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HR for Humans: How behavioral economics can reinvent HR Deloitte Review Issue 18
People may be the heart of our organizations, but HR practices are often based on outdated ideas of human psychology and organizational design. When it comes to hiring decisions, employee motivation, and helping workers make better choices, behavioral insights and evidence-based practices can drive a new generation of HR strategies.
You spend more time working than doing anything else in life. It's not right that the experience of work, even at some of the best employers, should be so demotivating and dehumanizing.—Laszlo Bock, Work Rules!1
From management-led to evidence-based HR
The human resource function is at a crossroads. People are the heart of our organizations, yet many fundamental management and HR practices are based on outdated ideas of human psychology and organizational design. Often they are rooted in stories about successful business leaders operating in specific places and times (for example, Jack Welch at GE in the 1980s and '90s). These anecdotes and examples evolve into management trends and, later, received wisdom that executives try to implement—at least while they're on bestseller lists and magazine covers.
But it is rare for such practices to be rigorously evaluated. To paraphrase a well-known psychologist, they lack the character of scientific knowledge: "They tend neither to be refuted nor corroborated, but instead merely fade away as people lose interest."2
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The time has come for a fresh look at evidence-based HR, founded on two key premises.
First: HR practices, policies, and programs should be designed to reflect our best understanding of human psychology. This simple idea carries huge implications, thanks to the revolution in our understanding of human psychology and behavior that Nobel laureate Daniel Kahneman and his collaborators and followers have ushered in over the past four decades. This work has fundamentally challenged and changed virtually every field involving human behavior, including behavioral economics and finance, marketing, behavioral health, and happiness research. HR should be next.
Second: HR practices, like all business programs, should be tested and validated. While the major findings of cognitive psychology and behavioral economics are well validated, the practical effectiveness of specific applications varies from context to context. A practice that flies at an online retailer, for instance, might flop at an ad agency. So whenever possible, researchers need to field-test new ideas using what the medical profession calls randomized controlled trials and what Internet companies call A/B testing: Try it on one randomly selected group and compare the results with those of a control group. Doing this enables HR departments to learn what works and what doesn't and to quantify the economic value being created (or destroyed).
These two principles are the pillars of the "behavioral insights" movement that is reshaping the public policy world.3 Since the 2008 publication of Nudge by Richard Thaler and Cass Sunstein, policymakers have come to recognize that public sector interventions—ranging from government forms' color and word choice to the design of job centers and after-school programs—should be designed to go with, rather than against, the grain of human psychology.4 And rather than simply follow tradition, accept authorities' prescriptions, or adhere to industry benchmarks, policymakers are using A/B testing and data analysis to help design and evaluate programs.
The HR domain should embrace a behavioral insights movement of its own, founded on three premises that correspond to the major themes of behavioral economics (see the "Humans 101" sidebar):
- Play Moneyball (bounded rationality): The fact that the human mind relies on storytelling—not statistics and logic—to make everyday decisions has a profound implication for HR managers. When it comes to hiring and promotion decisions, even simple predictive models run circles around unaided professional judgment.
- Nudge your colleagues (bounded willpower): Understanding the nuances of our imperfect willpower gives HR leaders a powerful new toolkit—called choice architecture—to bust bureaucracy and help employees make better diet, exercise, charitable giving, and investment decisions.
- Leverage intrinsic motivation (bounded self-interest): HR leaders can improve business performance by recognizing that such traditional reward-based policies as incentive pay, goal-setting, performance ratings, and promotions have far less impact on actual performance and collaborative activity than traditionally thought. Indeed, the impact can actually be negative.
Humans 101: Three themes of behavioral economics
The past 40 years have seen an explosion of research revealing dozens of surprises about how actual people ("Humans") behave, often diverging from how rational economic actors ("Econs") are presumed to behave. These findings fall into three major themes:5
Rationality: Traditional economic thinking holds that each of us makes decisions by gathering all available information and analyzing it with the kind of cost/benefit logic characteristic of Star Trek's Mr. Spock. In reality, many of our intuitive decisions are predictably illogical—often in surprising ways. It turns out that even highly trained professionals—doctors, judges, underwriters, hiring managers—routinely lean on fallible rules of thumb and intuition ("thinking fast") to make complex decisions that require careful data analysis ("thinking slow").
Willpower: Econs enjoy perfect willpower and never let short-term distractions compromise long-term goals. Clearly, such beings exist only in Econ 101 textbooks. Understanding how and when we fall short of this ideal can help policymakers and HR executives design "choice environments" that steer us toward making smarter decisions.
Motivation: Econs act purely out of economic self-interest: If Dan puts in an extra hour on the job, it's because he either relishes the expected reward and/or fears the punishment he'd face if he failed to do so. In reality, factors beyond economic self-interest—for example, fairness, professional pride, and societal responsibility—also strongly affect our decisions and choices.
Richard Thaler calls these characteristics of human behavior the "three bounds": bounded rationality, willpower, and self-interest. Each of them points to major opportunities to rethink, redesign, and radically improve our management strategies.
Taken together, these principles offer a framework to drive a new generation of HR strategies that create happier, more motivated, and higher-performing teams. And thanks to the power of A/B testing, HR professionals can rigorously measure these strategies' effectiveness.
Principle 1: Bounded rationality and why HR needs to play Moneyball
Moneyball—the title of Michael Lewis's famous book and the subsequent movie adaptation—has become shorthand for the type of data-driven decision making now widely used to improve decisions in realms far beyond professional sports: health care, financial services, entertainment, consumer business, public affairs, and more.6 So it is ironic that data-driven methods have made comparatively few inroads into the sorts of decisions at the heart of the Moneyball story: hiring. Hiring decisions are still routinely made largely on the basis of unstructured interviews—the corporate analog of baseball scouts' use of gut feel to select players—which are notoriously unreliable predictors of future performance.7
Think about Linda: Why experts need equations
To get a feel for how badly our mental shortcuts ("heuristics") can lead us astray, take a moment to consider a young woman named Linda. Linda is 24 years old, single, outspoken, and very bright. She majored in philosophy. As a student, she was deeply concerned with issues of inequality and social justice and also participated in the Occupy movement.
Now ask yourself: Which of two alternatives is more likely?
a) Linda is a bank teller
b) Linda is a bank teller who is active in the Occupy movement
Most people answer (b), even though a moment's thought reveals that this cannot possibly be the better response: The set of politically engaged bank tellers is a subset of the world's bank tellers!8
This little test illustrates a fundamental feature of human cognition that psychologists have brought to light in the past four decades. Human thought comprises two sorts of mental operations that Daniel Kahneman calls "thinking fast" (System 1) and "thinking slow" (System 2). Thinking fast is automatic and effortless, valuing stories that possess narrative coherence. Thinking slow is controlled and effortful, valuing analyses with logical coherence. The bulk of our mental operations are System 1, and most of the time this serves us well—after all, we would be paralyzed if we had to logically analyze each of the thousands of decisions we make every day.
But there's a rub: System 1 is terrible at statistics, and comes with dangerous unconscious biases. We humans are natural storytellers but poor natural statisticians. We are so far from being rational Econs that Kahneman calls the mind "a machine for jumping to conclusions."9 Often without even realizing it, we tend to:
- Overgeneralize from small samples of personal experience: The last two interns I recruited from the University of X were great—let's focus our recruiting there.
- Assume that the evidence before our eyes is all that's relevant: The résumé looks good, and she came across well in the interview—what more do we need to know?
- Overweight factors that readily come to mind: That candidate was able to give a smart answer to the question of how many golf balls would fit in a school bus.
- Assume that people's observed behaviors—such as earning a high GPA or appearing distracted at a job interview—are manifestations of abiding character traits rather than situational factors, like having gone to a school with grade inflation or dealing with a family crisis at home.10
- Form an overall impression ("halo") of a person based on specific factors that we like or dislike: Let's promote Bill to manage the new team, since he looks manager-ready, always gets to the office on time, and does what he is asked.
- Let the emotional tail wag the rational dog: We selectively process information about a person depending on whether we basically like or dislike the person.11 Did we simply "feel good" about the job candidate we just met? Yes, let's just hire him. (But we forgot to test him to even see if he has the skills to do the job! Oops.)
As if this were not bad enough, our susceptibility to cognitive biases is strongly tied to our physical energy level. For example, a study of eight judges making a total of more than 1,000 parole decisions over a 10-month span found that first thing in the morning, the judges granted parole to over 60 percent of the cases presented to them. This rate shrank steadily to zero just before the judges' first meal break, after which it spiked back up to 60 percent and so on throughout the day. This phenomenon, called "decision fatigue," is useful to keep in mind when scheduling full days interviewing job candidates or making year-end rating decisions.12
A psychological study, discussed by Google's Laszlo Bock in Work Rules!, illustrates the havoc that cognitive biases routinely wreak in job interviews. (See the "Think about Linda" sidebar for further background.) Researchers showed study participants short clips of videos of actual job interviews:13
Slices were extracted from each interview, beginning with the interviewee knocking on the door and ending 10 seconds after the interviewee took a seat, and shown to naïve observers. Observers provided ratings of employability, competence, intelligence, nervousness, ambition, trustworthiness, confidence, nervousness, warmth, politeness, likeability, and expressiveness. For 9 of the 11 variables, thin-slice judgments correlated significantly with the final evaluation of the actual interviewers. Thus, immediate impressions based on a handshake and brief introduction predicted the outcome of a structured employment interview.14
In other words, the great bulk of the actual time spent in the interviews did little more than confirm the first impression that the interviewee made on the interviewer. The problem is that those first impressions are worthless at predicting success on the job.
Consider a second, and more dangerous, outcome of intuition-driven hiring: unconscious bias and discrimination. A study conducted by University of Chicago and Harvard economists studied the effects of randomly assigned "white sounding" and "African-American sounding" names atop otherwise identical résumés. The study found that the former résumés yielded call-backs for interviews 50 percent more often than the latter.15 This type of fast thinking—by time-crunched hiring managers quickly sorting candidates into yes and no piles—can lead to lawsuits, to say nothing of neglected job candidates and foregone workforce diversity.
For 9 of the 11 variables, thin-slice judgments correlated significantly with the final evaluation of the actual interviewers. Thus, immediate impressions based on a handshake and brief introduction predicted the outcome of a structured employment interview.
