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"Companies that view recruiting as a transaction are missing the point... Recruiting has always been about relationships."
Leela Srinivasan, Chief Marketing Officer at Lever, brings a wealth of industry, marketing and general business experience to her company. Previously, Leela served as VP of marketing at OpenTable, where she built product marketing from scratch and established the foundations of a B2B marketing team.
Leela spent four and a half years as a marketing leader in LinkedIn's Talent Solutions business, co-founding the Talent Connect conference and contributing to the business scaling from $200M to $1B in revenues.
Additionally, she worked in management consulting for Bain in San Francisco and London, and has several years of experience in sales and sales management. Leela earned her MBA in general management from the Tuck School of Business at Dartmouth and her MA in history and English literature from the University of Edinburgh in her native Scotland.
According to Leela's LinkedIn profile, Lever is "on a mission to help companies fundamentally improve the way they hire. I joined the team because I am, frankly, nuts about talent acquisition. I think the world is ready for a better ATS that helps teams collaborate much more effectively in recruiting the best talent."
At LinkedIn, she joined "as the first product marketer for LinkedIn Talent Solutions (LTS), the company's largest and fastest-growing business. I was the third marketing employee for LTS; when I left there were over 55 globally."
Welcome to an Executive Profile, HR Technology Channel Podcast on TotalPicture Radio, I'm your host, Peter Clayton. I'm excited to have Leela Srinivasan on the show today, whom I met at a conference several years ago, when she was leading the Talent Connect conference for LinkedIn.
- Leela, welcome to totalpicture radio.
- When we met a few years ago, you had a pretty awesome job, running LinkedIn's Talent Connect conference. So tell us about your background and what led you to Lever?
- I had our friend Bill Kutik back on TotalPicture recently talking about ATS's -- two in particular - Taleo and iCIMS (in fact Taleo used to sponsor this podcast until they were acquired by Oracle - and we all know what happens to companies acquired by Oracle) - anyway, as I told Bill, I've never met anyone - ever - who liked Taleo or any of the legacy ATS's - and I'm not talking about job applicants, I'm talking about recruiters and HR managers. And yet, thousands of companies still use them - in fact, Taleo's market share and customer base have increased since Oracle bought them. Why?
- Last year your company, Lever, raised $20M in series B financing. (Alex Konrad wrote an excellent article about this in Forbes - you'll find a link on Leela's show page) - let's talk about Lever and what you're doing to make recruiters, HR leaders, and even job applicants happy.
- Back to Alex's January 2016 Forbes article. His headline listed Netflix, Reddit And Lyft as customers. Expand on this list for us. Who uses Lever?
- You wrote a blog post recently: Why It's Time to Banish the Term 'ATS' -- with a rather dramatic image of a building engulfed in flames. It seems you're very passionate about this.
- So Lever has a three-legged stool: Lever Hire, Lever Nurture, and Lever Talent Intelligence. Unpack this for us.
- However, Leela, there is somewhat of a trend toward the type of solution Lever has developed. Another company, Greenhouse comes to mind - so how do you differentiate your company in what is a very crowded marketplace?
- You are quoted in another Forbes article, titled Why You Can't Ignore Culture In Your Recruiting Process... "Hiring today is not about vetting applicants who are eager to work for your company", says Srinivasan. "In today's business environment, the balance of power rests with the candidates. Today, recruiting is more about mutual evaluation and finding the right fit." How do you make that 'right fit' assessment in a job interview?
- How would you describe the culture at Lever?
- Circling back to my interview with Bill Kutik. He began his HR Executive magazine article, titled "Imagine Chasing Taleo for 18 Years" by quoting Jeffery Pfeffer, professor at Stanford. "Silicon Valley is really only 10 to 20 large companies and 400 or more small ones acting as their R&D labs and sitting around hoping to be acquired by them." So is Lever here for the long term like iCIMS or are you looking for the big payday?
- Looking at Lever's LinkedIn page, you've had a growth rate of 187% over the past two years. I think it's a pretty good guess that you're hiring?
- What didn't I ask you that you think is important for our listeners to know?
- How can our listeners connect with you?
"Interview Transcript"
Leela Srinivasan TotalPicture Radio Transcript
Welcome to TotalPicture Radio. I'm your host, Peter Clayton. Today's HR Technology Executive Profile Channel podcast, featuring Leela Srinivasan is brought to you by Jobs in Pods, a podcast-powered recruiting tool featuring interviews with hiring managers, executives, key employees and recruiters. Jobcasts provide job advertising, employment branding and employee recognition. Visit jobsinpods.com where real employers talk about their jobs and tell you how to get them. Mention TPR when you book your first jobcast for a $50 discount. That's jobsinpods.com.
Leela Srinivasan is Chief Marketing Officer at Lever, a collaborative, hiring platform that engages your entire company in the sourcing, vetting and closing of top tier talent. Lever believes when everyone gets involved, interviewers, hiring managers and C-suite, hiring can be more strategic and more effective.
Leela brings a wealth of industry, marketing and general business experience to her new company. Previously she served as VP of Marketing at OpenTable, where she built product marketing from scratch and established the foundations of a B2B marketing team. Prior to that, Leela spent 4½ years as Marketing Leader in LinkedIn's Talent Solutions business, co-founding the Talent Connect Conference and contributing to the business scaling from $200 million to $1 billion in revenues.
Leela earned her MBA in General Management from the Tuck School of Business at Dartmouth University and her MA in History and English Literature from the University of Edinburgh in her native Scotland.
According to her LinkedIn profile, Lever is "on a mission to help companies fundamentally improve the way they hire. I join the team because I am frankly nuts about talent acquisition. I think the world is ready for a better ATS that helps teams collaborate much more effectively in recruiting the best talent."
Leela, welcome back to TotalPicture Radio. It's great to have you on the show.
Leela: Thank you so much, Peter. Great to be here.
Peter: So when we met a few years ago down in Atlanta, you had a pretty awesome job running LinkedIn's Talent Connect Conference. So tell us a little bit about your background and what has led you to Lever.
Leela: Peter, I actually grew up in Scotland and I moved to the States almost 20 years ago and tried a bunch of different careers on for size: reception, PR, sales, sales management. I went to business school at Dartmouth actually, at Tuck, and my intention was to switch careers. So I came out at the other end, went into management consulting with Bain & Company, spent three years in San Francisco and London with them.
It was a Bain connection, specifically Dan Shapiro who some of your listeners might know, he was head of Talent Solutions Sales for years, left that part of the business and LinkedIn. He just actually came back yesterday. I think it was announced he's now the new VP of LinkedIn Talent Solutions. But anyway, I had known Dan at Bain, so he was the connection that led me into LinkedIn. That's where I think my journey with talent acquisition and the talent industry really began.
So I spent 4½ great years at LinkedIn, had all kinds of really fantastic opportunities to grow their organization but also spend time up close with talent leaders. I started actually in product marketing for Talent Solutions, and then went on to do a bunch of other things such as running the conference that you referenced.
Eventually I left. I went over to OpenTable, completely different industry, but went there to build their B2B marketing team and also build their product marketing. I had a fun and interesting time there, but frankly, I missed the talent industry. I really did.
So Lever actually reached out to me through a head hunter and I had heard incredible things about Sarah Nahm, who's our CEO, through my network and through the grapevine. So when I was invited to join her for coffee, I said yes and our initial coffee meeting was this complete mind meld. I was so fascinated by her story and the story of Lever.
I think my process at Lever actually was a whirlwind 12 days from meeting Sarah to signing an offer, if you can believe that. I think what sealed it for me was knowing that Lever was solving a massive industry problem.
So when I was back at LinkedIn, one of the many things I did, one of the things I used to do was run the NPS surveys. We would ask talent acquisition leaders to basically tell us how likely they would be to recommend different technologies that they worked with. And in the course of running these surveys for a couple of years and more, I could never find a single ATS that had a positive net promotion score. People just have loved to hate their ATS for years.
So knowing that that was the basis and then meeting the team at Lever, really clicking with the executive team, then starting to talk to the industry, vet Lever with analysts whom I knew, none of them have really - they've heard good things about Lever, but they really haven't taken briefings and know much about the company, which seemed like a massive opportunity.
Then speaking with customers, who, the way they talked about Lever and this is back in the summer of 2015, it was eerie. It was very similar to the same, almost evangelical tones that I've heard from customers talking about LinkedIn Recruiter back in 2010 and 2011.
So for me it was very clear that Lever had done something special and nailed what the VCs called product market fit because these customers were just talking about the transformational impact for rolling out this tool to replace legacy systems that they've had.
I think I stumbled upon this incredible technology and the more I heard from not only the Lever team that the broader industry, I think it just became a very easy decision for me to be here. And combining that with realizing that the experience I had at LinkedIn, Bain and other places would help me drive impact here, made it, like I said an easy decision.
Peter: And you have a woman CEO.
Leela: We do, yes! Those are a thing. Sarah is just fantastic. I mean we actually have more female people managers at Lever than males, with 50:50 gender ratios. So one of the things that's very important to us as an organization is diversity and inclusion, and of course gender is but one dimension of D&I, but it's certainly one that we're proud of.
Peter: I want to get back to something you were just talking about, which are ATS's. Our friend Bill Kutik was back on TotalPicture Radio recently talking about ATS's and two in particular, Taleo and iCims. In fact, Leela, Taleo used to be a sponsor of this podcast until they were acquired by Oracle and we all know what happens to companies acquired by Oracle.
Anyway, I told Bill I've never met anyone ever - ever - who liked Taleo or any of the legacy ATS's and I'm not talking about job applicants; I'm talking about recruiters and HR managers, and yet thousands of companies still use them. In fact, Taleo's market share and customer base have increased since Oracle bought them. Why? Why does this exist?
Leela: It's such a great question, Peter. I think on the one hand, in the same way that nobody ever got fired for buying IBM, I think there's been that sort of aura around the Taleos of this world. But I think going beyond that, I do feel the sense of inertia and fear of change at organizations. There's been a certain level of resignation, I believe, to subpar technology in the space.
I think there are a couple of things that drive that. One, people are terrified of this change, as I said, of lengthy implementations and stepping up and driving change in their organization. That fear is based on their prior experience rolling technology out, right? A lot of the legacy technology, even some of the newer technology today - if you look at for example the HRIS category, those implementations take months, if not years, and cause such a degree of organizational shift that it is daunting.
But the irony is that Lever certainly, and I know some of the other new up-and-comers, we can do simple implementations in a matter of days. More complex ones might take three months. So candidly, I think that Lever and other companies, we need to work harder at telling that story to get people more confident. With our help, it's actually relatively simple to make that shift, and the transformation they will see on the back-end will be remarkable. So that's one thing.
The second thing, and I say this with great kindness and empathy to the industry, I believe that talent leaders aren't always the best folks when it comes to articulating the business case and the value, and arguing their case for more investment.
We've had - for example, one client told me that they save an hour and a half for every candidate using Lever because of the advantages of our system. It's ridiculous, sort of the business benefits that you can see from having a system that people actually engage in, put the feedback in, with a real-time capability, have clean reporting and so forth. So I think that talent leaders have an opportunity to raise their game in telling their story and really arguing for more investment so that they can bring in these better technologies.
But one thing I would say to folks listening and to all the companies that are stuck on these legacy systems, number 1, we can help you get out of those. But secondly, I think you're actually underestimating the negative impact that is occurring from a candidate's standpoint every time an applicant hits a job application powered by a legacy system.
I have several friends who've told me in recent months that they've actually stopped applying to companies that make them create log-ins, fill out multiple screens. That's just not an ideal scenario in a world where talent is increasingly passive or has lots of options to consider. When you throw up these barriers to participating, people just start walking away, and especially if they're exploring on a mobile device, for example.
I think the harm that's being done, the damage that's being done by sticking to legacy systems is inertia and its inability to really build an effective business case. That's going to catch up with a lot of organizations, I think.
Peter: What drives me so crazy about this is at the same time, these companies are spending millions of dollars trying to build their employer brand on social networks. And you're right, as soon as they, especially passive candidates hit these barriers, it's over. They're not going to spend an hour trying to cut and paste their resume into these systems.
Leela: Exactly. Peter, I think this speaks to this broader trend. I think people's technological expectations have fundamentally changed. Consumer tech, of course, has led the way so this is all thanks to the Apples of this world. But B2B technology is catching up.
So I see 2017 as the year where people openly start to love their recruiting software, if they're using something that gives them that competitive advantage. I think we're already seeing candidates revolt against this experience. I think we'll start seeing more internal users also just revolting against the subpar technology that they've been lumbered with.
So the impact on employee experience, that's something else to consider right? People love their technology and I was at a conference in November and often, one of the speakers talked about how he was ripping and replacing his system because he couldn't stand the thought of his employees having significantly better technology in their private lives, personal lives than they had in the workplace.
Peter: That's really interesting. So Lever, last year you raised $20 million in Series B Financing. There's a really good article, Alex Conrad wrote in Forbes, and you'll find a link to that on Leela's show page. So let's talk some more about what you're doing to make recruiters, HR leaders and even job applicants happy?
Leela: Sure. Lever was founded about four years ago, and our co-founders are Sarah, Nate and Randall. So we've talked about Sarah already. She's our CEO. She was actually a Design School graduate from Stanford Design School. Her first job out of college was working at Google as Marissa Myers' speech writer, so a somewhat unusual first career step. But then from there, she moved into product, product marketing and so forth.
Nate Smith, who's our Chief Technology Officer was also at Google and Randall, the third co-founder, our Chief Product Officer had known Sarah from Stanford and had been more of an entrepreneur having left school.
So they came together in 2012 looking to solve what they discovered was every company leadership team's biggest challenge. It was scaling and hiring great talent as part of that. So they had interviewed thousands of leaders to figure out what are your biggest challenges, and every single one said hiring.
The technology that is available today, this was back in 2012, does not support modern hiring, does not support the way that we actually work.
So none of our co-founders had recruiting experience, directly at least. But they were intrigued by this and so they went off and did something unusual. They embedded a Twitter for 6 months. This was back in 2012. Twitter, at the time, hyper growth organization in that 6 months scaled from about 700 to about 1500 employees.
Somehow they managed to just enable their way in there and they spent those six months shadowing everyone, ranging from sourcers and full cycle recruiters, to recruiting coordinators, but also hiring managers, interviewers, candidates, executives, and the whole point was to take this 360 look at the way that recruiting actually worked in a modern organization and dig into the pain points, the challenges and all the ways in which recruiting was breaking down.
And from that, that basically became the genesis of Lever, this modern recruiting software that we've built. So the software is built with every stakeholder in the organization in mind and this is critical for understanding why we have this impact at the companies that rule out our technology. This whole process is driven by design thinking, really understanding the 'why' behind the breakdown and designing for every user.
And that's, to this day, is how every product iteration or improvement that we roll out is designed, is by understanding the pain points and talking very closely with users. That's led us to design a product that looks and feels and acts quite differently from really all the other ATS's in the market.
Peter: So let's talk about some of your clients. I know Netflix and Lyft use Lever. Who are some of your other clients?
Leela: Sure. We work with over 1200 customers today. They range from very small start-ups to established companies like Netflix and Lyft, and so forth; going up into several sizes and employees.
From a sort of an industry standpoint, we've got our start in technology of course, but today we've expanded greatly to other verticals, other areas. We tend to service a lot of companies that are in advertising and marketing, professional services, education, financial services and more. I think these are all great industries for us because our focus really has been on white collar, on knowledge workers and helping organizations really proactively recruit the best talents.
I talked about software that supports the way that modern recruiting happens. We all know that recruiting today for in-demand knowledge workers doesn't just require you sitting back and waiting for applicants to come to you. You have to take more proactive approaches like sourcing and referral generation, and so forth. So any company that is looking to fill high-demand roles I think is a great fit for Lever.
But I think one of my favorite stories about Lever customers, because we have customers in over 40 countries now, I think, one of my personal favorites is the team at KPMG in New Zealand.
So I had the chance to go over there in July and meet the team. New Zealanders, in general, I think have a reputation for being somewhat risk takers. Candidly, I think KPMG, they took a risk on us. At the time, we were a relatively small provider all the way on the other side of the world. But they had confidence in what they heard from us, and so they moved off of the legacy system. It wasn't Taleo, but one of the other ones.
And flash forward to today and talking with Adam Binks, who's their recruiting manager, he shared that their time to screen candidates has gone down by 70% and that their offer acceptance rates from candidates have gone up from below 80s percent to high 90s percent simply by implementing Lever. So I think it's great to see a company all the way on the other side of the world in a completely different sector, getting that level of value from what we do.
Peter: That's really impressive. Can Lever scale to enterprise level organizations, global organizations?
Leela: I think it depends on how you define organizations. So first of all, we work with companies that have multiple locations globally. That certainly has not been an issue so far. We're currently working on a fairly large implementation across multiple countries with about 10,000 employees that will be using Lever as a part of that. I think there are many subdivisions of larger companies that we're already working with, so we're continuing to roll out I think the right functionality to help truly large scale enterprise businesses think about us as a viable choice.
Peter: So you wrote a blog post recently, which is titled "Why It's Time to Banish the Term ATS" and it had this amazing, dramatic image of a building just engulfed in flames. So I think you're rather passionate about this, Leela.
Leela: Just a little. It's funny though how pictures definitely speak a thousand words. Yeah, I think the point of the article and yes, I took a slightly contrarian turn, but the point is as I was saying earlier, I think talent leaders sometimes have this sort of brand image within their organizations and have this opportunity to market themselves better, build a better business case.
On the one hand, ATS is a convenient acronym. But it was invented in the late 80s early 90s and at the time, the first ATS's really were Applicants Tracking Systems and that they were really a message for companies to digitize those filling cabinet after filling cabinet of candidate information.
But flash forward to today and number one, it's just a misnomer because it's no longer just about applicants. So we've actually run some benchmark research, looked across about a thousand users and companies using Lever over the course of a year and find out that when you look across that sample, only 50% of hires are actually people who apply of their own volition to a company.
The rest are a mix of proactively-sourced candidates that you have to go out and find and woo, and convince to join, or get referred in, or find some other means of generating those candidates. So that's one thing, applicant rather seems like a misnomer.
And then number 2, it's no longer just about tracking. There's something very administrative and transactional about tracking. Companies that view recruiting as a transaction are missing the point, especially again if they're recruiting knowledge workers.
Recruiting has always been about relationships and especially when you're working with passive candidates. Timing is everything and you may have to play the long game with someone who is the right fit for your organization and could be game changer, but just isn't ready. So it's less and less about just tracking and checking boxes, and more and more about relationship-building, strategizing, making sure that you understand the applicant's motivations and collaborating as a team, because hiring is a team sport.
It's not just about being an administrative tool that only HR and recruiting cares about. You want something that is going to be the repository for all of the information about candidates, be that single source of truth for their every interaction with you.
So tracking for me just doesn't do it. It falls way short of the power and the strategic nature of a technology that is doing all of that for you.
Peter: And to that point, Leela, way, way back when these Applicant Tracking Systems were first configured and implemented by companies, a large part of that was for compliance which has absolutely nothing to do with recruiting.
Leela: Yeah. It's not that compliance isn't important. Of course we are OFCCP-compliant and we help companies with their EEO data. All of that happens but there is so much more advantage to be gained by using technology that powers the way you find, attract and ultimately hire talent. If talent isn't important to your organization, you probably won't be around for too long.
Peter: Let's expand on that. Lever has something called Lever Hire, Lever Nurture and Lever Talent Intelligence. So unpack these three sort of legs of your stool for us.
Leela: Of course. Lever Hire is our core product. That's our Applicant Tracking System for want of a better terminology, with CRM functionality layered into it. So it's a single platform and really this is a platform that you can use to help you source, build relationships with and manage your candidates in one place.
We've really built this system, as mentioned earlier with the Twitter story, to drive collaboration and hiring. If you think about the way that technology has been shifting in B2B in the last few years, the rise of tools like Google Apps and Asana and Slack, these are tools that have really changed the way that companies come together and work on projects.
So you can think of Lever Hire as basically the ultimate collaboration tool for your organization in proactively engaging the best talent. So I think some of the areas to think about, first of all, we're a sourcing-first platform so we've got very robust sourcing capability built into our core platform to help your entire team start sourcing, referring in rock stars, that sort of thing.
We have all of the full-blown capability of a traditional Applicant Tracking System in that you can run your end-to-end recruiting process, build out your interview kits, handle all of the evaluation, all the communication with candidates, and really use that as I said, the single source of truth for your candidates.
And then the last thing is really around helping companies make data-driven decisions through very powerful reporting interactive dashboards and so forth. So it's ATS meets CRM for sort of the modern organization, I would say. So that's Lever Hire.
Now Lever Nurture is our second product that we launched last year. And the reason we came up with Lever Nurture is that in the course of doing our user research week after week, it became very clear that sourcing of candidates is incredibly hard. It can take hundreds of hours to even source one or two hires. It's frustrating. It's challenging and we saw companies and sourcers, full cycle recruiters who are handling sourcing using this disparate, sort of random set of tools, none of which is hooked to one another, having information from some candidate reach outs and email other pieces somewhere else, relying on post-its to remember to follow up to people.
So we launched Lever Nurture as basically a way for companies to supercharge their sourcing strategy. And the way it works is we've basically created this very simple but powerful workflow automation technology that functions a little bit like a simplified version of marketing automation technology. So it allows teams to basically set up workflows and make their proactive sourcing function a little bit more almost like drip marketing where it's all about follow up. It's all about timely follow up, relevant follow up, personalizing your outreach so that you can really strike a chord with your candidate.
So through the use of these workflows and personalized pamphlets, you can set up a sequence of 7, 8 or more messages to a candidate to try and keep in touch with them because often, and I've heard Johnny Campbell from Social Talent talk about this, it may take 4 or 5 messages for you to get a response from that candidate. So we're basically freeing up teams with this technology so that they can focus on the message rather than stressing about the follow up and making sure that they actually get the response that they're looking for. So that's Lever Nurture, and that's basically an add-on to Lever Hire.
And then the third thing, Lever Talent Intelligence, is again a product we rolled out last year. The whole point of Lever Talent Intelligence is to make analytics more approachable. I'm sure you see this from your vantage point, people analytics have become a really hot space in the industry. So within Lever Hire, we have really strong, robust, clean end product reporting with visual dashboard and much more.
But what we've seen in our client base and bear in mind, we have a very broad spectrum of clients from start-up into sort of smaller enterprise, at the other end of the spectrum in particular, teams are getting more and more sophisticated with their data use and want to go further, want to take their data, marry it up with HRIS data, spend data, other types of data and really do in-depth analytics.
So Lever Talent Intelligence is a product powered by Tableau, so built on really strong and powerful business intelligence software. It enables you to dive much deeper into your recruiting metrics and really customize the level of reporting that you want in order to just glean everything that you need to about your hiring process.
But back to the approachability, we recognize not every talent leader has a PhD in data. We've also built these really nice dashboards that are available out-of-the-box so that if you don't have that analytics team or don't have that background yourself, you can still get a ton of value from the core product. So it's really just about helping companies get their arms around their data more.
Peter: And I'm sure you've seen this as well, it's amazing to me the number of recruiters that still rely on Excel spreadsheets to keep track of their candidates and the hours they have to spend manipulating that data.
Leela: Absolutely. I think, and we're back to the capability that recruiters have been provided with from system after system. I definitely empathize with some because there haven't always been other choices. But now there are. I don't think you have to be mired in spreadsheets your entire day.
Peter: Speaking about choices, there's somewhat of a trend toward the type of solution that lever has developed. Another company, Greenhouse, comes to mind. So how do you differentiate your company in what is a really, very, very crowded marketplace?
Leela: Yes, it is crowded. Every time I run into William Timco and others in the industry, they are fond of telling me there are over 200 ATS's today.
Peter: Yeah.
Leela: Yeah, it's nuts. Frankly, I think it's exciting to see the level of innovation happening in this category. Clearly it's much needed, based on everything we've been talking about today.
But if I reflect on what I think makes Lever different, first of all, the sourcing first focus that we have and the fact that we realized early on that one of the misses in the classic sort of systems was that they were really built around applicant's roles rather than thinking about proactive sourcing as a core component of recruiting as it has become today.
So our sourcing-first focus makes us different. We have a very powerful Chrome extension which every user at the company can download and use. Lever Nurture, as I said, is a new product that we shipped that really makes it easy for companies to put their sourcing on kind of a super charge setting. I think our sourcing-first focus, that sets us apart.
Secondly, I think our focus on the candidate is different. So when you open up Lever, you see that every candidate in your system has their own profile and whenever they've applied to the company once or twice, or ten times, whether you've been in discussion with them for a month or a year, every interaction, every touch point with that individual is recorded, attached to their profile. So if they've been interviewed for two different positions, you can see that. You can see the feedback. You can see the comments that have been made through app mentions by hiring managers or interviewers who have engaged them.
So it really becomes a better platform for driving talent relationships and in my view, allows companies to play the long game with talent in a much superior way than they can get with other systems.
The third thing I would mention is that what I hear from customers time and again is that the way our product is designed makes us stand out. So back to this design thinking DNA that we have thanks to our funding team, our products are designed with great intentionality. So as you work through Lever, it takes fewer clicks to do what you need to do. Teams can work faster.
We hear our software described as totally intuitive and seamless and it becomes a way for you to really engage the whole organization, including hiring managers and interviewers. We really are there to power this true collaboration across the organization.
And then the last thing that I guess I will highlight for now is our company culture and the way we're doing this, I think is something that in fact, and Alice commented to me on it on Friday, just the way we're approaching the problem, the way that we really partner, listen, have cross-functional empathy as actually one of our core values. So this importance to listening to the problems, really unpacking what are the pain points, what are the challenges, how can they resolve them in the most elegant ways, has led to us really I think having a different product.
And as we continue to scale, the challenge for us would be avoiding the trap that we have seen literally every other player, and I do mean every other player in the space fall into, which is that as you continue to meet the needs of even more complex organizations, your software becomes clunky. It takes far too many clicks. It's not intuitive. So we are hell-bent on avoiding that trap and making sure that our technology stays seamless, intuitive and easy to use.
Peter: I want to focus on the candidate and the candidate experience for a minute. You're quoted in another Forbes article titled "Why You Can't Ignore Culture In Your Recruiting Process". And here's your quote, "Hiring today is not about vetting applicants who are eager to work for your company. In today's business environment, the balance of power rests with the candidates. Today's recruiting is more about mutual evaluation and finding the right fit."
So Leela, how do you make that right fit assessment in a job interview?
Leela: It's certainly a challenge, Peter, I'll say that. So clearly, in order to be the right applicant or the right person for the job, the candidate needs to have the skills and the potentials to do the work. But I think hiring the right type of employee for your organization is also very much about understanding the candidate's motivations.
So we have a motivation screen, for example, very early on in our process at Lever. It's important to really understand what is the candidate looking for in their next role? What are their aspirations? Is Lever the company that can truly provide those needs?
I think people have been talking for a while about just the fact that when I talk about a candidate-driven market, there is far more demand than supply for many roles in today's working world. So if a candidate accepts an offer, comes on board and suddenly realizes that actually they can't achieve the things that they're looking to achieve at that organization, it's really not so difficult to find a dozen other opportunities.
So this leads to I think more pressure on companies to really not only hire fantastic talent, but retain them and build career paths and think through how can they be ultimately the place where that person can come in, have impact, make a difference and be fulfilled.
People talk about millennials as having really kind of brought this to the fore. I do give them credit for that, but really what they've been articulating is what I think all of us want. I'm a Gen-X-er so I also want to feel fulfilled in my work. I want to feel like I'm having impact. I want to feel like I can have that long term career. So really listening to the candidate's motivations and your eagerness to sell, choosing reality about what it is that they're looking for is I think a really important part of the process.
And then the other piece is, there's a lot of, probably increasing focus on culture and values at organizations. What are the beliefs that you are adhering to as you build your organization? We have a very strong set of values at Lever and we have to be always thinking about, as we vet candidates, do they feel like people who are aligned with the way that we want to build this business? That's very different.
Another term, culture fit, has become a little bit of a swear word in the industry because it can be code to unconscious bias and really kind of being biased against candidates who don't "look like" or seem like others on the team.
But it's not about that. If you have a core value that is important to the way that you run the business, and in the course of getting to know a candidate, you get the vibe that they are not necessarily aligned with that core value, you can overlook that during an interview process. You can extend an offer and get that person on board but I almost guarantee you that will trip you up.
So it is about choosing reality as you talk to candidates, making sure their motivations align with what you can offer and then also that from a cultural standpoint, they're aligned with the way you think about growing the business.
Peter: You had spoken a little bit earlier about the culture within your company. So how would you describe the culture at Lever?
Leela: A few words come to mind: thoughtful, very thoughtful, possibly sometimes a little too thoughtful, but that's okay; down-to-earth, highly collaborative and empathetic, creative, inspiring and authentic. Those are all words that I think fit the mold of what we're trying to accomplish and I think the energy that I feel at Lever every day.
Peter: And looking at Lever's LinkedIn page, you've had a growth rate of 187% over the past two years, so I think it's a pretty good guess that you're hiring.
Leela: Yeah. We're always hiring. We definitely have a lot of practice at hiring and I'm not going to pretend we always get it right. We do our very best but I think what we are good at is sharing, sharing our experiences in hiring.
So we do a lot of blogging, lot of webinars. We did a case study with HR Open Source, I'm not sure you're familiar with HROS, but that movement has been growing in the last couple of years and we pitched in one of our sort of case studies around learning that we've had and encouraging our employees to be storytellers.
So yeah, we are hiring, particularly in sales right now and a few marketing roles are opening up. But our single biggest need right now Peter, if we could hire one person tomorrow, it would be a technical recruiter.
Peter: There you go.
Leela: So if anyone who's listening and wants to be a technical recruiter at Lever based in the Bay Area, please do contact me.
Peter: I really appreciate you taking the time to speak with us here on TotalPicture. So how can our listeners connect with you, especially that technical recruiter that you're looking for?
Peter: Great. One last thing, as a member of the CandE Council, I want to give a shout out to Lever as a gold sponsor of the North American Candidate Experience Awards. It's really been a pleasure to have you on our show today.
Leela: Thank you so much, Peter. I've enjoyed it too.
Today's show with Leela Srinivasan was brought to you by Jobs in Pods. It's a podcast. It's a jobcast, a blog and a YouTube video all on one platform, where real employers and staffing agencies advertise their jobs and tell you how to get them. If you're looking for a mobile-first employment branding and social recruiting marketing solution where your job posting will have a real voice, talk to me about Jobs in Pods. Mention TPR when you book your first jobcast for a $50 discount. We invite you to join the conversation on our Facebook page, facebook.com/realjobcasts and follow us on Twitter @jobsinpods.
Thanks for tuning in to TotalPicture Radio. Sign up for our newsletter to stay up-to-date on all the current topics and awesome guests contributing to this podcast.
This is Peter Clayton. You'll find me on LinkedIn, Twitter and TotalPicture Radio's Facebook group. Have a great week.
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Peter Clayton, Producer/Host, is an award-winning producer/director of radio, television, documentary, video, interactive and Web-based media who has created breakthrough media for a wide array of Fortune 100 clients.
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subset: commoncrawl


