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Restaurants in Albuquerque, Santa Fe and Northern New Mexico, searchable by cuisine and location, with ratings and reviews. Get educated before you eat!
(505) 888-3488www.garciaskitchens.com
Sun-Thur 7am-9pm Fri-Sat 7am-10pm (hours can change without notice)
Nearby Theater: Movies 8 (See Film Times)
Cuisine: New Mexican
Garcia'sIf it's salt-of-the-earth, tried-and-true New Mexican favorites you're after, hit up a Garcia's in your area. It has daily specials, breakfast anytime and even a "gringo menu" that'll fill you up without depleting your wallet. The huevos rancheros with green chile will leave you licking the plate and contemplating seconds. (Alibi Staff, August 11, 2010)
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Archive for year 2010
Is ANYBODY LISTENING out there?
Sep 9th
Next up on {grow} "Community Week" is Kristen Daukus, a fellow marketing entrepreneur, social media lover and consultant:
"I am afraid to use social media because people will use it to complain about me and my business."
I work primarily with small businesses and can't tell you how many times I hear that sentence.
Here's what I think about this:
- If you really think that many of your customers are going to complain about your company and services, you've got a lot more to worry about than social media.
- What about all the ones that want to talk about how great your service is? Don't they matter?
- And shouldn't you be GLAD they are taking the complaint to you instead of their neighbors?
Consider complaints a gift!
And while we're on the topic of gifts, I cannot tell you how many times I've sent out a love message to brands regarding service I received (naming staff, too I might add) or how amazing their new widget is only to be met with the sounds of crickets.
Nothing! No "Hey @KristenDaukas we're so glad you enjoyed your new widget!" – nothing! I just gave you a huge box of love and YOU'RE NOT LISTENING?
Do you think companies are so hyper-sensitive to monitoring the BAD news through the social media channels that they miss a huge opportunity in addressing the POSITIVE pieces of news? Are brand de-sensitized to LOVE?
I realize there are a lot of community managers doing damage control out there and putting out fires is a vital piece of social media. People by nature, are much quicker to complain than to compliment. They have been subconsciously programmed into thinking that if they yell loud enough, they'll get what they want.
How did this happen? Not only have we developed this habit of rewarding bad behavior, we EXPECT it.
You don't like your meal? Don't pay for it. You don't like the room? Here's a free night's stay. We don't have your size? Here's a 50% discount.
So you give them what they want and what … they love you forever? They go away? Do you think they'll make as much noise about how you resolved the issue? Do you think they'll become brand ambassadors for you?
Maybe. Maybe not. Even if they do, I doubt the "love" will last very long.
But …
What if we took a page from the Dr. Spock books and rewarded the GOOD behavior?
When is there a better time to make a brand lover even happier than when they're already happy? If I'm tweeting how amazing your company, service or product is, imagine what I'm going to do when you acknowledge that love! I am going to turn around and blow even more sunshine around the world about you. There won't be a person within earshot that won't know how amazing you are. Sliced bread will have nothing on you.
And that's just from the FIRST exchange.
What about when we start to have a conversation and share witty banter?? Wow … we're FRIENDS now!! And I don't EXPECT a thing. Nothing. If you choose to give me a little freebie love, that's only going to make me happier and make me talk more. And then what happens if someone says something bad about my friend?? What do friends do? They protect you, of course! That very passionate person all of a sudden becomes your biggest ally..
See where I'm going with this? It's all in your approach — glass half full versus half empty.
Are there people that do nothing but complain? Yes. Are there more people that want to see you succeed? Yes. Do them a favor and let them help you.
Kristen Daukas is a founder of Linking Winston-Salem, Social Media Club Piedmont-Triad and her newest pet project, TweetBroads.
How do you measure a personal brand?
Sep 8th
I am so proud and happy to shine a spotlight on Rebecca Denison in today's Community Week post. She was one of the first true fans of {grow} and one of my first guest bloggers, while she was still a student at UNC. She's an Edelman measurement fanatic and here's her take on the topic as it relates to her personal brand …
There has been an incredible focus on social media measurement lately, as well there should be. If you want to convince business professionals and marketers to dive into social media, you need to be able to prove that there is value in it. Ideally value equals sales or dollars for most campaigns or projects, but is that really applicable to social media?
Is the bottom line really the only measure of success businesses focus on? Not exactly. For example, if you want to measure employee morale or satisfaction (arguably an important factor for any company), would you focus on dollars? Probably not. You're more likely to track turnover or hallway chatter.
So why not measure social media the same way? Why not focus on the true goals of your social media marketing campaign?
Once you've decided that social media really is right for your business (and it may not be), your next step should be deciding what your definition of success is and how it will be measured.
Instead of trying to make social media try to fit traditional or common metrics, figure out how you will measure success.
When I first decided to put myself out there by joining Twitter and starting a blog, I did a bit of poking around to see how others were measuring their own social media success. A lot of the most common metrics and stats didn't seem to fit my goals:
- Number of Twitter followers
- Number of retweets and @replies
- Number of blog subscribers
- Blog comments
- Total page views
- Unique page views
All of these metrics would only seem to feed my ego. I could never deny that it's certainly nice to see these numbers grow, but to truly understand my progress, I focus on more specific numbers.
To understand my measure of success, you should first know why I joined social media in the first place. I wasn't always such a digital nerd, but I've certainly always been a measurement nerd.
After I graduated from college last year, I took an internship focused on PR and media analysis. As I settled into my position and got a sense of the industry, I was curious to find more people who shared my interests and could offer expertise. And on a personal level, I wanted to meet more people in a new city. Lastly, something that is important to me both personally and professionally is to become a resource for measurement for others in my industry.
Knowing these goals, I brainstormed metrics and measures that were the most appropriate.
Social Media Goals & Metrics:
Goal: Connect and build relationships with other PR professionals and those interested in measurement. Metrics:
- Number of folks added to my "Measurement" list on Twitter
- Number of LinkedIn connections made with others interested in measurements
- Number of conversations per week about measurements
Goal: Find more ways to build friendships in Chicago. Metrics:
- Number of friends added to my "Close Friends" list on Twitter.
- Number of clubs and organizations discovered.
- Number of people I know I can count on in a pinch.
Goal: Become a measurement resource for others. Metrics:
- Number of recommendations received on Twitter.
- Number of guest blog posts written about measurement.
- Number of times per week I'm asked for advice about measurement.
While many of these metrics may not be appropriate for business, they all fit the goals in this case. Even though I may never be able to measure social media in the same way I can track the amount of money I spend on groceries month-over-month, I can easily track whether I'm reaching my own expectations.
What's your biggest social media goal? How can you measure it?
Rebecca Denison is a social media analyst at Edelman Digital in Chicago who is passionate about all things measurement and all things UNC.
A simple strategy to convert blog visitors into sales leads
Sep 6th
If you've read {grow} with any consistency you'll recognize Jon Buscall as one of the most vibrant intellectual voices in our community. Today Jon tackles the tough issue of monetizing a blog community in our next installment of Community Week:
So many people (including Mark!) have written about the SEO benefits of blogs that I'm not going to repeat that here. But one thing that rarely comes up is how B2B blogs help businesses convert readers and traffic into sales. Or whether they actually don't!
Repeat Visitors & Conversion Apathy
If you've drunk the business blogging Kool-Aid and worked hard over time to build a strong, vocal community on your blog you might well find that repeat visitors don't convert into sales. Go on, check your stats!
Regular visitors are there for something else: the community, the discussion, or even the friendships that forms around a successful blog.
As a business blogger it can be worrying to see that even if you're putting highly visible call-to-actions above the fold the stream of regular visitors to your site forget about your propositions.
Maybe it's because:
- regular visitors get used to your site and go straight to the content
- you don't vary the call-to-actions often enough so they become "invisible"
- you don't maximize the content space you've got to pimp your services
- regular blog readers often read your site with a news aggregator like Google Reader or NewsFire.
Why I Love First-time, Unique Visitors
My own experience is that it's easier to covert first (or second) time visitors into clients with a B2B blog.
Yup, without going into the nitty-gritty of my own site stats, the biggest groups that make enquiries about our services at Jontus Media are, in fact, first timers. They've googled something, clicked through to our site and, low and behold decided to contact us (and Oh, boy do I love it when that happens!).
Google Analytics tells us this, but so do our customers when we ask them.
Now this isn't to say that we've got spectacular landing pages or catchy call-to-actions littered across our site; but it does seem to suggest that all that our effort to build a community might be wasted! That in fact, the trust and thought-leadership that regular b2b business blogging generates is spotted by a cursory glance.
Google Analytics tells us that it only takes first time visitors a matter of minutes (or seconds) to convert organic search traffic into sales.
Give Me More !
Now I'm not knocking first time conversions. But I do want more business from that 30 percent of visitors who come back to our website on a daily basis. Even if it's just a percentage or two.
So when it comes to B2B blog strategy I've got a few suggestions for those of us in the B2B business blogosphere who aren't converting repeat visitors to customers. And want some of it.
Ask Yourself:
- Are our call-to-actions strong enough?
- How is the site working to remind the community that this is a business and that services (or products) are for sale?
- Is the overall site design geared towards conversion?
- Could we refresh the site design more frequently to stop visitors getting blind to our call-to-actions?
- Could we be making more use of our RSS feed to generate leads?
Finally, just to throw the baby out with the bathwater, maybe I'm wrong. And as I write it occurs to me that quite, possibly I am. Maybe I'm going after the impossible. Hell, maybe I shouldn't think of a B2B blog as a conversion channel for repeat visitors in the first place?
Perhaps a B2B blog could / should just be a means to a different end. A great way of funneling visitors to an email list, for example, to be used for direct marketing.
Or perhaps it's a word-of-mouth tool to help spread the news that you're a kick-ass company with creative, insightful, quirky, talented staff.
So go on, help me out here! What can we do to really make a B2B blog a conversion engine? Or are B2B blogs for entirely different things?
Jon Buscall is head of Jontus Media, a creative content & communications agency working out of Stockholm, Sweden. You can follow Jon on Twitter.
No budget? Apply guerrilla marketing ideas to the social web
Sep 5th
I first connected with Nathan Dube in 2009 when I fell in love with his now-famous destroy your printer contest. This guy has a knack for making something out of nothing and is the ideal person to talk about guerrilla marketing and the social web on our next installment of Community Week on {grow}:
Guerrilla marketing is about eclectic combinations of music, mystery, art, culture, humor and social dynamics coming together into a sales pitch that doesn't appear to be a sales pitch. It manifests itself as a hip invitation to join or to be part of a movement.
One of the most infamous recent examples of guerrilla marketing was when the adult swim Network placed electronic signs for its Aqua Teen Hunger Force show around Boston, resulting in a bomb scare and eventual arrests. It didn't work, but you get the idea. I've had to resort to guerrilla tactics myself in my job with Expert Laser Services, primarily because I needed to sell more stuff, but had no money for marketing. I had to get inventive. I had to get guerrilla.
An idea sprang from my own frustrations of having to deal with office laser printers and copiers which simply didn't work … when you needed them most. In fact, I genuinely developed a hatred for certain pieces of office equipment.
Through Twitter, blogs, Facebook and LinkedIn, I promoted a contest that would award a small prize to the video depicting the most creative destruction of a printer. People blew them up, tossed them out of windows and crushed them with a backhoe. In essence, the social web was providing my content. Remember, I had no budget!
Soon, the project was featured all over the web and was the top video story in an online trade magazine for several consecutive weeks. We actually generated sales leads and new customers from this promotion.
But the most fun guerrilla social media tactic had nothing to do with business, it involved my band, Jabooda.
When the band formed four years ago, I produced several thousand stickers that read "What is Jabooda?" Through friends of friends of friends, these stickers made it on to random spots throughout the United States and even Europe.
When we came out with the second generation of stickers I included a small URL on each one to help people connect with us on the web. In addition to hitting the streets with the sticker, we got guerrilla with the distribution process, too.
Two of the guys from the band worked for FedEx and started to put a supply of stickers in every truck they unloaded or loaded. Over the course of the year "what is Jabooda" became a bit of a sensation and we gained new fans at FedEx hubs in nearly every state and many countries around the world. FedEx had become our own personal social media network!
The stickers drove people to our website where we were able to collect names for our mailing list.
About two years ago some of our new fans built a page on Facebook to lobby to get us on the bill at the Wormtown Music Festival, one of New England's longest-running and most popular music events. We did not get the slot, but we were moving in the right direction.
The following year the competition heated up and Facebook alone wasn't going to do it. To get into Wormtown's Strangecreek festival lineup the next year, we had to win a battle of the bands competition. We actually made it to the finals but to win, part of the criteria was the size of our fan base. It was time to use that mailing list!
We got the word out to all those crazy Jabooda fans and were able to attract a large crowd from several different states. In fact, it was the largest crowd of the night and we won, securing our place on the festival bill.
Don't have a marketing budget? Don't let it get you down. Go guerrilla!
Nathan Dube has been a long-time member of the {grow} community and is a marketing and sales professional at Expert Laser Services near Boston.
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subset: commoncrawl


