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One of the key challenges an organization faces is hiring candidates who can take the business to the next level. Hence, comes the pre-employment assessment tools that have made hiring a bit easy.
Hiring managers or recruiters have a frustrating job of filtering through hundreds or thousands of qualified and (often) unqualified candidates to hire one top talent that can do well for business. Even businesses spend a lot of money and time to add candidates that can make a difference.
The hiring process includes screening, interviewing, assessment, and whatnot to finalize the candidate who can't work on guesswork. The recruiters depend on data and applicant pool to develop an unbiased decision.
As a result, candidate assessment tools are becoming a significant part of businesses. These top pre-employment assessment tools come with several features that fit the business.
Pre-employment assessment tools can help the recruiting team hire deserving talent. Let's now look at some of the best tools.
Best Pre-Employment Assessment Tools
Mercer Mettl
As a digital pre-employment assessment, Mercer Mettl has gained a good reputation in the market. The comprehensive tool helps measure the critical skills and traits of the potential candidates. Compiled with the best-in-class proctoring technology, it has become a backbone to acquire skills and test core traits.
The holistic tool can easily prepare the assessment to test domain skills, personality traits, coding skills, behavioral tendencies, communication skills, and cognitive skills – problem-solving and reasoning. Several other tests or assessments are available on the Mercer Mettl tool.
The AI-powered tool is famous for building cost-effective and conducting scalable, proctored assessments. The online assessment platform helps to deliver end-to-end pre-employment tests to get real-time results, schedule or invite multiple candidates, and curate customized evaluations.
It contains a remote AI-based proctoring suite that offers three-point authentication, browser lockdown to regulate browsing environment, and human-based proctoring. The tool is ideal for lateral and function hiring with in-depth functional knowledge to scale up to match requirements.
The Predictive Index
The Predictive Index can easily find the right person for the respective role in less time. The aim is to hire candidates that have potential without wasting time. Start with preparing a job description as data points, invite the candidates for The Predictive Index Behavioral Assessment (6-minutes test) that can fit the requirements, and hire the candidate that can fit your description.
The aim of using the PI tool is to hire whether it is three candidates or hundreds. It can easily align the hiring team with the candidate's assessment and results. The team can deep dive into the candidate pool to analyze the performance to hire the ideal fit.
Hiring managers can quickly streamline the interview process, probing the gap between requirements and candidates. The aim is to offer an impressive candidate experience with a streamlined and focused strategy.
This pre-employment assessment tool can align the sourcing process, sort out the potential candidates, know their efficiency, evaluate the talent pool, and hire the best one out of the lot. It is to make the talent acquisition team efficient, impact, and understand behavioral drives.
Identify the best talent quickly with Harver that is packed with validated pre-employment assessments. Using this assessment tool aims to hire better without being biased to the user. This tool will allow recruiters to engage with the candidates and give everyone a fair chance.
Harver can analyze hard skills such as language tests, typing tests, multitasking tests, cognitive and learning agility such as cognitive ability tests, and learning agility tests. The tool also monitors behavior with the virtual interview, questionnaire, cultural fit personality, and job fit with the assignment and situational judgment test.
Along with this, the recruiters can implement data-driven hiring practices with 15+ assessments to evaluate candidates. The aim is to test candidates, obtain insights with creating branded realistic job previews, and give a glimpse into the work culture.
This pre-employment assessment tool offers in-depth job analysis and optimizing matches via performance loops. It provides fully tailored matching scores in collaboration with I/O consultants and tracks hiring metrics instantly.
Wonderlic WonScore
Wonderlic WonScore focuses on the right talent to ensure that companies hire the best and potential candidates. The intuitive tools are powered-by I/O science while maintaining ethical AI standards. It allows recruiters to identify, analyze, and hire top talent that can succeed in the respective job.
The tool offers predictive power of personality, cognitive ability, and motivation assessments that allows top performers to gain jobs. Wonderlic WonScore is packed with robust science resulting in proven solutions to offer top results. Millions of candidates take the psychometric assessments and predict the potential of the talent pool.
iMocha is an AI-powered digital skills assessment tool that tests 2,000+ skills quickly. The remote hiring is now streamlined with iMocha, the world's most extensive skills library, including 20+ coding languages, 500+ IT skills, 20+ domain skills, 50+ next-gen skills, and 20+ cognitive skills, to name a few.
This intuitive tool also offers the fastest custom skill assessment to test any requirement and provides live interviews to check analytical, coding, and communication skills. The tool provides AI-powered insights and AI-enabled proctoring, providing accurate skills competency reports.
The user-friendly and seamless tool optimizes recruitment strategies and reduces hiring time. The AI-powered tool is highly customizable where recruiters can add questions, test links, set categories to create comprehensive tests. It also assesses candidates' knowledge with AI-EnglishPro, AI-LogicBox, and live coding interviews.
TestGorilla helps recruiters hire the best candidates using screening tests to make bias-free, easier, and faster decisions. The tool can quickly analyze the test and predict real-world job performance. It comes with a 195 scientifically validated tests library that can help create assessments for job-specific skills.
The skills covered in TestGorilla are digital marketing, coding skills, critical thinking, problem-solving skills, value tests, personality, and cognitive thinking to name a few. The aim of opting for such a pre-employment assessment tool is to avoid wasting time in interviews and screening.
This assessment tool can quickly screen CVs and pre-qualified CVs to rank or grade the candidate accordingly. It also allows recruiters to watch video responses of candidates and custom questions along with screening process automation.
Alva doesn't depend on the CV when assessing a candidate's potential. The tool allows recruiters to go beyond the CV and understand the thought process of the talent pool to save time and give everyone a fair chance.
Alva comes with psychometric tests that eliminate going through hundreds of CVs. It improves screening accuracy for candidates giving everyone an objective and fair chance. Start with creating a job while mentioning skills, qualifications, and descriptions.
Once done, invite the candidates automatically to take the test to assess them with personality and logic skills. Compare the candidate's result report and match the defined role description. Even the candidate uses this tool to take the test and share it with the recruiters to avoid retaking it.
Be a part of a modern approach to employment assessment with HighMatch to deliver personalized candidate insights. The aim is to gain better matches, obtain accurate results at every hiring stage and have happier employees.
It is challenging to empower the organization in a jot job market with throat-cutting competition. The pre-employment tests assess candidates to increase turnover and streamline the hiring cycle. The aim is to gain insight from every hiring stage compared to manual testing.
HighMatch has an exponential impact on the individual, culture, and company weighing on the recruiter and candidate experience. It identifies the matches for the recruiters to ensure less turnover and an inclusive hiring process.
Recruiters can put their best foot forward to offer a streamlined hiring process to the candidates, giving them a good insight into the company culture. This pre-employment assessment tool aims to provide fair hiring, make better decisions, and improve efficiency.
TestDome pre-employment assessment tool hires better candidates faster with job skill tests. It helps in identifying the potential candidate from hundreds of CVs is time-consuming and frustrating when done manually.
TestDome tool includes customizable job tests that manage skills to find the perfect match candidates for the job. Also, there is no need to spend time screening or interviewing candidates to make a data-driven hiring decision.
Recruiters can paste the job description with the skills test link to ensure that candidates can instantly take it up while applying for the job. The reason is that a CV is not the perfect description of what the candidates can and cannot do. Hence, it is best to shortlist the candidates that are qualified.
TalentSorter has eliminated the requirement for recruiters to read the candidate's resume. It is an online hiring tool that helps find the best applicant with a streamlined hiring process.
This pre-employment assessment tool is easy to sort with the help of behavioral science and human analytics. TalentSorter uses FitScore to sort the applicant's details while analyzing the candidates' attitude, personality traits, and standards fit for the job.
Traitify is a modern age assessment tool that optimizes the talent experience and helps recruiters hire candidates using powerful personality API. It uses personality data from pre-hire assessments to deliver science-backed insights. The visual-based format enables high-volume hiring for the recruiters to personalize employee and candidate experiences.
Employers can hire top talent easily and quickly while offering an engaging experience to users. Recruiters can include the assessment link on career sites, SMS, or email sent to candidates. It enables job discovery using personality traits to drive applications.
Traitify helps in gaining self-insights to personalize communication to build brands. It creates ongoing engagement between employers and candidates for more employment brand reciprocity. The pre-employment assessment tool prioritizes the right candidate for faster hiring.
It is a data-driven predictive hiring process packed with benchmarking and prioritization. The tool also offers reduced turnover, recruitment process automation, and send-off acceptance or rejected candidates.
Consider HireVue as a hiring experience platform to build a friendlier, fairer, and faster hiring process. It is enterprise-level software that can scale hiring processes and automate workflows to improve the way employers hire, engage, and discover talent.
