text:
The development of a talent management framework for the private sector
- Written by Ebben S. van Zyl, Rose B. Mathafena, Joyce Ras
- Published in Articles
The development of a talent management framework for the private sector
Ebben S. van Zyl, Rose B. Mathafena, Joyce Ras
Received: 20 May 2016; Accepted: 23 Jan. 2017; Published: 13 Apr. 2017
Copyright: © 2017. The Author(s). Licensee: AOSIS.
Orientation: Talent management is a strategic priority especially for profit-generating organisations in the private sector. Limited research has been conducted on the theoretical development of talent management. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organisation in order to achieve strategic execution and operational excellence.
Research purpose: The primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organisations already in the mature stages of talent management implementation in South Africa.
Motivation of the study: There is a need for the development of best practices in talent management – where talent management strategy is designed to deliver corporate and human resource management strategies. The formal talent management initiative would be linked to the human resources management function and will flow vertically from the corporate strategy-making process.
Research approach, design and method: The modernist qualitative research approach was applied to the study. Data were collected through semi-structured interviews (18 persons were interviewed in total). Analytical induction method was instrumental in facilitating the overall data analysis, while constructivist grounded theory assisted with the operationalisation of the data analysis.
Main findings: The study has mapped out key dimensions which are essential for the implementation of talent management. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognising, engagement and retention. With each of the above-mentioned dimensions, the activities that are to be carried out to achieve the outcome of each dimension are specified.
Practical and managerial implications: Role clarifications pertaining to talent management responsibilities and accountabilities are still unclear in most instances. Early identification of key role players and articulation of duties will lead to ownership and clear accountabilities for the successful implementation of talent management.
Contribution/value add: The study brought to light critical factors for organisations in the private sector to consider for the successful implementation of an integrated, holistic and comprehensive talent management framework. The proposed framework guides talent management practices within companies in the private sector by highlighting activities to be carried out to achieve outcomes per talent management dimension.
Key focus of the study
This study focuses on the development of a talent management framework for the private sector. There seems to be a lack of a uniform theoretical talent management framework in the private sector, which can be used as a guideline to drive talent management.
Collings and Mellahi (2009) asserted that since a group of McKinsey consultants coined the phrase 'war for talent' in 1997, the topic of talent management has received a remarkable degree of practitioner and academic interest. This relatively recent emphasis on talent management represents a paradigm shift from more traditional human resource to strategic talent management, which according to Silzer and Dowell (2009) is driven by corporate strategy, incorporated with other processes, managed as a core business practice and deep-seated as a talent mindset. The Chartered Institute of Personnel and Development (2006) further views excellent and best practice level of talent management as a strategy designed to deliver corporate and human resource management strategies. Often there is a formal talent management initiative linked to the human resources management function and flowing vertically from the corporate strategy-making process.
According to Powell and Lubitsh (2007), talent management has moved rapidly up the corporate agenda in recent years, and this is evident in the amount of research papers published over the last decade (e.g. Ashton & Morton, 2005; Bersin, 2006; Chikumbi, 2011; Church, Rotolo, Ginther & Levine, 2015; Collings, 2014; Festing & Shafer, 2014; Nijs, Gallardo-Gallardo, Dries & Sels, 2014; Meyer, 2005; Odierno, 2015; Prinsloo, 2012). Egerova (2014) is of the opinion that the increasing attention to talent is affected by factors including globalisation, knowledge-based competition, changing the world of work as well as new forms of organisations and demographic changes.
Despite the growing popularity of talent management and over a decade of debate and hype, the concept of talent management remains unclear (Collings & Mellahi, 2009; Festing & Schafer, 2014; Nijs et al. 2014). Furthermore, the current state of talent management literature is exacerbated by the fact that in addition to ambiguities around the definition of the concept, there is also alarmingly limited theoretical development in the area as highlighted in the research conducted by Arris, Cascio and Paauwe (2013). Consequently, even though business and consulting firms in the private sector have been driving talent management as a strategic priority, there seems to be an overall lack of theoretical frameworks in the academic field.
Overall, there also seems to be a lack of linkage between talent management practices and the broader human resource systems (Ntonga, 2007), as well as an absence of clear succession planning, skills audits and organisational culture driving talent management (Chikumbi, 2011).
This study attempted to bring to light critical factors which must be taken into account to ensure that organisations can achieve successful implementation of an integrated, holistic and comprehensive talent management framework. The framework will strive to guide talent management practices within companies in the private sector, and also improve and advance the maturity of talent management application.
The primary aim of the study was to develop a talent management framework for the private sector. The secondary aim of this study was to conduct a modernist qualitative research study in order to explore and gain in-depth knowledge on talent management and what it entails.
More specifically, the study aimed to:
Contribution to the field
The study will contribute theoretically and practically to the operation of businesses in the private sector. From a theoretical perspective, the concept of talent management is illuminated, and knowledge in the field of talent management is extended through the development of a talent management framework. The practical contribution includes access to a well-integrated talent management framework, the purpose of which is to facilitate the implementation and improvement of talent management.
Furthermore, human resource practitioners and talent management specialists will benefit from the developed talent management framework as it will aid and guide the best practice of talent management. The implementation of the best practice of talent management will work only if the planning, implementation, tools, practices, tactics and dimensions of talent management are correctly applied as advised by the research insights.
Lastly, the current status of qualitative research, analytic induction and constructivist grounded theory will be expanded in the areas of talent management and human resource studies in South Africa.
What will follow
A conceptual overview of talent management is provided below, as well as a discussion on key aspects linked to talent management, followed by a description of the research design and results.
Conceptual overview of talent management
Meyers and Van Woerkom (2013, p. 23) refer to talent management as 'the systematic utilisation of human resource management (HRM) activities to attract, identify, develop, and retain individuals who are considered to be "talented"'. Meyer (2005) highlights that the attraction, growth and retention of talent are key factors for modern organisations that are knowledge driven. To be known as an employer of choice is considered a key organisational goal with direct benefits.
Chikumbi (2011) in a quantitative study investigating talent management and staff retention at the Bank of Zambia reveals that successful management of talent and employee retention leads to the organisation attaining a competitive edge. The study highlights that improved talent management leads to increased productivity, motivated staff, innovation and high employee contribution towards the organisation.
Odierno (2015) states that talent management offers real and tangible benefits of reducing recruitment costs, effective knowledge transfer, realisation of business strategy, delivery of cutting-edge services and products and the creation of a competitive advantage, in spite of the many challenges that organisations face in order to be sustainable. Ashton and Morton (2005) argue that good talent management is of strategic importance and can differentiate an organisation when it becomes a core competence, and its talent significantly improves strategic execution and operational excellence.
Prinsloo (2012), in her study of talent management and the psychological contract, provides evidence that management can use talent management practices to strengthen the psychological contract, leading to lower turnover, improved motivation productivity and loyalty. Bersin (2006) asserts that entry into the new era of talent management was because of more challenging people-related issues requiring tighter integration between human resource silos and the business. As an organisation strives to meet business goals, it must ensure that it has continuous and integrated processes for recruiting, training, managing, supporting and remunerating these people, and thus the need for talent management.
Key aspects linked to talent management
The next section will highlight the key aspects that could be linked to talent management (as identified out of the literature).
Employer of choice, best company to work for and employer brand
