're after the next job. They want mobility beyond what they've currently achieved. And so how do we think about talent preparation?
We also run these things called IT boot camps. And one of the things we want to do is we're implementing HireVue in our boot camp process, not as a way to enable that candidate to compete for a job, but actually, we want to assess them before they come in and then assess them again in 12 weeks when they've completed that boot camp and kind of show the before and after. And that's really a demonstration of the power of what we put them through. So using this as just a small way of the upfront part of talent preparation.
In talent acquisition, we're working with some really large employers helping them hire military veterans. So we've built an 18 credit certificate program that the soldier will come into. We screen then with HireVue on the front end. They come through this program and then, really, they're almost fit for the job by the time they leave the military. So we're running these 18 credit programs online, while they're still enlisted. And a lot of exciting opportunities there, but thinking about how we marry up this idea of preparing talent specifically for an employer and then marrying that up with HireVue as a tool.
And then we're also thinking about how does this play in talent development? So what it fundamentally is is it's an assessment tool. It's an assessment tool that I would say 99.9% of the people in this room are using primarily for screening candidates as they come in. What if it were a question type that you could introduce into a learning module, so that you can assess an individual's critical thinking as opposed to just multiple choice tests? And start to assess outcomes from the investments you make in learning but using HireVue as that kind of a tool. And then start thinking about this longitudinally about, what do these HireVue data interviews look like over time for the same candidate? And how is that going to actually start to affect the way we think about talent advancement, leadership development, and actually where we can see almost . . . if you guys are familiar with the movie Boyhood. This idea that you can take these time pulses of somebody developing over time, and start to understand what were the material experiences they had along that journey that created some of the inflection points in their career potential.
So I think last but not least, we're preoccupied, as I said earlier, about talent mobility. And for me, talent mobility is a . . . it's the fundamental outcomes that our students are looking for. But when you look at the employees that you're hiring using HireVue as a tool, there's all the statistics about people are in jobs now for an average of 18 months. That means that you're going to constantly be having to fill jobs. But it also means that those individuals that came into those jobs are looking for not just that job, but what's next.
And so we're starting to think about this initially from the standpoint of how can HireVue be not just the tool for the hiring person, but a tool for the candidate? And a tool for the candidate at any point in their career progression. So I think about resumes and interviews, and then maybe there will be a day when, "Can I see your HireVue?" This idea that there will be a data set of things that represent something about that candidate that go far beyond what we can tease out of just an individual interview. So for us, we're looking at this very comprehensively. We've got 28 initiatives that we're launching both with customers, within Apollo. Everything from how we assess 23,000 faculty and do a process called reboarding and say, "Okay. We know now, using HireVue, what are the attributes of our top performing faculty. And we actually know, now, some of the attributes of our low performing faculty. And how do we actually use that as a process to improve the average, show best use cases, and really transition a business that is, I think, gotten so successful off of what it's been doing but introduce tools like this to really transform and change the game comprehensively about how we think about talent?"
Kara: Yeah. I just love this story. I think it's amazing to me that with one solution, Steve and Apollo are transforming, not only their current business but other lines of business using the power of data. And as I look around this room, there's probably just a tremendous amount of potential if you think about are there other ways where we can be using this solution and tracking data over time to see how our teams are progressing?
So that sort of leads into the next poll question, which is around measuring your training. So we're curious to know if you have a proven process in place today to gauge whether training actually changed behaviors in the audience. So Steve was talking about boot camps. He shared what they're doing with the reboarding of their faculty. Do you have a way, when you do training today, to measure if it's stuck and change behaviors?
All right. This poll is looking flipped the other direction [laughs], so not as many takers here. But I think this is sort of representative of what we see out in the marketplace in this space. So almost 60% of people said no, 17% are not sure. So there's organizations that have tremendous training budgets, not only to bring in an instructor, but the time that you take your folks off of their job to go learn a new pitch, to learn how to do part of their jobs, but you're not sure if, at the end of the day it even stuck. Was it worth the investment? Are you getting your ROI? And we see this quite commonly and Vinnie has certainly seen this and he took the bull by the horns within his sales teams. And you've probably all heard these statistics. I was actually at breakfast with a couple folks today and one of them mentioned this statistic. It was quite timely. But 87% of workplace education is forgotten in 30 days, and over 50% of sales teams don't make their quota each year.
So it's not for lack of training, but somewhere between training and execution, we've got a gap. And Allied is really focused. They've got a very dispersed sales team and they've really been focused on moving beyond just educating, just sharing data, to truly transforming to another tier of comprehension that drives behavioral changes. So, Vinnie, we'd love to hear about what you're doing at Allied with Accelerate and your vision and what results you're seeing to date.
Vinnie: Sure. So I think that poll is quite telling, right? I think every organization has this problem. How do we go from knowledge acquisition to knowledge application, right? That's one of the biggest problems in the learning and development field today. And so I don't think Allied is unique in that way, I think most organizations have that. One of the things that we're doing in trying to use Accelerate to try to fill that gap, is really around more the repetition of that training, right? So we all know that training or that knowledge will dissipate over time, so how do we reinforce that training or the knowledge that's acquired? And so what we're trying to do is say, "Okay. If we're going to somehow try to replicate what went on in training and try to make sure that the staff understands not only what it is that they were supposed to learn but how to apply it in, let's say, a sales situation, we really need to up our game when it comes to scenario simulations, role plays."
And we do a pretty good job of that in training and most of your training departments probably include all of that stuff, as part of training. But what happens after the event? Because that's where all of the stuff falls flat on its face. So what we're doing with Accelerate is extending the training event a little bit. So what we're doing is we're taking those same scenarios, those same role plays, and we're putting them into Accelerate and we're deploying that to the staff, whether it be 5 days later, 10 days later, 15 days later, and giving them the opportunity to practice what they learned again. But we're not stopping there, right? So that's just repetition. That doesn't give anybody any insight into how well they're doing, right? So the whole point of this is to get to a point where we can have meaningful coaching conversations with those folks, to help them be better at what they do or what we want them to do.
So what we do with Accelerate is once we get the feedback from the evaluations, we work with the managers to set up distinct coaching conversations with those individuals. But before we actually have those conversations, we actually share the responses that they gave to the assessments with the individuals, and we ask them to do a self-assessment. So very simple, typical what do I think I did well, where can I improve, what do I need to change for next time? And then we have a very typical coaching conversation after that. We say, "Okay. So, Vinnie, so tell me. How do you think you did? You saw your video." And 90% of the time, that individual will capture 95% of the comments that you would have put down in your review of that individual anyway. So it brings that self-awareness to it and that's when, from that point, that's where the coaching conversation can really take the next step, and we can really start to help that person improve their pitch.
And so from that point, though, you would say, "Okay, well that's a good first step. Where do we go from there?" So what we do is we actually repeat that same assessment over the period of 30, 60, and 90 days to continue to ensure, reinforce that learning that happened in the training event. So I think, from our perspective, what we found is that the people that have gone through this process or the salespeople that have gone through this process, are 10 times more likely to be able to reiterate the information that we want them to in the way we want them to, than the folks that aren't doing this. And that's a really, really big win for us on the sale side of things, because as you mentioned, we have a pretty large workforce and a very diverse sales force across the entire country.
Kara: That's fantastic. And I assume, at some point, you'll measure then what's the uptick in sales by those individuals that are so much more likely to retain and express the information in the right way.
Vinnie: Absolutely.
Kara: Yeah.
Vinnie: Yeah. It's all tied to all of those metrics, those individual metrics.
Kara: Perfect. Steve, would you add anything based on what you're doing with your sales team?
Steve: Well, I think we're in the early days of this. I think some of the things Vinnie is doing represent maybe a desired place that we want to go to further advance some of the early experiments that we've done. We're really in this experimental stage and we're trying to cast a view of how HireVue can play, as I said, across the board. But I do think that the ability to take this data and these assessments and create contrast is kind of . . . it's a way to assess a team. And just because somebody's in a job doesn't mean that you want them to be in that job, if you know what I mean. It's like just because that seat's filled, maybe you could do better by upgrading the person in that seat. So I think that when we look at this, it's about the opportunity of improving the aggregate performance of your team with not just filling the empty seats but improving maybe the seats that are taken by people that . . . maybe that's the wrong job for them, and they just go there somehow through a process of mobility through the company.
And, for me, there's actually a broader theme here, which is the degree to which the people in this room that are very preoccupied with this idea of hiring this next generation talent are also connected to . . . are you connected to the L&D team? Are you connected to how that talent is developed? Are you guys talking together, so that this idea of the raw materials coming into the business and the way those individuals get developed over time is thought about comprehensively and holistically? And I think that's going to be this opportunity where you've got this technology that right now is seen as this head end, hire somebody in technology, expanding its footprint into these other areas and staring to change the dynamic on talent as a whole.
Kara: Great. Thanks, Steve. All right. We're going to take a few minutes for one more question and then we'll open it up to audience questions. So this is a question for the entire panel. "If you could give advice to those in this room that find this intriguing, but may seem fearful or they don't know how to go about . . . "how do I pitch? Let's use data. Let's use science. How do I make this a business case? What would you advice be based on how you've gone to your business leaders and said, "Hey, I think we need to do this." How did you go about doing that? What can you share? And we can pass the mics down here, too. We've got the silent crowd over here on the right.
Molly: Well, I started with just this is a better, faster way for us to get the, again, the top talent of nurses. So I started there and then have gone, over time, our next step is we launched three weeks ago, introduce yourself to us on our website as an alternative to the job application. So I just did sell that to our executive team and all they said was, "Can't wait. Come back and tell us how this one turns out." So I think you build the case over time, but I think if you're looking for the legal thing, I think it's saying, "I can prove that I asked the same questions to every single person. Can't do that today," and that usually, that seemed to cross the bridge for the legal department on that particular question.
Larry: Yeah. For me it was executives have the busiest schedules of all, so to pitch to them that you can be in the airport looking at, in your own time, looking at On-Demand interviews, was a killer. And then the predictive analytics of Insights is what I say signed the check, because people just inherently know it's a wasteful operation, the way it's built now. And to have predictive analytics and to help you rush through the stack quickly really helped. And then what really got it adopted is we just piloted it quickly with whatever groups were into it and then we had hiring managers who liked it take their own HireVue and then start broadcasting that out to the employees. And then after we did a couple of those then you started having business saying, "I want to try it. I want to try it. I want to try it." And then we launched fully to North America on Cinco de Mayo.
Molly: Yeah. I think that holding HireVue as a carrot and not you have to do it, but oh you want to. Oh, well I guess you can is a different way . . .
Larry: [inaudible 00:39:09]
Molly: Yeah. We were successful in doing that, too.
William: Yeah. A good way that we really kicked it off, we've tried it in several different groups and several different scenarios, but really where we saw the best adoption was when we opened it for new hospitals last year and our recruiters for those hospitals actually used the HireVue interview with the leaders and the managers. And then when they had access to see the On-Demand interview for their candidates, it was almost like a competitive thing. They would come in in the morning and say, "Okay, well how many HireVue On-Demand interviews do you have today?" And it was sort of the competitive reach within managers to get the most and to be able to hire the best qualified people from that. So that's really where we see the adoption coming, is starting with the managers and the leaders to really get them ingrained in that and want to use HireVue.
Kara: Fantastic. Any other thoughts at the end?
Steve: Mine is very simply do a demo for your CEO. There's nobody that keeps awake more about, "Do I have the talent I need to execute the business that we're in," more than the CEO. I think when they see what's possible with this, you're going to get that champion from the top that's going to grease all the skids that you're up against as internal innovators trying to do something different and they can give you that leverage. And then the other thing I'll just echo, do lots of experiments. Find a way to do some small pilots. Get your confidence up about how to use the tool and then extend the footprint beyond just the logical space that this is positioned in into other areas that relate to how you assess your talent not just as they come in, but over the course of their careers.
Vinnie: Yeah. The only other thing I would add, because I echo everything that everyone said, is from my side it's that poll question. How do we ensure that the training has stuck, and that behavior has changed? Because there's a big difference between knowledge acquisition and knowledge application, and we don't have very many tools to measure that knowledge application side of it. And so that was the direction I took with all of our teams.
Kara: Thank you, once again, to the panel. [applause]