text:
October 23, 2013
Jim Bishop, right, is the second generation owner and president of Vesta Lee Lumber in Bonner Springs, and his son, James (left) eventually will come on as the third generation. They are pictured with their dog, Ace, one of two Weimaraners that can be found in the store.
Stories this photo appears in:
Lumber business credits 50 years of success to customer service
Looking at the small building and handful of outbuildings that comprise Vesta Lee Lumber, it's not obvious just how much the lumber yard and appliance store has to offer.
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China will support innovation of financial instruments to further expand channels for capital replenishment at commercial banks, looking to ease lenders' capital pressure and improve their ability to serve the real economy.
The country's financial regulators and the central bank jointly announced the decision on March 12 in a notice posted on the website of the China Banking Regulatory Commission.
Regulators said they will improve the supporting rules to create favorable conditions for banks to replenish capital via instruments including non-fixed-term bonds and convertible tier 2 bonds.
In addition to simplifying procedures of regulatory approval for the issuance of such instruments, they will also expand the community of institutional investors to the social security fund, insurance companies, securities brokerages and fund management firms.
On the same day the decision was made public, Agricultural Bank of China Ltd, the country's third-largest commercial lender by assets, announced a plan to raise up to 100 billion yuan ($15.8 billion) by issuing 27.47 billion A-shares to a target group that includes existing shareholders, such as the Ministry of Finance and the State-owned investment company Central Huijin Investment Ltd. All the money raised, with relevant issuance expenses deducted, will be used to replenish the bank's core tier 1 capital.
Several other listed banks are taking similar actions. On March 5, China's securities regulator gave the nod to the Wujiang Rural Commercial Bank headquartered in Suzhou, Jiangsu province, for its plan to raise 2.5 billion yuan through the issuance of A-share convertible bonds. Bank of Jiangsu Co Ltd also announced on Feb 3 it will issue A-share convertible bonds of up to 20 billion yuan.
"Both large and small banks are facing pressure for capital replenishment due to different reasons," said Xiong Qiyue, a research fellow at the Institute of International Finance at the Bank of China Ltd. "Large banks, especially global systemically important banks, will follow higher capital requirements according to international standards. Small banks have to set aside more loan loss provisions for some previously off-balance sheet activities, which will appear on their balance sheet because of regulatory tightening on shadow banking."
If banks experience a relatively huge capital pressure, their ability to offer credit will become limited and this will cause a lack of financial support to the real economy. So regulators need to expand channels for banks' capital replenishment to ensure that banks will satisfy the financial demands of the real economy, said Zeng Gang, director of banking research at the Chinese Academy of Social Sciences' Institute of Finance and Banking.
In the past, as China has limited instruments for capital replenishment, additional tier 1 capital, a measure to describe the capital adequacy of a bank, accounted for about 5 percent of the total capital at China's four largest commercial banks on average. However, the average for global systemically important banks is around 15 percent, said Xiong with the Bank of China.
He noted that large banks that have stronger abilities are likely to explore innovative instruments for capital replenishment, while small banks will still rely on traditional measures.
According to China's banking regulations, for global systemically important banks, the capital adequacy ratio should not be lower than 11.5 percent at the end of 2018. The tier 1 capital adequacy ratio and core tier 1 capital adequacy ratio should be at least 9.5 percent and 8.5 percent respectively. The capital requirements for other banks will be 1 percentage point lower.