The end-to-end hiring experience platform has made it easy to engage, screen, assess, interview, hire, and connect candidates. HireVue has integrated calendar systems with market-leading ATS to streamline time-consuming and tedious hiring activities.
The online tool is packed with video interviewing, conversational AI, automated scheduling, and assessments to overcome significant challenges and enhance the candidate experience. It offers a better hiring solution to overcome manual and flawed models.
Vervoe allows recruiters to see the candidate's skills and knowledge before putting the offer letter in front of them. It assesses the in-demand abilities of the candidate to predict job performance and talent. The skill assessment tool focuses on the interview process's performance instead of the candidate's background.
Vervoe comes with a customizable assessment to include questions to check soft skills, technical skills, software-specific skills, communication, cognitive skills, and aptitude. Make sure the candidate can do the job with 10+ immersive question types to challenge them.
The AI-powered skill testing tool can identify the best performer and test a job-ready candidate to pay attention to details. The recruiters can use customer AI training sets with a few clicks to get desired results. The recruiters can integrate ATS into the hiring workflow or any other tools that work for the organization.
AssessFirst helps recruiters make better hiring, talent development, and management decisions with AI-based features to eliminate biases. It harnesses behavioral science that can easily predict the true potential of the user to make an impact.
AssessFirst collects data points from different sources to develop the perfect details, such as which project and task the candidate will fit perfectly. The tool allows users to build algorithms to analyze top performers using AI to boost talent development strategies, hire better talent, and improve productivity.
It offers accurate predictions to make reliable recommendations for talent management and recruitment to make the best decisions. The AI compiled with human intelligence has made it easier for recruiters to start hiring.
Toggl Hire
Identify the top talent effortlessly with Toggl Hire and automate the hiring process with innovative skill tests. Toggl Hire focuses on the relevant skill to test the candidates for the right abilities. Several tests are covered in the tool, such as Digital Marketing, Frontend Development, Customer Support, Internal Audio, Finance Manager, and Finance Controller, to name a few.
The assessment test covers all the roles an organization requires without wasting time scanning thousands of resumes or screening each candidate for the skills. Choose the template based on the roles, create a skills test (customization is also available), share the link on social media, hiring platforms, or career pages.
QuestBase can be an ideal assessment tool for customers, employees, and students to test their skills. It is a faster tool that can certify candidates' knowledge to make better decisions. QuestBase focuses on the questions that can give a good insight into a candidate's knowledge and skills.
The tool allows users to distribute questionnaires, indicate the answers, and create questions for the candidates with a few clicks. Along with this, it only takes a few minutes to develop questions, complete the tests, and automate the results.
Employers can also create a database of questions, import them easily, create assessments, distribute them to different users online or offline, and start analyzing the results of candidates.
Consider pre-employment assessment to analyze a candidate's skills and ability using tools. The tools can help the human resource department or hiring managers to hire the candidates with desired skillsets that can ace their responsibility.
It is a questionnaire or test compiled in a functional assessment to find the best fitting match. The assessment tools can cover several skills with position-based questions, industry-specific questions, problem-solving, personality, soft skills, cognitive ability, situational judgment, communication, motivation, and aptitude.
Along with these, the pre-employment or pre-hiring assessment is customizable and premade that offers real-time reports about a candidate's performance. These tools can work well to analyze technical skills, coding, engineering, and IT skills.
Pre-employment assessment tests help in boosting the efficiency of the process to screen the candidates at an earlier stage. It offers accurate and quicker employee hiring while avoiding any biases in manual assessment. The aim is to improve the quality of new hires to shortlist candidates and accelerate the whole process.
The pre-employment assessment tools decrease employee turnover, which is difficult with manual pre-employment assessment. It also improves candidate experience, allowing them to gain insight into the company that is impossible for manual hiring.
The pre-employment assessment tools are a great way to hire deserving and qualified candidates while saving time, cost, and resources. It is a structured recruitment process that makes it easy for recruiters to hire potential candidates.
The tools offer:
- Automated candidiate notifcation
- Comprehensive screensing to assess skills and knowledge of candidates
- Streamlined data collection
- Improving productivity for recruiters
- Finding potential caididates with top personality traits
- Better feedback to improved techniques
- Higher level fo applicant engagement
The detailed tools help in predictive analytics, gaining insights, reports, and videos to assure talent success. Also, it empowers managers to make better and wiser decisions when hiring candidates.
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This tiki themed balloon is perfect for adding a touch of the tropics to your next summer cabin or gathering. It measures 45cm in diameter, making it a great summer themed decoration for any occasion.
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Job Directory
Senior Data Center Virtualization Administrator
Senior Data Center Virtualization Administrator
El Segundo, CA
Raytheon is a global company that specializes in defense and other government markets.
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Job Description
Job Description
Raytheon currently has an exciting IT position available that supports the Raytheon mission of making the world a safer place. We are seeking a Senior Virtualization Administrator that will be working in a highly collaborative, multi-platform and multi-disciplined environment. The Sr. Virtualization Administrator must have the ability to obtain a secret security clearance as they will be responsible for administering systems that contain classified data. The candidate is responsible for effective provisioning, installation/configuration, operation, and maintenance of systems hardware and software related to a data center based VMware infrastructure both physical and virtual. Duties include, but are not limited to, install, configuration, and maintenance of VMware ESXi host, vSphere, Horizon (VDI) environment, and plug-ins, daily monitoring of data center virtualized performance metrics, proactive and reactive responses to the metrics, software/hardware upgrades and patch installs, deployment of new virtual infrastructure, data store management, resource management, zero client configuration, support of our Information Assurance partners in maintaining our security and compliance positions, and managing access controls and user permissions and roles.
By any measure, Raytheon is an exciting and rewarding place to work. We pride ourselves on developing world-class talent in an inclusive atmosphere. The result is a workforce that takes pride in the company and consistently delivers superior solutions. Besides supporting our noble mission and collaborating with diverse and talented individuals, other benefits at Raytheon include a flexible 9/80 schedule, technical training, career growth opportunities, new technology immersion, and a work site 3 miles from the beach , Los Angeles International Airport and minutes from the LA Metro green line train stop. Raytheon has also been recognized for several prestigious awards including Fortune 500, Fortune's Global 500, ComputerWorld's "100 Best Places to Work in IT 2017," and Human Rights Campaign 2017 "Best Place to Work" for lesbian, gay, bisexual and transgender employees.
The candidate's roles and responsibilities include:
* Ability to obtain Secret Clearance
* Administer and maintain systems support for software, hardware and servers: test, troubleshoot, diagnose, and resolve all problems
* Work as a member of a data center support team
* Monitor and take action based on input from system monitoring tools
* Apply security hardening settings and work with our Information Assurance partners to maintain compliance with standards
* vSphere, vROM, VCSA Management console, Horizon View administration
* High availability, and DRS configuration
* Identify, analyze, and remediate technical challenges
* Resource management and VM monitoring
* Partner with application/project/security teams and vendors to plan, design, and implement new virtual infrastructure
* Manage vCenter roles and permissions
* Create and maintain technical and detailed design documentation
* 4+ years experience with VMware products (ESXi, vSphere, Horizon, etc.)
* 4+ years' experience in support of Microsoft Windows desktops or Servers (e.g. Windows XP, Windows 7, and Windows 10, Server 2008/2012/2016)
* In-depth experience deploying VMware products and managing a virtualized environment (HA, DRS, resource allocation, snapshot management, VMDKs, Datastores, vMotion, VUM, etc.)
* In-depth knowledge of operating system concepts and implementations
* Knowledge of the VMware suite of tools/applications
* Experience managing VCSA/vCenter and creating VMs and templates
* Understanding of network services as related to a virtualized environment (e.g. vSwitch, VLAN, vMotion, etc.)
* Experience with supporting HP hardware (servers, storage, fibre switch, etc.)
* Experience with an IT incident/service request system
* Strong customer interaction skills with users of all levels
* Effective written and interpersonal communication
* Willingness to learn new technologies and expand your individual skillset
* Familiarity with DISA STIG security hardening settings
* U.S. Citizenship status is required as this position will need a U.S. Security Clearance within 1 year of start date.
* U.S. Citizenship status is required as this position will require the ability to access US only data systems.