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Tuesday was a somber day of remembrance at the University of California at Santa Barbara for six students killed by a rampaging gunman.
Tens of thousands gathered at Harder Stadium for a memorial service.
Elliot Rodger, the son of a Hollywood director, fatally stabbed three people in his apartment before shooting three people dead near campus and pulling the trigger on himself last Friday.
A memorial service is being held Tuesday for the University of California at Santa Barbara students who were murdered.
The service will be held Tuesday afternoon at the university's stadium.
Police say 22-year-old Rodger Elliot killed six people Friday night in a murderous rampage.
The victims were all students of the university.
The university declared Tuesday a day of mourning and reflection, so no classes will be held.
Students are also planning on creating a memorial wall in honor of the victims.
Authorities say all six people killed during a rampage in a California college community on Friday night were students.
The three men found fatally stabbed in the apartment of Elliot Rodger were UC Santa Barbara students.
Police say they were killed before Rodger fatally shot two women and a man who were also students at UCSB.
Police say Rodgers later killed himself.
(Copyright 2014 The Associated Press. All rights reserved.)
Elliot Rodger's parents raced to his Santa Barbara-area community after his mother saw his online threats, but they heard the news of a shooting on the radio as they were driving on the freeway.
They later learned their son had killed six people, wounded 13 and then - authorities say - took his own life.
The Los Angeles Times reported (http://lat.ms/1k7kdu6 ) Sunday that mother Chin Rodger got a call from her son's therapist shortly before the shootings Friday about a ranting email sent by their son.
Then the mother found his video vowing to kill people.
Family friend Simon Astaire tells the newspaper that Chin Rodger alerted authorities and set off with her ex-husband, director Peter Rodger.
But by the time they arrived, officers confirmed their son had gone on a rampage.
(Copyright 2014 by The Associated Press. All Rights Reserved.)
The Internet videos posted by Elliot Rodger are filled with threats and bitterness, but sheriff's deputies didn't become aware of them until it was too late.
Santa Barbara County Sheriff's Office spokeswoman Kelly Hoover says the agency "was not aware of any videos" until after Rodger went on beach-town rampage that left six dead and 13 wounded.
Authorities believe the 22-year-old died of a self-inflicted gunshot.
A Rodger family attorney says they called police after being alarmed by videos "regarding suicide and the killing of people" that Rodger had posted.
Deputies visited Rodger last month after being alerted by local health officials, who had been in touch with the family. They concluded he posed no threat.
It's not clear why the sheriffs did not see the videos.
Sheriff's officials say a California gunman who went on a shooting rampage near a Santa Barbara university killed three people at his apartment.
The three people were among the six left dead Friday night during the shootings near the University of California, Santa Barbara. The suspected gunman was also fatally shot.
Sheriff Bill Brown called it a "chaotic, rapidly unfolding convoluted incident" that involved multiple crime scenes.
Brown on Saturday identified the gunman as 22-year-old Elliot Rodger, a student at Santa Barbara City College.
A lawyer says the family of a man they believe went on a shooting rampage near a Santa Barbara, California, university called police several weeks ago after being alarmed by YouTube videos "regarding suicide and the killing of people."
Family attorney Alan Shifman says police interviewed Elliot Rodger and found him to be a "perfectly polite, kind and wonderful human." Shifman says police found no history of guns, but did say Rodger had trouble making friends and didn't have any girlfriends.
Shifman is the attorney for Peter Rodger, who was one of the assistant directors on "The Hunger Games."
Authorities haven't confirmed the identity of the suspect.
Police say a gunman driving a BMW killed six people last night in the beachside community of Isla Vista. The suspect was later found dead with a gunshot wound to the head, but it's not clear whether he was shot by deputies or committed suicide.
Santa Barbara County Sheriff Bill Brown says seven people are hospitalized with gunshot wounds or other injuries, including one who has undergone surgery.
A lawyer says the family of a man they believe went on a shooting rampage near a Santa Barbara, California, university called police several weeks ago after being alarmed by YouTube videos "regarding suicide and the killing of people."
Attorney Alan Shifman said police conducted an investigation and interviewed the man he identified as Elliot Rodger. Shifman said police did not find a history of guns, but did say the man had trouble making friends.
Shifman is the attorney for Peter Rodger, who was an assistant director on "The Hunger Games" film series. Authorities have not confirmed the identity of the shooter.
Six people were killed Friday night during a shooting near the University of California, Santa Barbara. The suspected gunman was also fatally shot.
An attorney for a Hollywood director says the family believes his son is responsible for a shooting rampage near a Santa Barbara, California, university campus.
Alan Shifman says that the family has not yet seen his body. But they have been told he was killed and believe he killed six people. Shifman is they attorney for Peter Rodger, who was an assistant director on The Hunger Games.
Police say they are investigating a YouTube video connected to the case that shows a man describing a plan to kill women. Authorities have not confirmed the identity of the shooter, and the identity of the person in the video could not be independently confirmed.
Police say a drive-by shooter went on the nighttime rampage near the University of California, Santa Barbara. The attack left seven others wounded.