Thinking fast can also lead to gender bias. For example, renowned classical music conductors have been known to dismiss female musicians as having "smaller techniques," being more temperamental, and so on. When orchestras began holding blind auditions, female musicians began to be hired in greater numbers. Physical blinds overcame the mental blinders resulting from thinking fast.16
The problem is clear and pervasive, but what can be done? As Moneyball illustrates—and psychological research dating back to the 1950s clearly demonstrates—the answer is using evidence, experimentation, and predictive models as thinking-slow correctives to biased, unaided judgment.17 While few HR departments have as much "big data" as statistics-obsessed baseball teams, we are clearly moving in this direction. Companies have mountains of data about their people, and we are only now starting to learn how to use that information to improve HR practices.
More fundamentally, a lot can be accomplished with traditional data sources. Laszlo Bock notes that the results of work samples, tests of general cognitive ability, the results of structured interviews, and tests of such non-cognitive abilities as conscientiousness are all (to varying degrees) predictive of future job performance. As one might expect, combining these assessment techniques into a single predictive model outperforms any one of them individually.18
We have spoken with insurance companies, consumer goods companies, and retailers who are using analytics techniques to identify the characteristics of high performers and then apply them on the job.
- A movie theater chain radically changed its hiring practices—and boosted profitability—after studying the characteristics of teams with high levels of popcorn sales.
- A retailer identified the cognitive skills needed to effectively sell cosmetics and changed its hiring to focus on cognitive abilities, not just beauty and charm.
- A sporting-goods distributor found that "people who love the outdoors" are far better performers than those with strong technical skills in their business.19
With different workforces, practices, and needs, companies should experiment and learn from experience to refine the hiring process over time. Google, which shares much of its experimentation publicly, has analyzed its own data to dramatically alter its hiring practices. For example, the company:
- Moved from nearly a dozen interviews to a mere four after an analysis established that the marginal utility of more than four interviews was virtually nil
- Banned the use of brainteaser interview questions, such as "How many golf balls would fit in a school bus?," after determining that they have no predictive value
- Stopped placing great weight on degrees from elite universities, realizing that excellent candidates from less prominent institutions were being overlooked
The common theme here is to be scientific: Gather, standardize, and analyze the data resulting from interview processes rather than skipping a System 2 process in favor of raw intuition. As Linda, our philosophy major, can attest, this results in better decisions.20
Furthermore, as organizations become ever more adept at data science, it is increasingly practical to build predictive models to facilitate the hiring process. HR departments' hard drives and file cabinets are filled with data that can fuel such applications: employees' and candidates' job history, educational experience, prior employers, roles and job titles, performance ratings, and even tests and assessments. One major software company, for example, found that candidates with successful tenures at a particular competitor almost always proved to be effective employees in sales positions. Another found that the most predictive factor among candidates who did not succeed in their first year was "typos and spelling errors on their résumé."
HR departments can also use innovative behavioral and lifestyle data sources to supplement traditional data. A fundamental truth about making nearly any kind of predictions about people is that past behavior is the best predictor of future behavior.21 Furthermore, the "digital breadcrumbs" we continually leave behind in our digitally mediated lives are behavioral data sources that can be used in novel ways. For example, we used the sort of lifestyle data traditionally applied to target marketing promotions and catalogs to help a major financial services company better predict which sales agents were likely to make it through the interview process and succeed on the job.
An emerging type of behavioral data relevant to HR is sociometric data. Sociometric badges are recording devices capable of measuring patterns of nonverbal communication and team interaction. For example, sociometric data have been found to be predictive of which call-center conversations are likely to end well, which doctors are relatively likely to be sued for malpractice (hint: patients sue likeable doctors less frequently), and which banking employees are likely to sell the most products and services.22
Sociometric data and email metadata can also provide useful insights by measuring patterns of collaboration and piecing together an organization's social-network graph. For example, several studies have shown that in roles such as engineering, research, and consulting, individuals with larger "internal collaboration networks" outperform those who operate and work independently. Tribal wisdom and fast thinking might advise that we just hunker down and do our work, but data-rich slow thinking tells us to take some extra time, meet our colleagues, and build a network of partners in the organization.
Principle 2: Choice architecture and how little nudges can make a big difference
A core theme of classical economics is that once an Econ has logically calculated the optimal choice, he or she acts on it without hesitation. But decades of behavioral economics research reveal that a large number of what Thaler calls "supposedly irrelevant factors" affect our choices—often strongly.23
For example, we are more likely to tip a taxi driver 20 percent (rather than less) if the payment touchscreen offers a 25 percent option; we tend to cut our electricity usage when informed that it's much higher than that of neighbors living in similar homes (this is more effective than either economic arguments or environmental pleas); and we are more likely to purchase a jar of jam if we are presented with five flavors than if we see a choice-overloading array of 25 flavors.24
The choice-architecture lessons of Thaler and Sunstein's Nudge are, we believe, entirely applicable to HR: Given that "everything matters" in the way environments affect our behaviors, we can intentionally design those environments in ways that prompt—nudge—people to take the short-term actions that are consistent with their long-term goals.
Consider the challenge of getting people to use the stairs at work. If the office stairs are stylish and centrally located (think of the set in the later seasons of Mad Men25), while the elevator is nondescript and requires a key card to use, people are likely to use the stairs more often than were the arrangement reversed. This encourages exercise, gives people a chance to move around, and even creates a more open work environment. (Similar research has shown that people with more light in their workspace were happier and more collaborative than those in dimmer offices.26Apparently, many Humans—unlike Econs—are heliotropes.)
While some view choice architecture as a form of Big Brother central planning—and yes, it can be abused along such lines—its inspiration is rooted in user-centric design.27 For example, iPads and iPhones are designed so that even children can pick them up and start using them with little instruction. Why can't we design forms, policies, programs, and indeed all physical and choice environments in a similarly transparent, human-centered spirit?28
As it happens, one of the greatest choice-architecture success stories resides in the HR domain: prompting employees to save more for retirement. Knowing that idiosyncratic Humans tend to shrug and select the "default choice" led Thaler to suggest that companies automatically enroll employees in retirement savings accounts (requiring them to unenroll if they don't want the default choice). Classical economics predicts that the default setting—a "seemingly irrelevant factor"—would have little effect: What self-respecting Econ would let filling out a silly form stand in the way of a more prosperous retirement? Yet the effects can be huge: An early study reported participation jumping from 49 percent to 86 percent.29 This is a cost-free bit of choice architecture that yields an outsized effect that benefits employees (and society).
When one thinks along these lines, any number of workplace choice-architecture applications—both actual and eminently plausible—leap to mind:
- Confronting the problem that employees enroll in savings accounts at distressingly low rates, Thaler and Shlomo Benartzi took the above application of choice architecture to the next level with a program called Save More Tomorrow, in which companies give employees the option to automatically tie future retirement savings rate increases to future raises.30Rather than inertia getting the better of people, choice architecture applies inertia to workers' benefit.
- Similar logic can help employees choosing among health plans and other benefits. The benefits industry typically focuses on providing information and education. But nudges—here in the form of smart defaults—can be more effective. For example, a new paper by behavioral economists Saurabh Bhargave, George Loewenstein, and Justin Sydnor finds that a majority of workers (in particular, older workers, women, and low earners) choose options in which they spend extra for unnecessary benefits. The authors comment: "Most employees would have fared better had they instead been enrolled in the single actuarially best plan."31
- Similarly, choice architecture is now a hot topic in health insurance exchanges. Eric Johnson of Columbia University performed an experiment in which people made better choices if offered a simplified list of health plan options (called EZPath, invoking fast-track lanes on toll highways) rather than a list of all available plans.32 For Humans, unlike Econs, less can be more.
- A dramatic illustration of the power of choice architecture involves organ donation. When the Illinois Department of Motor Vehicles made opting in easier by asking people renewing their driver's licenses, "Do you wish to be an organ donor?," the donation rate rose to 60 percent, compared with 38 percent nationally.33 Companies could employ essentially the same strategy to promote charitable giving: Rather than sending an easily ignored HR email urging employees to opt in, a company could (for example) require each employee to make a donation decision (one option of which would be a zero donation) on the first of the fiscal year. Taking the idea further using the Benartzi/Thaler logic, companies could consider implementing "donate more tomorrow" schemes by linking future pay increases to matching donation increases. Here, inertia enables the employee to nudge himself or herself in the pro-social direction, and his or her experience of loss aversion is diminished because the increased donation occurs in the dimly imagined future.
- HR can go beyond its traditional roles to creatively envision and test choice architecture to promote employee wellness. In Work Rules!, Bock describes an experiment that involved placing healthier snacks at eye level and making them more visually appealing, while placing sweets in opaque containers. Measured against a baseline, this small intervention led to a 30 percent reduction in calorie consumption, as people opted for the more visible and accessible healthy snacks. Bock reports that such nudges were more effective in prompting healthier food choice than either providing information or restricting choices.34 This is consistent with dozens of studies finding that nudging is more effective than attempts to provide information or education. Remember Humans' bounded rationality.
- The surprising impact of resetting defaults from opt-in to opt-out hints at the outsized (but often neglected) effect that bureaucratic overhead has on our working lives. It is too common for employees to confront time, expense, and performance-review systems requiring time-consuming data entry via buggy user interfaces. Financial Times columnist Lucy Kellaway recently wrote of a foreign-correspondent colleague—accustomed to working in some of the world's most dangerous places—who found the company's expense system so confounding that he was given special permission to use an older system.35 Similar to nudging health and safety, HR functions can create economic value by endeavoring to measure—and control—bureaucratic overhead.
We believe that HR departments should assign someone to "own" such choice-architecture applications. Just as online retailers employ webmasters who use A/B testing to optimize the design of their websites, perhaps HR departments should have chief nudge officers to better understand and improve the small things that have outsized effects on workers' lives.
Principle 3: Leverage intrinsic motivation: Beyond carrots and sticks
"We're adding a little something to this month's sales contest. As you all know, first prize is a Cadillac Eldorado. . . . Second prize is a set of steak knives. Third prize is you're fired."—David Mamet, Glengarry Glen Ross36