The branding of a company as 'employer of choice' and 'best company to work for' is important in supporting talent management initiatives, as the company will have a reputation of being a great place to work for (Gatherer & Craig, 2010). Li and Bryan (2010) emphasised that in the quest to become employer of choice, organisations need to create and sustain a workplace which brings a deeper understanding of elements contributing to the workplace climate.
Employee engagement
Tucker and Williams (2011) believe that various actions taken at different points of the talent management cycle boost employee engagement. Effron and Ort (2010) suggested that most talent management practitioners believe that increasing engagement achieves the business objectives of improving key financial and operational results. Furthermore, Caplan (2011) claims a link between talent management and employee engagement in that talent management significantly impacts employee engagement, as they have common and similar indicators such as employee development, utilisation of employees' capability and so on.
Employee value proposition
Collings (2014) asserted that employees who create and contribute value to the organisation should get value back from their organisation in the form of employee value proposition (Employee Value Proposition). Bell (2005) views the Employee Value Proposition as a key differentiator of success for organisations competing to recruit, develop, inspire and retain talented people. The best practice is to develop a convincing, credible and competitive Employee Value Proposition which can be responsive to the expectations of talent.
Organisational culture and core values (healthy climate)
DeLong and Trautman (2011) highlighted that organisational culture can be used to drive talent management, as culture is a major factor in determining the success of projects and programmes. You can have the most elegant leadership development plans and talent management initiatives imaginable, but if they are not supported by company cultural practices, norms, values and assumptions, then these programmes will have little impact. Pellant (2011) perceived culture as the way people behave, as culture is in the behaviour that is permitted and in the attitudes that are allowed. In organisations, culture exists in how people treat each other, customers, suppliers and other stakeholders. Therefore, a set of behaviours and actions which encourages and supports talent management has to be cultivated and promoted. Haid, Sims, Schroeder-Saulnier and Wang (2010) are of the view that the shared assumptions and values of how to behave and carry out work activities in the organisation must be aligned with the desired culture to achieve business objectives and also support talent and people management practices.
Alignment of business strategy to talent management
Hatum (2010) emphasised the importance of aligning talent management strategies with those of the overall organisational strategy. Johnson, Scholes and Whittington (2011) view strategy as the direction and scope of an organisation over the long term, which achieves advantage in the changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations. The firm needs to have the ability to deliver a holistic talent management strategy which supports the overall business strategy, and in turn allows the firm to perform strongly in the market. According to Johnson et al. (2011), this means that the firm has one coherent plan that brings all areas together in a consistent manner. Internal alignment in areas of information technology, communication, finance, legal, marketing, human resources and talent management is critical in sending clear, reliable and consistent messages to employees.
Career life stages and phases
Knowledge of the various career life stages and phases is important, particularly in relation to talent management processes as it creates an understanding of the particular needs and preferences of the talent, for example, what learning programmes, reward systems, engagement, branding and attraction tactics can be employed for the talented at various career and life stages (Cron & Slocum, 1989). Hess and Jepsen (2009) acknowledged that there are age-related differences related to differences in individual needs based on their career stage. The specific needs for career development, promotions and success of each career stage need to be identified. In the early stages, employees are focused on achievement, getting ahead, personal growth, self-esteem and competence as these are key priorities (Hess & Jepsen, 2009).
Generational theory and multiple generational workforce
Boshard and Louw (2011) projected that half of the retiring baby boomers in senior management positions would widen the gap of talent availability and supply, which would result in most companies turning to Generation X and Y employees in search of talent and skills. The white paper released by the United Nations Secretariat Headquarters (Boshard & Louw, 2011) strongly proposed that managing a multigenerational workforce is a challenging art in itself and that understanding the differences between the generations is fundamental in building a successful multigenerational workplace. Organisations must seek to optimise the talents of all age groups, while reconciling differences in the workplace, educating and allowing employees to utilise this diversity for individuals and for organisational advantage.
Stratified systems theory, levels of work and complexity
Talent management goes hand in hand with placing high potential employees on highly critical work projects, and also progressively growing and promoting people. Careful thought has to be placed on the complexity of the role against a set of skills and competence possessed by the employee at a particular career and life stage (Greene, 2010). Stratified systems theory and levels of work and complexity theory help to shed light on identifying the required skills for each complex role (Greene, 2010).
Ethics in talent management
Rose (2007) views ethics as a key branch of philosophy concerned with analysing what is right and wrong in people's behaviour or conduct. Ethics and morality are terms that are often used interchangeably in discussions of good and evil. Talent management as a practice needs to incorporate a moral and ethical stance, while adding value to the organisation. A high degree of standards, credibility, fairness, justice, taking responsibility and professionalism have to be exhibited in all activities related to talent management (Hess & Jepsen, 2009).
Research design
Research approach
The qualitative research approach was selected because of the nature of the research process being flexible and emergent. Leedy and Ormrod (2010) indicate that qualitative research seeks a better understanding of complex situations and is sometimes exploratory in nature. A modernist qualitative research method was utilised in order to explore and gain in-depth knowledge on talent management and what it entails. With the study, the researcher hopes to further examine effective and leading best practices and challenges in the implementation process of talent management. Analytic induction and constructivist grounded theory was applied to analyse the data.
Case selection strategy
A multiple site case study design was adopted as the research was conducted in two different companies, mainly for the purposes of comparison and verification and to observe similarities and characteristics in the data sets collected (Moore, Lapan & Quartaroli, 2012). According to Bromley (1990), case study research is a systematic inquiry into an event or a set of related events which aims to describe and explain the phenomenon of interest. Leedy and Ormrod (2010) explain that in other instances researchers study two or more cases, often cases that differ in certain key ways in order to make comparisons, build theory or propose generalisations. Such studies are called multiple or collective case studies.
Research method
Research setting
The field setting can be described as those companies who are identified as 'Best Employers' and are certified as such because they meet the requirements of being competitive in the areas of human resource management. They are serious about distinguishing themselves amongst industry peers in the critical areas of pay and benefits, training and development, career opportunities, working conditions and company culture. According to the Corporate Research Foundation (2011), widely known as the Corporate Research Foundation Institute, both the companies are listed in the top 10 ranking as best employers in the private sector.
Entrée and the research roles establishment
Quandt, McDonald, Bell and Arcury (1999) indicated that gaining entry into the research field is quite an intensive process which requires perseverance, persistence and a lot of planning and communication skills. Yin (2011) stated that doing research implies interacting with the real world, situations and the people in them. In order to enter and exit research settings, some formality is required, particularly in obtaining the necessary permissions to do the study. In gaining entry to the field, key informants who provided authorisation and permission to conduct the study in the two identified companies provided a list of potential participants for the study. The potential participants were approached through electronic mail to communicate the purpose of the study, and thereafter the interviews were scheduled. The researcher adopted a formal interviewer role, attempting to elicit responses from the interviewees. The researcher used notes, as participants did not feel comfortable with the use of a voice-recording device. The researcher also assumed the role of an observer of the participants, the work environment and of the general company employees.
The purposive non-random or non-probability sampling method was selected for the study. In addition, convenience sampling was used with regard to the unsolicited documents issued to support the interview data. In this type of sampling, the researcher determines the most typical characteristics of the participants that could be included in the sample. Inclusion criteria are created based on the judgement of the researcher and are used to deliberately include specific participants in the study (Botma, Greeff, Mulaudzi & Wright, 2010). Characteristics essential for membership in the sample were as follows: the participant must be employed in an organisation that clearly practices talent management or must have been exposed to talent management practices as a manager, human resource practitioner or a beneficiary of the talent management programme.