text:
Summerset 30-Inch Stainless Steel Flush Mount Double Access Door - SSDD-33
Product Info Guide
Recommended Accessories
Key Features
- 304 grade stainless steel construction for maximum durability
- Flush mount installation for a clean, professional appearance
- Magnetic latches for secure closures
- Matches the styling of Summerset outdoor components for a coordinated look
- Includes a stainless steel mounting bracket for easy installation
Bring function and convenience to your outdoor kitchen with Summerset components. This 30-inch access door provides quick access to the interior of your outdoor kitchen, making it perfect for storing BBQ tools or accessories. The SSDD-30 features a sleek design, curved handles and magnetic latches for secure closures. This double door is made from 304 grade stainless steel with heavy-duty stainless hinges for maximum durability. A stainless steel mounting bracket is included for easy installation.
Legal disclaimers and warnings
Product packaging, owners' manuals, installation instructions, and/or operating instructions may include more information than what is shown on our website. The content on our site is intended to be used for reference purposes only. Please fully read all included manuals and documentation before installing or using this product. WARNING for California residents: this product may contain chemical(s) known to the state of California to cause birth defects, cancer, or other reproductive harm.
Product Information
- 810012660938
- Model Number
|Cut Out Width
|30 1/4"
|Cut Out Height
|19 1/2"
|Stainless Steel
|Mounting Type
|Number Of Doors
|Includes Trash Bin
|Includes Paper Towel Holder
|Includes Tank Holder
|Made In USA
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Summerset offers a limited lifetime warranty on the construction, workmanship and materials for all outdoor kitchen components.
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Ship your entire order to your home for free, especially the big stuff! * Continental US only.When Will My Item Arrive?
Once shipped, items usually arrive within 3 to 5 business days. If your item is large it may ship via one of our third-party freight carriers (18-wheeler). If your order has an item that is shipped on a freight carrier, you will be contacted to schedule a curbside delivery time.
Anything under $49. ships at one low price. If your order increases, your shipping stays the same!45 Day No Hassle Returns
Return all new, unused and unassembled items in their original packaging, and we'll give you a full refund minus the cost of the original shipping AND return shipping.No Restocking Fee
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At BBQGuys.com we pride ourselves on being the grilling experts. From expert product reviews to free outdoor kitchen planning services, BBQGuys.com is dedicated to being your go-to resource for all things barbecue. Based in Baton Rouge with over 500,000 happy customers nationwide, we stand by our wide selection of grills, smokers, outdoor kitchen components and grilling accessories. Call us with any questions - we're here to help.