text:
1. In Control Panel, stop all services, and change the Startup Type to "manual" <except> for the following:
– Alerter
– COM+ Event System
– Computer Browser
– Distributed File System
– Distributed Link Tracking Client
– Distributed Link Tracking Server
– DNS Client
– Event Log
– IPSEC Policy Agent
– License Logging Service
– Logical Disk Manager
– Messenger
– Net Logon
– NT LM Security Support Provider
– Network Connectors
– Plug and Play
– Remote Procedure Call (RPC)
– Remote Procedure Call (RPC) Locator
– Removable Storage
– Security Accounts Manager
– Server
– System Event Notification
– Task Scheduler
– TCP/IP NetBIOS Helper Services
– Windows Management Instrumentation
– Windows Management Instrumentation Driver Extensions
– Windows Time
– Workstation
2. Close Control Panel, and restart your computer.
3. At the command prompt, type the following command:
"msdtc -uninstall" (without the quotation marks)
4. In the registry, remove the following keys if they exist:
5. At the command prompt, type the following command:
"msdtc -install" (without the quotation marks)
6. Check Event Viewer for the following message:
Event Source: MSDTC
Event ID: 4104
Description: The Microsoft Distributed Transaction Coordinator service was successfully installed..
7. Restore the Startup Type of the services to their original values, and then restart your computer.
8. At a command prompt, type the following command: "msdtc -resetlog" (without the quotation marks)
9. Start > Run > Regsvr32 es.dll –u
10. Open registry and delete the [HKEY_LOCAL_MACHINE\SYSTEM\CurrentControlSet\Services\EventSystem] key and all its subkeys
11. Close regedit
12. Reboot.
13. Start > Run > Regsvr32 es.dll
14. Reboot the system in safe mode and delete all the files in the following directory "%systemroot%\registration"
15. Rename the %WinDir%\System32\Clbcatq.dll file to %WinDir%\System32\~Clbcatq.dll. Make sure that you include the tilde (~) at the start of the file name.
16. Restart the computer
17. Start Registry Editor (Regedt32.exe).
18. Locate and delete the following key in the registry
19. At a command prompt, type "cd %windir%" (without the quotation marks), and then press ENTER
20. At a command prompt, type "rmdir /s Registration" (without the quotation marks), and then press ENTER. This is the location folder of the registration database.
21. Click the Start button, point to Settings, and then click Control Panel.
22. Double-click Add/Remove Programs, and then click Add/Remove Windows Components
23. Click Next to go through the reinstallation process, to reinstall COM+.