Research participants
The participants identified for the study were human resource practitioners, management members and beneficiaries of the talent management programmes. The selected organisations are widely and publicly recognised for having effective talent management programmes.
From Company A, nine participants took part in the first round of interviews, of which five were white females, two Indian females, one African female and one African male, all aged between 31 and 55 years, with one exception aged below 30. Four participants from Company B took part in this first round of interviews, of which all were white, two males and two females aged between 36 and 45. Interviews with participants lasted for 60–90 min.
The second round of interviews (to test the framework and collect additional data) were conducted with one person from Company A, who issued the researcher with seven documents, while from Company B four participants were interviewed. Four of the participants had a degree and had completed postgraduate studies. Four of the participants were already at middle and senior management levels in their careers, while one was at junior management and executive level.
Data collection methods
To achieve the objectives and aims of the research, the researcher opted to combine a few methods of data collection. Botma et al. (2010) stated that qualitative researchers typically gather multiple forms of data and thus make use of a combination of research methods. The data collection methods refer to interviewing, observations, document collection and field notes. During the first round of the one-on-one interviews, the researcher followed a semi-structured approach of interviewing (at the organisations' premises) in order to ensure that the open-ended questions were aligned with the research questions. This allowed flexibility and additional questions to arise during the interview process. The unstructured, in-depth interview was used during the second round of interviews to verify the initial proposed framework and the initial data analyses and coding of themes. Furthermore, the researcher conducted informal and unstructured observations of the participants, the settings, the environments and how people interacted in the company environment. The unsolicited documents in the form of internal company publications (agendas and minutes of meetings, internal office memos, financial records and annual reports) were issued to the researcher to support the data.
Data recording and storage
Leedy and Ormrod (2010) suggested that in conducting a productive interview, the researcher needs to record all responses verbatim, whether through the use of handwritten notes, shorthand and tape recordings or via direct capturing onto a computer, especially if it is an unstructured, in-depth interview. Interview data (from conversations, responses and information given by the research participants during the semi-structured interviews) were recorded in a written format. All the handwritten data were transferred and converted into an electronic format through a word processor. Furthermore, precautions were taken to safeguard data through backup on a compact disk, flash drive or a storage device that can be kept in a safe place.
Data analysis
In the current study, Johnson's (2004) analytical induction procedure was applied, as implemented in Bondas (2006), as well as Charmaz's (2000) constructivist grounded theory for operationalisation of data analysis. Findings of Marshall and Rossman (1995) were incorporated to cover the data testing, validation and verification phase. Analytical induction according to Smelser and Baltes (2001) is a research logic used to collect data, develop analysis and organise the presentation of research findings. Its formal objective is causal explanation, a specification of the individually necessary and jointly sufficient conditions for emergence of some part of social life. A slightly modified approach of analytical induction was applied as an overall and overarching data analysis method. Charmaz (2006) defines grounded theory as an inductive, iterative and comparative method geared towards theory construction. Grounded theory served the purpose of operationalisation of the data analysis, more specifically for coding purposes. The analysis process entailed a movement between deductive (theory and literature) and inductive analysis approaches (emergent insights from the data), resulting in the development of the talent management framework. Thomas (2006) views deductive data analysis as set out to test and illuminate consistency with prior assumptions, knowledge and theory.
The initial coding process achieved the clustering of similar data sets, and also the naming of these. Once the initial coding was completed, the researcher then progressed to the focused coding where the dense data were further de-layered into simpler and more specific sub-themes. These sub-themes are substantiated and supported by excerpts from the interview scripts. The focused coding stage resulted in the reduction of the data even further to identify and develop relevant sub-themes.
Theoretical coding consequently led to identification of the interrelatedness and the relationships between the concepts, themes and sub-themes, leading to the development of the talent management framework.
Furthermore, the sense-making of the data which resulted in the initial and proposed talent management framework was supported and influenced by a combination of prior knowledge (deductive) as well as emergent insights (inductive) from the data. Thomas (2006) refers to inductive analysis as a detailed process of reading the data to derive concepts, themes, models and frameworks. Thomas (2006) views deductive data analysis as set out to test and illuminate consistency with prior assumptions, knowledge and theory.
Validation, verification and triangulation of the initial talent management framework
Following the analytic induction process, the researcher visited Companies A and B to verify, test, triangulate and validate the initially developed framework through unstructured follow-up interviews with the five participants. The initially proposed talent management framework was electronically mailed to the participants in order for them to advise on whether the framework could be improved, and to indicate the aspects needing improvement. The sixth participant opted not to have an interview but confirmed via electronic mail that the framework and the analysed data constituted a true reflection of what was discussed in the initial round of the interviews conducted. Out of the six participants, two took part in the initial interviews and confirmed and validated the data in comparison to the initially proposed framework. While the other four were not involved in the initial interviews, they could only comment mostly on the comprehensiveness and relevance and could also advise on what concepts should be incorporated into the initially proposed framework to improve it further.
Furthermore, the two companies offered the researcher eight documents in the form of internal publications. The offering of these documents was completely unsolicited. Therefore, the researcher applied initial, focused and theoretical coding principles to analyse the unstructured interviews and the documents.
Ensuring quality of the study
In conducting the study, the researcher had to ensure the quality of the study in every step of the research, while also adhering to ethical conduct and standards.
For the trustworthiness of the study, the researcher had to ensure that the insights were that of the research participants and not her own. The researcher ensured the correct meaning and wording of what participants shared with her, by writing down and repeating it in the presence of the interviewee. Credibility triangulation was applied through collecting data from the two cases or companies as a basis for comparison. Furthermore, the researcher conducted the second round of interviews at the same companies with a mix of old and new participants. In addition, unsolicited documents were also used as a source of triangulation, verification and validation of the data, as well as for testing the proposed talent management framework.
To develop a talent management framework for the private sector, the researcher formulated key and central research questions, which were answered by the research participants and are reflected in the themes and sub-themes. The research questions are listed below:
According to Lacey and Luff (2009), the initial coding process entails the beginning of identification of themes and emergent concepts, which will later lead to the engagement of recoding to develop more well-defined categories. Familiarisation with the data by reading and rereading is essential.
The researcher read through the data to get a general sense of what the participants had said. She then started putting similar ideas together into chunks. The chunks of data were grouped together based on an answer to a particular question, idea or theme. The researcher had found that questions from the semi-structured interviews shaped the formation of the data because similar data sets were clustered around a particular question. The researcher then decided on an initial label, code or descriptive wording to name the chunks of data brought together. She then came up with nine data labels, namely, defining talent and talent management, talent management programme content, information technology and systems, organisational climate and culture, role players in talent management, challenges in talent management, business case for talent management, optimising talent management and career life stages.
Defining talent and talent management
Table 1 represents excerpts from interviews with all participants on how they defined talent. There seemed to be strong cohesion and consensus about the definition of talent. No conflicting views about the profiling of talent, even between Companies A and B, were noted. The data were further clustered into sub-themes to highlight the important concepts which led to the overall definition of talent.