Desired Qualifications:
* Active Secret security clearance
* Linux experience
* VMWare VCP certification
* VMware vSAN and vCloud experience
* Familiarity/experience with system monitoring tools such as Splunk and SolarWinds, security monitoring/protection tools such as Forcepoint, Nessus
* Experience with any of the following Automation technologies:
* Puppet, Chef, Pivotal, or similar
* Support for DevOps environments
* CompTIA Security+ certification or other industry-recognized certifications relevant to an virtualization admin
* Experience with Netapp storage systems
* Direct Data Center experience
Minimum Education Required:
Bachelor's Degree and 4 years of related experience
136445 Business Unit Profile
Raytheon Space and Airborne Systems (SAS) builds radars and other sensors for aircraft, spacecraft and ships. The business also provides communications and electronic warfare solutions and performs research in areas ranging from linguistics to quantum computing. SAS is headquartered in McKinney, Texas USA. As a global business, our leaders must have the ability to understand, embrace and operate in a multicultural world -- in the marketplace and the workplace. We strive to hire people who reflect our communities and embrace diversity and inclusion to advance our culture, develop our employees, and grow our business.
Raytheon is headquartered in Waltham, Massachusetts. Follow us on Twitter.
Relocation Eligible
Clearance Type
None / Not Required
Product Support
Type Of Job
Full Time
Work Location
CA - El Segundo
TX - Dallas
Raytheon is an Equal Opportunity/Affirmative Action employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, creed, sex, sexual orientation, gender identity, national origin, disability, or protected Veteran status.
About Raytheon
Raytheon is a global company that specializes in defense and other government markets.
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Waltham, Massachusetts
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Waltham, Massachusetts
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Looking at the listings for $500,000 and under in Alhambra, that neighborhood now deemed the next big thing: 1. Even though there are many new listings, there are no open houses listed on the MLS or Redfin, so this will be armchair Open House Tour. 2. A good number of the homes have pools. 3. There are also a good number of short sales. 4. The photos skills of realtors/homeowners are on par with Curbed's photo skills. Good luck!
· Weekend Open House Tour Archives [Curbed LA]
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text:
Jul 06, 2020
Before 1939, Lublin was a multilingual and multicultural city; over one third of its inhabitants were Jewish. The Grodzka Gate Center, a unique museum located next door to the Jewish quarter destroyed during the war, aims to uncover the memory of this past while mourning the victims of the Holocaust. Thirty years ago, a group of artists established an avant-garde theatre in an abandoned space in the area. They quickly began to rediscover Lublin's history and the significance of the empty spaces near the Gate. The theatre evolved into a center for education and dialogue, the first such in Poland.
Today, the center also operates in a virtual space. You can browse the rich collections of oral histories, pictures, and maps without moving from home. The center also presents its exhibits online. One of these is the Atlas of Mental Maps, a recent digital project featuring a gallery of maps from yizkor-bikher (memorial books) and the holdings of the center. While sitting at home during the lockdown, I browsed these digital maps and spoke on the phone with one of the curators and initiators of the exhibition, Piotr Nazaruk.
Magdalena Kozłowska: Could you say a few words about yourself? How did you arrive at the Grodzka Gate?
Piotr Nazaruk: I'm not from Lublin, but I studied philosophy in Lublin and I've been living here for many years. I've been working at the Gate for about five years, and basically, I work there because I'm interested in Yiddish. At the Gate, I am an educator. If we have guests (right now we don't), I give a tour, but also, I occasionally organize temporary exhibitions such as the "Atlas of Mental Maps." That was the second exhibition we organized at the Gate with [journalist] Agnieszka Wiśniewska. The first one was showing woodcuts of a practically unknown artist, a Bundist and teacher from Lublin, Rywka Berger.
MK: Could you explain what the Grodzka Gate Center is? What impact does it have on the city of Lublin? It is an institution that has been operating for quite a long time. It started as a theater and then changed a little, right?
PN: We are now celebrating our thirtieth anniversary. Unfortunately the ceremony could not be held [due to the COVID-19 pandemic], but thirty years have passed since the establishment of the NN Theater, where it all began.
In the early 1990s, an avant-garde theater called NN—short for Nomen Nominandum—was created. This Latin phrase refers to the medieval tradition of creating anonymously, not for glory but for the sake of an idea. The name also emphasized cutting oneself off from the past and starting a completely new phase, reflected in the new, post-Communist reality.
And so it happened, quite by accident, that the NN Theater set up its headquarters in the Grodzka Gate, which is one of the oldest buildings in Lublin. In the 1990s it was basically a ruin. Over time, the people working there, and above all the theater's director Tomasz Pietrasiewicz, began to discover the Jewish history of Lublin and the significance of the Grodzka Gate in Lublin's mythology. Up to around the middle of the 19th century, the Gate was theoretically a place separating the Christian old town from the Jewish-Polish surrounding area. It was a meeting place for two worlds. And in 1997, the NN Theater turned into the Grodzka Gate Center-NN Theater. Now the theater activity is limited, although still important for the Gate. First and foremost, the center deals with the protection of Lublin's multicultural heritage.
MK: How is this activity perceived in Lublin?
PN: There are of course some critics of our activity. But I think it's generally received positively. Recently, for example, Lublin residents voted to recognize the center for the success of the last decade in a poll organized by the Lublin branch of [the newspaper] Gazeta Wyborcza. The Gate has huge photographic resources, interviews we record and publish on the internet, and a lexicon in which we describe various issues related to the city. People use it. The Gate's activity is present in the everyday life of Lublin. You can always reach for our materials and find something interesting.
MK: Well, it seems that you are not afraid of new media. The Center held a loud social media campaign that involved establishing a profile on Facebook of a Lublin boy who perished in the Holocaust.
PN: Yes, Heniu Żytomirski. This story is a symbol of Jewish children from Lublin and their fate. Żytomirski was born in 1933; he was supposed to go to first grade in 1939, but everything collapsed, his whole world. The ability to use new media, especially now, has proved to be very important. In the current situation [with the COVID-19 pandemic], many institutions that focus on gallery activities have a problem. The Gate can work very well on the Internet.
MK: This brings us to to the online exhibition on memory maps. What exactly are these maps? Where did the idea come from? I know that at the Gate you also collect oral history and the interviewees have been encouraged to draw maps. Did the impulse to put on the exhibition come from there?
PN: Our oral history division has been operating since 1998. Since then, some 40,000 hours have been recorded, and the people we interview are asked to make a map of the area they are talking about. This is partly to refresh their memories, but also because these maps are a subject of fascination for our director Tomasz Pietrasiewicz. I also love maps. And I have gone through a lot of yizkor bikher and knew that they also contain such maps. I came up with the idea to combine these maps in an exhibition, which we opened a year ago in our gallery. It was accompanied by a book with 158 maps. The maps are collected from books on various cities mainly within the current borders of Poland, Ukraine and Belarus. These memory maps are extremely interesting, because they don't follow cartographic rules. Their purpose is not to faithfully reproduce topography, urban layout, etc. They put a lot more emphasis on the emotional attitude of former town residents to their former homes. And most of these places have changed completely as a result of World War II, especially in terms of population. The Jewish majority who lived there either were murdered or left. Then there were also changes in the overall appearance of these cities. So this is a very intimate insight into people's memories of these places and the world that is lost forever. The maps also show Jewish toponyms—what different places were called. These are fascinating names with fascinating etymology. These maps are a great source for research on this subject. For example, in one map, an Egyptian street appears. While it is difficult to get these toponyms from the [historical] press, because official names were used there, they can be found very often in these maps.
MK: Are the maps now available online?
PN: All maps are available on the website. Our entire catalog is also available as a PDF. There are also essays on memory maps and various additional materials and discussions. I especially recommend a very interesting essay by Professor Olga Goldberg-Mulkiewicz, who was a pioneer of research on these Jewish memory maps.
MK: I understand that the maps from your collection that you use were drawn by both Jewish and non-Jewish interlocutors.
PN: Yes, we also have maps drawn by non-Jews. On one of these maps, the Jewish district in Puławy is less well drawn. One can see that the artist did not go there, and did not remember. But there is also, for example, a map of Bełżec with a path leading to the extermination camp, which the artist remembered as a very small child. It is not necessarily true that these maps do not concern Jews, or that Jewish ones do not apply to non-Jews.
MK: The intersection of worlds. Could this be also studied on the basis of these maps?
PN: In the text accompanying the exhibition, Professor Olga Mulkiewicz points out that, for example, while there is usually not much about the non-Jewish world in the text of the yizkor bikher, only the context of antisemitism and World War II, on these maps there is always a church and various institutions distant to Jews. This was due to the [artists'] intuition that you have to show the whole town. It is probably the same with these maps drawn by [non-Jewish] Poles.
MK: Did any of the maps make a strong impression on you?
PN: There is a very moving map of Jedwabne. It's very pretty, the town is beautifully drawn, but at the same time there is a burning barn marked. A similar case is the maps of Felsztyn [currently Hvardiiske], a tiny town in the Khmelnytskyi region in Ukraine. A large pogrom took place there around 1919. So the maps often have a very strong emotional charge, which contrasts with their very naive form.