Perhaps HR organizations' biggest opportunity is to design policies and programs that really drive superior performance. We talk a lot about employee engagement and what we need to do to make our organizations "irresistible."37 But do we really understand what motivates people in the first place?
Many traditional HR and management practices—command-and-control management, pay-for-performance, rank-and-yank, year-end ratings, and so on—are based on the premise that employees' primary motivation is economic self-interest. As Adam Smith himself put it: "It is not from the benevolence of the butcher, the brewer, or the baker that we expect our dinner, but from their regard to their own interest."38
The third principle of behavioral economics is that Humans, unlike textbook Econs, are motivated by factors other than economic self-interest. We also value peer recognition, respect, freedom to contribute, and the sense of self-esteem—not just a bigger paycheck. (Our research shows that "saying thanks" is one of the best things you can do to drive performance.39) And punishment, while it may work with children, is problematic.
Yet many core management and HR practices (bonuses, pay for performance, merit raises, performance ratings, potential ratings, high-potential lists, economic consequences for not reaching goals) are based on the idea that people work harder and produce more output in exchange for money and positional power.
Psychologists call such carrot-and-stick tactics extrinsic motivation. It turns out that such external rewards are really not what drives superior performance—it's intrinsic motivation that matters: the desire to do a job for its inherent rewards.40
The behavioral economist Dan Ariely illustrates the idea: "Imagine you go to a dinner party and offer to pay your host a $100 reward for cooking such a wonderful meal. He or she is likely to be insulted, and may never invite you back again."41 The host is motivated not by the prospect of remuneration but by the intrinsic rewards of cooking for friends and taking pleasure in their appreciation.
Wharton economist Jonathan Kolstad recently studied the effect of physician report cards on a group of heart surgeons. Contrary to expectations, the report cards had little effect on consumer demand—though they did produce improved physician performance, resulting in significant declines in mortality rates. Kolstad found that intrinsic motivations—professional pride and the desire to do well—trumped economic incentives by a wide margin.
Ariely's example also hints at a subtler effect: Economic incentives can actually crowd out the inherent motivators that drive superior performance and ethical behavior. A well-known experiment suggests why. An A/B test involving a group of day care centers in Israel found that imposing fines for picking up children late resulted in increased tardiness, since the fines transmuted what parents had previously viewed as a social obligation into an economic transaction. Furthermore, the damage was lasting: The higher level of tardiness remained even after the fines were lifted.42
Think about the potential impact of a pay-for-performance program. A number of studies have shown that when we crowd out intrinsic motivation with pay, we end up with poor service quality (for example, focusing on time per call instead of customer satisfaction), poor product quality (for example, rushing products through the production line), and even poor health outcomes.43
Evidence is not hard to find:
- A group of prominent behavioral economists tested the effect of level of pay on performance. The study was conducted in India, where economically meaningful incentives could be provided within the budget of the study. Researchers randomly assigned participants to groups offered either a day's pay, two weeks' pay, or five months' pay in reward for performing a variety of tasks requiring motor coordination, concentration, or creativity. The economists observed little difference in the performance of the low- and middle-pay groups. And they observed worse performance in the high-pay group.44
- In a three-year randomized controlled trial, RAND researchers found that offering US middle-school math teachers $15,000 bonuses had no effect on students' standardized test scores.45
- Wharton economist Jonathan Kolstad recently studied the effect of physician report cards on a group of heart surgeons. Contrary to expectations, the report cards had little effect on consumer demand—though they did produce improved physician performance, resulting in significant declines in mortality rates. Kolstad found that intrinsic motivations—professional pride and the desire to do well—trumped economic incentives by a wide margin.46
- In Drive, Daniel Pink discusses a study demonstrating that designers who were "paid extra" for certain designs produced less innovative work and ultimately reduced their creativity and willingness to experiment.47
- A London School of Economics analysis of 50 studies found "overwhelming evidence" that financial incentives diminish employees' natural motivation and pleasure derived from doing their work. One of the researchers commented, "We find that financial incentives may indeed reduce intrinsic motivation and diminish ethical or other reasons for complying with workplace social norms such as fairness. As a consequence, the provision of incentives can result in a negative impact on overall performance."48
What can HR teams do to promote intrinsic motivations? We suggest two fundamental actions. First, apply "design thinking" to all your HR programs. Rather than rely on the classical economics worldview, traditional "best practices," or business-guru books, think about people from the inside out; begin with psychological insights about what motivates superior performance and ethical behavior. Second: Test everything.
Let's start with the psychological insights. There is an emerging consensus that intrinsic motivation is characterized by the desire to achieve mastery of a craft, the desire for autonomy in going about one's work, and the need to infuse one's work with a sense of purpose. Psychologist Barry Schwartz is eloquent on this point:
We want work that is challenging and engaging, that enables us to exercise some discretion and control over what we do, and that provides us opportunities to learn and grow. We want to work with colleagues we respect and with supervisors who respect us. Most of all, we want work that is meaningful—that makes a difference to other people and thus ennobles us in at least some small way.49
Such principles are often honored more in the breach than in the observance. But successful organizations increasingly exemplify them in their practices:
- Mastery: Some organizations make active efforts to inculcate a learning culture. For example, Google holds a celebrated TechTalks series attracting prominent thinkers to share leading-edge thinking with its community. Deloitte Consulting LLP holds an annual data science summit at which the firm's data scientists can bond with, and learn from, each other. Beyond the economic efficiency of self-training rather than paying for external trainers, enabling employees to gain recognition as teachers who are masters of their domains is a powerful motivator.
- Autonomy: Give people opportunity for creativity and innovation in their jobs. One of 3M's scientists developed the post-it note during his "15 percent time."50 Google's Gmail and AdSense are credited to the company's similar "20% time" program, in which employees were allowed a day each week to work on side projects.51 In The Good Jobs Strategy, Zeynep Ton argues that retailers who give employees more training, freedom, and flexibility outperform higher-paying peers.52 Zappos, known for excellent customer service, does not monitor its customer representatives' call times or assign them scripts to read. The company simply instructs the reps to serve its customers well.53
- Purpose: Netflix's influential 124-page culture slide deck starts out with a clear statement that its corporate values are not words on a page but, rather, the behaviors and skills that colleagues value.54 In Work Rules!, Bock comments on the ability of Google's concise mission statement—"to organize the world's information and make it universally accessible and useful"55—to help give individuals' work meaning.56 And the need to give work intrinsic meaning is hardly restricted to professional jobs. For example, in the essay quoted above, Barry Schwartz discusses a study of custodians working in an academic hospital who, for no extra pay, took it upon themselves to comfort patients and their families, and to help professional staff with patient care. The custodians stated that this "extra," unpaid work was the aspect of their jobs that motivated them the most.57
These examples can help motivate good HR "design thinking." But of course, organizations differ, and you will need to experiment to nail the execution. Harvard Business School professor Teresa Amabile points out that finding the right mix of intrinsic and extrinsic rewards can be tricky.58 For example, Google experimented with—but ultimately dropped—a start-up-like "Founders' Award" program rewarding exceptional performance with commensurate (up to seven-figure) financial rewards. The company found that the program inadvertently celebrated money above other values and pleased almost no one. People in vital but back-office roles knew they had little chance of winning, near-winners experienced excruciating cases of loss aversion, and even many of the winners were disappointed by smaller rewards than they expected. Learning from this experience, Google has shifted from providing monetary rewards to experiential rewards such as gifts and dinners out.59
Culture, engagement, and retention of people are the foremost issues on the minds of business and HR leaders. Behavioral economics provides a new and powerful set of principles to help us improve the slippery and complex process of hiring and promoting the right people, motivating our teams, and driving superior performance.
Performance management should be a big area of focus: Research shows that simply rating people reduces their self-esteem and creates animosity and competition among peers.60 Amabile found that manager evaluation of subordinates (characteristic of traditional performance evaluation and rank-and-yank) can crowd out creativity, since people hesitate to suggest unusual ideas for fear of a harsh evaluation. Yet absence of feedback also causes problems—it makes people feel uncertain and nervous. The right balance is work-relevant feedback that is frequent, informative, and constructive. Some organizations are beginning to experiment with new approaches such as a frequent "check-in" process.61
So for example, a large health care company is simultaneously A/B testing four different forms of performance evaluation: One group is using the traditional rating and ranking process, the second is using a simplified rating process, the third is using no ratings at all, and the fourth group is letting people rate each other. After six months, managers plan to look at how each group performed, to see which one delivered the highest output measured by employee performance, engagement, retention, and learning.
Consider one of the biggest issues businesses face today: corporate scandals and the increasing need for regulation in almost every industry. Research by Deloitte Australia suggests that threatening more draconian punishment actually results in lower compliance than does building a "culture of compliance."62 Other research shows that "toxic employees" (that is, those who steal or cheat) are infectious and create patterns of bad behavior among those who sit nearby.63 Rather than punish or threaten people to comply, we have to build a culture of "doing the right thing"—driving the intrinsic motivation to "be good" and model the behavior of others.
The choice is ours: Better HR through behavioral economics
HR professionals—the architects and designers of the people and management processes by which we work—play a crucial role in their organizations. By applying the proven principles of behavioral economics to rethink programs, HR can make them simpler, more effective, more scientific, more economically efficient—and more "human."
Marketing science, another domain concerned with human behavior, has taken this lesson to heart: Online retailers use A/B testing to evaluate advertisements and optimize the placement of web pages, and even test offers, prices, colors, and fonts. Similarly, HR departments should be testing new ideas to see what policies, programs, and messages best motivate people. HR owns the choice architecture of the workplace and should design it carefully, iterating and using data wherever possible.
Both the US and British governments now have "nudge units" dedicated to the people-centric design of programs and policies, and the data-driven evaluation of what works.64 HR departments can do the same, perhaps even including their own behavioral insights teams led by a chief nudge officer.
Culture, engagement, and retention of people are the foremost issues on the minds of business and HR leaders.65 Behavioral economics provides a new and powerful set of principles to help us improve the slippery and complex process of hiring and promoting the right people, motivating our teams, and driving superior performance.
It might take more than a nudge to get there, but the goals are worth striving for.