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Spent the afternoon in the blind with my 3yo son today. He had a blast with his red rider and the dog. Even got to tote an old blackfoot to the boat. Good Times!
Moderator: Dep6
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Aoraki / Mount Cook Village
The alpine village of Aoraki / Mount Cook, located in Aoraki / Mount Cook National Park, provides a range of accommodation from an international style hotel to motels, backpackers and camping.
At 3,724 metres, New Zealand's highest mountain, Aoraki / Mount Cook is dazzling, yet there are 27 other mountains in this alpine backbone which peak at over 3,050 metres, and hundreds of others not far short of that all making up the famous Southern Alps.
You can enjoy 4WD safaris, boating on the glacier lakes, horse treks, fishing, scenic flights with snow landings and numerous Walks and Hikes.
During the winter guided ski experiences onto New Zealand's longest glacier, the Tasman, is a popular activity and a unique Aoraki / Mount Cook wedding location.


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Researchers Are Developing Ways to Edit...
RNAi Is Working on Tactics to...
The World Vaccines Market Is Predicted...
To Know Where Biosimilars Are Going,...
Pfizer reports that a Danish court has granted a preliminary injunction prohibiting the sale of Ranbaxy's generic version of Lipitor. The generic atorvastatin product will thus be withdrawn from the Danish market pending the outcome of a patent infringement trial that has not yet been scheduled.
The Bailiff's Court of the Copenhagen City Court in Denmark made its ruling against Nomeco, a Danish pharma wholesale.
The case was related to three Pfizer patents covering atorvastatin calcium, the active ingredient in this cholestrol-lowering drug, as well as processes and intermediate compounds used to make atorvastatin. Lipitor is covered until November 2011.
"This ruling is another significant milestone in our defense of Lipitor patents around the world," says Pfizer senior vp and general counsel, Allen Waxman. "And, it's an important outcome for Pfizer and other medical innovators who invest in high-risk research to develop life-saving medicines for millions of patients," adds Karin Verland, country manager of Pfizer Denmark.
Should the Federal Government Pass a "Right to Try" Bill Allowing Terminally Ill Patients Access to Experimental Medicines?
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Ectoderm, the outermost of the three germ layers, or masses of cells, which appears early in the development of an animal embryo. In vertebrates, ectoderm subsequently gives rise to hair, skin, nails or hooves, and the lens of the eye; the epithelia (surface, or lining, tissues) of sense organs, the nasal cavity, the sinuses, the mouth (including tooth enamel), and the anal canal; and nervous tissue, including the pituitary body and chromaffin tissue (clumps of endocrine cells). In adult cnidarians and ctenophores, the body-covering tissue, or epidermis, is occasionally called ectoderm. See also endoderm; mesoderm.
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Art History Club
The Art History Club draws its members from undergraduate Art History majors and minors and any interested non-majors. The club meets several times per month during fall and spring semesters. Members arrange for viewing of biographical films of artists or other areas of interest; arrange discussions with faculty members; plan bus trips to area museums; and hold faculty-student teas during the fall and spring semesters. Most importantly, Art History students use this club to enrich their academic experience and to develop a camaraderie with fellow students.


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אנחנו בפייסבוק
European ministers claim 'extremism, poor treatment of Palestinians' threaten two-state solution. Israel: Biased criticism
Published: 05.14.12, 20:24 / Israel News
EU foreign ministers on Monday issued a harsh critique of Israel,
saying the gathering pace of settlement-building,
settler extremism and ill-treatment of Palestinians threatens a two-state
Related stories:
"Israel is committed to the wellbeing of the Palestinian population and acts according to all relevant international conventions."
"We believe the EU statement is a very comprehensive and politically responsible statement. It addresses all the issues that have really brought about this crisis, including the settlement activity, and Israel's non-compliance with international law and UN resolutions," she told AFP.
But the Palestinians wanted to see the EU propose a way forward in stalled peace talks, which have been on hold since late September 2010, she said. "What is lacking, unfortunately, is a mechanism to move ahead... We were hoping that they would take an initiative, a mechanism, concrete steps."


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See All Contributors »
3 things
1) I'm an idiot when it comes to technology
2) I'm cheap/broke
3) I dropped my Iphone and the screen is cracked pretty badly. What should I do?
is it under warranty? take it to the apple store
Iowa State: Anyone who's a true college basketball fan needs to see a game at Hilton Coliseum. Nice is in the DNA of Iowans and the fans here are particularly gracious -- even when the home team loses but gives a great effort, they are appreciative.
ESPN.com picked Hilton Coliseum as the "Hot Arena" in the Big 12...coaches in the league noted that, "regardless of talent, the Cyclones have a home court like no other."
I'm assuming its the front not the back? The back is super easy to replace and only costs like 8 bucks on Ebay
i shattered mine about 1.5 years after i had gotten it, took it to the apple store and they replaced it for free since it was the only time i've brought something in to get fixed. otherwise they said it's about $99 to replace it
I broke the front of it but the touch pad thinger still works...Not under warranty and I'm not paying more then $25 to fix it. Thanks for your help
Originally Posted by arganbright2
Not under warranty and I'm not paying more then $25 to fix it. Thanks for your help
I told my mechanic the same thing on my car, but he wouldn't go for it
Originally Posted by arganbright2
I broke the front of it but the touch pad thinger still works...Not under warranty and I'm not paying more then $25 to fix it. Thanks for your help
When did you get your Iphone? Iphone's original warranty is only for a year (unless your purchased extended coverage which adds additional year).
Your unwillingness to spend more than $25 is really going to limit your options. My guess is that you're just going to have to live with it (if the phone still works) or be willing to cough up the extra money to have it repaired/replaced if it doesn't work.
Or - I have a used iPhone 3GS that I'd be willing to sell you!
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Help your neighbors and visitors learn the real value of your Florida native plants. Put this beautiful sign in your yard!
Check availability at these select FANN retail outlets:
Alexander Landscaping & Plant Farm in Davie
All Native Garden Center in Fort Myers
Creative Garden Structures in Weirsdale
Green Isle Gardens in Groveland
Maple Street Natives in West Melbourne
Native Nurseries in Tallahassee
Native Plant Consulting in Elkton
Natural Treasures in Trenton
SCCF Native Plant Nursery in Sanibel
Shady Oaks Gather All in Sumterville
Sweet Bay Nursery in Parrish
The Garden Gate at Sears in Pompano Beach
Wilcox Nursery & Landscape in Largo
Let your local FANN retail outlet know that you want the Plant Real Florida sign.
No nearby FANN retail outlet nearby? Buy your sign online below.