Table 2 gives a brief definition of talent management as per the participants' data input. The most important view arising from the data is the perception of talent management in the context of the overall employee life cycle (from hiring to exiting).
Talent management programme content
Table 3 demonstrates the participants' views on what a talent management programme should entail in the best practice environment. The various sub-themes are segmented and supported by ideas and insights from the participants. The content of talent management and sub-themes are critical in the ultimate formulation of talent management dimensions or elements.
Information technology and systems
In Table 4, the participants and sources indicated how information technology and systems can assist and support the talent management processes and implementation. Having systems and processes will not necessarily make the practice of talent management successful but will enable the effectiveness of the process. These systems are mainly for reporting and data management purposes.
Organisational climate and culture
In this theme (see Table 5), the participants emphasised the importance of the overall culture, values and behaviour at work, which set the mood or temperature of the workplace environment. The point that is driven is that it is important to create a healthy and humane work environment where people can look forward to coming to work.
Role players in talent management
In Table 6, the participants and sources highlighted the importance of role clarity in the implementation of talent management. Clear accountabilities and deliverables need to be set, as to who does what, and who is responsible for what with regard to talent management.
Challenges in talent management
Participants with exposure to talent management practices have reflected on the potential and the real challenges that come with the implementation of talent management (see Table 7). Issues that could potentially derail talent management implementation are flagged, thus creating awareness to help prevent future pitfalls. Much as the companies strive for people management best practices, certain areas still need improvement.
Business case for talent management
In this section (see Table 8), talent management is not viewed in isolation from the business operations. The importance and necessity of talent management is shared by the participant as a business imperative necessary for continuity and success of the business. The value add of talent management is highlighted below in the sub-themes that arose.
Optimising talent management
The participants shared their views on how to further enhance and improve current talent management practices by applying sophisticated measures relating to marketing and communication skills (see Table 9). In other words, talent management needs to be packaged attractively to appeal to the relevant audience.
Career life stages
The focus of this section (see Table 10) is to assess and determine talent management needs at various career life stages. In other words, what talent management interventions are needed for talent at various career life stages or cycles? This is extremely important as a blanket approach and one-glove-fits-all approach to talent management delivery must be avoided.
The primary aim of the study was to develop a talent management framework for the private sector. The proposed talent management framework (based on constructs brought forward by research participants as well as information from the literature or documents) will be discussed next.
The proposed talent management framework
The proposed talent management framework is discussed in Figure 1.
The framework consists of the following:
According to Robbins and Coulter (2010), planning involves the process of defining goals, establishing a strategy for achieving those goals and developing the plans to coordinate and integrate the activities:
Talent strategy: The talent strategy only emerges from a firm knowledge of the overall business strategy, to ensure alignment. Where the organisation has articulated which markets, products and services they need to pursue, it is only then that a decision can be made about the type of skills, capabilities and core competencies required in order to drive strategy.
Talent success profile: The success profile provides a blueprint of the makeup and characteristics of talent in attitude, behaviour, actions, achievements and capability.
Dimensions of talent management
Once the organisation decides on what talent strategies they are going to pursue, it becomes even more critical to develop action plans for implementation purposes. The process entails how activities will be carried out to support the plans.
Johnson et al. (2011) view implementation as a plan to translate the formulated strategy into workable strategies and tactics filtering down through the organisation. Robbins and Coulter (2010) indicated that implementation includes conveying the decisions and plans to those affected by it and getting their commitment to carry it out:
Implementation of the dimensions of talent management
In implementing talent management dimensions across the organisations in various functions, managers and human resources need to be aware of the needs and characteristics of specific talent pools in relation to their career life stages:
Best practice enablers
In order to improve the implementation of talent management projects, the following can be looked at:
Role players
Role players are the key stakeholders in the business who are responsible for the development, planning, implementation and improvement of talent management projects in the organisation:
Evaluation of the effectiveness of talent management
Talent management needs to be evaluated against a set of criteria in order to track success as well as areas needing improvements. Measures for testing the effectiveness of talent management are through monitoring talent retention statistics and acquiring lessons or narrations for the state of statistics. The evaluation may be used as a basis for continuous improvement.
Practical implications
Role players are the key stakeholders in the business who are responsible for the development, planning, implementation and improvement of talent management projects in the organisation. It is therefore critical to set key performance indicators for all the role players which pertain to talent management activities, and set reward systems which encourage strong performance.
Line managers are directly responsible for identifying, selecting and recommending the high potential and high performing talented employees in their teams to become part of the official talent management pool. They have a much greater responsibility in the recruitment, supporting, on-boarding and induction to new roles, managing performance and identification of learning and development needs. Retention of employees is highly influenced by the quality of direct line management, as employees interact frequently with the direct line manager. To the employee, the immediate line manager creates the impressions about the company culture, values and practices. Line management needs to assume responsibility and accountability for the outcomes of managing talent in their respective units and departments. Career and succession planning, coaching, communication and feedback to the employee are to be carried out continuously by the direct manager with the employee in a professional, open and honest manner.
Talent pools
Talented employees have an active role to play in order to ensure that they acquire necessary skills, knowledge and experience to assist their career growth aspirations. They have to be agile, flexible and mobile in their approaches to work and conduct. Furthermore, talented employees need to partake in stretch projects, management and leadership development programmes and must travel to some extent. Continued high performance is important as it will ensure them a place in the talent pool, as well as career growth.
Organisational leaders are solely responsible for developing strategic initiatives which drive the business, and ensure that it is cascaded to the implementers. These strategic initiatives include giving direction to human resource leadership in aligning talent management strategies and tactics with that of the business. Furthermore, the leadership team needs to hold management accountable for the delivery of talent management initiatives. Leadership has to ensure that talent management strategies are effective, support the business objectives and add value to the business imperatives. If the leadership is not involved actively in being a sponsor of talent management initiatives, the talent management practices will not take priority in the organisation – it will just be one of those human resources activities.
Human resource
The senior human resource executive (from the Human Resource Management Department) is responsible for developing the talent strategy in line with the business strategy, as well as guiding management and the leadership team in applying the tools, systems and processes of talent management. Human resources executives will most likely lead and facilitate the talent review meetings and conduct audits in the organisation to drive the implementation of talent management dimensions and tactical plans. It is a human resource deliverable to procure assessment tools and information systems, to monitor culture, to improve the employer brand and to champion talent-centric practices in the organisation. Talent-centric practices are reward programmes, the creation of a healthy work environment, learning and growth initiatives, and so on (Caplan, 2011).
Organisations need to go as far as allocating talent management activities, tasks and deliverables to the performance management process in the form of key performance indicators. When the talent management key performance indicators are met, the role players must be rewarded to support and reinforce commitment and implementation.
Limitations of the study
The limitations of the study are mainly because of the purposive non-probability sampling method used. Consequently, the sampling method does not allow for generalisation of the findings to the general population (Thomas, 2006).