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Alhamdulillah, it is through the Grace of Allah and your support, that since our inception in February 2016, we have progressed thus far. What started off with just a service to provide Taraweeh placements in the UK for Huffadh, has now evolved to an internationally recognised organisation, providing a range of services, Alhamdulillah.
Currently, we now have over 2,000 Huffadh registered with our organisation. Our organisation operates under the guidance of esteemed world renowned Qari Ayoob Essack (Hafidhahullah) and we are not-for profit organisation. We rely on your financial contributions to help keep our organisation running. We incur several admin costs on a daily basis, as well as costs required to organise courses and events for Hifdh students and Huffadh.
What services do we currently offer?
- Taraweeh placements in the UK and abroad for UK based Huffadh
- Educational training courses for Hifdh students and Huffadh
- National support helpline for Hifdh students, parents and Huffadh
- Local and national Qur'aan Competitions for Hifdh students and Huffadh
- Local and national Qur'aan events for the wider communities
- Female Haafidhat network, to promote excellence in Qur'aanic learning and to develop efficient female Hifdh teachers
- Dedicated Qur'aan teaching Jobs board locally and nationally
- Online and face-to-face Qur'aan & Hifdh teaching
Please support us by setting up a monthly direct debit to help the day-to-day running of our organisation. At the very least, please remember the National Huffadh Association UK in your blessed duaas.
(All direct debit payments are set-up safely and securely through GoCardless.com. To cancel your direct debit at any time, please contact us)