subset: commoncrawl


text:
Category Archives: Uncategorized
Spirit Halloween Illustrations
So, I had to sit on these for an entire year, but now I can finally share them. Last year I did some illustrations for Spirit Halloween. They are now available in the Spirit Halloween stores. It's a series of … Continue reading
Inktober – Vincent Price
I have no delusions about participating in every day of Inktober, but I did feel moved to complete this one…at least I did one right?
Deadpool & Harley Quinn – A Love Story
While I was behind an Artist Alley table last week at Baltimore Comic Con, my brother said, "You should get one of those blank sketch cover comics and draw something". So, I did. I figured I would take the 2 … Continue reading
Baltimore Comic Con
I'll be attending this weekend's Baltimore Comic Con, Friday – Saturday (Sept. 02 – 04). My brother and I will have table A274 in the Artist Alley. If you're in the area stop by, say "hi", and check out some of … Continue reading
Marc & Mimi – Custom Comic Book Cover
Friends approached me to create a custom piece for them. The idea was to feature the couple as two independent and original superhero characters that have joined forces. We decided on a custom comic book cover. My first steps were … Continue reading
Salem Apothecary sign – DarkBlack13 – Halloween
So, here's a fun project I worked on recently. It's a decorative sign the looks great for Halloween…or anytime if you ask me. The fun part of this for me was the word "Apothecary". Not only is it fun to … Continue reading
Viking PSA
I did this for www.Foshkos.com (also the facebook page is here). Every week my friend, let's call him John, and I try to come up with something funny to post to Foshkos. We'd like to build up an audience of … Continue reading
The Amazing Spider-kid
So, I know this isn't the best photo of artwork, but I forgot to scan or take a better photo before I handed this piece over. This is pen and ink over blue pencil. It was a project in which … Continue reading
The Pouch Master
Here's a little something I did for Free Comic Book Day called the Pouch Master. You can download a file for your tablet or reader at Foshkos.com . Or you can see the full story plus bonus build-a-pouch artwork on … Continue reading
Green Lantern, Johns Stewart reads the internet
Rumors have been swirling through the internet that DC may kill off Green Lantern, John Stewart. You can see more of my comic stuff at the Foshkos facebook page


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Creating Habits for a Healthy Lifestyle. Motivational Readiness . Dave Blomquist , LCSW. Employee Assistance Program (EAP). Employee/Dependents Professional Staff 24 hours 7 days a week Confidential/Voluntary Counseling at no Charge Prevention Any life problems
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Creating Habits for a Healthy Lifestyle
Motivational Readiness
Dave Blomquist, LCSW
One Step at a Time
Step 1: Honest Evaluation
Ready, shoot, aim?
Question 1
What holds you back from attempting to change your health habits?
Question 2
Question 3
Question 4
"A healthy lifestyle can do more to improve your health than any other single medical breakthrough in the past 100 years."
Steven Aldona
The Culprit & the Cure, 2005
How do we go about make the decision to change our health habits?
Is it really that simple?
How do we make it hard on ourselves?
Coerce ourselves with fear and guilt
Coercive motivation = trying to avoid something
How do we make it hard?
The problem with coercive motivation
Constructive motivation – A powerful solution
Constructive motivation – A powerful solution
Constructive motivation – A powerful solution
What motivates you?
What Motivates You?
Which are your highest priorities?
Make Your Motivation Powerful
Brain Quiz!
Brain Quiz!
Brain Quiz!
Brain Quiz!
What is a Habit?
What does a Habit Look Like?
Habit formation is your brains top priority
Your brain is efficient – the most effective way to be efficient is through the formation of habits
Not all Habits are Functional
Stuck with Habitsthat are Self-defeating?
Stuck with Habitsthat are Self-defeating?
We try to stop the firing of the habit pathway STOP IT! STOP IT! Woefully inadequate strategy
Rarely results in change
Brain is wired through repetition and works quickly to make behavior automatic
Consistent repetitions "practice" hard wires habits
Anything we persist in doing becomes easier
Replace those Self-defeating Habits
Starting a New Pathway
10 Common Habits of Thin People
Starting a New Pathway
Step 1: Honest Evaluation
Step Two: Make a firm decision
A habit pathway really connects at the point that you make a firm decision.
Step Two: Make a firm decision
Step Two: Make a firm decision
Step One: Honest Evaluation
Step Two: Make a firm decision
Step Three: 21 days of practice
Time For Homework


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Maria Pearson Model
guy farrowPhotographer Male Leeds, England, United Kingdom
My Website: gfpMy MM URL: http://www.modelmayhem.com/guy1
Mayhem # 1948819
About Mehi end fashion/advertising photographer looking for girls to do test shoots and comissions with
over 20 years shooting experience in studio on the outskirts of leeds
shoots location and studio
any ideas you have fortests let me know and we can meet up to discuss further
Have you worked with guy farrow? Add Credits for guy farrow! >>
Credit Notesadidas, westwood, littlewoods, armarni
Maria Pearson Model
CongoLeban... Model Model
Jessica Biddle MUA SFX Makeup Artist
AnitkaMUA Makeup Artist
AMY IRVINE Model
India Charlotte Model
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Today I'm here to show you these candies! 🍬
Last night I dreamt about braids and bows, and this morning I looked like something like Dorothy from The Wizard Of Oz (Or a 'princess' or 'doll', like my friends said to me!)
I made this hairstyle just braiding my hair in two classic braids, and closing them with two pretty ribbons 🎀
Aren't they absolutely cute?
Or maybe... bow-tiful!
•The super famous instagrammer Kylie Jenner in her beautiful rainbow hair!
•Two women, Kim K and Cristina Pedroche!
• Leona Lewis that shows how great are braids with shatush!
• And the incredible voice of Ariana Grande, always so cute.
So, braids are the perfect hairstyle, that saves all of us from every emergence.
And what's your favourite way to do them?
Let me know leaving a comment below!
♡ Love,
Mitchie Anemos.


text: SEATTLE, Dec. 11, 2012 /PRNewswire/ -- It's no fun to be the 192,546,243 rd person to see the "Gangnam Style" video, or to see President Obama's emotional speech to his campaign team days after everyone else. There's something satisfying about finding web videos early and then watching as the rest of the world discovers them the next day. The newest version of RealPlayer, announced today by RealNetworks, Inc. (Nasdaq: RNWK), introduces a new smart web video discovery feature that will scour the internet and deliver content based on its popularity and freshness along with the personalized Facebook videos from a user's newsfeed that are shared by their friends. In the world of free software, there aren't many products like RealPlayer. First introduced in 1995, RealPlayer has been evolving to meet the changing needs of its users for 17 years! Today, it is still one of the most widely used media players available. The 15 th version of RealPlayer that was released last year already has 26 million monthly active users who have watched 1.7 billion more and downloaded 630 million videos with RealPlayer. In the last 12 months alone RealPlayer has been installed 180 million times on PC and nearly 12 million times on Android devices. RealPlayer is also one of the most downloaded video players on Download.com where it received a five star rating from CNET editors. Scott Uomoto, SVP RealPlayer, explains that the key to the longevity in a product like RealPlayer is to never stop innovating and making the product more capable. "Our goal with RealPlayer is to build the ultimate media player for our users with the features and tools they want today. We know users want smarter ways to browse web videos and discover new content. We want RealPlayer to be the best way to find all the hottest and most user-relevant video content on the web, and the ideal tool for the consumer who wants web video entertainment, but doesn't want to sift through thousands of videos to find it." Uomoto continued, "We're not okay with discovering the latest video craze from a morning news show three days after it goes viral. We want our users to be the ones in the know, the ones sharing the video that's just about to go viral." Users can browse videos based on channels like sports, entertainment and news, or just keep their eyes glued to the "New and Popular" section if they want to see the most popular trending videos and stay a step ahead of their friends. Best of all, once users find the videos they love, they can use the great tools and utilities already within RealPlayer to download, convert, bookmark for later or share them with friends. The web videos feature is currently being released in the US RealPlayer version only. Localized versions of web videos will be rolled out in 2013.


text:
Free Standard Shipping On All Orders*
Welcome to FLandB.com!
Habidecor's Karat Bath Rug exhibits true elegance with its simplistic gold ring. Made of 90% Combed Cotton, 5% Acryl, & 5% Luxe. This rug is wonderfully plush, absorbent, and long lasting. All Habidecor rugs come with a 3 year warranty.
This rug coordinates with the following Abyss Super Pile and Abyss Twill bath towels: White (100), Gold (840).
To View All Available Karat Rug Colors Click Here
Custom rug sizes can be made to order. Please contact us for pricing details.
We want you to be completely satisfied with your color choices and are happy to send you color swatch samples to ensure your complete satisfaction before ordering.
*This item has metallic threads in the rug that may not be visible in the picture.