Furthermore, it would have been preferred to include a much bigger and broader sample (participants) and more cases (companies in the private sector), but this was not possible. The study is not rendered invalid and insufficient because of the elements stated above. With the few participants and two cases consulted in the study, the researcher has managed to collect comprehensive and detailed data, referred to as 'thick' descriptions. During the interviews and the data analysis process, the researcher realised and confirmed data saturation and sufficiency, as concepts, themes and patterns were repeated by the participants.
Recommendations for future research
Anecdotally, it is known that talent management is a valuable best practice to have in an organisation. It would be of substantial value to have a set, defined, specific and consistent formulae to calculate the real economic value of investing in talent management activities quantitatively. Often, the investment in certain assets or finances spent in business activities is justified by possible financial and economic benefits that might be realised, and these financial returns are easy to track. Therefore, the practice of talent management will benefit from the ability to report on the actual economic value realised. This capability will improve buy in and a willingness to invest in high-quality talent management initiatives and resources.
In conclusion, the dimensions of talent management were identified and developed. The delivered talent management framework will guide and support the elevation of talent management practices in organisations in the private sector. The framework is comprehensive enough to cover all key and core dimensions of talent management practice. Ultimately, the framework is developed in such a way that it can lead to best practice.
Competing interests
The authors declare that they have no financial or personal relationships that may have inappropriately influenced them in writing this article.
Authors' contributions
E.S.v.Z. was responsible for the overall conceptualisation and co-writing of the article, while R.B.M. executed the study and helped with the writing of the article. J.R. was responsible for co-writing the article and contributed to the list of references.
Arris, A.A., Cascio, W.F., & Paauwe, J. (2013). Talent management: Current theories and future directions. Journal of World Business, 49, 173–179. https://doi.org/10.1016/j.jwb.2013.11.001
Ashton, C., & Morton, L. (2005). Managing talent for competitive advantage: Taking a systematic approach of talent management. Strategic Human Resource Review, 4(5), 28–31. https://doi.org/10.1108/14754390580000819
Bell, A. (2005). The employee value proposition redefined. Strategic HR Review, 4(4), 1–3. https://doi.org/10.1108/14754390580000792
Bersin, J. (2006). Talent management: What is it? Why now? Oakland, CA: Bersin & Associates.
Bondas, M. (2006). Paths to nursing leadership. Journal of Nursing Management, 14(1), 332–339.
Boshard, D., & Louw, A. (2011). Talent – Trends impacting its availability and what your business should do about it. In I. Boninelli & T. Meyer (Eds.), Human capital trends: Building a sustainable organisation (pp. 44–58). Randburg: Knowres Publishing.
Botma, Y., Greeff, M., Mulaudzi, F.M., & Wright, S.C.D. (2010). Research in health sciences. Cape Town: Heinemann.
Bromley, D.B. (1990). Academic contributions to psychological counselling: I. A philosophy of science for the study of individual cases. Counselling Psychology Quarterly, 3(3), 299–307. https://doi.org/10.1080/09515079008254261
Caplan, J. (2011). The value of talent: Promoting talent management across the organisation. London: Kogan Page.
Charmaz, K. (2000). Grounded theory: Objectivist and constructivist methods. In N.K. Denzin & Y.S. Lincoln (Eds.), Handbook of qualitative research (pp. 509–535). Thousand Oaks, CA: Sage.
Charmaz, K. (2006). Constructing grounded theory: A practical guide to through qualitative analysis. London: Sage.
Chikumbi, C. (2011). An investigation of talent management and staff retention at the Bank of Zambia. Unpublished MBA dissertation, Nelson Mandela Metropolitan University, Port Elizabeth.
Church, A.H., Rotolo, C.T., Ginther, N.M., & Levine, R. (2015). How are companies designing and managing their high potential programmes? Psychology, 67, 17–47.
Collings, D.G. (2014). Towards mature talent management. Human Resources Development Quarterly, 25, 301–312. https://doi.org/10.1002/hrdq.21198
Collings, D.G. & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304–313. https://doi.org/10.1016/j.hrmr.2009.04.001
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Cron, W.L., & Slocum, J.W. (1989). The career stages on salespeople's job attitudes, work perceptions, and performance. Journal of Marketing Research, 23(2), 119–129. https://doi.org/10.2307/3151659
DeLong, D., & Trautman, S. (2011). The executive guide to high impact talent management: Powerful tools for leveraging a changing workforce. New York: McGraw-Hill.
Effron, M., & Ort, M. (2010). One page talent management: Eliminating complexity, adding value. Boston, MA: Harvard Business Press.
Egerova, D. (2014). Talent management: Towards new perspectives. Problems of Management in the 21st Century, 9(2), 114–128.
Festing, M., & Shafer, L. (2014). Generational challenges to talent management. Journal of World Business, 49, 262–271. https://doi.org/10.1016/j.jwb.2013.11.010
Gatherer, J., & Craig, D. (2010). I am talent: A comprehensive guide to optimise your potential and achieve your personal and career aspirations. Randburg: Knowres Publishing.
Greene, J. (2010). Case study: Southern company. In M. Goldsmith & L. Carter (Eds.), Best practice in talent management: How the world's leading corporations manage, develop, and retain top talent (pp. 241–256). San Francisco, CA: Pfeiffer.
Haid, M., Sims, J., Schroeder-Saulnier, D. & Wang, H. (2010). Organisational effectiveness: Discovering how it happens. Leadership insights incorporated. Retrieved August 15, 2013, from http://www.right.com
Hatum, A. (2010). Next generation talent management: Talent management to survive turmoil. Hampshire: McMillan.
Hess, N., & Jepsen, D.M. (2009). Career stage and generational differences in psychological contracts. Career Development International, 14(3), 261–283. https://doi.org/10.1108/13620430910966433
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Meyer, T. (2005). Talent management. Fasset Leadership SA, 1–12.
Meyers, M.C., & Van Woerkom, M. (2013). The influence of underlying philosophies on talent management: Theory, implications for practice and research agenda. Journal of World Business, 49, 192–2013. https://doi.org/10.1016/j.jwb.2013.11.003
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Nijs, G., Gallardo-Gallardo, G., Dries, S., & Sels, M. (2014). What is the meaning of talent in the world of work? Human Resource Management Review, 23, 290–300.
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Pellant, A. (2011). Linking culture and talent management. In L.A. Berger & D.R. Berger (Eds.), Talent management handbook: Creating a sustainable competitive advantage by selecting, developing, and promoting the best people (pp. 315–320). New York: McGraw Hill.
Powell, M., & Lubitsh, G. (2007). Courage in the face of extraordinary talent: Why talent management has become a leadership issue. Strategic Human Resource Review, 6(5), 24–27. https://doi.org/10.1108/14754390980000998
Prinsloo, L. (2012). Talent management and psychological contract. Unpublished MCom dissertation, University of Pretoria, Pretoria, South Africa.
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The fact that it's now October makes the whole denying-summer-is-over a bit rougher, but a girl can dream, can't she? Actually, I'm surprised at how many nice, sunny days we've gotten so far (good job, Raincouver)…I went on a quick hike just this past Sunday. That being said, the beauty of fall foliage is undeniable, especially as I walk down Main Mall on my campus. I've always thought it a bit Central Park-esque with its impressive trees.
Well, I'm not quite ready to usher in pumpkin spice er'thang yet, but this spiced strawberry pearl yogurt cake is a nice compromise.
A few things helping me get back into my studying groove include lana del rey's new album, disclosure's new album, and the news of cheap direct flights from Montreal or Toronto out to European cities. Although if you factor in round trip flights from Vancouver to Montreal or Toronto, it all adds up to around being the same. But it's still nice to know Canada's not being forgotten. And it's nice to daydream about travelling again…
These strawberry-studded yogurt cakes, generously sprinkled with pearl sugar, are my last homage to summer.
It's moist, lightly spiced by ginger and cinnamon (if you don't know me by now, it's that I add spice to ev-er-y-thing. A spiceless life is a boring life), and bursting with juicy ripe strawberries and raspberries!
Strawberry Pearl Yogurt Cake
Adapted from thekitchn
- 1 1/2 cups Greek yogurt/whole-milk yogurt
- 2/3 cup olive oil
- 1/4 cup lemon juice
- 1 cup sugar
- 3 large eggs
- 1 1/2 teaspoons vanilla
- 1 1/2 pounds strawberries (hulled and quartered) and raspberries
- 2 1/2 cups all-purpose flour + 1 tbsp AP flour to coat berries
- 2 1/2 teaspoons baking powder
- 3/4 teaspoon baking soda
- 1/2 teaspoon salt
- 1/4 teaspoon ground nutmeg
- 1/4 teaspoon ground cinnamon
- 1/4 teaspoon ground ginger
- Pearl sugar, to top
- Heat the oven to 350°F. Lightly grease and flour two 6-inch cake pans.
- Whisk together the yogurt, olive oil, lemon juice, sugar, eggs, and vanilla in a large bowl.
- In a separate large bowl, whisk together the flour, baking powder, baking soda, salt, nutmeg, cinnamon and ginger. Pour in the liquids and mix just until no pockets of flour remain.
- Toss your berries in 1 tbsp of AP flour. Fold into your batter until evenly distributed.
- Pour half of the batter into the cake pan. Sprinkle the batter with half of the cinnamon-brown sugar mixture, dropping it on the batter in small lumps. Spread the rest of the batter over top, and sprinkle with the remaining cinnamon-brown sugar.
- Bake for 45 to 55 minutes, covering with foil at the end if the top is browning too much. When a tester comes out clean, transfer the cake to a cooling rack and let it cool for at least 15 minutes in the pan before cutting.
- Serve the cake warm or at room temperature. Enjoy!