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PostPosted: 18-Aug-17 13:41 Reply with quote Edit/Delete this post
This is an unresolved issue from 2005.
My name is Shannon and I have in my possession a very unusual book . It is binded in green velvet with a large brass or gold engraving in the middle . The pages are gold lined ( like a bible ) . There is a total of twelve handwritten entries in this book - along with one inscription page and one drawing ( unknown if its pre-printed or hand drawn ) . These twelve entries are all dated and signed - most of the entries ( about 8 ) have the words " Kral Vinohrady " next to the date and year. I have discovered this is the abbreviated name for " Kralovske Vinohrady " - Meaning Royal Vinohrady ( or Vineyards) . I suspect this book may have some connection the the Vinohrady Theatre . These twelve entries are written between the years 1893 ( the first one ) and 1909 ( the last one) . I believe these entries are written in Czech . I do have scans of all the entries if anyone would be interested in seeing them and perhaps helping me to find out what they are . I would appreciate any help.
I have been told this is a very unique book in that it combines languages (Czech /Slovakian). There are different hand writings, all with the "tone" of condolences. As if the original owner was someone who suffered great loss .
I have been offered $8000 for this book, but I do worry that translations I have been given have been wrong . I'm looking for help.
Unresolved Book Translation
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GB Roofing Services Byfleet
Our company
GB Roofing Services in Byfleet is a well-established roofing company trading in the Surrey and London areas for many years. Our main priority is customer satisfaction and we accept nothing less than the highest standard of work.
At GB roofing we provide the complete roofing service, from major re-roof projects to minor repairs. Our reputation has been built on excellent service, quality customer care, and trust.
Our team of highly skilled and experienced roofers enables us to offer you expert and cost-effective service in Byfleet
GB Roofing is happy to offer free estimates and advice and all new work comes with a full guarantee. Please contact us today for more information.