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With this offer you will not only receive a hard copy of my most recent project, At Sea, but you will also be given access to an exclusive collection of previously unreleased tracks I have recorded with some amazing musicians from around the world. As well, you can download a number of post- production updates leading up to the release and you will be able to hear interviews with my band, including some entertaining studio banter that we captured while rolling tape between tunes.
This offer is for everyone who is interested in the recording and production process as well as receiving a hard copy of At Sea with Geoffrey Keezer, Matt Clohesy, Jon Wikan and Lage Lund.

subset: commoncrawl


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WalmartOne Login: WalmartOne is an online portal and mobile app created for the Walmart employees (also called associates). This tool allows them to view the details pertaining to their employment or association with Walmart. It is the online resource for a variety of employment details including benefits, pay stub, tax information, and more. The associates can also view their work schedule on WalmartOne. Additionally, it has plenty of self-help resources for employee self-development.
Walmart has more than a million employees at present. WalmartOne is an effective employee management solution. An employee or associate needs to register to WalmartOne in order to access the employment information. Walmart employees work at hundreds of stores across several states. This guide will help them understand how to get access to WalmartOne from their mobile device and computer.
Download WalmartOne App For iPhone & Android:
Walmartone Login is possible using your iPhone and Android devices. This means that you can access the associated information on the go, anytime and anywhere as long as you have the internet. We will learn how to register for WalmartOne login and how we can log into the mobile app.
The very first thing you need to do is create the WalmartOne Associate login account. You could use the website www.walmartone.com to register and later use the credentials to login to the app. Or, you can register right from the app itself. The steps are more or less the same in both the cases. We will download Walmartone App for iPhone & Android and then use it for registration.
How To Download WalmartOne Login App?
In order to install Walmartone app, you will need to get it from the official app store of your mobile phone. If you want Walmartone for iPhone to download it from Apple's App Store. You can use Google Play Store to get Walmartone for Android. The app is listed as WM1. If you are not able to find with 'Walmartone' keyword, use 'WM1' to search. You will find it instantly.
Please note that Walmartone app is available only in the areas where the company operates. If the app is not listed on your official app store and you feel it is a mistake, please contact your supervisor or HR.
Prerequisites To Download WalmartOne App:
To create the Walmartone employee login you will require the Walmart Identification Number (WIN). This number is given to you after your recruitment at Walmart. Please contact the HR department or your immediate manager for inquiries related to WIN.
Installation Of WalmartOne App On iPhone&Android:
Once you have obtained WIN, please follow these steps to create Walmartone login for associates:
- Launch the app on your device
- On the login screen you will see the 'Register' option at the bottom under the 'LOG IN' button; tap Register
- On the subsequent screen you will need to provide the following details:
- Walmart Identification Number (WIN)
- Your birth date and year
- Your date or recruitment/hiring at Walmart
- And Your email address
- You can change the language from the 'Language' drop-down button; default is English
- Once you have filled in all the details, tap 'Go' button.
- On the next screen review the information and if it is correct tap 'Submit' button
- Now all you need to do is follow the instructions that appear on the subsequent screen and create the Walmartone username and password
Once the registration is complete and you have created the login credentials, launch the Walmartone app again. On the login screen enter the username and password you created.
That is all you will need to access your Walmartone information using a mobile device.
How To Do WalmartOne Login On PC?
It is pretty easy to log in to your Walmartone account using a PC. While mobile app lets you access your Walmartone details on the go, you can view it all on the larger screen on PC.
Register to the walmartone account using the steps outlined above. Now follow these steps:
- Open any browser on your PC and visit https://us3.walmartone.com
- Click the button labeled SIGN IN on the top right. You can go to the login page directly at https://authn.walmartone.com/login.aspx
- Enter your login credentials you created earlier
- Click on the Login button
All the resources pertaining to Walmartone will now be available on your PC. You can follow the same steps for Wlamartone Login page UK.
WalmartOne Schedule And Online WalmartOne Paystub Login Page:
If you are a Walmart associate, you can access your schedule and Walmart Pay Stub on the WalmartOne website or app.
WalmartOne Work schedule is created by the managers to ensure proper logistics at all times. Employees need to remain up to date with the schedule so that they can show up on time. Employees or associates can log in to WalmartOne and view their schedule. If there are any changes in the schedule, the employees are notified through the email and app notification. The managers can use WalmartOne not only to view their own schedules but also create and modify the schedules of their employees.
Employees or associates of WalmartOne often need to view their Pay Stub. They can log into WalmartOne to access and even download the Pay Stub to their device. The pay stub gives complete information regarding their paycheck, taxes, and any deductions.
Forgot Your WalmartOne Login Password/User ID?
If you have forgotten your User ID or password you can retrieve or recover it.
Know How To Reset WalmartOne Password | Recover The WalmartOne Login Details:
In order to retrieve the USER ID, follow these steps:
- Visit https://authn.walmartone.com/login.aspx
- Click on the link 'Forgot User ID?' on the bottom under Login
- Provide the email address on file
- Key in the verification letters for authentication
- Click on GO
You will receive the user Id in the email.
To reset the password here is what you can do:
- Access https://authn.walmartone.com/login.aspx
- Click on the link 'Forgot User ID?' on the bottom under Login
- Enter your User ID
- Enter the onscreen letters for verification
- Click Go button
You will receive the password reset link in the email to your registered email address.