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There are no tickets currently available.
Event Details
Summer is coming to a close, so we've decided to send everyone back to school with a BANGGG!! Red Rabbit and our boys at Envy Miami are teaming up to bring you the last "Get Wet Get Wild" of the summer!! Join us for one more RAGEEE 50 floors in they sky before everyone returns to "real life." It's been an amazing Summer with amazing memories that most of us have probably forgot already =P.. How about one more? See you Saturday!! #werageharder
Event Location
Club 50
485 Brickell Ave, Miami, FL, 33131
View 485 Brickell Ave in a larger map
Red Rabbit Presents


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Hostellerie du Perigord Vert, Brantome-en-Perigord
- Free WiFi and free parking
Main amenities
- 23 guestrooms
- Restaurant
- Outdoor pool
- Breakfast available
- Terrace
- Garden
- Multilingual staff
For families
- Private bathroom
- Garden
- Terrace
- Bathtub or shower
- Satellite TV service
- Private bathroom (not in room)
What's around
- Brantome Abbey (0.2 mi / 0.4 km)
- Chateau de Bourdeilles (6 mi / 9.6 km)
- Boschaud Abbey (7.7 mi / 12.4 km)
- Chateau de Puyguilheim (8.8 mi / 14.1 km)
- La Grotte de Villars (10.4 mi / 16.8 km)
Hostellerie du Perigord Vert, Brantome-en-Perigord
Hotel Info: 866-539-8117
- Standard Room, 2 Twin Beds
- Comfort Duplex (Quadruple)
- Comfort Double Room Single Use, Ground Floor
- Comfort Double Room
- Single Room, Bathtub
- Comfort Double Room Single Use
- Comfort Double Room, Ground Floor
- Comfort Duplex (Triple)
- Comfort Duplex (Double)
- Double Room, Bathtub
- Comfort Room
- Double Room
- Single Room
More great choices
At a glance
Key facts
Hotel size
- This hotel has 23 rooms
- Check-in time 2 PM-6 PM
- Check-out time is 11 AM
Required at check in
- Credit card or cash deposit required
- Government-issued photo ID required
Travelling with others
- Pets not allowed
- Free WiFi in public areas
- Free WiFi in rooms
- Free self parking
In the hotel
- Continental breakfast daily (surcharge)
- Restaurant
- Outdoor pool
- Spa tub
- Conference space size (feet) - 1022
- Conference space size (meters) - 95
- Multilingual staff
- Number of buildings/towers - 2
- Garden
- Terrace
- In-room accessibility
In the room
- Private bathroom
- Bathtub or shower
- Satellite TV channels
- Desk
- Free WiFi
- Phone
Also popular with travelers from the USA
Special features
DiningOnsite venue - restaurant.
Hostellerie du Perigord Vert, Brantome-en-Perigord's small print
Also known as
- Hostellerie Perigord Vert
- Hostellerie Perigord Vert Brantome
- Hostellerie Perigord Vert Hotel
- Hostellerie Perigord Vert Hotel Brantome
Optional extras
Breakfast costs between EUR 8.50 and EUR 10.50 per person (approximately)
We have included all charges provided to us by this hotel. However, charges can vary, for example, based on length of stay or the room you book.
Recent reviews
Excellent 4.4 /5 from 37 reviews
This hotel is perfectly acceptable. You are in Brantome to experience the city and and the surrounding area, not get the full spa experience. The staff was very helpful and helped us non-french speakers out with all of our questions. It was a great jumping off point for the rest of our city touring.
Really lovely hotel in a beautiful little town.
Hotel is within easy walking distance of the abbey and the town centre shops and restaurants. It is very efficiently run by a friendly couple who also run the very good restaurant in the hotel. The room we had, with twin beds, was clean and functional rather than luxurious but was fine for us. The bathroom was a little on the small side, a large person might find getting into the shower a bit awkward, but they have stuck to the fine French tradition of having a separate toilet. Cannot fault the hotel overall, we had a thoroughly pleasant stay.
The room was spacious, well furnished, clean and comfortable, with an excellent shower room and separate w.c. The evening meal was excellent, we ate a la carte and had great steaks and fantastic souffle deserts. Great position and with free off road parking. Only improvement would be to automatically give the wifi code on arrival. Hope to go back sometime, especially as Brantome is a beautiful historic village in a lovely setting.
3 nights
Is the description of this hotel not correct? Tell us


text:
link: "//www.loc.gov/pictures/item/2004668980/",
url :"//cdn.loc.gov/service/pnp/cph/3g00000/3g08000/3g08000/3g08081_150px.jpg?q=00651801&c=14",
alt:'Image from Prints and Photographs Online Catalog -- The Library of Congress'
View items from this group. (Some may not be online).
The wedding of Tricia Nixon and Edward Cox in the Rose Garden of the White House, June 12, 1971
- Title: The wedding of Tricia Nixon and Edward Cox in the Rose Garden of the White House, June 12, 1971
- Date Created/Published: 1971.
- Medium: 68 photographic prints : chiefly color; 20 x 25 cm.
- Summary: Official White House photographs show the wedding of Patricia Nixon and Edward Cox in the Rose Garden of the White House, June 12, 1971. Includes documentary coverage of events from the formal announcement on March 16 to the post-reception departure of the bride and groom. Portraits of Richard Nixon, Mrs. Nixon, and Julie Nixon; the Cox family; and various wedding guests, including J. Edgar Hoover, Rose Mary Woods, Rev. Billy Graham, Ethel Waters, and cabinet members. Interiors of the White House, including the Blue Room, State Dining Room, East Room, Grand Hall, Lincoln Bedroom, and Map Room. President Nixon announcing Tricia's engagement to Edward Cox. Wedding rehearsal and other preparations, television booths, press stands, and tent. Blair House rehearsal dinner, and wedding cake. Diplomatic reception at Anderson House for Tricia and Ed Cox. Mrs. Agnew's shower for Tricia. Party given for Tricia at the Decatur House by Helen Thomas, UPI, and members of the Washington Press Corps.
- Reproduction Number: ---
- Rights Advisory:
No known restrictions on publication. Photo rights have been released.
- Call Number: LOT 11352 (F) [P&P]
- Repository: Library of Congress Prints and Photographs Division Washington, D.C. 20540 USA
- Notes:
- Photographs printed from official White House negatives in the collections of the Nixon Library.
- LOT title and other information from catalog card and published guide: Washingtoniana Photographs ... Library of Congress, 1989.
- Photographers: White House photographers.
- Gift; White House; 1972.
- Subjects:
- Format:
- Collections:
- Bookmark This Record:
View the MARC Record for this item.
Rights assessment is your responsibility.
The Library of Congress generally does not own rights to material in its collections and, therefore, cannot grant or deny permission to publish or otherwise distribute the material. For further rights information, see "Rights Information" below and the Rights and Restrictions Information page ( http://www.loc.gov/rr/print/res/rights.html ).
- Rights Advisory: No known restrictions on publication. Photo rights have been released.
- Reproduction Number: ---
- Call Number: LOT 11352 (F) [P&P]
- Medium: 68 photographic prints : chiefly color; 20 x 25 cm.
Rights assessment is your responsibility.
Generally, catalog records for Groups of Images in High Demand describe multiple items, from which a selection must be made. The individual items in the group may or may not be represented online.
1. Determine whether the desired materials can be retrieved online.
- Select the "About this Item" tab
- Select the "Check for online items from this group" link
- Select the "Obtaining Copies" tab for any retrieved items that are of interest.
2. If the desired material cannot be retrieved online:
Select images for reproduction through one of these methods:
- Visit the Prints & Photographs Reading Room and request to view the group (general information about service in the reading room is available at: http://www.loc.gov/rr/print/info/001_ref.html). OR
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- Hire a freelance researcher to do further selection for you (a list of researchers is available at: http://www.loc.gov/rr/print/resource/013_pic.html).
- Call Number: LOT 11352 (F) [P&P]
- Medium: 68 photographic prints : chiefly color; 20 x 25 cm.
Please use the following steps to determine whether you need to fill out a call slip in the Prints and Photographs Reading Room to view the original item(s). In some cases, a surrogate (substitute image) is available, often in the form of a digital image, a copy print, or microfilm.
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be visible on the left.)
Yes, the item is digitized. Please use the digital image in preference to requesting the original. All images can be viewed at a large size when you are in any reading room at the Library of Congress. In some cases, only thumbnail (small) images are available when you are outside the Library of Congress because the item is rights restricted or has not been evaluated for rights restrictions.
As a preservation measure, we generally do not serve an original item when a digital image is available. If you have a compelling reason to see the original, consult with a reference librarian. (Sometimes, the original is simply too fragile to serve. For example, glass and film photographic negatives are particularly subject to damage. They are also easier to see online where they are presented as positive images.)
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a non-digital surrogate exists, such as microfilm or copy prints?
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No, another surrogate does not exist. Please go to #3.
If you do not see a thumbnail image or a reference to another surrogate, please fill out a call slip in the Prints and Photographs Reading Room. In many cases, the originals can be served in a few minutes. Other materials require appointments for later the same day or in the future. Reference staff can advise you in both how to fill out a call slip and when the item can be served.
To contact Reference staff in the Prints and Photographs Reading Room, please use our Ask A Librarian service or call the reading room between 8:30 and 5:00 at 202-707-6394, and Press 3.