text:
Fox Film Series - Welcome To Marwen
March 03 • 2:00 PM - 4:00 PM
Hutchinson's Historic Fox Theatre
18 E 1st Ave
Hutchinson, KS 67501
United States
Get Directions »
$4 per person
Hutchinson Fox Theatre Film Series Page »
Time: 2:00 PM - 4:00 PM
The next movie for the Fox Film Series is "Welcome to Marwen," (2018) starring Steve Carell! Admission is only $4 per person. Doors open 30 minutes prior to showtime. Film Series passes include 10 admissions and a punch card for five FREE small popcorns for only $36, good for any FOX Film Series movie. Passes available at the door, here, or at the Fox Box Office, 18 East 1st Avenue, (877) FOX-SHOW, M-F 9AM-5PM.
Movie description: When a devastating shatters Mark Hogancamp (Steve Carell) and wipes away all memories, no one expected recovery. Putting together pieces from his old and new life, Mark meticulously creates a wondrous town where he can heal and be heroic. As he builds an astonishing art installation - a testament to the most pwerful women he knows - through his fantasy world, he draws strength to triumph in the real one.
Showtimes: March 1st 7:30 PM; March 2nd 7:30 PM; March 3rd 2:00 PM
Rating: PG-13
Run Time: 116 Minutes
To see the trailer and movie site, here.


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From "Oh, you have gained weight"
"OMG you look Fat"
This transformation did not take place over the night, it's a gradual process and believes me, and gaining weight is easy as compared to losing some pounds of fat from your body. Every 4th men & women in England are obese.
Here are 5 Top Secret ways to lose fat by understanding the physiology of the body:
1. Exercise:
Wait what Exercise? What is the secret in it? We all know that it is the main element to lose weight.
Of course, it is the main part of any weight loss regime but until and unless you don't know the science behind it you will not lose weight but you may hurt your body. The science is simple fat burning starts after the initial 45-60 minutes of exercises, for the first 45-60 minutes only glucose and water loss takes place so whoever claims that "we will help you lose 5-7 kg in one week" have a clear knowledge of this science. Body's initial source of energy is glucose once it gets exhausted it moves towards Protein and then fat. So those exercises which you performed after 1 hour will help you lose fat easily.
So here's how you can plan your exercise regime:
45-60 minutes- Cycling, Treadmill, Cross trainer. The mentioned activity utilizes all four limbs of the body along with the Tummy Muscles (Core Muscle). After this, you will have to shift towards core muscle activities. Pilates is good along with cross legs, Jumps, Squats, Glute Bridging etc. Just keep in mind you don't need weights to lift all you can do is increase the repetitions and hold time for up to 1 min-15 min of such exercise would definitely help in inch loss and weight loss.
New way to be in touch with RhinoOffers click here let us know about you https://goo.gl/SdDnm3
Understanding the physiology after exercises are secretion of hormones mainly Endorphins, Estrogen, Dopamine, growth factors, serotonin. All these hormones have different roles in the body. Endorphins, serotonin responsible for Happy feelings, good sleep, good mood. A good level of Estrogen in the body helps in burning fat in women and carbs in men's body. Dopamine is a pleasure hormone. Growth hormone stimulates and regulates the production of muscle mass growth.
2. Diet:
Fresh Carbohydrate and a moderate amount of Protein intake would boost the weight loss process. A healthy diet would include Carbohydrate such as Brown Rice, Oats, Muesli, Barley, Cornflakes. Make sure when you eat these you use smaller plates and bowls and while eating protein-rich food you use regular plates. Do not try to skip fats completely from your body as Vitamin A, D, E, K are fat soluble vitamins, which means they are absorbed along with the fats in the diet and stored in fatty tissue. A diet chart is incomplete without high fiber food. Generally, there are 2 types of fibrous food. One is soluble fiber which makes the stomach feel full and other which helps as the cleansing agent of the intestine. Both of them are present in vegetables. Remember do not STARVE to lose weight.
3. Water intake:
This is the most important part of weight loss regime. You must avoid all types of carbonated Drinks; Salted Drinks controlled the amount of tea & coffee. Use following instructions for water intakes:
I) Start drinking Lukewarm water, this will help in digestion because its temperature is similar to our inside intestine temperature. Drinking cold water results in vasoconstriction of blood capillaries resulting in a slowing of the functioning of stomach and intestine.
II) Do not drink water just after the meal this will lead to indigestion. Keep yourself hydrated at least 1 hour before the meal.
III) Drink 1-2 glass of lukewarm water early in the morning; this will help you in emptying your bowel.
IV) Try different Smoothie recipes every morning and use warm water in it. This will fulfill your fibrous diet and water diet both.
4. Good Friend Circle
5. Positive Attitude
I am merging point 4 & 5 as they are interrelated with each other. You need to have good friends and family surrounding you, who can encourage you to achieve your goals and not those who try to discourage you, taunt you over your appearance and laugh at your goals. This will affect 5th point positive attitude. Every morning you wake up with the positive attitude of losing weight but these people start discouraging you and this will lead to loss of enthusiasm over the time. So get rid of such people.
Additional point:
During your weight loss phase make sure you check your weight on weekly basis. If you check it daily you may start losing your interest because you will not lose weight over the night, and sometimes you found that you have gained weight again, but it's water weight it's your body water which has restored, so do not get tensed over it, unless you have skipped the healthy meal and had junk food.


text:
Magill Assoc Firm Lobbying Profile
Former Chief of Staff; Aide/Staff, Herger, Wally
See also: Individual Lobbying Profile
Employment Timeline
Employment History
|Additional Info
|Magill Assoc
Revolving Door Personnel: (1)
|Firm lobbying profile
|Livingston Group
Revolving Door Personnel: (60)
|Firm lobbying profile
|Credit Union National Assn
Revolving Door Personnel: (24)
|Sr VP, Legislative Affairs
|Client lobbying profile
|Herger, Wally
Revolving Door Personnel: (12)
|Chief of Staff; Aide/Staff
|Member profile
|Robinson, J Kenneth
Revolving Door Personnel: (1)
|Sr Staff Asst/Counsel
|Whitehurst, G William
Revolving Door Personnel: (1)
|Administrative Asst
|Lobbying Firm Private Sector Federal Govt. State/Local Govt.
For registered lobbyists, employment histories may be incomplete prior to 1998 because the Senate Office of Public Records does not make registrations and reports available electronically for those years.
Feel free to distribute or cite this material, but please credit the Center for Responsive Politics. For permission to reprint for commercial uses, such as textbooks, contact the Center: email@example.com