MK: Returning to the beginning of our conversation, where did your interest in Yiddish come from?
PN: There is no history of Polish Jews without Yiddish. You can conduct research in Polish-language sources, but it will always be incomplete. I have been to the YIVO summer course twice. I think that many people who are becoming interested in the history of Polish Jews are struck by this picture of life on the border of the worlds. We read about our hometowns and their fates, we learn that newspapers were published in Yiddish, and that there were different places that are no longer there. I felt such a strong impulse that if I wanted to learn something about this world, I should learn Yiddish—to be able to read the press at least a little, because this is my main interest, and it was important to be able to find out what the Jewish community had to say about itself.
MK: To restore their voice.
PN: Restore their voice or even just listen to it.


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To cook the pasta, or not to cook the pasta, that is the question.
I'm sure you've thought about adding dry pasta directly into your soup so you don't have to boil it separately. Although this sounds like a good idea, there are two main problems with this: starch and carry-over cooking – I'll talk about this further down.
Pasta should be boiled separately until it's about 75% cooked before being added to the soup. This prevents overcooking and reduces the amount of starch that's released into the soup, which would turn it cloudy. Make sure to add the pasta right before the soup is ready so it doesn't become mushy.
For some, the issues of starchy soup and mushy pasta aren't a big deal, but if you're wanting to enjoy your food, I'd recommend avoiding these two.
When you add the pasta to your soup depends primarily on the timing. You want to make sure that you're avoiding mushy, overcooked pasta, and your best way of doing so is to make sure that everything is perfectly cooked at the same time.
If you don't get the timing right, you may end up with perfectly cooked pasta before other components of the soup are cooked properly, which leaves you with the decision of either serving an undercooked bowl of soup with perfectly cooked pasta, or an almost perfectly cooked bowl of soup that has overcooked pasta.
Some people recommend adding uncooked pasta when certain ingredients, like beans, are just 10 minutes shy of being fully cooked, so by the time these other ingredients are fully cooked, the pasta is al dente and the soup is ready to serve. The issue I have with this is that the pasta may not cook as fast as you expect since the soup will drop in temperature and therefore slow the cooking process. This will also lead to a lot of starch being released into the soup, which could be good or bad depending on what type of soup it is.
My personal favorite way is to cook the pasta just shy of al dente in salted boiling water, then draining and transferring it to a soup to finish cooking for a few minutes before serving immediately.
In this article, I'm talking primarily about wheat pasta and noodles. Other pasta and noodles made from different ingredients will have different results.
The Problem With Adding Pasta Directly To Soup
Putting dried pasta in soup is something that some people do, but many people don't do it purely because it often results in an inferior soup. There are a few main reasons why pasta isn't commonly cooked in the soup:
The Pasta Will Absorb A Lot Of Water
The pasta has to rehydrate so it can cook through, but this means that it absorbs a significant volume of water in the soup. If you're cooking a lot of pasta in the soup, it's going to have a noticeable difference in how much liquid remains once the pasta has cooked.
This will mean that you have to add more water to the soup, which waters it down and you'll lose some of the flavors that you've worked so hard to develop.
The Starch Will Turn The Soup Cloudy
If you're wanting your soup to be clear and light, you should never add the pasta directly into it.
As the pasta cooks, it releases starch. This starch normally stays in the pasta water, but it'll be dispersed into the soup if, making it cloudy.
If you add a lot pasta, then the soup will become overly cloudy and somewhat milky. So, unless you're not bothered about clear soup, you should cook the pasta separately.
The Starch Will Thicken The Soup
This could be a good or bad thing depending on what soup you're making and how you like it. So, as the pasta cooks, it releases starch, which not only makes it cloudy, but it also thickens the soup.
Obviously, the more pasta you add, the thicker it'll get, so a small quantity of pasta isn't going to make a huge difference.
When you take into consideration how much water the pasta absorbs and the starch that it releases, you should realize that it can thicken the soup more than you'd like. Of course, you can add more water to loosen it up a little, but then you're diluting the flavor.
The Pasta Will Overcook If You're Not Careful
If you leave your pasta in the soup for just a few minutes too long, it'll lose its al dente texture and turn softer and mushier. Continue to leave the pasta to cook and it'll start to break down, releasing more starch into the soup and you won't have any solid pasta pieces left.
You need to be dead-on with the timing if you're cooking the pasta in the soup. You need to time it so that everything is cooked just right. This means that the vegetables need to have the right texture by the time the pasta is perfectly cooked. Then it should be served right away.
The issue with this is that it's very difficult to get the timing right if you don't know what you're doing, so it's best to just boil the pasta separately until it's almost cooked, then finish cooking it in the soup for a few minutes.
If you would prefer, you could always substitute the pasta with bread for your soup instead.
When To Add Pasta To The Soup
I'm no fan of adding dried pasta directly into any soup, so I always add parboiled pasta to my soup. It's easier, more reliable, and leaves you with better soup.
Don't get me wrong, pasta can be added at any time in the cooking process, but adding it when it's dry is riskier and generally results in something that's not as good as it could be. Generally speaking, it's safer to parboil the pasta, then add it to the soup until it's al dente, then you can serve it.
You should only add the pasta once everything in the soup is either completely cooked or very close to being cooked. This way, you're ensuring that you don't overcook the pasta before it's ready to serve.
You can add the pasta before it's finished cooking in the boiling water with great results too. If you boil your pasta up until the point where it's around 75% of the way cooked, then you can add it to a pan of soup that's just shy of being ready.
The heat from the soup can then finish cooking the pasta and the other ingredients for the next 5 minutes or so, which leaves you with great soup. This method allows you to avoid getting excess starch in the soup, but you can ensure that the pasta has enough time to 'merge' with the soup.
Another method you can try is to simply put the cooked pasta into a serving bowl, then pour the soup over it. The pasta can be hot or cold, but this method works like a charm if you're going to have leftover soup and don't want to the pasta to turn mushy after sitting in it for too long. If you're making anything like chicken noodle soup, this is the way to go.
Sometimes You Should Serve The Pasta And Noodles Seperately
You don't always want to combine the pasta and soup too early if the dish doesn't suit it. Many recipes call for the soup to be poured over pasta or noodles, and that gives great results.
If you're wanting your pasta to stay perfectly cooked, then you shouldn't add it directly into the soup. You can add the al dente pasta to a bowl, then add the soup to it and you can be sure that the pasta won't turn mushy while you eat it.
If you're going to be reheating the soup, you don't want the pasta to be left in there or it'll absorb more water and break down. Leaving it in there overnight (or longer) and then heating the soup up again will cook the pasta further, giving you a sloppy and mushy result. Instead, only cook the pasta when the soup is reheated and ready to eat, then serve it as normal.


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See website here: www.verdantenv.co.za
This is the first website we have done using photos entirely from the client's self-taken photographs. The photos are breathtaking and all of local flora and fauna. It puts the website and offering into a league of its own: A personal passion for the job combined with an amazing wealth of knowledge and experience.
The brand and resulting guideline was a minimal modern design with simplicity at its core. The Idea behind these brands is that small businesses don't have time nor marketing departments to manage a brands image. So we kept the colours, brand and fonts super simple so it will be a breeze to manage going forward. But still easy to build further, if needs be.
We are so excited about the launch of this new business and wish Ryan and his business all the best!


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Effective tips for modernising a home
Trends come and go. So it is of little surprise that we grow tired of our homes at some stage. If you feel that the design of your home is dated and you want to give it a modern feel, it does not need to be as difficult as you imagine. A lot of people assume that they need to embark on a massive redecoration. This is not the case. In fact, if you read on you will discover some easy and effective ways to modernise your home.
One of the first things you need to do is focus on the materials that are used in your home. It is time to get rid of the laminate and the melamine, for example, and go for materials that are real and organic instead. This is especially important in your kitchen, which is a room that often has lots of synthetic materials running through it. However, if you opt for a wooden cabinet, stone worktops, and exposed brick walls, you will achieve and modern and cool look with ease.
Creating a modern home is all about achieving the minimalist feel. Therefore, you need to begin by getting rid of any cutter that you have in your home. You should ditch any furniture that is not necessary. You need to streamline your aesthetics if you want to achieve a modern feel. If you cannot find a place for something in your home, you either need to get rid of it or rethink the design of your room so that it looks neat and tidy and does not impact the modern feel you are hoping to achieve.
Another key to achieving a modern and minimalist feel is to accessorise with care. It is definitely a case of quality over quantity in this regard. The best thing to do is include one or two statement accessories per room. These should be bold accessories that are going to make a massive impact. One good example of this is an electric fireplace. Get rid of the old traditional fireplace that is giving your home a rustic feel, and replace it with one of the modern versions that are available today, creating a sleek and sophisticated look in any living room.