text:
In May 2016 we will start SUTQ in a pilot with a maximum of 10-12 participants distributed over the 5 faculties, during one year.
The development of SUTQ is by the principle of "co-creation".
This means: although a lot of steps and aspects of the SUTQ are determined so far, during the pilot the joint further development of the SUTQ takes place. Along the way together we (coordination team, supervisor, participants) will experience how the SUTQ goes; what goes well and what might be improved.
So, next to the principle of co-creation also the evaluation aspect during the SUTQ and in the end will be of importance. Considering the duration of a SUTQ project (1 year), May 2017 an evaluation report will be delivered.


text:
Lindy McDowell: Wayne Rooney and James Caan have such poor sense
If we are to continue to canvas Westminster for a bigger cut of funding we need to consider — are Peter Robinson and Martin McGuinness really the best we can get in terms of negotiators?
Where's Wayne Rooney when you need him?
Holed up poolside in Dubai, as it turns out. Sipping pink champagne (it always sounds posier than the clear stuff) with the lovely (and forgiving) Coleen as they ponder what to do with his remarkable pay hike, reportedly around £100,000 a week.
Wayne's annual total now comes in at well over £10m. To put in perspective what he earns in one day, he now doesn't get out of bed (his own or a prostitute's) for less than what would be regarded nationally as an above average annual wage.
Wayne is, of course, far from being the only high earner out there who occasionally confuses price and value.
Dragon's Den judge James Caan has come under fire for what surely has been the week's crassest attempted purchase.
He tried to buy a baby in a Pakistani refugee camp. Mr Caan, who is said to be worth somewhere in the region of £100m, offered around £750 for the little girl. He said he wanted to buy her for his brother. (Couldn't he just have got him an iPad of something?)
Later, he apologised, explaining that he had allowed his emotions to get the better of him. Although not to the extent, obviously, that he felt it necessary to offer a fortune for the child. (I know offering to buy her at all was the really bad thing — but the price he suggested says something in itself.)
It's not just football then that continues to be a game of two halves. (In this case — the haves and the have-nots.)
But back to Mr Rooney, and he especially should remember that the people who pay his wages are ultimately the working men and women who support the club he's treated so churlishly. Whether they still think he's worth it may matter more than Wayne appears to realise.
Belfast Telegraph


text:
WASHINGTON — John Caprio is a Georgetown walk-on, a junior majoring in finance and marketing who had played in all of 43 minutes over 2½ seasons on the Hilltop.
Yet there he was, on the court late in the first half of a Big East game, helping steady the Hoyas after Seton Hall had made a run.
Coach John Thompson III has been trying all sorts of combinations this season, and Caprio's role in Wednesday night's 74-52 win was the latest attempt to shake up the rotation.
"That was not predetermined," Thompson said. "That was just the way the game was going. I thought we needed him in there."
The coach's instinct was a good one. Caprio had three points, two rebounds, an assist and a steal in five first-half minutes after the Pirates had cut a 16-point deficit to seven. The student section began chanting "Ca-pri-o!" after his putback gave Georgetown a 32-18 lead.
He returned in the second half, after the game was a blowout, and finished with four points, six rebounds and two assists. It was easily the best game of his collegiate life, prompting Thompson to say: "I probably should have been playing Cap more."
"In terms of understanding how to play basketball, Cap's probably one of our better guys," the coach said. "As you see tonight, he's one of our better rebounders, so that was not a fluke, I don't think."
There was also the standard production from Georgetown's two reliable scorers. Otto Porter had 20 points, and Markel Starks added 16 for the Hoyas (15-4, 5-3 Big East), who had a season-high 15 steals and never trailed, taking advantage of Seton Hall's turnovers to take a 20-4 lead less than 8½ minutes into the game.
Brian Oliver scored 13 points and Aaron Cosby 12 for the Pirates (13-8, 2-6), who have lost six of seven. Eugene Teague had more turnovers (five) than points (four) before fouling out, and Fuquan Edwin had four turnovers to go with nine points.
Coach Kevin Willard tried his 10th different starting lineup of the season, but 25 turnovers and poor 3-point shooting (5 for 20) kept his team playing catch-up.
"We got a little frustrated," Willard said. "One of the things we're struggling with is understanding the different teams in this league. ... We now have four teams that play all zone, we have four teams that play really tough man-to-man, we have four teams that play no defense, we have some teams that play half-zone, half-man."
The Pirates were also hurt by foul trouble. Teague and Brandon Mobley both had four with 16:19 remaining — which was also when the Hoyas started shooting 1-and-1. Georgetown attempted 22 free throws in the second half but made only 11, going 18 for 32 for the game.
Thompson said he was seriously considering calling a free-throw practice when the team returned to campus immediately later Wednesday.
"Just look at 18 for 32," the coach said. "I don't know when those came, but they came."
Georgetown has been playing better recently despite losing Greg Whittington for academic reasons six games ago. The Hoyas have been playing more up-tempo in his absence and giving rarely used bench players bigger roles, especially as starter Mikael Hopkins continues to struggle.
Aaron Bowen was part of the postgame news conference after scoring the first winning basket of his three-year Georgetown career in Saturday's win over Louisville, and Caprio made an appearance on the podium Wednesday.
"I just got tired of what the usual suspects were saying," Thompson joked.
Caprio had some motivation behind his performance. The New Jersey native never heard the end of it last year after the Hoyas lost by 18 at Seton Hall.
"I had a bunch of family members there, and they were kind of ragging on me about it," Caprio said. "Actually, one of the managers on their team was my manager in high school, so he was kind of getting into me on Facebook about it. So, yeah, it's good to beat 'em."
The lights dimmed for several minutes during the second half because of a storm in the Washington area, but the game was not stopped and play did not appear to be affected.