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Annette Summers Engel
Donald and Florence Jones Professor of Aqueous Geochemistry
University of Tennessee at Knoxville
Department of Earth and Planetary Sciences
Research Overview
Cave biodiversity
Hawaii lava tubes
Edwards Aquifer
Sulfur gases
DOM in karst
El Tatio
Analytical Facilities
Bio Annette Summers Engel
More Information
Methods and Protocols
Photo Gallery
Engel Lab Analytical Facilities
Lab instruments and facility use
The Engel lab moved in May 2017 to the Strong Hall building on the UT main campus. This is a new building occupied by the Department of Earth and Planetary Sciences.
Equipment use is available for faculty, staff, and students who have training to operate the specific instruments and associated software for their research needs. Several of the instruments have separate online sign-up sheets to manage use and equipment
, and to log hours. Contact Dr. Engel for more information.
Information about collaboration
Methods and Protocols
These are some general new laboratory pictures from August 2017, after we moved in and started research up again.
This SRI 8610C gas chromatograph measures gases. This instrument uses hydrogen (produced from a hydrogen generator) and helium, and everything can be taken into the field for in situ measurements.
Ion chromatography
This Dionex ICS-2000 can analyze anions and cations separately using eluent generators. One autosampler supports both ion chromatographs.
A range of spectometers are available, including a Nanodrop 1000 spectrometer, Thermo UV-Vis spectrometer, and a Horiba Jovan Fluoromax 4 spectrofluorimeter.
This Agilent GC-MS (gas chromatograph-mass spectrometer) instrument analyzes organic compounds in solvents, including hydrocarbon compounds.
FTIR spectroscopy
This Agilent Cary 600-series Fourier transform infrared (FTIR) spectrometer has several attachments for diffuse reflectance (for DRIFT analyses), attenuated total reflectance (ATR), and a microscope with focal plane array for chemical imaging.
FTIR microscopy
FTIR chemical imaging can be done with this microscope attached to the Agilent Cary 600-series FTIR.
Thermal cyclers
Used for polymerase chain reaction (PCR), there are two Bio-Rad C1000 thermal cyclers for experiments, and another C1000 Bio-rad thermal cycler converted to a 6-channel real-time PCR system with a CFX96 optical reaction module.
Gel electrophoresis
Various instruments are available for gel electrophoresis for nucleic acids and protein visualization and purification.
Bio Safety Cabinet
The BSC is an enclosed, ventilated workspace for safely handling sediments, water, etc. We operate under BSL-1 conditions, but can function at BSL-2 because of basic and advanced training, limited access to labs, and other practices.
Misc. instruments
Other instruments are housed in the Engel lab, including an ice machine, large and small format centrifuges, pH meters, shakers, hot and stir plates, balances, pipettes, drying ovens, muffle furnaces, and grain size sieves and automated shaker.
Field equipment
Various meters and multi-meter systems, as well as field spectrophotometer, are available for geochemical analyses in the field. Also available are piezometers and soil and sediment coring devices.
Caving & field gear
For field work, the Engel lab has robust sampling gear, including packs, dry bags, caving helmets, and lights. We also have many coolers, field sampling equipment, like peristaltic pumps, tubing, a generator, and other items that can go into the field.
History of our Research Laboratories & the Move to Strong Hall
On the University of Tennessee campus, Strong Hall occupies a location on campus that was originally for the 1926 Sophronia Strong Hall, UT's first women's residence hall. The outer stone archways for the new building came from the original dorm, and the names of the first five female students enrolled at UT are included in a stone garden around the building.
It took a little more than three years to complete Strong Hall, a 268,000-square-foot facility that now houses the Department of Earth and Planetary Sciences, the Department of Anthropology, and parts of the Department of Chemistry and Division of Biology. The building also includes general classrooms, like 150- and 250-seat auditoriums, and flexible teaching spaces. More information about the Strong Hall project and news is
The following are pictures from various stages of construction for the building and our laboratories from 2016 - 2017.
Ancient History - SERF Labs (2011 through early 2017)
When I came to UT in 2011, my lab moved into a space in the Science and Engineering Research Facilty (SERF). But, soon after arriving, we
found out that the whole department would move into Strong Hall. So, I was encouraged to put minimal funding into renovations, but we still needed efficient, modern geochemistry and molecular biology research space. Renovations included putting a door between the two labs, removing walls, patching and painting,
removing equipment and establishing a new DI water line and sink, d
esigning and installing lab benches and storage cabinetry,
rewiring electricity and lighting,
putting in a new floor, and acquiring and organizing supplies and equipment.
Renovations were completed within ~18-20 months, although we still seem to be in a constant state of flux as we adjust space for new students, project needs (like getting new freezers), and install new equipment. The lab has diverse geochemical, molecular genetics and culturing equipment, as well as all of the field equipment needed for research and teaching.
These are 'before' pictures in 2011. A door was put in to connect two different lab spaces.
These are 'more before' pictures in 2011 and 2012. We have since had a new floor put down throughout most of the space in 2015.
Geochemistry. Geomicrobiology. Geology. Ecology.
Interdisciplinary Research at the University of Tennessee


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Google reportedly pitching streaming online TV service to multiple media companies
Streaming online television services appears to be the next big thing in the Valley -- at least, if you ask Google, Apple, Intel and other tech giants that are considering making a move in that direction. According to the Wall Street Journal, Google has approached several media companies about licensing TV channels for such a service, which involves offering cable TV-like channel packages over broadband. This wouldn't be the first time we've seen the folks at Mountain View putting feelers out, as the company opened up discussions with media companies two years ago. Nothing came of them, of course, but it's hard to say if the current conversations will meet the same fate -- a couple years is a long time in the industry, and things may be different enough to merit a more appealing offer on either side, especially given the rise of Netflix, Roku, Amazon Instant and others. A report from the New York Times indicates that these talks are still likely preliminary and not anywhere close to a deal, so we shouldn't anticipate watching new TV shows live on our Google TV anytime soon.
Filed under: Displays, Home Entertainment, HD, Google
Source:Wall Street Journal
Read more http://www.engadget.com/2013/07/16/google-online-tv-service/?utm_medium=feed&utm_source=Feed_Classic&utm_campaign=Engadget


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ORANGE, Calif. (KABC) -- New details are emerging about a man shot and killed by police in Lake Elsinore after a chase last week.
Eyewitness News has learned the suspect's name is Hafez Abousamra.
Officials say he shot at a CHP officer who tried to stop him for DUI. He also allegedly shot at other officers and helicopters with an assault rifle during the ensuing pursuit on the 15 Freeway. Deputies eventually shot and killed him.
Neighbors, who didn't want to be identified, say he lived in a Tustin apartment with his wife and two young children. They say the family had problems with police before.
Deputies, SWAT and the FBI have served search warrants at the suspect's home and at a liquor store in Orange where he worked. Officials have not said why the FBI is involved.
Neighbors say he worked long hours at the liquor store and told them he had served in the military. They say police had been to the home before and he at one point felt he was being racially profiled.
Tustin police confirmed they've been to the home multiple times, including once to serve Abousamra with a restraining order from another family member.
Suspect in Lake Elsinore chase, shooting had past police issues
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Cultures of Resilience (CoR) are the interwoven narratives, ideas, meaningful products and performances that, together, create the cultural fabric of an emerging society: a resilient society capable of facing and navigating the turbulence of our time, learning from experience how to thrive best. Resilience, when referred to in socio-technical systems, means a system's capacity to cope with stress and failures without collapsing and, more importantly, the ability to learn from the experience. Therefore, it should be considered a fundamental characteristic for any potential future society.
The Cultures of Resilience Project is a two years UAL-wide initiative, the goal of which is to build a 'multiple vision' on the cultural side of resilience by putting together a set of narratives, values and ideas that are coherent in that they are all based on resilient systems, but in many other aspects they are very diverse. A multiplicity of images that, like the stones of a mosaic, may generate a larger one: a mobile, dynamic, colourful vision of a resilient, sustainable civilization. During UAL's Research Fortnight (16-27 March), Cultures of Resilience will be holding a four day programme of events from 24-27 March.
CCW is contributing to Cultures of Resilience with Tracing Networks of Evaluation, led by research staff members Neil Cummings, David Cross and Marsha Bradfield. Discussing the work, Cross said, 'We have enabled the values of competitive markets to dominate contemporary cultural production, we inhabit a mono-culture of evaluation, and this is not resilient. Taking our model from resilient ecosystems – where bio-diversity is essential for their reproduction- we intend to explore different, varied, even conflictual evaluative communities. For the week-long festival, we intend to exhibit a fragment of our ongoing research. Taking the University as an exemplar, we are mapping/tracing of some of its evaluative communities. These include student/staff numbers and composition, our financial entanglements, our stated aspirations, and our energy procurement. These tracings are enabling us to visualise evaluative networks, and assess their resilience. We would also like to run some live mapping/tracing workshops, to research in-real-time, and share the results of that research.' Tracing Networks of Evaluation will be on Tuesday 24 March from 10am-1pm.
Cultures of Resilience is being led by Professor Ezio Manzini, UAL Chair of Design for Social Innovation.
CoR Exchange event on Facebook
Twitter: @CoResilience; #CoR_Exchange
Top image by: Marsha Bradfield