subset: commoncrawl


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Neural Control of Organ Degeneration and Regeneration (NeuralCODR) Training Program
Neural Control of Organ Degeneration and Regeneration (NeuralCODR) is a cutting-edge, cross-disciplinary training program at the intersection of neurophysiology and organ engineering/modeling with a thoughtful integration of statistical methodology and experimental design.
NeuralCODR brings together expert National Institutes of Health-funded faculty across multiple institutions with a rich history of research training, clinical modeling, and education. The training format is distinct from established physiology or molecular neuroscience training programs in several ways:
- Programs are strategically focused on the interface between regeneration/disease organ model systems and functional neuroanatomy and physiology,
- Group problem identification is driven by a collaborative group of clinician researchers,
- Catalytic mechanisms exist for cross training and expertise development between research centers.
Further, the training structure emphasizes experiences in tissue and organ engineering laboratories in parallel with education in neuromodulation, translational theory, and practice.
Program Contact
Program Director
Center for Neuroregeneration
6670 Bertner Avenue
Houston, TX 77030
Email: firstname.lastname@example.com


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Providing reentry services and intensive case management to offenders released from San Francisco jails.
The No Violence Alliance (NoVA) is a collaborative project operating in partnership with the San Francisco Sheriff's Department since 2006. NoVA's intensive case management includes:
NoVA client group meeting
Case managers coordinate services for their clients in the community. Intensive case management allows clients to establish necessary connections within the community, resulting in successful re-integration into the Bay Area.
"Some people count success by how much money they have. This group counts success by how many lives they've made a difference in."
- Gerald Miller, CJCJ Director of Community-Based Services
NoVA is a voluntary program. Individuals currently confined in San Francisco County Jail may submit an inmate request to be interviewed for NoVA while they are in custody, and individuals released from San Francisco County Jail within the past year may walk-in to 424 Guerrero Street (Suite A), 567 7th Street, or 70 Oak Grove for initial assessment. Successful applicants work with their case managers to develop their individualized treatment plan. NoVA accepts all formerly incarcerated individuals who demonstrate motivation to change.
For information or to apply for NoVA's services, please contact Gerald Miller, at (415) 621-5661 ext. 100 or firstname.lastname@example.com.
NoVA clients receive a continuum of services provided by a collaborative of community and city providers:
NoVA staff support and assist clients in all aspects of reentering the community. CJCJ case managers maintain small caseloads, between 12-18 clients, and are accessible to their clients 24 hours a day. They develop comprehensive individualized treatment plans to address the unique needs of each client. NoVA emphasizes violence prevention through education and accountability.
A formal evaluation of NoVA in 2007 by Pendergrass & Associates and LaFrance Associates, LLC found that NoVA effectively reduced the likelihood a client would return to jail following release. A July 2009 follow-up study concluded that 36% of NoVA clients were rearrested compared to 68% of a comparison group. Read the full evaluation.
"The extensive support provided by [NoVA's] intensive case management model truly does help clients in a new and tangible way."
- La France Associates, LLC.
"The extensive support provided by [NoVA's] intensive case management model truly does help clients in a new and tangible way."
- La France Associates, LLC.
CJCJ and its partners developed NoVA in October 2006 in response to a growing national concern about repeat violent offenders. NoVA's primary goal was to address violence in certain targeted areas of San Francisco by reducing recidivism and aiding offenders in the reentry process. A 2011 recidivism study by the California Department of Corrections and Rehabilitation (CDCR) showed 65% of prisoners released returned to prison within 3 years. For many formerly incarcerated individuals, deficits in education, employment, and housing opportunities provide significant barriers to reintegrating into the community and sustaining a law-abiding lifestyle.
Committed to addressing the special needs of violent offenders in San Francisco, CJCJ, the San Francisco Sheriff's Department, and various other community providers established NoVA to reduce the number of individuals returning to an extralegal lifestyle upon reentering the community. The program was so successful that San Francisco expanded the program to accept all returning offenders, in lieu of opening another jail.
To learn more, read No Violence Alliance (NoVA) Project.
Gerald Miller, Director of Community-Based ServicesTel: (415) 621-5661 ext. 100Fax: (415) firstname.lastname@example.com
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Through the Internet just about everything is achievable today. Using the services of a vehicle transport company is one of these. Wherever you would be around Wilmore, KY, the online world connects you with whatever car shipping business you'd want. Prices are also on the Internet, along with other specifications. Try not to get deceived by low prices, they often indicate bad services.
At this point things get a little challenging. It is best to look into the company you are looking at. You can easily obtain everything you need from online critiques. Make an effort to read between the lines and stay as objective as you can. Furthermore, make sure the firm you've opted for has been doing business for a while. It is a common thing for businesses that mess up to rebrand themselves.
All things considered the really hard work has been done, it's time for the booking. Opt for a company, reserve your transport and be sure to ask for a verification email. Take into account that you then have to set up your vehicle for transportation. Therefore you must take out all personal items and be certain nothing precious stays in the vehicle. It is best to be safe than sorry whenever using companies from Wilmore. Additionally, virtually every car shipping company in Wilmore, KY would most likely tell you to have less than a quarter tank of fuel. Using this method the load gets lighter, the firm saves cash on gas and you spend a lot less for their assistance. To be able to see the pre existent damage on the car, it's always best to clean it ahead of transportation.
Make sure you get the right car inspection from the carrier driver when it comes for the pick up. Every little thing wrong with the car is noted on a vehicle condition report which you also get. Never throw it away until the transportation is finished. You never know just what may take place during the transportation, so inspect your automobile once the Wilmore, KY vehicle transport firm arrives with it. If you find problems that weren't there, ask the carrier for a signed condition report.
It's really straightforward in Wilmore, KY to ship vehicles with there being a lot of companies from which to choose. You just have to worry about setting up the day you would like the transport to go away and show up. When it comes down to a cheaper offer and a better quality service, select the latter. Do not pay before the automobile has arrived!


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Milan falters again with 1-1 draw at Empoli
MILAN (AP) — AC Milan again dropped points from a winning position when it was held to a 1-1 draw at Empoli in Serie A on Thursday.
Milan led for an hour following Leonardo Capezzi's own goal but Francesco Caputo leveled from the penalty spot in the 71st minute.
"Mistakes can happen and at the moment we're paying a dear price for them," Milan coach Gennaro Gattuso said. "I'm more disappointed at not closing out the match earlier, it's becoming a problem.
"When you don't win but you're playing well, you start becoming nervous, you can't hide that. The lads are giving their all ... plus their goalkeeper (Pietro Terracciano) made at least five miraculous saves."
It was the second match in a row that Milan had drawn after going ahead, following Atalanta's stoppage-time equalizer on Sunday.
Follow every match: Live World Cup scores
Milan was also 2-0 up on Napoli earlier in the campaign before losing 3-2.
The Rossoneri has six points from five matches this season, having dropped seven points from a winning position — more than any other team.
Milan took the lead in the 10th minute when Diego Laxalt's cross wasn't cleared and the ball fell to Lucas Biglia, whose powerful effort was deflected into the top corner by Capezzi.
It was an end-to-end match and Caputo's volley crashed off the post seconds before Terracciano made an impressive double stop, denying first Giacomo Bonaventura and then getting back up to palm away Franck Kessie's follow up.
Milan was eventually pegged back when Andrea Romagnoli scuffed a clearance and compounded his error by tripping Caputo.
The 31-year-old Caputo had never taken a penalty in Serie A but stepped up and struck it powerfully down the middle.
Terracciano then pulled off a stunning save with two minutes remaining to fingertip Spanish midfielder Suso's effort around the post.
Sassuolo won the battle of the surprise outfits in Serie A as it triumphed 2-0 at Spal to move into third place.
Both teams have had excellent starts to the campaign and Spal had won its previous four home matches.
Claud Adjapong broke the deadlock in the 59th minute with his second league goal and substitute Alessandro Matri made it 2-0 with his 91st strike in Serie A.
The 34-year-old Matri came on for his first appearance of the season, with three minutes remaining, and also had time to hit the post.
Sassuolo could go second with victory at home to Milan on Sunday. It is two points behind Napoli and five adrift of Juventus. The top two meet in Turin on Saturday.
More AP soccer: https://apnews.com/tag/apf-Soccer and https://twitter.com/AP_Sports


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Export 4 results:Author Title Type [ Year]
Filters: Author is Winata, C. L. [Clear All Filters]
"Cytoplasmic polyadenylation-mediated translational control of maternal mRNAs directs maternal-to-zygotic transition", Development, vol. 145, 2018.,
"Decoding the Heart through Next Generation Sequencing Approaches", Genes (Basel), vol. 9, 2018.,
"The translational regulation of maternal mRNAs in time and space", FEBS Lett., 2018.,
"The canonical way to make a heart: β-catenin and plakoglobin in heart development and remodeling", Exp. Biol. Med. (Maywood), vol. 242, pp. 1735–1745, 2017.,