No contemporary home would be complete if it did not have a few glass additions. You do not need to go crazy with glass, but it is important to include some glass elements. Not only will this create a clean look, which is a must in any modern home, but it will also help to enhance the natural light you have in every room.
In conclusion…
As you can see, it is not difficult to create a modern vibe in your home. If you follow the tips that have been provided above, you should be able to achieve a contemporary feel in your property without spending a lot of money or embarking on a full redecoration process.
pin for later…
feature post


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Another boutique condo high-rise was approved by the Chicago Plan Commission yesterday, continuing the recent trend of new condo projects targeting the high-end market. Proposed by developer Smithfield Properties, the project will feature 55 units in a slender 23 story tower which will be located at 800-820 North Wells Street, stretching from Chicago Avenue to Institute Place. The design is another collaborative project featuring Berkelhamer Architects as the designers and Antunovich Associates as the architect of record. This paring also worked on SoNo and the recently completed nearby apartment project at 805 North LaSalle known as Location. The project would replace three older low-rise brick buildings on a 20,789 square foot site. Despite the central location, the site falls just outside of the boundaries for 'D' classification in zoning, signifying downtown zoning districts with more generous allowances as of right.
The tower was designed with a taller and thinner form, with a footprint occupying a little more than one half of the site, with an intention to preserve view sight lines from neighboring buildings. The tower's facade is made up of an aluminum and glass exterior with 'reveals' — slits in the facade allowing for terraces which are positioned at different heights. The reveals also provide a visual representation to the outside for the change in the unit mix where duplex units (units spaning two floors, like a townhouse) are placed in the building. The slender tower will generally include three condo units per floor, two units per floor on the duplex levels as well as two penthouse duplex units on the top two floors. A single townhouse at ground level would be included in the podium of the building and would face northward onto Institute Place.
Chicago and Wells will have an "active corner," with ground floor offices featuring a new home for the headquarters of Smithfield Properties. The corner will feature constant illumination throughout the evening hours and residential units on lower floors would be oriented towards the corner as well. Parking levels are sheathed in a fritted glass facade and are placed to the north, and would be flanked by condos on the south end of the building and the lone townhouse unit at the north end, shielding the parking levels from view as much as possible.
The condo units are expected to sell for $1-$4 million each. As is typical with luxury buildings in Chicago, larger units have two parking spaces each, while smaller units will include one parking space. When questioned about the relatively high parking ratio of 105 versus 55 condos, a representative from Smithfield mentioned the demands of the local luxury condo require at least one space per unit, as prospective purchasers will have a car, but may still use public transportation.
Despite the relatively modest program of only 55 units, well below what current zoning would allow, there was fierce opposition present at the Plan Commission, almost exclusively from residents of the nearby Parc Chestnut condominiums. Most of the opposition focused on the opinions of the project being "too big," "generating too much traffic" and "out of character" despite their own building having 261 units. The Chicago Department of Transportation has in fact approved the plan already without a traffic study, citing the low number of units rendering such a study not needed.
Alderman Burnett commented on the fact that the Parc Chestnut itself was out of context when constructed in what was once an exclusively industrial and institutional area, without any residences and that building used to be located within the boundaries of his 27th ward when the change in land use was allowed. He mentioned the change was a good thing as the greater downtown area is continuing to evolve. Burnett went on stating that he doesn't make decisions based on views, and if he did, nothing would be built and that the Central Area of Chicago where more density is expected to be built in order to generate tax revenue for the entire city to pay for city services.
— Shawn Ursini
·Another Residential Tower Looking to Plant Roots in River North [Curbed Chicago]
·Previous River North coverage [Curbed Chicago]


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Cash Retention Award Agreement (C&J Employment Agreement - Tier I) under the 2017 Management Incentive Plan
Contract Categories:
Human Resources
- Bonus & Incentive Agreements
EX-10.15 7 exhibit1015-2017mipxcashre.htm EXHIBIT 10.15 Exhibit
(C&J Employment Agreement – Tier I)
C&J Energy Services, Inc., a Delaware corporation (the "Company"), hereby awards to you (the "Grantee"), as of the date (the "Date of Grant") set forth on your Bank of America Merrill Lynch "Benefits Online" equity award account (the "Equity Account"), a cash retention award (the "Award"), in the amount set forth in your Equity Account on that Date of Grant, pursuant to the C&J Energy Services, Inc. 2017 Management Incentive Plan, as may be amended from time to time (the "Plan"). The Award is subject to the terms of this Cash Retention Award Agreement (this "Agreement") and the Plan. The Award is subject to the execution and return of this Agreement by the Grantee through the electronic signature and/or web-based approval and notice process authorized by the Company. Capitalized terms used but not defined in this Agreement shall have the meaning attributed to such terms under the Plan, unless the context requires otherwise. By executing this Agreement, the Grantee acknowledges that his or her agreement to the covenants set forth in Section 6 is a material inducement to the Company in granting this Award to the Grantee.
The terms and conditions of the Award granted hereby, to the extent not controlled by the terms and conditions contained in the Plan, are as follows:
1. | No Right to Continued Employee Status or Consultant Service |
Nothing contained in this Agreement shall confer upon the Grantee the right to the continuation of his or her Employee status, or, in the case of a Consultant, to the continuation of his or her service arrangement, or in either case to interfere with the right of the Company or, as applicable, any of its Subsidiaries or other Affiliates (collectively, the "Company Group") to terminate the Grantee's Business Relationship (as defined in Section 6) at any time.
2. | Coordination with Employment Agreement |
The parties hereby acknowledge that the Grantee is a party to an employment agreement between the Grantee and C&J Spec-Rent Services, Inc. ("Spec-Rent") (the "Employment Agreement"), which may include provisions governing the treatment of stock options, restricted shares, restricted stock units, other equity-based awards or other long-term incentive awards granted to the Grantee prior to the effectiveness of this Agreement. The parties acknowledge and agree that to the extent that the Employment Agreement includes provisions in respect of the treatment of stock options, restricted shares, restricted stock units, other equity-based awards or other long-term incentive awards in the event of termination of employment, a change in control, or other similar event, (a) notwithstanding anything contained in this Agreement to the contrary, such provisions in the Employment Agreement shall govern the treatment of the Award granted under this Agreement; and (b) if, and to the extent, such provisions in the Employment Agreement conflict with the provisions in this Agreement, the terms of the Employment Agreement shall control. For the avoidance of doubt, if the Employment Agreement is silent regarding matters concerning the treatment of stock options, restricted shares, restricted stock units, other equity-based awards or other long-term incentive awards in the event of termination of employment, a change in control, or other similar event, then the terms of this Agreement shall govern the treatment of the Award granted hereunder. Nothing herein (including nothing contained in Section 6 herein) will replace any of the Grantee's obligations to the Company or any other member of the Company Group with respect to confidentiality, non-disclosure, return of property, non-competition or non-solicitation as all provisions of Section 6 herein are in addition to all commitments and obligations the Grantee has to the Company Group, including all commitments and obligations created by contract, statute and common law.
3. | Vesting; Forfeiture; Effect of Termination of Service |
If the Grantee continuously maintains his or her Business Relationship from the Date of Grant and abides by the terms hereof, then the Award will vest in accordance with the following vesting schedule (the "Vesting Schedule"):
Vesting Date | Cumulative Vested Percentage |
Notwithstanding anything contained herein to the contrary, all unvested installments of the Award shall immediately vest in full upon the Grantee's Termination by the Company (or applicable member of the Company Group) for a reason other than Cause (as defined in Section 6(g)), by the Grantee for Good Reason (as defined in Section 6(g)), or by reason of Disability (as defined in Section 6(g)) or death. Except as otherwise provided in the Employment Agreement, this Agreement or as otherwise determined by the Committee, if the Grantee's Business Relationship Terminates for any reason prior to the Vesting Dates set forth above, the right of the Grantee to receive further vesting of the Award shall terminate and, for the avoidance of doubt, the Grantee shall not receive vesting of the Award on the remaining Vesting Dates and all installments that have not vested as of the Termination Date (as defined in Section 6(g)) shall be deemed to be forfeited by the Grantee.
4. | Restrictions on Transfer |
(a) The Award may not be sold, transferred, assigned or otherwise disposed of, and may not be pledged or otherwise hypothecated (the "Transfer Restrictions") while the Award is subject to forfeiture to the Company pursuant to Section 3. The Transfer Restrictions shall lapse on the same schedule under which the Award vests pursuant to the Vesting Schedule.