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Jan 6, 2005
LAS VEGAS, (Jan. 6, 2005) - Helping drive the transition from analog-based amplifiers and systems to digital, Texas Instruments Incorporated (TI) (NYSE: TXN) announced at the Consumer Electronics Show (CES) a new digital amplifier chipset, offering the highest channel density in the industry and cost-optimized for 100 to 200 watt (W) applications, such as entry-level DVD receivers and recorders. TI will be showcasing many of its home theater innovations at TI´s booth #8202 at CES. (For more information please visit www.ti.com/digitalaudio10.)
The TAS5186 is the world's first single package six-channel digital amplifier power stage. The amplifier offers five 30 W channels and one 60 W channel, providing more than 200 W in a single integrated device. It reduces component count, simplifying design and shrinking board size, as well as improving manufacturing logistics. The TAS5186 introduces a new system precharge feature that is unmatched in the industry, eliminating pops and clicks experienced on power up. It also will support TI's latest innovation, a two-stage over-current detector, which manages over-currents, avoiding unnecessary shut downs and protecting against short circuit conditions. This feature allows the power stage to drive real world speakers with minimum audible artifacts during high power peaks in the audio source, while still protecting the power stage from high current conditions.
The companion TAS5086 is a cost-optimized digital audio PWM processor operating at 3.3 volts. Providing an impressive 100+dB dynamic range, the TAS5086 is the most cost-effective PWM at this level of performance. It also offers bass management, as well as flexible signal routing capabilities, allowing designers to route any input channel to any output channel, easing the PCB trace routing.
"The cost pressures and footprint demands for the DVD receiver market are tremendous," said Will Strauss, founder and principal analyst, Forward Concepts, who recently released a report entitled "Emerging Markets for Class D Power Amplification." "With the impressive innovation behind the TAS5086 and TAS5186, TI continues to lead the transition from analog to digital, reducing system cost and design complexity while improving the overall listening experience."
Analog Class AB amplifiers require an external DAC to convert the digital signal back to analog before entering the amplifier. Digital amplifiers accept the digital signal directly, creating a 100 percent digital signal path that experiences no losses or noise pick up inherent in analog systems. With an efficiency on the order of 90 percent, digital amplifiers reduce heat design issues compared to analog amplifiers, which typically have an efficiency in the range of 50 percent. As a result, the TAS5186 does not require a large heat sink, enabling the design of slim profile receivers, an important feature to users.
"Putting this much power into a single package is a major technological achievement from TI's engineering design team," says Jeff Akgul, director of Home Audio Products at TI. "TI has always been on the forefront of advancing the digital amplifier market. With the TAS5086 and TAS5186 priced in the same range as Class AB amplifiers, TI can enable higher performing amplifier and receiver products with a much slimmer industrial design at the same price points."
Building on the debut of the TAS5518 earlier this year, which is the industry's highest performance PWM processor with a dynamic range up to 118dB, TI now also has achieved the highest channel density power stage available with the TAS5186. TI continues to demonstrate its commitment to increasing performance, while driving down the system cost for mass market audio applications.
TI´s PurePath DigitalTM Audio Technology
The TAS5086, TAS5186 and TAS5518 are all part of TI´s PurePath Digital technology family of products, which allows consumer electronics manufacturers to build completely digital, end-to-end audio products with cutting-edge sound reproduction and the most lifelike sound in a compact form factor. By reproducing movie soundtracks or music exactly the way the artist intended, PurePath Digital technology offers the best in high-end digital entertainment to the everyday consumer. PurePath Digital technology complements other TI digital and analog products that support audio applications, such as digital signal processors (DSPs), switch mode power management, analog Class D amplifiers and audio converters.
Availability, Packaging and Pricing
Currently sampling, both devices are expected to be in volume production in Q1 2005. The TAS5086 is packaged in a 38-pin TSSOP package and priced at $1.59 each in quantities of one thousand units, while the TAS5186 is packaged in a 44-pin HTSSOP package and priced at $5.12 each in similar quantities.


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Your rent must be paid every fortnight in advance and please remember it is your responsibility to make sure the rent is paid properly. Your rent helps us to deliver many vital services so it is important we get your payment on time.
Paying your rent is straightforward and there are a number of payment options open to you, including paying:
- at any Paypoint facility
- by direct debit
- by standing order
- by post
- online (clicking on this link will take you to a page outside FifeDirect)
In return, we ask that your rent is paid on time.
If you have fallen behind with your rent, get in touch with us. We can offer free, confidential advice, help with benefits and make arrangements for you to pay back your debt in instalments.
It's far better to tackle the problem early on with the Council before your arrears become a problem that can affect you and your whole family.
Fife Council has a corporate debt policy which provides information and advice to customers who may be experiencing problems with multiple debts owed to the Council.
Rent Payment & Arrears (lines open 8 a.m. - 6 p.m.)
Tel: 03451 55 00 44
By Post: Fife House North Street Glenrothes Fife KY7 5LT


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Tag Archives: Greve
A Typical Day in Tuscany
Caro Diario (Dear Diary) I am sipping an espresso in our tiny cucina here in the middle of the Chianti region while trying to recapture some of our experiences over the last few days. During the last few days, we … Continue reading
Last day at Poggio Asciutto
Our last day at agritourismo Poggio Asciutto. Continue reading
How do you say "too much" in Italian?
October 1, 2009 – Greve in Chianti, Italy How do you say "too much" in Italian? Picture me, at the Saturday market in Greve trying my hand at buying olives from one of the vendors. Luigi felt that it was … Continue reading
Horseback riding in Chianti
September 29, 2009 – Greve in Chianti, Italy I am back in my "office" this sunny, warm Chianti morning. It is getting busy here on the terracotta steps of Poggio Asciutto. There is another couple (from Vancouver!) that are also … Continue reading
Dodging tourists…..
September 26, 2009 – Greve in Chianti, Italy I am sitting here at our "cucina" table in our apartment named Sambuca at Poggio Asciutto in the middle of the Chianti region; Italian music is playing on the iPod, Luigi is … Continue reading
About sampling Chianti "pre-pressed" 2009
September 23, 2009 – Greve in Chianti, Italy Buonasera… We have had a couple of tuscan sunny days…I think the our purchase of (Italian made of course) rubber boots has guaranteed us nothing, but sun and heat (+29-30) for the … Continue reading
A Tuscan morning….cappuccino under the sun
September 22, 2009 – Greve in Chianti, Italy Buongiorno! Here I sit this morning on the same terracotta steps outside Massimo's office at Poggio Ascuitto. Massimo just brought me a cappucino..he makes the best cappucino (but don't tell Luigi). It … Continue reading
Florence finale
September 21, 2009 – Greve in Chianti, Italy Picture this…here I sit outside on the terracotta steps of the Agritourismo office at 9 p.m. (Poggio Asciutto) with a glass off wine in my hand. The temperature is a comfortable 23 … Continue reading
Under the Tuscan Sun!
May 3, 2008 Buongiorno from under the molto caldo tuscan sun! Luigi and I decided to get some relief from the tuscan sun and work on another update…since Massino's laptop is in the cool cantina Yesterday was a busy day…Luigi … Continue reading
Our Agritourismo Poggio Asciutto
May 2, 2008 Here we are….staying in the Chianti region, near Greve in a Agritourismo called PoggioAsciutto (http://www.poggioasciutto.it/english/farmhouse.htm) …with Anne and Erik. It is run by a very interesting couple, Eva originally from Sweden and Massimo, from the Island of … Continue reading


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Learning Resources
We assist students in fully utilizing their learning opportunities and in developing and refining the skills needed for academic excellence in the 21st century.
Integral to the educational mission of Middlebury College, Learning Resources develops, provides and coordinates a variety of offerings designed to support and enhance the academic excellence and scholastic achievement of all Middlebury students.
To accomplish these goals we provide one-on-one educational sessions which focus on time and workload management, oral presentation skills including in class discussion skills, effective note-taking, reading skills enhancement, test taking preparation, etc. Enhancing performance in these areas maximizes students' academic success and scholastic standing. It is also our goal to assist students in forging relationships with all facets of Middlebury's learning community.
In collaboration with other professionals from the Center for Teaching, Learning, and Research, we also assist faculty in designing innovative, effective teaching environments and refining workload and time management skills. We prepare students for leadership roles as student research assistants, and student assistants for time management.
Finally in collaboration with the faculty and the Commons, Learning Resources also implements prevention and intervention initiatives for students who are at academic risk. The Director also works one-on-one with students who face challenges related to learning style or learning disabilities.
We are open Monday - Friday 9AM to 5PM.
The Office of Learning Resources schedules all appointments personally. If you are looking for help with Time Management, Study Skills, Oral Presentations or an ADA Consult, you can email Yonna McShane (email@example.com) and Jennifer Bates (firstname.lastname@example.com). Send one email to both, or call CTLR or stop by and we will put you in touch with them.


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Doctor Who has one-upped Snakes on a Plane.
On Saturday's all-new episode, "Dinosaurs on a Spaceship" (9/8c, BBC America), The Doctor, the Ponds and a few surprise passengers have a gargantuan task: save the precious cargo of dinosaurs on a spacecraft headed toward certain destruction. As if that weren't difficult enough, an unexpected villain will make their mission nearly impossible. What's a Time Lord to do? Straddle a prehistoric lizard and go riding off into the galactic sunset, of course!
VIDEO: Doctor Who's Matt Smith gives clues about the Ponds' farewell
In anticipation of the dino-themed episode, star Matt Smith shares his longtime love of dinosaurs and ponders which one was his favorite in the video below:
And check out this preview of "Dinosaurs on a Spaceship," which airs Saturday at 9/8c on BBC America:


text: silver Michigan DEQ approves stream, wetlands permit for UP mine By The Associated Press • Feb 22, 2013 IRONWOOD, Mich. (AP) - The Michigan Department of Environmental Quality has tentatively approved the last major permit needed for construction of a copper and silver mine in the western Upper Peninsula.The permit deals with protection of wetlands, inland lakes and streams. It will become final after being signed by Orvana Minerals Corp. and state officials. Illinois officials downplay postive test for Asian Carp DNA near Lake Michigan By Steve Carmody • Jun 20, 2012 Illinois DNR Illinois officials are downplaying the recent discovery of Asian Carp DNA in a waterway a short distance from Lake Michigan. Asian Carp are an invasive species that experts fear could devastate fish native to the Great Lakes.