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Employees at Silicon Valley's leading tech firms contributed 60 times more moola to Hillary Clinton's election campaign than they did to Donald Trump's.
According to research by the Center For Responsive Politics, workers at Apple, Alphabet, Microsoft, Facebook and Amazon donated about $3 million to the Democratic presidential nominee as of Oct. 19, compared with just $50,000 to her Republican rival.
Related:Facebook Co-Founder Gives $20 Million To Fight A Trump Presidency
The disparity, though overwhelming one-sided, should come as little surprise: Among other things, Trump said he'd force Apple to build its products domestically, and attacked both Amazon for shirking taxes and its founder Jeff Bezos for using his newspaper, The Washington Post, as a "tool for political power."
In addition, his tough stance on immigration drew little support in Silicon Valley, where many tech companies were started by immigrants or their offspring, and foreign-born engineers are in high demand.
Related:Tech Execs Oppose Trump Presidency
Indeed, Trump supporters are few and far between among tech leaders, with Paypal co-founder and Facebook director Peter Thiel perhaps the most outspoken.
Related:GOP Platform Addresses Tech Issues, Now It's Trump's Turn, Says CTA
In contrast, Clinton's chief technology officer Stephanie Hannon was a Google product manager and director, and the candidate's detailed pro-tech policy position calls for greater investment in education and startups, universal home broadband, net neutrality, and easier citizenship for foreign STEM students.
Hat tip to NBC News.
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- 2019 TWICE Top 100: Best Buy Keeps The CE Crown, But Barely - May 21, 2019


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For most travelers, the advent of in-flight Wi-Fi access seemed to happen overnight. One day, they walked onto a plane, and there it was. The truth is, it wasn't quite that simple. As the late Jack Blumenstein used to say, "I've been working for 20 years to make Gogo an overnight success."
It all began back in 1991, long before anyone was worried about updating Facebook or filing an expense report mid-air. Aviation enthusiast Jimmy Ray sketched out a plan to create an affordable telephone system for private planes on a paper napkin in a Texas barbecue joint. That sketch would soon turn into Aircell, the company that would eventually become Gogo.
Building a phone system for the skies was no easy task, and Aircell quietly and determinedly grew and developed for several years. By the early 2000s, the company was in full operation, offering Air to Ground (ATG) cellular service, and was expanding globally. Then, the most transformative moment in Aircell/Gogo's history happened in 2006: The company won a Federal Communications Commission auction for 3 MHz of exclusive broadband spectrum between aircrafts and a grounded network.
It was a big moment for Aircell. The company immediately went to work building its own network of cellular towers. Though they looked like traditional cell towers in many ways, rather than facing the ground, Aircell's first-of-their-kind towers looked skyward.
That very same year, Aircell launched a service travelers had never before seen — affordable broadband service for both commercial and business aviation. It was called Gogo In-flight Internet.
The airline industry did not hesitate in responding. While the technology to bring the Internet to airplanes was possible before, through Connexion by Boeing, the high cost of the service, as well as a time consuming installation for planes made the satellite-based system unappealing. Gogo, on the other hand, was a simple install. By 2009, the service was available through American Airlines, Virgin America, Delta, Air Canada, Air Tran Airways and United. And the list just kept growing.
Aircell officially became Gogo in July of 2011, but the company still remained faithful to those big ideas sketched out by Jimmy Ray two decades prior. ATG phone service for business aviation is still a division of Gogo, and it continues to bear the name "Aircell."
Meanwhile, Gogo has grown to become the world's leading provider of in-air connectivity with more than 2,000 commercial and 6,500 business aircrafts serviced by its products. Gogo is now a public company with more than 700 employees, its own Gogo One jet and satellite offices all over the world. It certainly has come a long way since its humble beginnings on that napkin in Texas, but one thing has never changed. Big ideas and a vision of connecting air travelers to affordable in-flight communications still drive everything Gogo does.
— Written by Natalie Burg


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As I'm sure many of you are aware, and may already be counting down the days to, Idlewild's new album, 'The Remote Part' is released on July 15th.
To coincide with the release, Idlewild will appear at Glasgow's Virgin Megastore on the day of release at 7:30pm, and at London's Oxford Street outlet on July 17th at 5pm. On both dates, the band will perform a quick set before signing newly purchased copies of the album for their fans!


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Transformative Influence of Art in Public and Community Spaces
School of Consciousness and Transformation TSD 6389 3.00
Art in the public sphere offers an opportunity to examine how art changes our awareness of self, our relationship and interaction with others, and how we navigate space and the environment. We will examine public art in historical context and consider the stasis of public art as contemporary art and, subsequently, its ability to comment on and influence contemporary society. Another area of exploration we will undertake in this course is how public art takes on meaning beyond a museum aesthetic -- for example, how public art becomes markers of space and placement, both geographically/physically and intellectually/figuratively.


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Fans of Seinfeld, who've been missing the show since it went off the air in 1998 (or, at least, stopped producing new episodes—syndication will have it on late-night TV till the end of time), will want to tune in to this Sunday's Curb Your Enthusiasm (HBO, 9 p.m.), when the Seinfeld gang is back together again. But not so fast: This being Larry David (co-creator of Seinfeld) and Curb, it's not a traditional reunion, but a tremendously funny, gratifyingly meta episode that's not to be missed.
The story line (which will be threaded throughout the rest of the season) is set into motion when Larry is approached by NBC about a Seinfeld reunion, something he's always said no to. Except this time he realizes it might be the perfect way to woo back his estranged wife. As he attempts to coax the rest of the cast on board (with inside jokes galore), each one brings up David's earlier protestations that reunion shows are always lame. Trust us when we tell you, not this time.
This post is from Observer Short List—an email of three favorite things from people you want to know. Sign up to receive OSL here.


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The Lacamas Lake Lodge and Conference Center is now open. A dedication ceremony is planned for Tuesday, March 25.
The event, emceed by Camas Parks and Recreation Commission Chairman Brent Erickson, will begin at 4 p.m. Speakers will include Mayor Scott Higgins, Camas City Councilman Tim Hazen and Friends of the Camas Community Center President Nan Henriksen.
Contractor JWC Construction began work on the new facility in July. The 5,000 square foot building offers a main banquet hall that seats 150 people and overlooks the lake. There are two conference rooms, a large covered patio and a warming kitchen.
The $842,000 structure, owned and operated by the city of Camas, includes a fireplace with a mantle carved by a local artist using wood from a tree that formerly stood at the site. In addition, the building has vaulted ceilings, with large windows to take advantage of the lake views. The outside of the building features masonry work done by KGO Stone of Vancouver, using rock quarried from Camas.
Heritage Park, which offers amenities including boat docks and ramps, hiking trails, a playground, open space and picnic areas, is nearby.
Two Parks and Recreation Department employees now have their offices on site, 227 N.E. Lake Road, which is where citizens can register and pay for classes and events. The building will be available for rent by the public for dates after April 15, and is expected to be the location of a variety of community activities as well as private events. The Camas Community Center, located at 1718 S.E. Seventh Ave., will continue to be the site of some Parks and Recreation offices and activities as well.
Funding for the complete $2.1 million Lacamas Lake Lodge project is coming from a 15-year, $1.85 million, 3 percent interest loan from the State of Washington LOCAL program. Annual payments of $160,000 will be made from the city's Growth Management Capital Facilities Fund using parks and open space impact fees and real estate excise taxes.
The remaining $350,000 was provided by the Friends of the Camas Community Center, money that was gifted to the non-profit more than a decade ago through the estate of the late Christine Kropp, a Camas resident and retired secretary at Crown Zellerbach (now Georgia-Pacific owned by Koch), who donated $1.75 million to a variety of local non-profit organizations following her death in 1998.
In 2000 the city purchased the 5-acre parcel and a building that housed the Camas Moose Lodge, which was razed in April 2013.
The site has a long history in Camas area as a hub for recreation. A boat rental business owned by Ed and Faye Barthelemy and later a business known as Frank's Moorage once operated there. Just south stood Fern Lodge, according to local historian and longtime resident Virginia Warren. It was used as a summer vacation cabin by the Leadbetter family (descendents of Camas paper mill founder Henry L. Pittock), and as a place where the family's out-of-town visitors could stay. A caretaker also lived on the property, which included stables for horses, tennis courts and a boat launch.
Warren was invited to a party there when she was in the ninth-grade, around 1940.
"It was quite a lodge, and they called it 'Fern Lodge' because there are so many ferns out there," she said.
The Leadbetter's cabin was later torn down after the family sold a large chunk of property on the south side of the lake, which also included the Black Forest, to developers.