text: "The transformational growth of Merida has driven demand for advanced technologies as companies strive to become more efficient and competitive. The cutting edge solutions that IBM provides in this market will enable the next phase of growth for this growing economy," said Rolando Zapata Bello, Governor of State of Yucatan.Through a broad program of investment covering facilities, innovation centers, marketing, recruitment, training, academic initiatives and corporate citizenship, IBM is expanding its range of solutions and services in the region as it forges closer ties with both clients and partners. The new office represents IBM's continued investment in Mexico, where the company expects to deepen its presence in line with increased demand for IT services and products. With over 85 years in Mexico, IBM is actively investing in its Mexican operations - putting in place advanced infrastructure for service delivery, enhancing its manufacturing capabilities and expanding its footprint in high-growth locations. ABOUT IBM For more information on IBM, please visit: http://www-03.ibm.com/press/us/en/index.wss For more information on IBM Growth Markets please visit: https://twitter.com/IBMGrowthMkts Contacts: Susana Maldonado IBM Mexico email@example.com +52 55-5270-6502 Jonathan Batty IBM Growth Markets Unit email@example.com +48-693-93-5403 SOURCE IBM


text:
Ashlarconstructionmalawi.com is a 1 year old domain, situated in United States. The domain is linked to the IP address 126.96.36.199 which is provided by the hosting company B2 Net Solutions Inc..
It was registered by sandeep B . Registration details show that it was registered on 08 Jan 2016 through Go Daddy and will expire on 08 Jan 2017.
The site is being served through Microsoft-IIS/7.5.


text:
Death March
He and his family are not merchants, of course not. They are precursors to greater damage, the prelude to a visit from the Speaker. The Speaker for the People, the mighty title, the traitor's office, will come to a godless land. How will we survive this?
I get up and stand in the doorway, letting the wind freshen my mind. The coming weather has picked up speed, it will be here by evening. The faithful sea understood this first. I am afraid that I do not yet understand, and that I do not want to. I must tell Koso about all of this, however, for I cannot keep a storm such as this from him.
I hate Isiore with all my misery, now. He has brought more pain that will multiply even upon itself. We are a broken people already, how can he tell us that we have been wrong? What could we possibly have done?
There is no one on the path, lunchtime is still in full swing. I see this path in my eyes, but I see another path in my mind, a path from the past, one that does not even exist. People, these people, my people, walk endlessly, to a place they know that they will hate. My family, already destroyed from loss, is counted in the marchers. Little babies are strapped to their mothers' backs, but cry and cry all the same. I hold my momma's hand, but even she gets tired.
The further we march, the more hope flickers out. There are more shouts the farther we go, as one by one, we each discover that we are missing a part of ourselves. We children keep our faith the longest, keep our Gifts the longest, but we, too, give up in the end, and lose a sense of self. The cries go on and on.
I don't remember Koso there. He had fled from us. My father walked with us still, though he, too, would begin to flee- further and further into his silent mind. His silence, amiable and often broken at first, turned stony the longer we walked. By his departure, he would speak to no one, not even to Mom, not even to me.
When I was older, Mom told me that she believed he lost his Gift before all of us, as punishment. My father had been king. We had been his responsibility, his failure. He never cried, not even for Ithan, but his shoulders sagged as we walked.
My father had once been a lion in his popularity. He laughed with his stomach and criticism washed over him like rainwater. His golden hair was once long enough to shake when he shook his head, an endearing factor to Mom if to no one else. By my first memories, all of my father's rich hair had been cut short, intensifying his features.
I inherited his brown eyes and Ithan got his arrogance. When Ithan came of age, the world was ready for him. His youth was a breath of fresh air, the novelty my father had ceased to provide. When things began to go wrong, the blame was cast upon the old. Some of it may have been justified.
The public blamed my father for Ithan's death, for our deportment, for our suffering. I blame him, personally, for different things, most of all for his intentional ignorance. I wanted a dad; I got a father. His warm glory days had passed. From his coldness, the season of family must have been autumn, a slow and meaningless downfall. I blame him, too, for leaving Mom and I alone. I was always my mother's son, but I had no great desire to see my father go.


text:
FlexWallet (multiple designs)
by FrankLumien, published
Thing Apps Enabled
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Print your own wallet!
Originally designed for semi-flexible filaments such as TPE (used for the red wallets in the photos).
The Mini is printable in stiffer materials (white PLA used in first photo). However, this gives a very tight fit for the cards so you might want to scale it up with a few percent. If printed in flexible materials such as TPE there is no need to scale, cards should fit perfectly as is.
FlexWallet Full
Best for those of you who use cash a lot. It has 6 card slots and a bill compartment fitting bills up to 187x74mm without folding; if you use higher bills, just scale up the Z axis when printing - The card slots will still be usable thanks to the grip area made for easier card handling
Flexwallet Mini
Best for those who rarely use cash and/or want a wallet as small as possible.
It has 4 quick access card slots, each holding a single card. Additionally there is a middle slot that can fit 3 cards and/or emergency cash (folded). The middle slot is slighty deeper in relation to the top edges to protect bills and rarely-used cards.
There are two versions of each model:
Skull contains the skull logo from Quentin Tarantino's Death Proof (painted on the car driven by Kurt Russell).
Clean is completely plain, add your own logo, name or phone number as you wish.
I have used both the Full and Mini versions for a couple of week each, there are no signs of wear and tear so far. The contents stay in place and I never worry about dropping cards or bills by mistake. Both models go nicely in the pocket, especially the Mini.
2016-10-13 - New design
After 8 months of daily use, my Mini is still in excellent condition, although slightly dirtier.
I still wanted a change, so I made an improved variant and printed it with wood filament! Check out http://www.thingiverse.com/thing:1825738
Print Settings
Designed for 0.4mm nozzles, all walls are exactly 0.4mm wide. If your slicer can't render the walls properly, set your slicer to use a 0.39mm Extrusion Width and/or Nozzle Diameter. Make sure you preview the print to confirm this.
Also make sure you set your slicer to not use more than one wall, otherwise the slots will be too tight. The bottom of the model is 0.8mm, so you can use multiple solid bottom layers if you want.
Print SLOW, especially if you use a flexible filament. This goes for both print speed and X/Y travel speeds, as you don't want the print to wobble back and forth with such thin walls. Red wallets in photos were printed at 40mm/s, but I would go even slower next time.
Using a brim helps circumventing the wobble a bit, 10 rounds are plenty.
High layer resolution is only needed if you use the non-clean versions and you want the outside details to be perfectly smooth.
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Should I use ninjaflex or semi-flex
Both are the but which one did you use and which one is better to use.
I haven't tried ninjaflex, I used something similar to semiflex which worked fine. If you try ninjaflex, feel free to let us know how it turned out. :)
I am using S3D. It can't slice the Mini properly. Setting the nozzle to 0.39 is not helping.
Ok, I just tried it in S3D as well. There is a setting below Nozzle Diameter called Extrusion Width. Setting that one to 0.39mm seems works for me. Does it do the trick for you?
Aha! Thanks! So you are printing with 0.1 mm layer?
Yep, the wallets in the photos are printed with 0.1mm layers to get the skull logo as smooth as possible. Still not perfect, as can be seen, but definitely good enough (for me at least).
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FlexWallet (multiple designs) by FrankLumien is licensed under the Creative Commons - Attribution - Non-Commercial license.
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- Remixing or Changing this Thing is allowed.
- Commercial use is not allowed.
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text: VANCOUVER, May 21, 2013 /PRNewswire/ - Tasman Metals Ltd. ("Tasman" or the "Company") (TSXV:TSM; Frankfurt:T61; NYSE-MKT:TAS). Mr Mark Saxon, President & CEO, is pleased to announce that Tasman has been granted its Mining Lease for the Norra Karr heavy rare earth element (REE) project in Sweden. The Mining Lease gives the Company the full mineral rights for the Norra Karr project for an initial period of 25 years, which is then automatically renewed in 10 year increments if the mine is in operation. The lease was granted by the Swedish Mining Inspectorate (Bergsstaten) after extensive stakeholder consultation. As is standard practice for the grant of new mining leases, stakeholders have a five week window within which to appeal. Extensive environmental and social impact data was collected by independent consultants and assessed by the Swedish Mining Inspectorate for the granting of the Mining Lease. Environmental baseline data was gathered over several years, recording flora and fauna, water quality in streams and lakes, the character of river, lake and soil sediments, and the biogeochemistry of local plants. Archaeology of the region was studied, as was waste-rock and tailings composition, leaching character, and potential locations for future tailings storage. Regular community meetings were held, and various local and regional government agencies were informed and consulted. No impediment to the Norra Karr project was identified during this extensive research. "The grant of our Mining Lease for Norra Karr is a significant milestone for the Company, and we congratulate our staff and consultants whose efforts have brought us so quickly to this point" said Mark Saxon, Tasman's President and CEO. "The social impact studies that we completed highlighted the very positive regional impact that Tasman's sustained investment in Norra Karr can bring. As Norra Karr can supply much of the European demand for REE's for at least 40 years, we believe the supply security it shall provide will have a far reaching effect." The Norra Karr project is one of the two NI 43-101 compliant REE resources within the European Union, both 100% owned by Tasman Metals Ltd. Norra Karr lies 15km NNE of the township of Gränna and 300km SW of the capital Stockholm in mixed forestry and farming land. The short time taken from discovery to ML application demonstrates the efficiency and advantage of operating in a jurisdiction with a strong and transparent Mining Act and a long term association with resource industries. The project is proximal to road, rail, power and operating ports, plus skilled personnel, minimizing the need for offsite infrastructure to be built by the Company. Norra Karr is one of the largest and most economically robust projects amongst its peers, due to the high contribution of the high value critical REE's (dysprosium (Dy), yttrium (Y), neodymium (Nd), terbium (Tb)). Substantial capital and operating cost benefits are provided by the existing infrastructure and the simple mineralogy that allows ambient temperature and pressure processing. Norra Karr's proximity and easy road access to European markets stands as a unique operating advantage for the project.