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North Carolina
Tar Heels blanked 23-0 at Virginia
Twenty-five years without a victory at Virginia.
Five straight seasons without a winning campaign.
The disappointments just keep piling up for hapless North Carolina, which still hasn't beaten a Division I-A foe in football this year after falling to the Cavaliers 23-0 at Scott Stadium.
Thursday night's loss was particularly irritating because the Cavaliers (3-5, 2-2 ACC) were having such a lousy year, as well.
Still, UNC (1-6, 0-4) allowed 309 yards through the first three quarters to a team that was averaging only 259.4 per game this season.
It couldn't manage a single point against a team that came in giving up an average of 21.4.
And it gave up 100 first-half rushing yards to a team that was managing only 92 per game.
UNC's last win at Virginia was in 1981, when it prevailed 17-14. It has now lost 13 in a row in Charlottesville.
Meanwhile, Carolina's last season above .500 was in 2001 — coach John Bunting's first year at the helm. With five games remaining, the Tar Heels can dream only of finishing 6-6.
This probably wasn't the type of game ESPN was hoping for when it scheduled it before the season. It was the first time since 1978 that both teams entered the rivalry with losing records, and it showed.
The Tar Heels' offense had the ball in Virginia territory three times in the first half but came away with nothing.
On the first occasion, running back Ronnie McGill had the ball stripped on the 21-yard line. The second time, punter David Wooldridge kicked it away after a three-and-out. Finally, a 15-yard sack by Cavs linebacker Antonio Appleby drove quarterback Cam Sexton back into UNC territory and eventually led to a punt.
UNC managed only 70 yards of offense before halftime. Meanwhile, Virginia was downright explosive by comparison, kicking field goals of 31, 43 and 43 yards, and racking up 192 total yards.
After a 3-for-8 performance in the first half, Sexton was replaced by junior Joe Dailey, who started the season at quarterback but hadn't played since the fourth quarter of the Miami loss.Trailing 9-0, he didn't fare much better.
With 11:47 left in the third quarter, on a first-and-10 at the UVa 38, Dailey's flat pass to Brooks Foster was batted back by linebacker Jermaine Dias, and ruled a fumble because officials determined it was a backward pass. The play was reviewed and stood.
Virginia got the ball and eventually scored its first touchdown of the game, with 9:21 left in the third quarter, on an 18-yard run by quarterback Jameel Sewell.
That gave the Cavs a 16-0 advantage. And there was never any sense that the Heels, who had such high expectations just two months ago, ever could catch up.
Especially after Dailey threw an interception to Cavs cornerback Chris Cook with 13:37 left, leading to a 5-yard touchdown run by Jason Snelling. That gave Virginia a 23-0 lead.
Bunting, whose job is in jeopardy despite the three years left on his contract, is now 0-3 at Scott Stadium and 25-42 in his six seasons at Carolina.
BRIEFLY: Tar Heels linebacker Garrett White was benched for the game after making what a UNC official termed an "inappropriate gesture" toward the crowd during pregame warm-ups. Bunting was seen yelling at the player in ESPN replays after the incident. White was on the sidelines in street clothes during the game.


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Set out on a grand adventure in this turn-based, retro style, pixel-art RPG, inspired by the great titles of the 90's. Take on the roles of in-game players taking on the roles of their characters in a traditional pen and paper RPG session in the ultimate meta roleplaying experience.
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Update: Huntsville Mayor Tommy Battle Says He Won't Run for Governor
HUNTSVILLE, Ala. (WHNT) – Huntsville Mayor Tommy Battle says he still has work to do in the Rocket City, and won't enter the 2014 Alabama gubernatorial race.
He made the announcement at 10 a.m. on his website, TommyBattle.com.
Battle told WHNT in August 2013, "I'll make my decision by first of the year. That is a shortened period, but it is a time to be able to talk to people, to evaluate, to make sure that you can achieve what you need to for the city of Huntsville and make a decision."
WHNT News 19 checked with him again on January 8. He said he would make an announcement within a few days.
Battle has already begun looking at a few issues that might make the race tempting, including education and roads.
Though Battle is turning to keeping school funding in public hands instead of private and spending more money on roads, he said in August that he would run as a Republican.
"One of the things government has gotten away from is the idea that you reach across the aisle, that you work with people. If you look up here, I may have Republican roots, but I dare say, I have a number of people who probably have some Democrat background who work with me. And it's time to reach across the aisle," said Battle.
Take our poll and let us know what you think about the possibility of Mayor Battle running for governor.


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Cute pony holder for little girls to tween. You pick 4 ribbons, thread color and supply name and I will create cute cute cute hair accessory. Rhinestones can be added around the name. You can add school name at no charge. You can also just do Initial too!!
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And the feasting continues! On Monday night I went out for shabu shabu in Shibuya. Shabu shabu consists of dunking thinly sliced pieces of meat, along with vegetables etc into flavoured boiling water that sits on a burner at your table. It's a great social way of feasting and very tasty.
At the restaurant we went to, you can concoct your own dipping sauces using a massive array of ingredients that you mix together yourself.
The table is spread with a selection of thinly sliced meat and vegetables that you place into different boiling pots that sit on burners.
We had a selection of beef and pork that is cooked quickly in the boiling broth.


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Omnitapps Scan & Win
With Omnitapps Scan & Win you can create a promotional campaign around a store, shopping-mall or event. The design can be customized to your needs. Also the prices that can be won can be adapted. Determining a winner can be done based on percentages, time lapse or at a special time frame. All settings are configurable and can be spread over multiple days to make sure all prices are won at the end of the campaign and there will be enough prices for each day of your campaign.
This special application can only be bought via Omnivision Studios or one of our official resellers, because a special training to make a configuration of Scan & Win is necessary.
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Movie Madness Monday 101: underdog edition
Well, well, well, Super Bowl XLII is history and the Tale of the Tape says: "Hey Patriots! What happened? Did your video camera break?"
So of course that brings to mind Movie Madness Monday, the movie quote trivia game. Put your quotes in the comments section without naming the movie-- and that means you, Polski3!
"The only thing better than a crawfish dinner is five crawfish dinners."
"Everything is the devil to you, Mama! Well, I like school, and I like football! And I'm gonna keep doin' them both because they make me feel good!"
"And by the way, Mama-- alligators are ornery 'cause of their Medula Oblongata!"
"I haven't seen a tackle like that since Joe Montana."
"Joe Montana was a quarterback, you idiot!"
"I said Joe Mantegna."
"Things are about to get awful, awful physical around here... and I don't think you want that."
"I made a few little changes to your lawn mower...."
Labels: Movie Madness Monday, Movie trivia


text: You open your eyes Once again you'll be conscious This half you despise It's weighing on your conscience We're always so cautious And now I wish I lost this But have I gone too far? Far too far to drop it See that change coming You can't, you won't stop it I just need some time to collect myself Son, you'll get none Life is short Enjoy your health We'll be needing your time and your trust Here's your lust Here's your wealth You'll take it and you'll like it You know, it's bringing me down Today I missed the sunlight A blank stare and a frown Can't you tell I know it's not right? Soon I'll leave this Soon I might stop giving into fright I'll take off without notice No, you won't get a warning What happened and where's a helping hand this morning? It won't take long I'll be quickly replaced Someone else to make haste And to pick up the pace And I'll be somewhere else I'll be far from this place I'll have a smile on my face I'm ready to go (Today I missed the sunlight) Cause I won't take much longer (Can't you tell I know it's not right?) Nothing lasts forever (I'll stop giving into fright)


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|2 cups milk
|1 1/2 cup cooked, chopped, broccoli
|3 tablespoon melted butter
|2 cups shredded Clover Creek Cheese Cellar Cheddar Cheese
|2 tablespoon finely chopped onion
|1/4 teaspoon garlic powder
|3 tablespoon flour
|2 chicken bouillon cubes
|1/8 teaspoon pepper
|1/2 cup boiling water
Cook onion in butter until tender. Blend in flour and seasonings. Add milk, stirring constantly. Cook slowly until thick. Add cheese; cook until melted. Remove from heat. In a cup, dissolve bouillon cubes in boiling water. Stir into cheese mixture. Blend in broccoli. Cook until heated through. Serves 6