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Table Names and Placecards
- Tables are numbered or named after something relevant to the bride and groom, such as places they have visited.
- Each setting must have a name card, these can be decorative and themed to match the wedding stationery or in simple type/calligraphy.
- The table plan - a diagram of all the tables with everybody's names - should be clearly displayed at the entrance to the seating area.
- For large weddings, two seating plans may be required.
- Alternatively, little envelopes with each guest's name, containing a card with a table number, can be laid out in a prominent place. This can create interest and conversation as guests try to establish who is sitting at their table.


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Pretty Little Liars
Pretty Little Liars GIF Recap: Season 4, Episode 4 — Information Overload!
In last week's installment of Pretty Little Liars, Hanna and Caleb worked to figure out why Hanna's mom's being so weird, Spencer and Toby went rogue at Radley, and Emily modeled for a mask after the crew found out Alison had done the same.
So what are our girls up to in Season 4, Episode 4 ("Face Time")? Learning to avoid creepy mask makers, we hope. Here's what we think of last night's episode — in GIF form!
Emily's family drama is in full swing as her dad arrives home on leave as she leaves for school... where Caleb fills Hanna in on her dad's missing gun, and Hanna thinks Caleb's overstepping his boundaries. He's just trying to help, but Hanna's like:
While Aria, Emily, Hanna, and Spencer catch up about all things masks, two sketchy detective types keep an eye on them. But the girls totally don't notice.
Hanna and her mom are at the bank when Wilden's safety deposit box is opened up. Hey, a pile of cash... and a gun... identical to the one Hanna's dad is missing... in a box Hanna's mom had access to. And of course the people who open the box are the same ones who were spying on the Liars, and of course they look super suspicious of Hanna.
After Emily overhears her parents talking about how bummed they are social services are investigating them for no reason, she approaches her doctor and tells him he's crazy. He STILL doesn't believe her.
He also informs her she's gonna need surgery, which could result in some major life changes for Emily... like maybe never swimming again?
Meanwhile, Hanna talks to the detective to try to point her in Melissa's direction instead of her mom's in the way of Wilden's murder, but the detective turns it on Hanna. Caleb gets her out of there just in time, before the chat gets sticky, but Hanna, again, doesn't want his help. They're all:
Aria and Jake are out being cute when they run into Malcolm, who mentions Ezra and Jake doesn't buy that he's just one of Aria's teachers. Um, duh? So Aria tells him the whole story, and he takes it surprisingly well.
And Ashley's no longer allowed to enter the vault at work, which makes us think this is the end of the line for her.
Toby goes to see his mother's doctor, who casually lets it slip that he saw a blonde girl with his mother. Um, what?!
Okay, so the doctor's lost his marbles, but we think he might be onto something. At the Hastings residence, Melissa is pouring herself a glass of wine when she finds her mask that the girls left for her. Spencer and Aria, hiding outside, get the whole thing on tape. The look on her face says it all.
The detectives show up at Hanna's house and Hanna and Caleb cover for her. They better get this figured out — and soon.
Spencer and Aria follow Melissa to Hector, the mask maker's, place and arrive just as Melissa walks outside dragging a heavy bag behind her. Please don't tell me Hector is in there!
Inside his shop, Aria discovers an entire row of Alison masks... the ones that Hector was supposed to destroy. Hector's reasoning? Ali's too beautiful to destroy. We're officially sketched out.
And since Hector's fine, the bag was actually full of masks, which Melissa's busy chucking into a lake. Spencer approaches her, and Melissa totally thinks Ali's alive and totally confesses to being on the Halloween train. AND that Wilden was the one who tried to kill Spencer.
AND mentions that she sent Jenna and Shana to the burning cabin, and alludes to being the one who killed Wilden. OMG! Information overload!
Emily comes home from her night out with Paige to find the police at her house. Someone called about a domestic disturbance. Poor Mr. and Mrs. Fields. :(
Melissa's definitely gone, and "A" has, you know, pulled the masks out of the lake and is repairing them. Wait, why do we watch this show so close to bedtime?
Wanna read more about last night's episode? Check out our full, more detailed recap!
And now that you're all caught up with PLL, we want to know what you think! Share your thoughts with us in the comments below.
Catch the episode on Tuesday, July 9, 2013 at 8 p.m. ET/PT on ABC Family.


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Of course my first mission is to make MONEY and a lot of it. After all I need to make enough money to buy a R.E. of my own some day. Kevin says the employee price is 20% above MSRP, so I have a lot of work to do! My second goal is to make your R.E. dreams come true! I need some input! What would you like to see on special? if you have been wanting to buy something but its currently out of reach, throw it out there I can make the impossible possible. Now Im not saying just because you ask you will receive but it never hurts to ask!Please dont double, triple, or quadruple post! Ask anyone in the office the last thing you want to do is irritate me.
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Coming to Haskell from a background in various OO languages, one thing that seems like a bit of a drawback to me is that function and field names aren't scoped to the types they're associated with, so it's easy to run into clashes if different datatypes have fields with the same name.
If I have these three modules:
module One where
data Foo a = Foo { value :: a }
module Two where
data Bar a = Bar { value :: a }
module Three where
import One
import Two
foo = Foo { value = 42 } -- compile error here
n = value foo -- and here
the unqualified references to
value in module
Three are considered ambiguous even though only one of the two imported names makes sense in this context. (In an OO language, references to
foo.value and
bar.value would be unambiguous.)
Of course I can disambiguate by writing
Foo { One.value = 42 }, but that looks awkward. I can also name the fields differently, e.g. "fooValue" and "barValue", but the redundancy in
Foo { fooValue = 42 } looks awkward as well.
This is really a special case of the more general issue of functions in different modules that have the same name but operate on different, unrelated types. I seem to run into it more often with field names, though. For example, I have several datatypes, not related by a type class but often used together, that contain color values, so I'd like each one to have a field named "color".
How do experienced Haskell developers name things, and organize them into modules, to avoid this type of situation?


text:
Peter McGahey was welcomed to the Central Michigan family as the soccer program's fifth head coach in school history on January 9, 2013.
In his first season, McGahey's Chippewas showed the mettle and heart of a champion by battling through adversity before and during the season. After a rigorous non-conference schedule that was beset with season ending injuries to two key players and featured match-ups with four teams that would go on to earn NCAA Championship berths, CMU posted a stellar 8-3-0 record in MAC competition.
Five Chippewas earned All-MAC recognition, headlined by defender Estee Outcalt, who received first team honors. Midfielder Emily Cooksey and goalkeeper Grace Labrecque were named to the second team all-conference squad while defender Kaylin Hoomaian and midfielder Samantha Maher were honored on the All-MAC Freshman Team.
McGahey, the 2012 Northern Sun Intercollegiate Conference (NSIC) Coach of the Year, had unprecedented success at the helm of Minnesota State over five seasons (2008-12), compiling a record of 74-21-13 (.755 winning percentage) while leading the Mavericks to four appearances in the NCAA Division II Tournament. His squad finished with a program-best 17-1-5 record in 2012, going 14-0-1 to capture its first NSIC regular season championship and become the first team to finish unbeaten in NSIC play since 2008.
The Mavericks also claimed their first-ever Central Regional Championship last season, advancing further in the NCAA Tournament than any other team in program history.
His direction helped 30 players earn All-NSIC honors, while five Mavericks earned nine separate All-American honors athletically and academically.
McGahey's defenses were among the best in the country, ranking in the top 25 nationally in goals-against average in four of his five seasons. The Mavericks had a goals-against average of just 0.46 in 2012 and 2011, ranking fourth and ninth in the country, respectively.
The Mavericks' offenses were just as impressive, leading the NSIC in goals scored each in his final two seasons - 58 in 2012 and 56 in 2011 - while never ranking lower than third in his five years. Minnesota State ranked 15th in the country in 2012 with 2.52 goals per contest.
Prior to his time at Minnesota State, McGahey spent a year as an assistant coach for South Dakota State (2007) and was an assistant coach at Central Oklahoma during the 2004 season in which the Broncos claimed a Lone Star Conference regular season title.
From May 2005 to April 2007, McGahey served as the Technical Director for the Colorado Fusion Soccer Club, playing a leading role in the merger of the Denver Soccer Club and the Colorado Sting FC, which resulted in the club's increase from 2,400 to 5,000 youth players.
He served as the State Director of Coaching and Player Development for the Oklahoma Soccer Association from August 2001 to August 2005, leading the technical programs for approximately 40,000 youth players. His work with the youth gained him the knowledge to a write "The Soccer Coach's Guide to Working with Players and Parents" with Dr. Peter Pierror, which was published in January 2004.
McGahey played four seasons for the University of Denver from 1992-96, where he received his bachelor's degree in Communications. He later earned his master's in Physical Education at Ball State in 2005 and is currently pursuing his Doctorate from Minnesota State in Educational Leadership with an interest on experiential learning, self-efficacy and coaching efficacy.
A native of Denver, Colo., McGahey and his Wife Dawn, have two children - Ella and Will.