text:
|Message view
|« Date » · « Thread »
|« Date » · « Thread »
|RE: deploying a war file and starting the application
|Fri, 28 Jan 2011 21:12:23 GMT
I understand the issues and recommendations being made. But, possibly a little more detail in the app is needed. The web pages provided with the app are static and created in English. Upon starting the web app new pages are created that are language based. When deployed the war is always exploded so that access to the scripts, styles, pages, etc. is available to the web app to make new ones and or modify existing ones. Data for the web pages is provided by means of web services where the client browser IE/Firefox makes calls to web services for data (loading/saving) and business logic. Currently the same WAR produced by Ant build script is used in Websphere 7 and WebLogic 11g without issue or modifications needed. We have a customer that has asked me to support Tomcat (assume the cost of Webshere/Weblogic is an issue). Having provide a brief description of system. I have tried the following. I have modified the InitServlet class (removed everything). The following is the complete code of InitServlet package com.surecomp.allMATCH.client; import javax.servlet.ServletException; import javax.servlet.ServletInputStream; import javax.servlet.http.HttpServletRequest; import javax.servlet.http.HttpServletResponse; public class InitServlet extends javax.servlet.http.HttpServlet implements javax.servlet.Servlet { public void destroy() { } public void init() throws ServletException { System.out.println("Loaded"); } } I have compiled it and placed the class file into C:\Downloads\tomcat-7\apache-tomcat-7.0.6\webapps\allMATCHWeb\WEB-INF\classes\com\surecomp\allMATCH\client and I expected to see the System.out.println either on the screen or in some log file. I do not see it anywhere. Sincerely, Robert Jenkin Surecomp Services, Inc. 2 Hudson Place, 4th Floor Hoboken, NJ 07030 Skype: robert.jenkin Office: 201 217 1437 | Direct: 201 716 1219 | Mobile: 908 251 0537 http://www.Surecomp.com -----Original Message----- From: Mark Thomas [mailto:firstname.lastname@example.com] Sent: Friday, January 28, 2011 4:00 PM To: Tomcat Users List Subject: Re: deploying a war file and starting the application On 28/01/2011 20:54, Caldarale, Charles R wrote: >> From: firstname.lastname@example.com [mailto:firstname.lastname@example.com] >> Subject: RE: deploying a war file and starting the application > >> I make reference to getRealPath to load a property file. > > It's definitely a bad thing to do. You should be using ServletContext#getResourceAsStream(). +1. That will also mean you app will work (well, that part of it at least) as an exploded directory or as a WAR file. Mark --------------------------------------------------------------------- To unsubscribe, e-mail: email@example.com For additional commands, e-mail: email@example.com This mail was sent via Mail-SeCure System.
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text:
The right breast ((o)) , that is.
The left one will still have to go.
Maybe I'll have a farewell party for it.
And serve scoops of peach ice cream with cherries on top.
Subscribe to: Post Comments (Atom)
One Feminist's Report on Her Breast Cancer, Beginning with Semi-diagnosis and Continuing Beyond Chemo, w/ a side of Polycythemia Vera thrown in for good measure, thus the subsidiary Bloody, Bloody Cancer Bitch***You don't have to be Jewish to love Levy's rye bread, and you don't have to have cancer to read Cancer Bitch *** Cancer Bitch comes to you from S.L. (Sandi) Wisenberg in Chicago, who is the Cancer Bitch as well as Menopause Woman


text:
You missed it This great deal for Stevens Creek Chiropractic is over. But don't despair, we've got more great deals every day.
Stevens Creek Chiropractic
Your Choice of Chiropractic Packages
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PAID VALUE EXPIRES ON May 28, 2022
PROMOTIONAL VALUE EXPIRES ON July 9, 2014


text:
You missed it This great deal for Boost Camp is over. But don't despair, we've got more great deals every day.
Boost Camp
Eight (£8), Twelve (£10) or Eighteen (£12) Pilates or Boot Camp Sessions
- Save 84%
- 53 purchased
100% recommendedin LivingSocial customer ratings
Staring at a TV screen in a gym isn't always the best way to motivate yourself towards your fitness goals. With today's deal from Boost Camp you can chuck out the remote and reach for a whole new you.
• For just £8 (a £50 value) you can choose eight Pilates or boot camp sessions.
• Alternatively, pay £10 (a £75 value) for 12 Pilates or boot camp sessions -- or it's £12 (a £112.50 value) for 18 sessions.
• The sessions looks to improve strength and cardio fitness and help tone the muscles.
• The classes are a sociable way to get fit and are suitable for all ages and abilities.
• Outdoor BOOsT Camp run on Tuesday at 6.30 a.m., Thursday at 6.15 p.m. and Saturday at 8 a.m. at Dartmouth Park; whereas indoor Pilates classes are held on Mondays at 7.05 p.m. at Active Zone in Morley.
• After your first session, you'll have twelve weeks to complete all sessions.
Click 'Buy Now', then channel your energy into feeling great.
Enjoy By 29 October, 2014
Texas Street, Morely, Leeds, LS27 0HG
07984 159824 | get directions
Dartmouth Park, St Andrew's Avenue Morley, Leeds, LS27 0JX
07984 159824 | get directions