(b) The foregoing Transfer Restrictions shall not prohibit the sale, transfer or other disposition of the Award pursuant to a definitive agreement executed by the Company in connection with a Corporate Transaction.
5. | Settlement |
As soon as administratively practicable following the vesting of any installment of the Award pursuant to Section 3, but in no event later than the day that is sixty (60) days after the applicable vesting date, the Company shall make a cash payment to the Grantee.
6. | Prohibited Activities |
The Grantee acknowledges and agrees that this Agreement further aligns the Grantee's interests with the Company Group's long-term business interests and that the restrictions contained in this Section 6 are reasonably related to the protection of such business interests, including the preservation of the Company Group's goodwill and the protection of the Confidential Information that the Grantee has obtained or will obtain in the course of his or her future Business Relationship with any member of the Company Group. The Grantee further acknowledges and agrees that his or her entry into this Agreement gives rise to an expectation by the Company that the Grantee, as the recipient of the equity securities of the Company and ancillary to this Agreement to provide the Grantee with such securities and Confidential Information during the period of his or her Business Relationship with the Company Group, will not interfere with or otherwise damage the Company Business, either during the period of the Grantee's Business Relationship with any member of the Company Group or thereafter, as set forth herein. As an express incentive for the Company to enter into this Agreement and in order to further the Company's legitimate business interests and interest in granting the Award and entering into this Agreement, the Grantee agrees to the following covenants:
(a) | Prohibition against Certain Activities. The Grantee agrees that the Grantee will not at any time: (x) disclose or furnish to any other Person or use for the Grantee's own or any other Person's account any Confidential Information (other than in the course of the Grantee's service to the Company or any other member of the Company Group, if the Grantee is an Employee, Director or Consultant of or to the Company or any other member of the Company Group) except for Permitted Disclosures (a "Prohibited Disclosure or Use"), or (y) commit a breach of the provisions of Section 4 (a "Prohibited Transfer"), or (z) make any statement that is intended to become public, or that should reasonably be expected to become public, and that criticizes, disparages or is derogatory about, or which injures the reputation of, the Company Group or any employee, officer, director, or agent of any member of the Company Group (a "Prohibited Disparagement"). |
(b) | Non-Competition and Non-Solicitation. In addition, the Grantee agrees that the Grantee will not during the period of the Grantee's Business Relationship or within two (2) years following the Grantee's Termination (the "Restricted Period"): (y) engage in any Prohibited Solicitation or (z) engage in any Competitive Activity. |
(c) | Exception Within Certain States. Notwithstanding the restrictions contained in Section 6(b), within those areas of the State of Oklahoma that are within the Restricted Area (the "Oklahoma Restricted Area"), the restrictions in Section 6(b) shall not apply after the Termination Date; provided, however, that at no point during the Restricted Period shall the Grantee: (x) within the Oklahoma Restricted Area, solicit goods, services or a combination of goods and services from any established customer of the Company, or another member of the Company Group for which the Grantee had performed services or (y) directly or indirectly, solicit or contact with a view to the engagement or employment of, any person who is an officer or employee of the Company (or any other member of the Company Group by which the Grantee had been employed), or otherwise directly or indirectly interfere with or raid the employees of any member of the Company Group. Further, within those areas of the States of California or North Dakota that are within the Restricted Area, the restrictions contained in Section 6(b) shall not apply following the Termination Date, and during the portion of the Restricted Period that follows the Termination Date, Section 6(b) shall be applied within the States of California and North Dakota only to prohibit the Grantee from, directly or indirectly, soliciting or contacting with a view to the engagement or employment of, any person who is an officer or employee of the Company (or any other member of the Company Group by which the Grantee had been employed), or otherwise directly or indirectly interfering with or raiding the employees of any member of the Company Group. |
(d) | Return of Property. Upon the Grantee's Termination for any reason and upon request by any member of the Company Group, the Grantee shall promptly deliver to the requesting entity all materials, documents and other property of the Company or any other member of the Company Group, including originals and copies of all documents and records (both paper and electronic), computer hardware and software programs, computer files (and all other electronically stored information), media, equipment and other materials containing any Confidential Information, any summaries, extracts or derivative works thereof, or any other materials that reflect, contain or are derived from Confidential Information. |
(e) | Right to Cancellation and Recovery. The Grantee understands and agrees that the Company has granted this Award to the Grantee to reward the Grantee for the Grantee's future efforts and loyalty to the Company Group by giving the Grantee the opportunity to participate in the potential future appreciation of the Company. Accordingly, if (v) the Grantee engages in any Prohibited Disclosure or Use or breaches or violates the Grantee's obligations relating to the non-disclosure or non-use of confidential or proprietary information under any Restrictive Agreement to which the Grantee is a party, or (w) the Grantee engages in any Prohibited Disparagement or breaches or violates the Grantee's obligations relating to non-disparagement under any Restrictive Agreement to which the Grantee is a party, or (x) the Grantee engages in any Prohibited Transfer, or (y) the Grantee is Terminated for Cause, or (z) the Grantee violates Section 6 hereof, (collectively items (v) – (z), "Prohibited Actions") then, subject to Section 6(e)(iii) below, in addition to any other rights and remedies available to the Company, the Company shall be entitled, at its option, exercisable by written notice (the date of such notice, the "Forfeiture Notice Date") to take any the following actions: |
(i) | The Company may terminate this Award and immediately cancel the installments for which the Transfer Restrictions have not yet lapsed; and |
(ii) | If such Prohibited Action occurs during the Restricted Period, the Company may recover from the Grantee, and the Grantee shall pay to the Company, with respect to any installments on which the Transfer Restrictions lapsed during the period of two (2) years prior to the earlier of the occurrence of the Prohibited Action or the Termination Date the following: an amount equal to the cash payment made to the Grantee in respect of any such installment. If the Grantee does not pay such amount over to the Company within twenty (20) days of demand, such amount shall thereafter bear interest at the maximum rate permitted by law and the Grantee shall be liable for all of the Company's costs of collection, including but not limited to, reasonable legal fees. |
(iii) | Notwithstanding anything to the contrary, in the event that a Change in Control has occurred and the Grantee is Terminated without Cause within the twelve (12) months following the Change in Control such that as a result of such termination, the Grantee is no longer in any Business Relationship with any member of the Company Group, the Company may take the actions set forth in Sections 6(e)(i) and (ii) only if the Grantee engages in any Prohibited Disclosure or Use or breaches or violates the Grantee's obligations relating to the non-disclosure or non-use of confidential or proprietary information under any Restrictive Agreement to which the Grantee is a party. |
(f) | Other Remedies. The Grantee specifically acknowledges and agrees that the remedy at law for any breach of this Section 6 will be inadequate and that the Company and each other member of the Company Group, in addition to any other relief available to it, shall be entitled to seek specific performance and injunctive relief as remedies for such breach or any threatened breach without the necessity of proving actual damage or posting any bond whatsoever. Such remedies shall not be deemed the exclusive remedies for a breach of any terms under this Section 6 but shall be in addition to all remedies available at law or in equity to the Company and the other members of the Company Group, including the recovery of damages from the Grantee and the Grantee's agents involved in such breach. |
(g) | Certain Definitions. For purposes of this Agreement, the following terms shall have the meaning set forth below: |
(i) | "Business Relationship" shall mean service to the Company or any other member of the Company Group, or a corporation or parent or subsidiary of such member of the Company Group assuming or substituting a new Award for this Award, in the capacity of an Employee, Director or Consultant, as applicable. Without limiting the scope of the preceding sentence, it is expressly provided that the Grantee's Business Relationship shall be considered to have Terminated at the time of the termination of the "Subsidiary" or "Affiliate" status under the Plan of the entity or other organization that employs the Grantee or to which the Grantee provides services as a Consultant. Any question as to whether and when there has been a Termination of the Grantee's Business Relationship, and the cause of such Termination, shall be determined by the Committee and its determination shall be final. |
(ii) | "Cause" shall mean the Grantee's (A) willful and continued failure to substantially perform, without proper legal justification (and not due to Disability), his or her duties and responsibilities required under the Employment Agreement or under any other written agreement between the Grantee and the Company or any other member of the Company Group, or otherwise reasonably required by the Board to be undertaken; (B) any material breach of the Employment Agreement or any other written agreement between the Grantee and the Company or any other member of the Company Group (including this Agreement); (C) any material violation of any law applicable to the workplace or employment relationship or material failure to abide by lawful and material instructions, policies, codes of conduct, or workplace rules established by any member of the Company Group and applicable to the Grantee; (D) any conduct in connection with such Grantee's performance of his or her duties or services to the Company or any other member of the Company Group that is (x) unlawful or grossly negligent and has a material adverse effect on any member of the Company Group or its business, or (y) fraudulent or dishonest and results, or is intended to result, in personal gain or enrichment at the material expense of any member of the Company Group; or (E) commission of, or indictment, conviction, admission, or plea of guilty or nolo contendere for or to, a charge of any felony (or state law equivalent) or any crime involving moral turpitude; provided that, in the case of any Grantee who, as of the date of determination, is party to an effective written services, severance or employment agreement with the Company or any other member of the Company Group, "Cause" shall have the meaning, if any, specified in such agreement. |
(iii) | "Change in Control" shall mean the occurrence of any of the following events after the Date of Grant: |
A. | any "person" (as such term is used in Sections 13(d) and 14(d) of the Securities Exchange Act of 1934, as amended (the "Exchange Act"), other than a Permitted Holder, acquires "beneficial ownership" (within the meaning of Rule 13d-3 under the Exchange Act) of securities of the Company representing more than fifty percent (50%) of the combined voting power of the Company's then outstanding securities; provided, however, that if the Company engages in a merger or consolidation in which the Company or surviving entity in such merger or consolidation becomes a subsidiary of another entity, then references to the Company's then outstanding securities shall be deemed to refer to the outstanding securities of such parent entity; |
B. | a change in the composition of the Board such that the "Continuing Directors" cease for any reason, other than due to ordinary course retirement, death, disability, term limit or any director refreshment or similar policy, to constitute at least seventy percent (70%) of the Board. The "Continuing Directors" shall mean those members of the Board who either: (x) were directors on the Date of Grant; or (y) were subsequently elected by, or on the nomination or recommendation of, at least a three-quarters (3/4) majority (consisting of at least four (4) directors) of the Board who were or become Continuing Directors; |
C. | the consummation of a merger, reorganization or consolidation of the Company with any corporation, including without limitation, a reverse or forward triangular merger, where the Company's shareholders immediately prior to such transaction own less than a majority of the voting securities of the surviving or resulting corporation or entity after the transaction; |
D. | the consummation of a transaction that implements in whole or in part a resolution of the Company's shareholders authorizing a complete liquidation or dissolution of the Company; or |
E. | the sale or disposition (other than a pledge or similar encumbrance) by the Company of all or substantially all of the assets of the Company, other than to a Permitted Holder or Permitted Holders; |
provided, however, if a Change in Control constitutes a payment event with respect to any deferred compensation that is subject to Section 409A, a transaction or event described in paragraph (A), (B), (C), (D) or (E) shall constitute a Change in Control only if such transaction or event constitutes a "change in control event" as defined in Treasury Regulation Section l .409A-3(i)(5).