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This year, we celebrate the thirtieth edition of the Vintage and the Wine Festival of Verdú.
The 30th Harvest Festival of Vintage and Wine is structured around vintage, grape transport and elaboration of must according to traditional methods. As every year, the protagonists will be the jokes, the traditional demonstrations of pressing wine.
There will be no lack, however, tastings and demonstrations of different wines, the wine sample of the DO Costers del Segre wineries in the Castle of Verdú, with local products, exhibitions, guided tours or a gastronomic exhibition with restaurants in the area .
You can discover, know, taste ... all the wines of Verdú and the DO Costers del Segre, especially the wines of the sub-area Vall del Corb.
As a winery in the town of Verdú, we invite you to friends, relatives, and everyone to enjoy these days dedicated to the winemaking culture.


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Kilkenny Tradfest 2019
15mar(mar 15)9:00 am18(mar 18)11:59 pmKilkenny Tradfest 2019TypeFestivals,Traditional MusicCountyKilkenny
Event Details
Kilkenny Tradfest, now in its seventh year, will present traditional music, song, dance and contemporary folk over the St. Patrick's Day weekend at various venues across Kilkenny City including St. Canice's
Event Details
Kilkenny Tradfest, now in its seventh year, will present traditional music, song, dance and contemporary folk over the St. Patrick's Day weekend at various venues across Kilkenny City including St. Canice's Cathedral.
The headline act for this year's TradFest is KGB – Paddy Keenan, Frankie Gavin and Dermot Byrne who will be supported by the CBS Trad Band past & present who will take to the stage in St. Canice's Cathedral on Saturday at 7pm.
Over the course of the weekend there will be performances by Altan, Cry Monster Cry, Kilfenora Céilí Band, Téada with Séamus Begley, Trú, Iarla Ó Lionáird & Steve Cooney, Scullion, Caladh Nua, Yvonne Casey and Reel to Reel.
Amongst the highlights of the festival will be the Bulmers Trad Trail, which features numerous free gigs spread around the pubs and venues of Kilkenny. These sessions/gigs are marvellous free entertainment open for all to attend.
During the festival there will be a series of workshops/masterclasses. The workshops/tutors will be for Harp: Orla Fallon; Instrument Making Workshop: Paddy Cleere; Bodhrán Workshop: Tommy Lanigan; Sean-nós Dancing Workshop: Sibéal Davitt; Drumming Workshop (Adult): Jeremy Hickey.
There will be a mixture of free and ticketed events, some of the free events require tickets. Tickets can be booked either online at kilkennytradfest.com, or at the box-office in the Watergate Theatre. If you have any queries about the festival, then please email [email protected].
For full details and further information about events taking place over the festival weekend and their venues, please visit kilkennytradfest.com, or follow on Facebook or Twitter for the latest details.
15 (Friday) 9:00 am - 18 (Monday) 11:59 pm(GMT+00:00) View in my time
Various locations around Kilkenny
Kilkenny, Ireland
Kilkenny TradFest Committee
[email protected] Festival Office, Burrell's Hall, St. Kieran's College, Kilkenny, R95 TP64, Ireland


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Here is a question I have been asked several times–sometimes with real concern. In 2LCF 22:3, which describes acceptable prayer in a variety of ways, the doctrine concludes with the phrase 'if vocal, in a known tongue.' Several times, I have received communications asking if this statement somehow opened the door to a private prayer language, i.e. speaking in tongues! I have assured my correspondents that this was not the case, but they have wanted proof. When I read them the following words from David Dickson's Truth's Victory over Error (a contemporary exposition of the Westminster Confession of Faith), they were convinced and relieved:
Quest. VI. If Prayer be Vocal, ought it to be in a known tongue?
Yes. 1 Cor. 14. 14.
Well then, do not the Papists err, who maintain, that it is not needful, that publick prayers be in a known tongue; but that it is often-times expedient, that prayers be performed, in a tongue unknown to the Common-people?
By what reasons are they confuted?
1st, Because, the Apostle teaches expressly the contrary; 1 Cor. 14. 9,12. 2nd, Because, prayers celebrated in an unknown tongue, are not for edification, 1 Cor. 14. 14. 3rd, Because, he that occupieth the room of the unlearned (that is, who understands not strange tongues) cannot say Amen; 1 Cor. 14. 16. 4th, Because, the Lords prayer which is the special Rule of all our prayers, was prescribed in a tongue at that time best known.
From this, it is evident that the object of the Confession's statement is the Romanist Latin Mass, and in no way opens the door to the charismatic practice of tongues speaking. In my own study, I have found Dickson's contemporary explanation of much of WCF to be extremely helpful. It gives me a clear entry into the theological world of the era, and helps me to grasp the sense of the doctrine without importing later, modern notions. I cannot recommend this tool highly enough.


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If albums received superlatives, !!! (Chk Chk Chk)'s Shake The Shudder would be crowned "Most Likely To Make You Stay Out Dancing 'till 6 a.m." The funk punk group's recent release represents everything the New York City natives stand for—fantastic bass lines, hard-hitting lyrics, and productions sent from above. Don't believe us? Press play on any of the LP's 12 tracks at your next party and watch what happens to the dance floor.
If you've seen the four-piece live, you also know how they get down onstage. Frontman Nic Offer lets his freak flag fly in the best way possible, owning the stage with each hip swivel, shoulder pop, and shimmy shake.
What more appropriate way, then, to chat with Offer about the band's new album than keep it aaaaall things dance-related. Check out the interview below, then make sure to track !!! on Bandsintown to see them on this run, which will be hitting cities across the country through the end of July.
Your new album, Shake The Shudder, is fantastic. Which song off the LP are you most most excited to dance with your fans to on your upcoming tour?
We just started playing "The One 2" and it has been really fun to play. The drops are f%*^#ng huge.
You've said that Shake the Shudder is a "fancy way of saying 'shake it off and dance your cares away.'" What's the fanciest dance move in your arsenal?
Jazz hands are pretty basic but looks amazing if you use it right. Try spinning jazz hands, or jazz hands circling all the way up around your head, so the people in the cheap seats can see you.
The choreography for the "The One 2" video is en pointe. What's your favorite move the girls break out in the entire vid? Will you be recreating parts of the routine on tour?
I don't know that I'm able to pull off what those girls can do.
The LP was grounded in Barcelona jam sessions. What city has the best dance party?
It's always a tough call whether it's Madrid or Barcelona. They each think they're better than the other, but I have a hard time telling who actually goes harder. I love them both.
"Dancing Is The Best Revenge" features four incredible Queens. What's the best thing that you learned from that shoot?
You won't think about how the heels hurt once you start dancing.
The Running Man, the Percolater, the Stanky Leg, the Superman, the Bankhead Bounce—if you to had do one of these moves at every show for the rest of time, which would it be?
I think the Bankhead Bounce looks pretty good. I'll work on it.
You're never one to shy away from cutting a rug onstage. Ideal clothing to support said movements?
I'll tell you what, last weekend, I had to dance in the sun in my jeans and it f%*^#ng sucked. I wanted my shorts so I recommend those, but it's also good to have something you feel like you look great in. It's fun to have something you can kinda play with, use as a prop, like a cape, long jacket, flowy dress, or something with fringe hanging.
If you could take one of your onstage personas out for a date night, where would you go and what would you do?
Well, I thought Nicole Fayu looked great in the dancing is the best revenge video, but Laetitia has got the sweet French accent...I think I'll go with her. Take her out and sit by the river, stare at the skyscrapers, and wish on stars on something.