text:
WASHINGTON (AP) — An exhausted Senate is nearing passage of a $3.7 trillion budget for next year. The blueprint will let majority Democrats highlight their fiscal priorities, but it won't resolve the deep differences the two parties have over deficits and the size of government.
After considering more than 90 amendments since debate began earlier this week, senators began a final series of votes early Saturday and were on course to approve the measure in the pre-dawn hours.
The budget is non-binding, but it lets Democrats draw clear contrasts with Republicans.
The Senate Democratic plan would use about $1 trillion in new taxes over the coming decade to curb federal deficits and impose only modest spending reductions. A House-passed GOP budget claims to eliminate deficits in a decade using deep spending cuts.


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DUBLIN, Ireland, April 27. DANIELLE Lowe wrapped up the Irish Long Course Nationals Championships with six individual victories, while several other swimmers recorded multiple wins over the final two nights of action as the meet came to a conclusion Sunday night at the National Aquatic Centre in Dublin.
On Saturday, Melanie Houghton held her number one spot in the women's 100 free final, demolishing the field with a 57.06. Bethany Carson finished more than a second behind in 58.23, while Jess Stallard rounded out the top three in 58.25. On the men's side, Curtis Coulter zoomed by the rest of the final heat to take the win in 50.78, well under his third-place qualifying time of 51.32 and better than Danas Rapsys (51.11) and Jordan Sloan (51.21).
Fiona Doyle earned her second win of the meet with a convincing victory in the women's 100 breast. Doyle hit the wall in 1:09.97, just off her semifinal time of 1:09.63. Niamh Killgallen finished a distant second in 1:12.31, while Dearbhail McNamara came in third at 1:12.93. Meanwhile, Nicholas Quinn captured the men's 100 breast title in 1:02.76, comfortably ahead of Dan Sweeney's 1:03.95 and Lithuania's Paulius Grigaliunis (1:04.41).
Thirteen-year-old Antoinette Neamt, winner of the 200 free and 800 free on night one, completed the freestyle triple after winning the 400 free in 4:19.03. Rachel Bethel, 14, came in second in 4:22.76 while Therese Corry claimed third in 4:27.85. The men's 400 free turned into an exciting race between Andrew Meegan and Brendan Hyland. Hyland, the top qualifier by just under a second, was able to hold off Meegan at the finish, 3:59.32 to 3:59.57. Brendan Gibbons took third in 4:02.78.
After winning the 100 back and 400 IM on Friday night, Lowe returned to pick up a third win in the 200 back. Lowe stopped the touchpads in 2:14.77, almost six seconds ahead of Laoise Fleming (2:20.38) and seven ahead of Emma Cassidy (2:21.97). Lithuania's Danas Rapsys rebounded from a second place finish in the 100 free to win the men's 200 back easily. Rapsys cruised to a 2:13.61 in prelims, then chopped 11 seconds off in finals to win in 2:02.22. Fellow countryman Eimantas Milius took second in 2:06.01, followed by Bryan O'Sullivan (2:09.82).
Tonight, Lowe picked up her fourth win of the meet, kicking off the final night of competition with a 2:15.03 in the 200 IM. Lowe was not challenged in the event, as Shani Stallard finished well behind in 2:21.58 and Bethany Carson took third in 2:23.44. Rapsys won his third event of the meet in the men's 200 IM, touching first in 2:03.30. Lithuania went 1-2 in the event as Povilas Strazdas finished second in 2:06.55, ahead of James Brown in third (2:07.82).
Lowe continued her dominating meet with a fifth victory, this time in the 200 breast. After qualifying second in 2:36.19, Lowe turned up the jets in finals to win in 2:30.81, with Dearbhail McNamara (2:32.95) in second and Niamh Killgallen (2:38.36) in third. Dan Sweeney and Nicholas Quinn, the top two finishers in the 100 breast, battled once again in the 200. This time, Sweeney came out on top, 2:17.20 to 2:17.68. Paulius Grigaliunis, who also took third in the 100, finished third again in 2:21.54.
A couple of sprint finals wrapped up the meet this evening. Kate Kavanaugh captured the women's 50 back title in 30.57, edging Tara Dunne (30.78). Sinead Mylett came in third in 31.55. Jordan Sloan won the men's 50 back in 26.36, barely denying Danas Rapsys his sixth win of the meet. Rapsys touched .09 behind in 26.45, while David Prendergast rounded out the top three in 27.00.
Melanie Houghton doubled up in the sprint free events, adding a win in the 50 free to her victory in the 100 earlier in the meet. Houghton touched in 26.07 to finish .89 seconds ahead of Gabriella Weaver (26.96). Ashleigh Hyland rounded out the top three in 27.43. Curtis Coulter did the same in the men's event, adding the 50 free title to his win in the 100. Coulter posted a 23.23 to edge Lithuanian Jevgenij Rogozin (23.40) and Michael McCarthy (23.65).
Lowe wrapped up her meet with a sixth win in the 100 fly. Lowe touched in 1:01.44, just off her semifinal time of 1:01.37 but still almost a second in front of second place finisher Shauna O'Brien (1:02.23) and Gemma Kane (1:03.02). Lithuania's Deividas Margevicius won the men's race in a tight finish over 200 fly winner Brendan Hyland. Margevicius touched in 54.43 to edge Hyland's 54.52. James Brown wrapped up third in 57.32.
Results of the men's 1500 free and women's 800 free were not available.