(iv) | "Company Business" shall mean (A) any business in which any member of the Company Group is engaged during the term of the Grantee's Business Relationship and for which the Grantee has (or has had) responsibilities or about which the Grantee obtained Confidential Information; provided, however, the definition of "Company Business" shall not include any business in which the Company Group no longer engages or no longer has any plans to engage in as of the Termination Date; and (B) any other business in which any member of the Company Group has undertaken material steps to engage within the twelve (12) month period prior to the Termination Date, so long as the Grantee had material responsibility for, or Confidential Information about, such anticipated business. Without limiting the foregoing, the definition of "Company Business" shall be deemed to include the businesses of well construction and intervention services (including cementing and coiled tubing services), well completion services (including hydraulic fracturing and related stimulation services, cased-hole wireline, pressure pumping and pump-down, perforating, pressure testing, and logging services), and well support services (including workover, plug and abandonment and other related and specialty rig services, and fluid hauling, storage and disposal services). |
(v) | "Competitive Activity" shall mean carrying on or engaging in the Company Business in the Restricted Area in competition with any member of the Company Group, including carrying on or engaging in any activities in which the Grantee, in the Restricted Area during the Restricted Period, directly or indirectly, (A) owns, manages, operates, controls, or is an officer or director of any Person (other than a member of the Company Group) that engages in the Company Business, or (B) joins, becomes an employee or consultant of, or otherwise connected with any Person (other than a member of the Company Group) that engages in the Company Business in any capacity (with respect to the this clause (B)) in which the Grantee's duties are the same or similar to those duties performed by the Grantee for any member of the Company Group; provided, however, that, notwithstanding the forgoing, the Grantee or any of his or her affiliates may own (x) less than five percent (5%) of any equity security registered under the Exchange Act in any entity engaged in the Company Business, provided that neither the Grantee nor his or her affiliates has the power, directly or indirectly, to control or direct the management or affairs of any such corporation and is not involved in the management of such corporation and (y) those equity investments owned by the Grantee as of the date of this Agreement as previously disclosed in writing by the Grantee to and agreed by the Company. |
(vi) | "Confidential Information" shall mean all trade secrets and other confidential, proprietary, or non-public information in any form (tangible or intangible) that relates to the Company, or any other member of the Company Group, including all: (A) proprietary computer software or databases; (B) non-public lists of customers, prospects, candidates, and employees; employee applications; skills inventory sheets and similar summaries of employee qualifications; customer ordering habits, billing rates, buying preferences, and short term needs; sales reports and analysis; (C) employee reports and analysis; customer job orders and profit margin data; businesses processes, methods of operation and sales techniques; (D) statistical information, financial information that is not publicly available; (E) specially negotiated terms and pricing with vendors and customers; (F) research and development, business projects, strategic business plans and other strategic information and strategies, and products and solution services offered to customers; (G) intellectual property of any member of the Company Group and all summaries, extracts, or derivative works thereof; and (H) all other information that gives any member of the Company Group a competitive advantage by virtue of not being known by its competitors. Moreover, "Confidential Information" includes confidential information of the Company Group's suppliers, licensors, licensees, customers or other third parties that have supplied such information to a member of the Company Group, subject to a duty on the part of such member of the Company Group to maintain the confidentiality of such information. |
(vii) | "Disability" shall mean a physical or mental impairment that renders the Grantee incapable of performing the Grantee's essential duties pursuant to the Business Relationship (after accounting for reasonable accommodation, if applicable and required by applicable law) for a period in excess of six (6) months during any consecutive twelve (12) month period; provided that, in the case of any Grantee who, as of the date of determination, is party to an effective written services, severance or employment agreement with the Company or any other member of the Company Group, "Disability" shall have the meaning, if any, specified in such agreement. |
(viii) | "Good Reason" shall mean the Grantee's resignation from the Business Relationship within one hundred twenty (120) days of the initial occurrence of any one of the following events (without the Grantee's consent): (A) any material reduction in the Grantee's authority, duties or responsibilities, including the Grantee's removal from the position and title with the Company specified in the Employment Agreement, in each instance other than (x) by reason of the Grantee's Disability or (y) as a result of any member of the Company Group's actions arising from or following any allegation that: (1) the Grantee's conduct has caused (or could reasonably be expected to cause) material damage to any member of the Company Group, or (2) the Grantee has committed an act or omission that constitutes Cause; (B) a reduction in the Grantee's then-effective base salary (other than in connection with an immaterial reduction that applies to all similarly situated executives or that occurs as a result of, or following an allegation that, (x) Grantee's conduct has caused (or could reasonably be expected to cause) material damage to any member of the Company Group or (y) the Grantee committed an act or omission that constitutes Cause; provided that, if the Grantee, as of the date of determination, is party to the Employment Agreement or another effective services, severance or employment agreement with the Company or any other member of the Company Group, "Good Reason" shall have the meaning, if any, specified in such agreement. |
(ix) | "Permitted Disclosures" shall mean the disclosure of Confidential Information (A) made with the prior written consent by the Board, (B) required to be made by law or legal process, (C) in a good faith report of possible violations of applicable law to any governmental agency or entity, (D) that is protected under the whistleblower provisions of applicable law, or (E) otherwise permitted as set forth in Section 7 below. |
(x) | "Prohibited Solicitation" shall mean, on the Grantee's own behalf or on behalf of any other Person, soliciting, raiding, enticing or inducing, directly or indirectly, any employee of the Company or any other Person who is under contract with the Company (or other member of the Company Group) to (A) terminate such Person's employment by, or contractual relationship with, such member of the Company Group, (B) refrain from extending or renewing the same contract (upon the same or new terms), (C) refrain from rendering services to or for any member of the Company Group, or (D) become employed by or enter into a service relationship with a competitor of any member of the Company Group. |
(xi) | "Restricted Area" shall mean: (A) during the portion of the Restricted Period prior to the Termination Date, the world; and (B) during the portion of the Restricted Period that occurs following the Termination Date, those geographic areas specified on Exhibit A, and any additional areas in which any member of the Company Group has taken material steps as of the Termination Date, with the Grantee's assistance, in preparation of conducting the Company Business. |
(xii) | "Restrictive Agreement" shall mean any agreement between any member of the Company Group and the Grantee that contains non-competition, non-solicitation, non-hire, non-disparagement, return-of-property or confidentiality restrictions applicable to the Grantee. |
(xiii) | "Termination Date" shall mean the date on which the Grantee's Business Relationship terminates for any reason. |
7. | Permitted Disclosures |
Notwithstanding anything in this Agreement to the contrary:
(a) | nothing herein shall prevent the Grantee from making a good faith report of possible violations of applicable law to any governmental agency or entity or making disclosures that are protected under the whistleblower provisions of applicable law, and the Grantee shall not be held criminally or civilly liable under any federal or state trade secret law for the disclosure of a trade secret that is: (i) made (A) in confidence to a federal, state or local government official, either directly or indirectly, or to an attorney, and (B) solely for the purpose of reporting or investigating a suspected violation of law; (ii) made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal; or (iii) protected under the whistleblower provisions of applicable law; |