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Maritime Regional YoYo Competition 2015 will have 3 seeds for the National competition!!
Maritime Regional YYC
Competition Guide
Past Competitions
Maritime YoYo Club
Art Contest!
April 2015, JMA Highschool in salisbury NB is where this years regional will be held!
here are the categories you can participate in:
Sports ladder
1A Freestyle
4a Freestyle
Kendama Fun
If you are an artist, or an aspiring artist, create this years 2015 poster and win some great prizes!
Create a free website
Powered by


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Are you short on time and expertise? Managing your company vehicles and drivers becoming a laborious task? Suffering from SME fleet pain? Not sure where to start?
If you run more than 10 vehicles in your business then KeyFleet can help you reduce your costs, risks and administration allowing you to concentrate on your core business.
Unsure on your obligations and how to approach your fleet risk?
KeyFleet Risk removes the uncertainty & provides a comprehensive, fully qualified risk management service focusing on the four key areas of Company, Vehicles, Drivers and Journeys.
Manage your vehicles and drivers online with our market leading fleet management software system - Keys.
Gone are the days of paper files and spreadsheets. Manage your vehicles, drivers and compliance and never miss a key date or task again – it's easy with Keys.
Are fleet headaches distracting you from focusing on your core business?
KeyFleet Manager allows you to fully outsource the day to day running of your fleet and provides a dedicated, trained & qualified fleet manager & software solution to manage your fleet, drivers and risk.
Flexibility when you need it
Flexible rental solutions that provides car and van hire from a single day through to 12 months.
Whether you need a replacement vehicle quickly whilst yours is off the road, or wish to provide a pre contract vehicle for a new employee. KeyFleet Rental delivers quickly and competitively.
Is managing vehicle maintenance time consuming & costly?
KeyFleet Service + allows you to fully outsource the day to day running of your fleet servicing, maintenance & tyres and is supported by a qualified fleet manager & software system.


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Year 08/09
Before ending the A-9 motorway, just before the city of Vigo, there's a turn-off that joins with the A-57 (Airport, Baiona). Continue along the A-57 and onto the A-52 (Vigo). After some 400 metres you will see a sign indicating the turning for the university campus. For more details: Completo, final del trayecto.
On the A-52, before entering the city of Vigo, next to Membrive you will see a sign indicating the turning for the university campus. For more details: Complete, From end of A-52.
There are two easy ways to get to the university campus:
Along the road "Avenida de Madrid": This road starts from the "plaza de España", and continues onto the A-52, where you will see the turning for the university campus (this turning is after the one for Meixoeiro hospital). More details.
Along the road "Avenida de Castrelos": This road starts from the "plaza de América", continuing along this road, once past the "Quiñones de León" park, you come to a round-about (next to the funeral parlour and cemetery of Pereiró) with a yellow dodecahedron in the middle, if you turn left you get onto a road which after some 100 metres will bring you to another round-about turning right onto the bypass which leads directly to the campus. More details.
E-Mail: Webmaster
Teléfono: 986-812128
Sábado, 18/ago/2018 - 12:27
Servicios Informáticos
Departamento de Matemática Aplicada II
última actualización: 7/08/09 07:29


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Future Planning
Students are entitled to careers education, information, advice and guidance which is both impartial and confidential. If you would like a career interview, please email email@example.com or speak to a member of the Sixth Form staff.
During the two years of the Sixth Form students will gain practical advice in such areas as: researching careers and university courses; apprenticeships; personal statement writing; designing a curriculum vitae; writing letters of application and interview techniques.
In the Summer Term of Year 12, most students are involved in the process of considering and applying for Higher Education. Alongside a solid programme of events and trips organised by the School, students are encouraged to investigate differing courses and universities, to visit Higher Education fairs and to attend university open days. Students who decide to apply for Higher Education are advised in the Summer Term of Year 12 how to do so via the UCAS system and are supported through this process as they progress into Year 13. A complete system of support and careers guidance is in place for those students who do not wish to apply to University.
In August, when the AS and A Level results are published, members of staff are in School to assist with any problems that arise.
PSHEE and Tutor time combined will deliver the Future Planning Programme
The programme is divided into these four strands:
|Personal Development
|Learning Power
|Future Goals
Identify Opportunities for Wider Reading
Reflect on self and identify positive attributes/successes to highlight in personal statement or job application
Develop effective interview techniques
Reflect on strengths and weaknesses of study habits
Identify styles of learning and apply to A level work
Reflect on progress at GCSE/AS level and identify areas of study skills to improve
Investigate university courses, apprenticeships or routes for employment
UCAS process
CV Writing
Work experience
Pursue opportunities for responsibility in school community: senior prefect roles, house captains, academic mentoring etc
Identify opportunities for volunteering etc. outside of school
|Page Downloads
|Careers Education Information and Guidan...
|11th Jul 2016
|Careers Policy for Students
|11th Jul 2016


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Since the occupation of the Palestinian territories in 1967, Israel has used its military rule to the advantage of Israeli corporations and economic interests, many times to the detriment of the Palestinian economy under its control. All Palestinian imports and exports have been controlled, restricting the competition with Israeli producers, and making the Palestinian consumer market into a captive market for Israeli goods. Regulatory and effective restrictions were imposed on the development of businesses that could compete with Israeli industries, and all basic and utility services were routed through Israeli firms. The Paris accords' customs union continued the same decades-long policy imposed on the Palestinians. Severe restrictions on movement of Palestinian labor and products inside the occupied territories and to neighboring areas have further increased the dependency of the Palestinian economy on Israeli companies as employers and retailers. The growing network of checkpoints and walls has all but destroyed Palestinian local production and the Palestinian labor bargaining power. Israeli companies have a relative high concentration of capital, freedom of movement and favorable legal conditions. When operating in the occupied territories they also enjoy special governmental support, access to cheap resources, tax incentives, and a very lax enforcement of labor laws and environmental protection laws. These advantages often result in the exploitation of Palestinian labor, Palestinian natural resources and the Palestinian consumer market. The Economic Exploitation section of the database is, in a way, the most important part of our mapping of occupation-related profits. However, this is also the section which is hardest to map. Almost all Israeli companies involved with the Palestinian economy gain direct or indirect advantages from the actions of the Israeli authorities or from the special conditions of the occupation, and thus exploit the Palestinian economy. Therefore, the companies that we list below serve only as examples of the different types of structural advantages of Israeli companies in the framework of the Israeli occupation.
|Palestinian Captive Market
|Exploitation of Occupied Production and Resources


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Winnipeg, MB (SportsNetwork.com) - Blake Wheeler had two goals and an assist to help the Winnipeg Jets roll to a 5-2 triumph over the San Jose Sharks and improve their playoff positioning in the Western Conference.
The Jets moved into the West's top eight behind a first-period barrage in which Adam Lowry, Mark Scheifele and Andrew Ladd all scored on Sharks netminder Antti Niemi, pulled after just 13 minutes and eight shots seen.
Scheifele added two assists and Drew Stafford also had a pair of helpers in the rout, with Ondrej Pavelec doing his part as well by coming up with 38 saves.
The Sharks, meanwhile, began a critical seven-game road trip with a second straight lopsided loss, having dropped a 6-2 decision at home to Chicago on Saturday.
Joe Pavelski was the lone bright spot for San Jose, recording his 33rd and 34th goals of the season. Alex Stalock stopped 12-of-14 shots in relief of Niemi.
"It was a big game for us, but there's plenty of hockey left," said Stalock.
Niemi's rough night began when Lowry stole the puck from Sharks defenseman Brent Burns in the San Jose zone and sent a bad-angle shot that got through the startled netminder just 1:10 in. It got worse when a pair of Sharks penalties were converted into two more Winnipeg goals by the game's 14th minute.
Scheifele made it 2-0 midway through the first period by ripping a pinpoint pass from Toby Enstrom into the top corner on a 5-on-4. Less than four minutes later, Ladd successfully redirected in Jacob Trouba's initial attempt while going to the net to extend the lead further.
The Sharks did pick up their intensity in the second, peppering Pavelec with 17 shots and getting on the board when Pavelski knocked in a rebound of Joe Thornton's drive with just 1;06 elapsed in the stanza.
San Jose's momentum was short-lived, however, as Wheeler stuffed Stafford's behind-the-net give through Stalock's pads for a 4-2 Jets' advantage at the 7:05 mark.
Wheeler struck again near the halfway stage of the third on a tip-in of Stafford's centering feed, one of only four Winnipeg shots for the period.
"Give credit to Wheels for staying in front," said Stafford.
Pavelec, on the other hand, made several sharp saves to keep it a 5-1 game until Pavelski scored on a redirection from Burns with just 2:25 left.
Game Notes
The loss was San Jose's first in regulation on the road against the Winnipeg/Atlanta franchise, having gone 6-0-2 with a tie in nine previous meetings as the visitor ... Wheeler now has five goals and four assists over his last five games ... Defenseman Tyler Myers returned to Winnipeg's lineup after missing Saturday's game at Tampa Bay with an upper-body injury, but fellow blueliner Dustin Byfuglien sat out a fifth straight contest ... Pavelski had just one goal over his previous 12 games.


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The Latest: Unionized Caesars workers in Vegas OK contract
2 monthes ago - By Newsday
Twelve-thousand unionized workers at the casino-resorts operated by Caesars Entertainment in Las Vegas have a new contract
Read more ...
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Resort Casino Entertainment Las Vegas
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Chinese plane with 157 passengers on board slides off the runway in Manila
A Chinese Xiamen Air plane veered off a rain-soaked runway when attempting to land in the Philippines. Passengers escaped via emergency chutes but no injuries were reported.
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Belur Math
recommendation by liroliro
Open from 6:30 to 12:00, 15:30 to 20:30 is the headquarters of the Ramakrishna Mission. The Ramakrishna´s message was the unity of all religions.
This large religious centre have a university, museum, cremation temple, etc. and the Ramakrishna Mandir, where the leader is buried. every day, around 11:30, open tomb doors for the pilgrims for 5 minutes.
you can go there by bus number 10 from Esplanade, number 11, 7 & 56 from Howrah train station or by public boat from Kali Temple.