text:
College Hockey:No. 6 St. Lawrence Reverses
Trend Against Brown
Grills Nets Pair in 3-0 Saints Win
CANTON, N.Y. — St. Lawrence was determined not to fall victim to Brown today the same way as yesterday, or exit the ECAC tournament the same way as two seasons ago.
So coming off a 3-0 loss to lead off the best-of-three ECAC quarterfinal series, the No. 6 Saints (25-6-5) turned the tables on the Bears (15-14-2) in winning Game Two by a 3-0 margin themselves.
Saint sophomore forward Chelsea Grills had a gem of a game, scoring the first two St. Lawrence goals of the series, while junior goaltender Jess Moffat made sure they held up by notching her third shutout of the season for the Saints.
Grills netted the Saints' first goal on a power play strike at 9:07 of the first period. She picked up the loose rebound after a Rebecca Russell shot and fired past a stretched out O'Hara Shipe into the lower left corner.
Later in the first period, Sabrina Harbec drove home a loose puck for what looked like the Saints' second goal. But for the third consecutive game, the Saints had an apparent goal denied, this time due to a premature whistle.
However, Chelsea Grills made sure that the Saints weren't going to fall flat like they had Friday after a disallowed goal. Late in the second period, Russell drove behind the net with the puck from the right side, and then hit the brakes and nailed Grills streaking in for an easy backdoor goal and a 2-0 lead. Shipe was caught looking for Russell to continue curling around the net.
"The team came together, we had the mindset that we weren't going to back down," Grills said. "This was a do-or-die situation, and we weren't going to give up until we got on the board."
The Saints' top line of Grills, Russell and Crystal Connors accounted for 24 shots on goal today to exceed the Bears' team total by one.
"They are a really skilled line, they play off each other and when those three get their feet going and start being creative, it's just fun to watch," Flanagan said.
Less than one minute later, St. Lawrence sealed the game on a phenomenal goal by freshman Sabrina Harbec. She raced down the left side while fighting off two Brown defenders, fired a wrist shot from the slot, and then picked up her own rebound and backhanded it home for a 3-0 lead at 18:41 of the second.
"When a team's back is against the wall, they'll come out with lots of energy, and we knew this but we didn't come out strong," said Brown coach Digit Murphy. "It's all about winning pucks and they beat us to them."
In the third period, Murphy elected to go with freshman goalie Stacy Silverman, who did everything she could do to keep her team in the game. Despite seven Brown penalties, she stopped all 12 shots she faced in the period, including a 2-on-0 breakaway.
"The one bright spot for us tonight was our goaltending," Murphy said. "Stacy came in there and stood up to everything. If there is one thing I do know, it's that good goaltending wins championships, and we've got that".
The Brown penalties were of the undisciplined variety — roughing, cross-checking and boarding minors.
Flanagan said, "As the game was winding down, and the outcome was apparent you hate to see penalties like those — they have no place in this game. You don't want anyone to get hurt. We're just trying to keep people healthy."
Murphy added, "We're a grinding team, and we were a little frustrated, but I was very upset about the boarding call, because that was completely undisciplined."
These two teams will grit it out in a pivotal third game on Sunday. Brown will get a date with ECAC regular season champion Harvard with a victory. If the Saints prevail, they will face regular season runner-up Dartmouth. The game is set for 2 p.m.
The following is a self-policing forum for discussing views on this story. Comments that are derogatory, make personal attacks, are abusive, or contain profanity or racism will be removed at our discretion. USCHO.com is not responsible for comments posted by users. Please report any inappropriate or offensive comments by clicking the "Flag" link next to that comment in order to alert the moderator.
Please also keep "woofing," taunting, and otherwise unsportsmanlike behavior to a minimum. Your posts will more than likely be deleted, and worse yet, you reflect badly on yourself, your favorite team and your conference.


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and Yamaha was made for Rossi who only can ride a bike that do not need to be ridden
Cheers Claes
Well the Rossi you mentioned won WC with aprilia and honda as weel.. of course that bikes were made for Rossi also... and of course just fill up the grid as well
Look at Ben Spies result, pos 6 with satelite yamaha, pos 5 & 10 with factory. What I responded to Alex is now Ducati will do everything to make BS happy ????


text:
« Reality TV Listings: February 11, 2009 | Home | Top 10 America's Next Top Models: Where Are They Now »
Dancing With the Stars: Maksim Chmerkovskiy and Karina Smirnoff Are Already Talking Babies
February 11, 2009 11:00 AM by Paulene Hinds
Dancing With the Stars pro dancers, Maksim Chmerkovskiy and Karina Smirnoff, recently got engaged this past New Year's Eve and it seems that they are not only planning the wedding, but are planning their family as well. Although the couple have only been dating since September of this past year, they actally met each other when they were teenagers on the pro dancing circuit.
The pair joked with each other in an interview with People magazineabout the differences between boys and girls maturity development and the fact that when they were teenagers, they never noticed each other. "You know how boys tend to develop slower than girls?"Maksim Chmerkovskiy asked People. "A lot slower!"Karina Smirnoff chimed in. Back then, she adds, "I never looked at him seriously."
It may not be long after their wedding this year before we see Katrina Smirnoff posing next to her new husband with a baby bump. The couple told People that they are looking toward their future as parents and the ever playful Maksim Chmerkovskiy said "Our kids would be rock stars." He added, "They're going to be like royalty."
With Dancing With the Stars being as popular as it is, he could very well be right about that. The pros are already worshipped in the ballroom dance world andadored by all of their fans!
Reality TV Magazine is your source of Dancing With the Stars news. For other great reality TV news, please feel free to visit SirLinksALot: Dancing With the Stars.
Photo Credit: Getty Images
Topics: ABC Reality TV Shows, Dancing With the Stars |
« Reality TV Listings: February 11, 2009 | Home | Top 10 America's Next Top Models: Where Are They Now »