text:
Arizona Grand Resort
Select your stay dates to check availability at Arizona Grand Resort
Arizona Grand Resort
About the Hotel
Property Location
Located in Phoenix, Arizona Grand Resort is in the suburbs and convenient to Arizona Mills Mall and Gameworks. This 4-star resort is within close proximity of Sea Life Aquarium and Diablo Stadium.
Make yourself at home in one of the 740 air-conditioned rooms featuring minibars. Your room comes with a pillowtop bed, and all rooms are furnished with sofa beds. Rooms have private balconies or patios. Complimentary wireless Internet access keeps you connected, and cable programming is available for your entertainment. Private bathrooms with shower/tub combinations feature complimentary toiletries and hair dryers.
Pamper yourself with a visit to the spa, which offers body treatments and facials. After practicing your swing on the golf course, you can dip into one of the 3 outdoor swimming pools. This resort also features complimentary wireless Internet access, gift shops/newsstands, and a hair salon.
Enjoy a meal at one of the resort's dining establishments, which include 2 restaurants and a coffee shop/café. From your room, you can also access room service (during limited hours). Relax with your favorite drink at a bar/lounge or a poolside bar.
Business, Other Amenities
Featured amenities include a business center, express check-out, and complimentary newspapers in the lobby. Event facilities at this resort consist of conference space and meeting rooms. Free valet parking is available onsite.
Hotel Facilities
- Shopping on site
- 24-hour front desk
- Breakfast available (surcharge)
- Coffee shop or café
- Free valet parking
- Smoke-free property
- Free water park access
- Safe-deposit box at front desk
- Conference space
- Roll-in shower
- Spa treatment room(s)
- Business center
- Hair salon
- Dry cleaning/laundry service
- Waterslide
- Total number of rooms - 740
- Gift shops or newsstand
- Poolside bar
- Number of restaurants - 2
- Express check-out
- In-room accessibility
- Number of buildings/towers - 3
- Health club
- Sauna
- Accessible bathroom
- Free self parking
- Meeting rooms 20
- Spa tub
- Free newspapers in lobby
- Golf course on site
- Elevator/lift
- Water park
- Swim-up bar
- Laundry facilities
- Lazy river
- Number of floors - 5
- Free WiFi
- Spa services on site
- Number of outdoor pools - 3
- Full-service spa
- Bar/lounge
- ATM/banking
- Children's pool
Room Facilities
- Cable TV service
- Separate sitting area
- Daily housekeeping
- In-room climate control (air conditioning)
- Iron/ironing board
- Free WiFi
- Premium bedding
- Pay movies
- Pillowtop mattress
- Premium TV channels
- Balcony or patio
- Room service (limited hours)
- In-room safe
- Air conditioning
- Shower/tub combination
- Free local calls
- Coffee/tea maker
- Phone
- Free toiletries
- Sofa bed
- Desk
- Hair dryer
- Minibar
- Private bathroom
Hotel Policy
The following fees and deposits are charged by the property at time of service, check-in, or check-out.
- Breakfast fee: between USD 8 and USD 20 per person (approximately)
The above list may not be comprehensive. Fees and deposits may not include tax and are subject to change.
Mandatory Fees and Taxes
You'll be asked to pay the following charges at the property:
- Resort fee: USD 50.00 per accommodation, per night
- Pool access
- Fitness center access
- Internet access
- Newspaper
- Phone calls
- Faxes
- In-room safe
- In-room coffee
- Self parking
- Valet parking
- Parking
- Additional inclusions
We have included all charges provided to us by the property. However, charges can vary, for example, based on length of stay or the room you book.
Renovations and Closures
The following facilities are closed seasonally each year. They will be closed from 03 September to 01 March:
- Water park


text:
The available space comprises retail accommodation within Unit 18. The unit is located on the prime mall of the open air shopping centre. The property is available on a new FRI lease, terms to be agreed. The lease shall incorporate five yearly upward...
The available space comprises ground and first floor retail accommodation within Unit 8. A new lease is available on FRI terms for a period to be negotiated, subject to five yearly upward only rent reviews. The rent is £47,500 pa.
Marketed by Jackson Criss and EJ Hales
Prime Shop Unit near Poundland, Argos, Greggs, Boots The Chemist, & W H Smiths.
Marketed by EJ Hales and Jackson Criss
Prime Unit close to W H Smith, Boots the Chemist, Costa Coffee & Poundland. Scheme anchored by Morrisons, large customer car park.
Marketed by EJ Hales and Jackson Criss
The property occupies an excellent position on Cardiff Road adjacent to Lloyds Bank and Natwest and close to major occupiers including Sports Direct, Iceland, Superdrug and Santander.
Marketed by EJ Hales
The available space comprises 1,000 sq ft of retail accommodation within Unit 4. A new FRI lease
Marketed by EJ Hales


text:
Topeak Defender M1 + XC11 27,5
Recipient :
* Required fields
or Cancel
Fits MTB 27,5" Tires
DeFender™ M1 is compatible with all standard front forks including reverse arch designs, the unique quick release attachment system integrates the DeFender™ M1 seamlessly with the front of your bike.
The XC11 is a lightweight removable rear fender providing exceptional mud/spray protection. Multiple pivots allow easy fender angle adjustment for a perfect fit while the quick release clamp adjusts to fit ø25.4 - ø34.9mm seatposts. Advanced high impact plastic is co-molded to a flexible trailing edge for resistance to impacts. Both fenders feature a highly polished underside to prevent mud buildup and aids in cleaning.


text:
Transfer of programs from development to runtime environments
Part I Computer Science
- Received:
- Revised:
- Cite this article as:
- Strömberg, D. & Fritzson, P. BIT (1980) 20: 434. doi:10.1007/BF01933637
The transfer of programs from development systems to efficient run-time environments is generally considered as a compilation process possibly followed by an optimization phase. This order excludes most possibilities to make optimizations on the source language level. This paper describes an alternative transfer method where user interaction is done on a user oriented level in order to support the optimization process. Experiments show that the efficiency gain is considerable.
Copyright information
© BIT Foundations 1980


text:
Winston's Joint System Information Tabs
Portuguese Water Dog
Description: The Portuguese Water Dog is a seafaring breed and was prized by fishermen in Portugal for being a spirited, yet obedient in nature dog. A web-footed dog he is a swimmer and diver of exceptional ability. Fits well into many types of lifestyles, he is usually a quiet dog who only barks when he is on watchdog duty. An intelligent, energetic dog he is self-willed but obedient to his owners.


text: "ClickSoftware offers leaders in the telco industry the ability to meet rapidly changing business demands while continuing to offer best in class service," said Dr. Moshe BenBassat, Chairman and CEO of ClickSoftware. "Our advanced mobility and workforce management optimization solutions, coupled with our long history of partnering with telecommunications clients, have led us to develop industry-leading solutions that will provide the company with a competitive edge and assurance they can meet all their field workforce needs while positioning themselves for customer service level agreements and scalable growth strategy."ClickSoftware provides a fully-integrated suite of solutions that will simplify and automate the telecom's business processes in the field. These solutions allow greater ease in managing customer service requests that require the coordination of multiple entities including: field technicians, provisioned resources, and third party vendors, even if they are all located at separate locations. About ClickSoftware ClickSoftware is the leading provider of automated workforce management and optimization solutions for every size of service business. Our portfolio of solutions, available on demand and on premise, creates business value through higher levels of productivity, customer satisfaction and operational efficiency. Our patented concept of 'continuous planning and scheduling' incorporates customer demand forecasting, long and short term capacity planning, shift planning, real-time scheduling, mobility and location-based services, as well as on-going communication with the consumer on the expected arrival time of the service resource. As the pioneers of the 'W6' concept more than 20 years ago, we have perfected solutions for solving a wide variety of problems on Who does What, for Whom, with What, Where and When. The combination of proven technology with educational services helps businesses find the right balance between reducing costs, increasing customer satisfaction, employee preferences and industry regulations/legislation. ClickSoftware's solutions manage hundreds of thousands of resources in service businesses across a variety of industries and geographies. Our flexible deployment approach, breadth and depth of solutions and strong partnerships with leading CRM/ERP vendors and system integrators makes us the number one choice to deliver superb business performance to any organization. The Company is headquartered in the United States and Israel, with offices across Europe, and Asia Pacific. For more information, please visit http://www.clicksoftware.com or follow us on Twitter, the content of which is not part of this press release. Safe Harbor Statement