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The story appears on
Page A12
August 27, 2013
Free for subscribers
Related News
Home » City specials » Chengdu
Bank of East Asia explores new West horizons
Chengdu's rapid growth as the economic engine of China's western region has attracted diverse industries, and where there's good business, banks are not far behind.
Among the financial institutions eager to take advantage of new opportunities is Bank of East Asia, the third largest bank in Hong Kong.
Cartier Lam, deputy chief executive of BEA China, said that the lender has established what he calls a dynamic relationship with companies in Chengdu since it first set up a representative office in the city in 1999. The office became a branch in 2004, and three sub-branches were later added.
Lam, 48, has been with BEA for 23 years. He is now responsible for the lender's operations in China, including retail banking, personal banking and wealth management, credit cards and consumer finance. He earned a doctorate in business administration and a master's degree in advanced business practices from the University of South Australia, and an MBA from Murdoch University.
Following the conclusion of the successful Fortune Global Forum in Chengdu, Lam told Shanghai Daily that increasing ties between Chengdu and Hong Kong will bring new opportunities for overseas lenders like BEA.
Q: What makes Chengdu an attractive place to do business?
Sichuan Province is the technology, commerce, finance, transportation and information center of western China. The government has made a lot of efforts to build services and infrastructure, with international standards of living and business in the region.
Sichuan's strong consumption is another key reason why companies want to be here. In recent years, the government has given policy and funding support to carry out a large number of development projects aimed at propelling economic and social development in Sichuan. It has created lots of investment opportunities for enterprises.
Sichuan is also a stronghold of financial development in western China. The area is the home to more than 40 banks, outnumbering any other province in the western region.
Generally speaking, the city has an excellent financial environment.
I like the market atmosphere here in particular — a trend of steady growth.
Q: How does BEA approach its customers in Chengdu?
We made "operational differentiation" our top priority. We look at ourselves as the foreign bank among Chinese banks and the Chinese bank among foreign banks. We have a global vision and a powerful global network, and we have local experience.
We've been working hard to provide financial services to the trade and manufacturing sectors. After studying local consumption trends, we started to explore business in the pharmaceutical, steel and other sectors.
We know homogeneous products don't provide any advantage, so we keep asking ourselves how to present our products to the customer, how to meet customer's needs, how to improve service efficiency and how to differentiate our bank from the others.
We know the market needs a comprehensive solution. Doing great in only one aspect won't win customers. So differentiation must be embedded in all the aspects.
At BEA, we focus on industry channels, segment marketing and customer development to expand our customer base in Chengdu. We seek to retain those whom we call "core customers."
Most of our customers are small and medium-sized enterprises, and businesses in the private sector. SME loans comprise more than 80 percent of our total lending.
A large number of those loans are in real estate, automobile trade, steel wholesaling, pharmaceuticals, agriculture, food and beverages, and high-tech services industries.
These companies come from different sectors, but they do share something in common, which reflects the culture of local business in Chengdu. They have a high degree of integrity and do not seek quick success and instant benefits. And that makes them quality customers.
Q: Do you think BEA's presence in Chengdu provides advantages for your business in the wider western region?
As China speeds up its economic transformation and promotes further development in western regions, the Chengdu-Chongqing economic zone has been attracting more and more companies to set up offices here. We see that transition as a significant opportunity for our business development in the region.
Q: What's your vision for business in Chengdu?
I see a vista of limitless promise in the cooperation between Chengdu and Hong Kong, especially in the finance sector.
On one side, Hong Kong's financial industry could channel international capital into the western region.
And on the other side, the financial sector in Chengdu can support business in western China to expand abroad. Inbound and outbound investments will go ahead easily and unhindered through the collaboration between Chengdu and Hong Kong.
Our branch in Chengdu is a bridge in that process.
Through the platform we built, we can help local companies "go out" and overseas capital "come in."
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Course Selection for Art Education Majors at Goshen College
Update January, 2008
This page no longer lists the actual courses. The courses are now published in the
Visual Arts (K-12) certification Course requirements:
You will find the current course requirements near the end of the
Goshen College Teacher Education Handbook
. In the 2008-2008 handbook, they are on page 44.
Other requirements:
In addition to courses, the Handbook lists other professional requirements.
NOTE: If you are a college graduate with an art major or a teacher who has certification in another area, there may special programs in place to help you become a certified art teacher. Contact the Education Department for additional information.
Home Page
also see
Art & Learning to Think & Feel
by Marvin Bartel, Ed. D., Goshen College
This an online art education text on how to learn/teach art.


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Sunny 30
Sunny 30 is the perfect solution for UPC Fiber Power 25Mb Internet or Ziggo Z2 Internet connections. With 30 Mbps you are guaranteed the fastest possible access to Usenet. The package contains the following features as a standard:
- 24/7 access to Usenet
- 2000 days retention
- No download limit
- Free SSL
- Share your account with family and friends
Every package can be tested with a one-week free trial period. This trial period is entered into without any obligation to pay or order and will elapse automatically. Packages can be bought for a period of three, six or twelve months. The price given for the longer period is indicative of the price per month.
Privacy is of paramount importance to us. To protect your privacy we do not save detailed data about your use of our Usenet service. The only details we do save are statistical details about the total use of your account. Would you like more information? Don't hesitate to contact us.
Every standard also includes the option of establishing a connection to our platform via SSL (Secure Socket Layer) free of charge. When using SSL the connection between our Usenet service and your PC is completely secure.


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Hershey's Milk Chocolate With Almonds Bar (36 ct.)
by HERSHEY'S | Item #: 254026 | Model #: 24120 |
Top Rated
Non-member price: $0.00 Join now!
- Free Pickup
Delivery estimates, taxes, and fees are based on ZIP Code. Club Pickup orders are based on your club's current price and item availability on the day of payment.
About this item
Hershey's milk chocolate with delicious roasted almonds.
Perfect for snacking, baking and sharing.
- 36 Full-size 1.45 oz. bars
- Milk chocolate with roasted almonds
- Individually wrapped
- Kosher


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Shame is a movie that has lingered in my mind long after I exited the cinema. I was moved when I saw Steve McQueen's 2008 directorial debut, Hunger, but I felt that some of McQueen's art world tendencies relegated it to a limited audience.
Shame is a movie that has lingered in my mind long after I exited the cinema. I was moved when I saw Steve McQueen's 2008 directorial debut, Hunger, but I felt that some of McQueen's art world tendencies relegated it to a limited audience.
Add another film to the best of 2010! The Social Network is a film that excels at creating some of the most memorable characters of the year in the story of Mark Zuckerberg's journey from college dorm to the world's youngest billionaire.
The Sex and the City television show was fantastic. I will defend it until the end of time against its many detractors. Anyone who has ever seen the final season of Sex and the City knows what a cinematic show Darren Star created. Sadly, the movies have not lived up to what the show accomplished.
The horror genre may appear to be going through dry spell; however, there is always room for great films in any genre. The majority of horror films use dark shadows, blood, guts, and torture to scare their audiences. These aspects are present in The House of The Devil; however, they are not the filmmakers' primary devices.
Multiple Sarcasms is not a great film, nor is it a particularly interesting one. I would much rather see an interesting failure than a boring one.
Every time I begin to feel that the state of cinema is dismal, I realize how wrong I am. There has been a string of films recently that prove that the art of cinema is has good as it's ever been.
Every three years since 2001 a new Shrek movie has been rushed into theaters. This year sees the release of what DreamWorks promises to be the final chapter in the super successful Shrek franchise.
Ridley Scott's Robin Hood is a strange hybrid. I'm not sure that the filmmakers ever figured out what type of movie they wanted to make.
A review of Iron Man 2 by David Kirkeby.
A Prophet is an uncompromising masterpiece; however, I found myself fixated on the film's violence. I believe there are three main approaches to violence in cinema.
Kick-Ass is based on the comic book of the same name by Mark Millar. Millar also wrote the similarly themed Wanted; however, the violence in Kick-Ass makes Wanted seem like a walk in the park.
Every once and a while a film's premise is so outrageous that it is surprising that no one has thought of it before. Hot Tub Time Machine is one of these rare pictures; however, director Steve Pink does not capitalize on of the film's set up.
Beeswax is the third film from writer/director Andrew Bujalski. This is the first time that Bujalski has decided to stay entirely behind the camera instead of playing one of the film's key roles.
The Greatest is the debut feature film by Shana Feste. The movie falls into many of the cinematic trappings other first time filmmakers experience. Events unfold predictably, and without any primary defining features.
Greenberg is the new film by Noah Baumbach. Baumbach's 2005 feature, The Squid and the Whale, made my short list of the best films of the last decade.
Site last updated August 14, 2017 @ 4:20 amSEO Powered by Platinum SEO from Techblissonline


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Create lyrics explanationSelect some words and click "Explain" button. Then type your knowledge, add image or YouTube video till "Good-o-meter" shows "Cool" or "Awesome!". Publish your explanation with "Explain" button. Get karma points!
Bad Religion – The Dichotomy lyrics
Hey did you find the pieces your mentor left behind?
And did you care, did you trade his genius for your dispair?
Did you walk the line?
Did you see the mongrels on either side?
Did greasy finers grasp for pieces of your mind?
Lyrics taken from http://www.lyricsmode.com/lyrics/b/bad_religion/the_dichotomy.html


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Set up a Personal Tour
Whether you are a high school junior, senior or transfer student, the best way to learn about Notre Dame is to see it firsthand. We make it easy to sign up for admissions events or schedule your personalized tour or overnight stay online. At Notre Dame, you'll discover the power of sisterhood in a close-knit learning community where you'll make friends for life. Here, women lead the way in the classroom, on the athletic field and across campus. For more information contact us at: 410-532-5330 or email@example.com.
Come see it for yourself!