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text:
Ask the employees at your company what HR does and how well they do it, and beprepared for a verbal assault. Collar a line manager. Interview a CEO. Inquireabout HR's organizational role and its reputation. Be ready to hear thingsabout your work that range from the politely acceptable to the downright brutal.
"Bullying bureaucrats" is a term that one employee uses to describe HR.In a quest to learn more about how employees, line managers, top executives, andprofessionals themselves describe HR's purpose and performance, Workforceinterviewed dozens of people in all kinds of organizations. When it came toemployees, however, not one was willing to talk on the record, itself a powerfulstatement. Many said they feared retribution, and variously described HR peopleas incompetent, unsympathetic, and punitive.
Taken together, their comments contribute to a greater understanding of whereHR is today, and the future direction of the profession. The news isn't, ofcourse, all bad. In fact, HR may be poised to play a far more pivotal leadershiprole in business in the years to come, perhaps under a different name, perhapswith a different charge.
In recent years, there may have been a great deal of buzz about HR'sincreased strategic role, but there has been far less action. However, as morepeople in leadership positions come to recognize HR's role in adding value tobusiness, experts say, HR will be viewed not as a corporate stepchild but as arespected executive player.
Professionals in the field say a change in perception about HR is paramountto its productivity and future success. HR must re-examine its priorities andits identity. It must learn executive skills, and it must become far betterskilled at selling itself.
Employees are customers, too
Employees are HR's largest constituency, and HR sees its obligation toemployees as substantial and profound. Rich Podurgal, vice president oforganization and people development for Analytical Sciences, Inc., in Durham,North Carolina, says, "HR is about making the company successful. We supportthe business through people."
One reason why employees see HR as bureaucratic is that their first and most common interactions with HR are bureaucratic.
That happens in several ways. Paul Benson, who has spent more than 30 yearsas an HR professional in organizations such as Kraft Foods, Frito-Lay, andKaiser Permanente, likens HR's role to teaching the hungry to fish. Benson,who is now a leadership coach with his own firm, New Directions Unlimited, inPlacentia, California, means that helping employees develop skills and allowingthem to reach their full potential is tantamount to success.
But development isn't enough. Alan Wolfson, an HR consultant with the HayGroup and a veteran of IBM's HR function, says that successful HRprofessionals must be focused on internal customers, including employees. One ofthe ways that HR supports the business is to ensure equity in several areas,including working conditions, rewards, and day-to-day treatment.
"This doesn't mean that all employees are treated as equals," he says."But it does mean that there needs to be a justifiable reason for differences."
But Podurgal cautions that HR should be careful not to advocate foremployees. "We have to advocate for the business," he says. "Advocatingfor employees pits us against senior management, which is not strategic."Instead, he argues that HR should protect employee interests through intelligentpeople policies.
Advocacy is, of course, precisely what most employees want. They say thatinequity is common. They want HR to be their advocate. An employee at anonprofit firm, for example, went to HR for help. His manager had assigned himmore work than anyone else in the department. When he asked for help in settingpriorities, his manager told him that helping him set priorities was not herjob. She then stopped speaking to him. HR responded to his plea for help bysaying there was nothing they could do.
It is an oft-repeated story. But what employees mean by advocacy issurprising. They want HR to fill jobs quickly and to hire people -- includingmanagers -- who are qualified to do the work. Employees say that nothing else HRdoes has as much impact on their day-to-day work experience. Though theygrudgingly admit that HR does fill jobs, they complain that the process is toolong and that HR often hires the wrong people. Asked why, they blame HR forbeing distracted by its own agenda.
"HR is a very reactive group with both feet planted firmly in old-style,autocratic, top-down, 1950s-style policies," says a county governmentemployee. "It's based on old-style thinking where the manager reigns supremeand employees are there to simply carry out policy and perform tasks."
They see rules to follow and forms to complete, and their perception of HR islargely one of bullying bureaucrats. "I received an 'urgent' fourth noticethat I needed to get a TB test," a university librarian says. "I was toldthe next notice would come from the college president! I got the test rightaway, but I hadn't received any notice before the 'death threat.' "
One reason why employees see HR as bureaucratic is that their first and mostcommon interactions with HR are bureaucratic: TB tests, employment applications,benefit enrollment forms, I-9 forms, change-of-address forms. One HR executiveobserved, "Ask a typical four-year-old what a mother's job is. You'relikely to hear 'baking cupcakes' or 'driving to school.' People focus onwhat they see."
Yet even as employees deride the bureaucratic side of HR, they also depend onit. They expect accurate paychecks and prompt processing of benefit claims. Inthat context, employee perceptions of HR correlate precisely to whether theirbureaucratic needs are being met. If overtime is paid promptly and accurately,HR is great. If too much is withheld for Social Security from paychecks, then HRis terrible. You would be highly unlikely to find any employees who know or carewhether government paperwork is filed on time, even if it indirectly benefitsthem.
"One of the biggest challenges is that employees see HR as the reason fortheir problems," says Carrie Shearer, a consultant in Ithaca, New York, withmore than 30 years of HR experience. "If they don't like their boss, it'sHR's fault. If they suddenly have a serious illness and realize that medicalinsurance is only supplemental and they must come up with mucho cash from theirown pockets, it's HR's fault. If they feel overworked and under-appreciated,it's HR's fault, because even if there are recognition programs and all thatother good stuff, there is always someone less deserving than the unhappyemployee who got something. HR is the scapegoat."
The debate about whether employees and HR can ever really see eye-to-eye maynever be completely resolved. But it may be possible to narrow the gap. PaulBenson has done just that. When he took over the HR function at PresbyterianIntercommunity Hospital in Whittier, California, nurses were on strike over payand benefits issues and staff morale was low. Benson learned that nurses'salaries were lower than average among area hospitals. The benefits, however,were the best offered by any hospital in Southern California.
The trouble was, no one -- not even the hospital's management group -- knewthat. Benson and his team began an aggressive communication plan to promote thebenefits. Salaries were raised to bring them into parity with those of otherhospitals. The HR team also began to address other issues in the workenvironment that were contributing to low morale, such as scheduling and lack ofcareer development. The strategy was so effective that over three years, thehospital was able to reduce the benefit package by 30 percent withoutjeopardizing morale.
"The line has been faster than HR at realizing HR's impact. The line sees the value of developing talent, of focusing on recruitment and retention."
In fact, not only did morale improve, but surveys conducted at the time ofthe strike also showed that 54 percent of Presbyterian employees were satisfiedwith their jobs, versus a 56 percent national average. Within three years,satisfaction had jumped to 70 percent and was continuing to rise at a time whenthe national average had stalled.
Benson credits improved communication for the turnaround. In surveys andfocus groups, employees acknowledged the benefit cuts, but said that otherchanges in the overall work environment compensated for the reductions. And theysaid they understood what HR was doing, and why the changes were necessary.
The line managers see HR's value -- really
If employees give HR mixed reviews, do the line managers see HR morefavorably? Again, the news is mixed. In a recent landmark study, CornellUniversity professor Patrick Wright and three colleagues studied how HR andmanagers each see HR's effectiveness in its service delivery, roles, andcontributions to the firm.
The team investigated 14 companies. The process included hour-long interviewswith 103 top HR personnel and line executives. Each participant also completedsurveys. The companies were all large and had a median employee population of42,000. The industries represented included banking, computers, pharmaceuticals,and food processing. On average, the firms were in the top quartile of theirindustries in revenue, market share, and profitability. Two of the firms wereranked among Fortune's "100 Best Companies to Work For" and five were inthe top 100 of the magazine's "Most Admired Companies" list.
The best news is that both HR and line managers recognize HR's potentialfor making a strategic contribution. "The line sees that HR is adding value tothe business," says Wright, chairman of the HR Studies Department andco-director of Cornell's Executive Education program. He says that lineexecutives view several HR activities as "critical" to a company'ssuccess.
Surprisingly, when one group rated HR services higher in importance, it wasinevitably the line managers who gave the rating. "The line has been fasterthan HR at realizing HR's impact," Wright says. "The line sees the valueof developing talent, of focusing on recruitment and retention."
Although both groups recognize the potential, they also believe that HR isfalling short. The study shows a negative relationship between the importance ofan HR function and how effectively it is delivered. "If something isn't veryimportant, we excel," Wright says. "If it adds value, we can't deliver."
Specifically, HR is rated high on providing services such as equitablecompensation systems and effective staffing systems. Neither line managers norHR professionals give HR a high score on change consulting and other strategicfunctions.
While the news isn't good, it should be considered in context. At the HayGroup, Wolfson has worked with several organizations to conduct the Hay HRAudit, a tool intended to assess HR's effectiveness and bring people togetherto make necessary changes. He says that the view of a company's internalsupport group is always lower than external customer satisfaction. This ispartly because few organizations have a strong internal-customer focus. He addsthat these support groups are usually perceived as having their own goals andthat IT usually scores lowest in evaluations.
Wright points to other reasons why HR isn't viewed more favorably. Threethemes emerge from the research:
HR isn't doing a good job. Wright notes that he and his colleagues wereallowed into the organizations studied at least partly because the HRorganizations were in transition. They deliberately sought data because theybelieved they could be doing better.
HR gets blamed when the line manager implements poorly. One HR executivein Wright's study said that HR was blamed for a poor compensation system, butthat managers were reluctant to make tough calls on individual raises orbonuses, and that reluctance undermined the system.
HR is not good at marketing. When HR does great work, it often doesn'ttake the opportunity to let people know what it has accomplished. This problemis compounded by the fact that many managers -- and CEOs -- don't reallyunderstand HR.
Lawrence Pope, vice president of human resources for Halliburton EnergyServices Group in Houston, says that every one of these issues can be mitigatedwhen HR has a close relationship with managers, an association he terms "absolutelyfundamental."
At Halliburton, line managers participate directly in shaping andimplementing HR initiatives through an oversight-committee structure. Topperformers who have demonstrated a passion for specific elements of HRmanagement, such as employee development or compensation and benefits, serve onthe committees.
The performance-review board might, for example, focus on employeecompetencies. The process begins with identifying jobs and mapping the requiredskills to perform the work. Then the board looks at the people who are doing thejobs, identifies gaps between existing and optimal competencies, and developsinterventions such as stand-up, on-the-job, or self-paced training.
Pope says the effectiveness of the interventions is measured in two ways:through an exam to see if an employee grasps the content, and through acorrelation to performance improvement. Measuring performance improvement can bedifficult, he says, but can be achieved by looking at changes from year to yearin a specific area such as improved safety records.
"Many organizations abdicate management of people to HR," Pope says. "ButHR can't implement. If HR throws a program over the wall to the line and asksthem to implement it, it isn't likely to be well received. It's better ifyou present the business case for a program and explain how it adds value. TheHR challenge then is to keep from losing control, which is a better position tobe in."
CEOs want strategic partners
Employees and managers need a better understanding of what HR is doing andwhy. So does the CEO, says Don Holzworth, the top executive at AnalyticalSciences, Inc. He says that most CEOs don't really understand what HR can do,and don't know how to get what they want. "They see HR as a necessary evil,as a cost center, like photocopy paper," he says. "Most CEOs areuncomfortable with the topic of HR."
Podurgal, Holzworth's senior HR executive, says that until recently, HRhasn't had clearly defined expectations or accountability. "Many CEOs justwant HR to keep them out of jail."
Alan Schnur, a senior consultant and market leader in the San Franciscooffice of Watson Wyatt, offers this appraisal. "Sometimes, CEOs and the linedon't really want HR to be strategic. HR is given a double message: Get out ofthe box, stay in the box."
He tells a story about a CEO who challenged the executive team to figure outhow the company could triple revenue within five years. The HR team took theassignment seriously and came back with an assessment that said the company didn'thave the right leadership or structure to accomplish the desired growth, andproposed some changes. "The team was told, 'You took it too far,' "Schnur relates.
But for every organization in which strategic HR is an oxymoron, there isanother in which HR is actively helping to run the company. Talk is turning toaction, Schnur adds, and there's never been a better time for HR to play astrategic role.
It will take the right CEOs working with the right HR executives to make ithappen. Holzworth credits Podurgal, for example, with helping to boost the450-employee organization to a new level. "There are a lot of HR professionalsout there who are not very effective," Holzworth says. "Traditional HRpeople could not have accomplished what Rich has done. They are focused onemployment law, compensation, and dispute resolution. They don't have theskills to be strategic."
Despite impressive successes, no one says HR's job is getting easier.
And it's no wonder. HR has had few opportunities to learn strategic skills,because it hasn't been included as a participant in the decision-makingprocess, and because many CEOs themselves operate in a strategic-planningvacuum, Schnur says. What's more, HR's efforts at strategy are often foiledbecause there is a disconnect between the espoused and the actual culture of anorganization, Wolfson notes. Examples of common company slogans that often havenothing to do with reality: Employees are our most important asset. We pay forperformance. We advance people on merit.
Podurgal and Holzworth are in sync about the corporate culture at AnalyticalSciences and they work closely. "In the beginning, Don couldn't definespecific objectives for HR," Podurgal says. "He saw that turnover was toohigh, that the company was not recruiting the top people, and wasn't anemployer of choice."
Holzworth says the first step in improving these critical areas was to definethe company's broad initiatives and to confer with Podurgal about what HRshould do. What they came up with is so different from earlier notions of HRthat Holzworth dropped the term in favor of "organization development." Theemphasis now is on performance development, performance management, supervisorand manager training, and employee competencies. Each element is tied tolong-term business goals.
"I can't think of a proposal I took to him where he didn't listen,"Podurgal says. "That doesn't mean he doesn't push back, but he trusts us."Podurgal has been given the latitude to add value to the business, and he hasseized the opportunity.
Although he has been at the company for little more than a year, Podurgal hasalready created a performance-management program that ties each employee'sgoals to organizational goals, and has implemented market-based merit pay,introduced succession planning, and built a competency model that is linked toHR. Costs per hire have been reduced, and turnover has been slashed from 38 to10 percent.
Despite impressive successes, no one says HR's job is getting easier. AsSchnur points out, the wobbly economy is forcing CEOs to put more pressure onevery department to contribute more, including HR. He says there is a shortageof qualified people for important jobs, and that adds considerably to thepressure on HR to retain top performers and develop employees.
In recent weeks, he's met with a dozen CEOs who have expressed a wish thatHR could make a greater contribution to their companies. A lot of people are "rootingfor HR" to step up to the plate and redefine its charge, Schnur says. "Whereare the models for brilliant HR work? Where are the Jack Welches of HR? When isthe last time that a CEO told shareholders, 'Profits are up because we havethe best performance-appraisal system anywhere'?"
Schnur concedes that becoming a pivotal player won't be easy. He predictsthat it will begin with small steps. "HR can be the quiet kid in the back ofthe class who has been watching for a long time and finally raises her hand tosay, 'How about these three ideas?' "
Workforce, June 2002, pp. 28-34 -- Subscribe Now!


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Agree with you 120%. Kamui and SV would make a good partnership.
We did see that while he was in Macca. Didn't work out.


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There are limited number of spaces left for the 2013 Ag in the Classroom workshop which will be held at the Westminster Conference Center in Carroll County. This workshop is for elementary teachers, grades K-5. Register now for 3 MSDE credits, field trips, hands-on lessons, and resources galore! A sensational week or learning and fun.
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On Sunday, the Raleigh News & Observer's Rob Christensen contemplated the impact that some boobirds in the Dean Dome may have had in re-shaping the race for North Carolina governor.
Christensen wondered if the somewhat hostile reception that incumbent Democratic Gov. Bev Perdue received at a UNC basketball game last month may have been the "straw that broke the camel's back" in Perdue's decision to bow out of her re-election bid.
Now, as the Blue Devils and Tar Heels prepare to battle on the hardwood Wednesday night, and with the race for the Executive Mansion still up in the air, Public Policy Polling asks voters which current coach in the legendary rivalry would make the better governor.
The result: Duke's Mike Krzyzewski edges out Carolina's Roy Williams as the pick for chief executive, 34-31 percent. Coach K's advantage comes in his relatively high crossover appeal with Tar Heel Republicans, who favor Williams by just 3 percent. Meanwhile, Blue Devil Democrats pick Krzyzewski over Williams by 15 percent.
Both coaches enjoy high favorability ratings, with 51 percent of voters overall thinking well of each man. Even among Duke fans, more see Williams favorably — 48 percent — than unfavorably — 13 percent. Krzyzewski receives similar respect from the Tar Heel faithful, with 46 percent viewing him favorably and 27 percent unfavorably.
While the numbers seem to bode well for any political aspirations Williams or Krzyzewski might harbor, both coaches would probably much prefer dealing with the verbal abuse of opposing fans and the frustration of blown calls by refs than having to tangle with a tough economy and an obstinate legislature.


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May 29, 2016
High fives weren't hard to come by at the Spartan Village Elementary School Friday afternoon.
Sparty, Michigan State University's mascot, distributed hundreds of hand slaps to children and teachers as they celebrated the last day of school singing and laughing on the playground.
But along with the happy celebrations came tears, as students and teachers realized budget cuts are forcing the school to close forever.
The East Lansing School District must shave $4.2 million from the budget, and closing the 284-student, K-2nd grade school will help save money.
Many Spartan Village teachers will continue teaching in the East Lansing school district. The principal, Bill Gale, will replace the retiring principal at Pinecrest Elementary.
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Give any room in your home or office a much-needed splash of Bears spirit with this framed lithographic print by artist Mike Sullivan. It's housed in a handsome 10" x 12" black molded frame with an engraved team name plaque at the bottom. It can stand on a shelf or desk with the easel back or be hung in an entryway with the attached hooks to spruce up any fan's domain in seconds.
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The Client: Quebecor World (USA) Inc.
The Challenge: Implement a comprehensive, accessible and measurable training program in two languages, within five months, to nearly 2,000 employees.
The Solution: A Thomson Prometric integrated, tailored training and assessment program. The program incorporates targeted e-learning curricula, workbooks and prescriptive assessments—all seamlessly accessible within a new, online learning portal.
Client Profile: Quebecor World Inc. is the world's largest commercial printer with 160 plants in 17 countries employing 39,000 workers.
Business globalization presents numerous challenges, including ensuring consistency in employee skill levels. Nearly 2,000 Quebecor World employees, including sales professionals, had not participated in centralized and consistent training since these programs were often managed locally.
Quebecor World needed a consistent, centralized program easily accessible by its multilingual staff, designed to enhance capabilities and bridge individual skill gaps. The program required a partner capable of providing a comprehensive solution, from pre-assessment exams that determine current competencies, to individualized training plans.
The program would segment four audiences: high potential employees, sales personnel, corporate and Information Technology project managers, and plant supervisors. Many plant supervisors were without consistent access to computers—this required an innovative approach to gain their participation. Additionally, Quebecor World's human resources team and program participants needed a way to easily monitor, track and report progress.
Thomson Prometric
Several businesses within Thomson Learning collaborated to meet Quebecor World's challenge on a tight deadline.
- Thomson Prometric delivered pre- and post-assessments gauging competency levels.
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Thomson Learning marketing shared more than 45 hours of consultative services. They helped develop the program brand, coordinated an employee communication strategy, implemented a collaborative product support process and evaluated program success against identified goals.
Project management, content, technology and other experts also supported Quebecor World's drive to assess and improve employee skill levels, while targeting identified corporate competencies.
In less than five months, Thomson Prometric helped Quebecor World launch its first online employee training and assessment program to 2,000 employees. The comprehensive program promotes skill consistency and improved engagement, while reducing expenses.
- 18-24 courses delivered to four target employee groups, some in two languages.
- Individualized-training plans based on diagnostic, Internet-based pre-assessments.
- Customized application easily accessible from the Quebecor World employee portal.
- Computers and kiosks promoting accessibility for frontline supervisors.
- Secure and consistent test environments delivering valid, unbiased results.
- The ability to use sophisticated data management services for reviewing results against job performance.


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Every Day is Earth Day
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Small Business Energy Savings Program
Small businesses receive expert advice on energy-saving improvements for their business, and assistance with the application for rebates on energy improvement investment. There are program freebies too, such as compact fluorescent lamps, faucet aerators, and pre-rinse sprayers! For more information, please click here.
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Greenheart Shop, 1911 W. Division, is Chicago's premier eco-fair trade non-profit shop, carrying eco fair trade products made by artisans from around the world.
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