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It is a known fact that coconut oil is rich is fat content but ironically this fat itself can supposedly be helpful in reducing weight. However, this is a fact that remains almost entirely on paper and there are very little clinical trials and research findings to back up this theory. Is Coconut Oil Good […]
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Police arrested a 51-year-old man accused of attacking a relative with a rifle after driving home drunk on a snowmachine. The Tundra Drums reported that Hooper Bay police responded to a complaint of a man shooting a rifle inside a home Saturday night.
Police determined that the man had grabbed the loaded weapon and swung it at one of three people inside the house. Hill then fired a shot into the floor.
The man has been lodged at the Yukon Kuskokwim Correctional Center in Bethel on charges of assault, reckless endangerment and driving under the influence.
Information from: The Tundra Drums, http://www.thetundradrums.com


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Alesha Dixon was back on the red carpet in London this afternoon for the official press conference to kick off the new season of 'Britian's Got Talent'.
The beautiful judge, who has the most infectious laugh, looked lovely as always wearing a Roberto Cavalli Resort 2013 shirt and pleated skirt featuring a bold blue-and-white floral print.
With the weather starting to warm up slightly in London, this look was just the tonic to put me in a cheery mood.
I know many of you are sick to your back teeth of nude pumps, so Alesha's Christian Louboutin pumps might not be so welcomed.
For me she was head-to-toe perfection.
Credit: Style.com & Getty


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Angela Byerline of Springfield, Illinois just won a Samsung Galaxy Tablet:
"Wow!! Thank you so much. You made my day!! I just love h.h. gregg. I was so happy when they opened a store here :)"
Indianapolis, Indiana (PRWEB) January 28, 2013
The Super h.h. gives Sweepstakes continues for five more days up to the Super Bowl and winners are scoring Samsung HDTVs, Galaxy Note tablets and home theater systems, plus autographed gear from Dan Marino as appliance and electronics leader h.h. gregg and Samsung keep the prize giveaway rolling until February 2.
Angela Byerline of Springfield, Illinois just won a Samsung Galaxy Tablet:
"Wow!! Thank you so much. You made my day!! I just love h.h. gregg. I was so happy when they opened a store here :)"
Call Your Play: 5 Days Left, Three Ways to Win
Daily Prizes:
Samsung 51" 720p Plasma HDTV's and Samsung 16GB 10.01" Android Galaxy Note Tablets
Weekly Prizes:
Dan Marino-Signed Game Day Jerseys, Replica Helmets, Footballs
Samsung 55" LED Smart HDTVs and Samsung 3D Blu-ray 5.1 Channel Home Theater Systems
Grand Prize:
Dan Marino-Signed Game Day Jersey, Authentic Helmet, Football
Samsung 60" 3D LED Smart HDTV and Samsung 3D Blu-ray 5.1 Channel Home Theater
Join to Win: Sign up with the h.h. gregg FaceBook team
Share Video for Another Chance to Score
Players can join the h.h. gregg team and register for the daily prize at http://www.facebook.com/hhgregg and at http://www.hhgregg.com/samsung . They can also add friends to the team and win another daily entry by sharing the Sweepstakes' fun official video, "Gameday Rube Goldberg", and give friends a chance to win, too. Check it out at http://youtu.be/6clIj5NZfaI and share it on to increase the chances of winning.
h.h. gregg
h.h. gregg is a specialty retailer of consumer electronics, home appliances, computers, mobile products and related services operating under the name h.h.gregg(TM) and Fine Lines(TM).
h.h. gregg operates 223 stores in Alabama, Delaware, Florida, Georgia, Illinois, Indiana, Kentucky, Maryland, Mississippi, Missouri, New Jersey, North Carolina, Ohio, Pennsylvania, South Carolina, Tennessee, Virginia, West Virginia and Wisconsin.
h.h. gregg
Jeff Pearson, 317-816-1529


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Macro Lens Review: Nikkor 105mm f/2.8G ED IF AF-S VR
Are you interested in macro photography and camera lenses designed to capture tiny details? The Nikkor 105mm 2.8 for Nikon is a specialty telephoto/macro prime lens that is capable of producing images up to a 1:1 magnification ratio for life size close-ups. This lens offers excellent optical performance on both digital and 35mm film format SLR cameras. It is a valuable lens for macro work, portraiture and general shooting.
Cost around $900 | Technical Highlights
Other Features - on the left side of the lens there are three toggles;
M/A - M: Controls whether the lens is in autofocus mode with manual override (M/A) or manual focus only mode (M).
Full - Infinity to 0.5m: Controls whether the lens will focus throughout its range (Full) or only in the "far" range (Inf-0.5m).
VR On -- VR Off: Turns the vibration reduction system on (On) and off (Off).
Summary & Performance
The Nikon 105mm f/2.8 lens is a great piece of glass especially for macro work. A tripod along with good lighting are key when focusing on small subjects. The ED (extra-low dispersion) glass element minimizes the chromatic aberrations (color fringing) and the Nano Crystal lens coating along with the elongated lens hood dramatically reduce ghosting and flare. The vibration reduction and the exceptional image quality are stand out features of this lens. I love the clean, sharp, fine details it produces. I have not tested the lens in low light as most my macro work is done in natural daylight.
Always try before you buy!
I would suggest trying to rent this lens before purchasing it. Google camera gear rental shops in your area or check out Borrow Lenses.
Ready to buy?
As a small business owner, I always recommend shopping locally whenever you can! For buying online, I like B&H Photo. They offer both new and used cameras and lens at competitive prices, and the customer service department is exceptional.
About Jennifer LaRoche Photography
Jennifer LaRoche is a Massachusetts based portrait artist, event and nature photographer located in MetroWest. For inquiries and bookings; please call 508-850-5885 or send an email. Nature photo art is a available for purchase through this website and on etsy.com.


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This is a blog of my rambles about my craft and hobbies. I just love to show you how I make my cards and really appreciate your comments.
Tuesday, 16 August 2016
Boat and firsts
7 comments:
Love your card Pen, anything nautical, and the sailing ship is lovely, brilliant colouring too.ReplyDelete
Your artwork is beautiful and well deserved of firsts, Kate x
Hi Pen,ReplyDelete
firstly congrats on your wins.
You must be so pleased with yourself and rightly so as they were both so very superb.
I love this wonderful card, and everything you have created in it.
The water looks so very great, and the colouring of those sails is ace.
Lots of crafty love. Jenny L.
A lovely card with a gorgeous sea Scene.ReplyDelete
Thank you for entering our challenge at Penny Black and More and good luck in our prize draw.
Beautiful card Pen! And I'm thrilled you showed your winning entries! The German Shepherd is fabulous, those eyes and what a gentle face!! And finally, finally, I'm going to tackle the blank canvases I have sitting next to me here - your mixed media piece of art is so inspiring! Well done kiddo.ReplyDelete
Di xx
A pretty card for our challenge this month Pen, many thanks for joining us at Penny Black and More challenge. And well done on the wins, lovely mixed media piece.ReplyDelete
B x
Hi Pen well done on your winnings, great picture and altered art canvas, I'm not surprised you got firsts.ReplyDelete
I love your boat card too, I've been doing a bit of that today, it was lovely and refreshing as not so warm as the garden.
Hugs Erika. x
A beautiful card you created for our challenge at Penny Black and More, thanks so much for joining us.ReplyDelete
Congrats on your winning entries, they are gorgeous!


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Tomorrow morning's keynote from Steve Jobs may be one of the most anticipated in the company's history: aside from the inevitable iPhone, there have been rumours surrounding everything from updated Safari to new Mac minis, and even a significant update to the Apple TV.
Australian Macworld has heard from our source (the same one who previously gave us the part number for the new MacBooks, and correctly predicted the new MacBook Pros a week before they were released), who claims that both the Mac mini and Apple TV are 'on constraint'.
That means that both items are difficult to order, and is a very likely indicator that they will be updated soon. While we can't guarantee they'll get air-time in Steve's keynote tomorrow (which you can follow here from 3am), it appears updates are definitely on the way.
So, what can we expect if the Apple TV and Mac mini do get some attention?
Engadget reported last week that Apple might in fact be updating the Apple TV to run the iPhone OS. According to that report, it will be based on the new iPhone's hardware too, with 16GB flash storage, 1080p output and a US$99 price tag.
Meanwhile, an AppleInsider report has also noted that Mac Mini supplies are dwindling ahead of a possible refresh. The article cites four separate examples suggesting the Mini is in short supply. Three of these involve bulk orders being delayed, and in one case the purchaser was told to only order what was needed "for the next few weeks".
AppleInsider also suggests the new Mac Minis will likely sport HDMI outputs, though given that new MacBooks and MacBook Pros support audio and video out via DisplayPort (which can be connected to HDMI inputs using an adapter), surely the new Minis would have the same functionality, meaning a dedicated HDMI output would be redundant.
We continue to wait with bated breath.