(b) | in the event the Grantee files a lawsuit for retaliation by the Company or any other member of the Company Group for the Grantee's reporting of a suspected violation of law, the Grantee may (i) disclose a trade secret to the Grantee's attorney and (ii) use the trade secret information in the court proceeding related to such lawsuit, in each case, if the Grantee (A) files any document containing such trade secret under seal; and (B) does not otherwise disclose such trade secret, except pursuant to court order; and |
(c) | nothing herein or any other agreement between the Grantee and the Company or any other member of the Company Group shall prevent the Grantee from lawfully, and without obtaining prior authorization from any member of the Company Group: (i) initiating communications directly with, cooperating with, providing information to, causing information to be provided to, or otherwise assisting in an investigation by the U.S. Securities and Exchange Commission (the "SEC") or any other governmental or regulatory agency, entity, or official(s) (collectively, "Governmental Authorities") regarding a possible violation of any law; (ii) responding to any inquiry or legal process directed to an employee individually from any Governmental Authority; (iii) testifying, participating or otherwise assisting in an action or proceeding by any Governmental Authorities relating to a possible violation of law, including providing documents or other confidential information to Governmental Authorities; or (iv) receiving an award for information provided to the SEC or any other Governmental Authority. This Agreement shall not be construed or applied to require the Grantee to obtain prior authorization from any member of the Company Group before engaging in any of the foregoing conduct referenced in this Section 7, or to notify the Company or any other member of the Company Group of having engaged in any such conduct. |
8. | Taxation |
The Company is authorized to withhold from any payment under the Award or from any compensation or other amount owing to the Grantee the amount of any applicable taxes payable in respect of the Award, and to take such other action as may be necessary in the opinion of the Company to satisfy its withholding obligations for the payment of such taxes. The Grantee will seek the advice of his own tax advisors as to the tax consequences of the Grantee's Award under Federal, state, and any other laws that may be applicable. The Company and its agents have not and are not providing any tax advice to the Grantee.
9. | Notices |
Unless otherwise provided herein, any notices or other communication given or made pursuant to this Agreement or the Plan shall be in writing and shall be deemed to have been duly given (i) as of the date delivered, if personally delivered (including receipted courier service) or overnight delivery service, with confirmation of receipt; (ii) on the date the delivering party receives confirmation, if delivered by facsimile to the number indicated or by email to the address indicated or through an electronic administrative system designated by the Company; (iii) one (1) business day after being sent by reputable commercial overnight delivery service courier, with confirmation of receipt; or (iv) three (3) business days after being mailed by registered or certified mail, return receipt requested, postage prepaid and addressed (a) if to the Company, to the Company's Legal Department and (b) if to the Grantee, at the most recent address, facsimile number or email contained in the Company's records.
10. | Agreement Subject to Plan; Dispute Resolution Program; Applicable Law |
This Award is made pursuant to the Plan and shall be interpreted to comply therewith. A copy of the Plan is attached hereto. The Plan shall control in the event there shall be any conflict between the Plan and this Agreement, and it shall control as to any matters not contained in this Agreement. The Committee shall have authority to interpret this Agreement, and to correct any defect or supply any omission or reconcile any inconsistency in this Agreement, and to prescribe rules and regulations relating to the administration of this Award and other Awards granted under the Plan.
The Grantee and the Company acknowledge and agree that in the event the Grantee is an employee of any member of the Company Group, the Grantee and the Company have agreed to the dispute resolution procedures set forth in C&J Energy Services, Ltd.'s Employee Dispute Resolution Program ("DRP"), as in effect from time to time, and any dispute between such Grantee and the Company (or any other member of the Company Group) arising out of, or relating to, this Agreement or the Grantee's employment with any member of the Company Group shall be resolved pursuant to the dispute resolution procedures set forth in the DRP.
This Award shall be governed by the laws of the State of Delaware, without regard to the conflicts of law principles thereof. Delaware has a substantial relationship to the parties and transaction reflected herein and, in signing below, the Grantee acknowledges and agrees that there is a reasonable basis for the choice of Delaware law, as Delaware law is known to the parties and well-developed with respect to the subject matters of this Agreement. The designation of Delaware law and the interpretation and application of this Agreement consistent with principles of Delaware law assures uniformity, certainty and predictability in the application of the Agreement and the Plan through which the Award is granted. The Grantee hereby consents to personal jurisdiction in any action brought in any court, federal or state, within Harris County, Texas having subject matter jurisdiction in the matter.
11. | Headings and Capitalized Terms |
Unless otherwise provided herein, capitalized terms used herein that are defined in the Plan and not defined herein shall have the meanings set forth in the Plan. Headings are for convenience only and are not deemed to be part of this Agreement. Unless otherwise indicated, any reference to a Section herein is a reference to a Section of this Agreement.
12. | Severability and Reformation |
If any provision of this Agreement (or part thereof) shall be determined by a court of law to be unenforceable for any reason, such unenforceability shall not affect the enforceability of any of the remaining provisions hereof (or parts thereof), as such unenforceable provision (or part thereof) shall be severable and this Agreement, to the fullest extent lawful, shall be reformed and construed as if such unenforceable provision, or part thereof, had never been contained herein, and such provision or part thereof shall be reformed or construed so that it would be enforceable to the maximum extent legally possible.
13. | Binding Effect |
This Agreement shall be binding upon the parties hereto, together with their personal executors, administrator, successors, personal representatives, heirs and permitted assigns.
14. | Entire Agreement |
This Agreement and the Employment Agreement supersede all prior written and oral agreements and understandings among the parties as to its subject matter and constitute the entire agreement of the parties with respect to the subject matter hereof, except to the extent that the Plan may be considered to address the subject matter hereof. Notwithstanding the foregoing, this Agreement shall be in addition to, and shall not supersede or replace, any other Restrictive Agreements. If there is any conflict between this Agreement and the Plan, then the applicable terms of the Plan shall govern.
15. | Waiver |
Waiver by any party of any breach of this Agreement or failure to exercise any right hereunder shall not be deemed to be a waiver of any other breach or right whether or not of the same or a similar nature. The failure of any party to take action by reason of such breach or to exercise any such right shall not deprive the party of the right to take action at any time while or after such breach or condition giving rise to such rights continues.
16. Section 409A
Notwithstanding anything herein or in the Plan to the contrary, the Award and the payment of cash under this Agreement is intended to be exempt from the applicable requirements of the Nonqualified Deferred Compensation Rules and shall be limited, construed and interpreted in accordance with such intent. Nevertheless, to the extent that the Committee determines that the Award may not be exempt from the Nonqualified Deferred Compensation Rules, then, if the Grantee is deemed to be a "specified employee" within the meaning of the Nonqualified Deferred Compensation Rules, as determined by the Committee, at a time when the Grantee becomes eligible for payment of the Award upon his "separation from service" within the meaning of the Nonqualified Deferred Compensation Rules, then to the extent necessary to prevent any accelerated or additional tax under the Nonqualified Deferred Compensation Rules, such settlement will be delayed until the earlier of: (a) the date that is six months following the Grantee's separation from service and (b) the Grantee's death. Notwithstanding the foregoing, the Company and its Affiliates make no representations that the Award or the payment of cash under this Agreement is exempt from or compliant with the Nonqualified Deferred Compensation Rules and in no event shall the Company or any Affiliate be liable for all or any portion of any taxes, penalties, interest or other expenses that may be incurred by the Grantee on account of non-compliance with the Nonqualified Deferred Compensation Rules.


text:
We love robots. Not as much as the guy who built the Scarlett Johandroid a few years back, but we sure do appreciate them. And seeing as how we're running the Expo side of this year's Manufacturing & Technology Conference & Expo at the Raleigh Convention Center (May 8-10), we carved out a slot at 3 p.m. on May 9 for a good ol' Robot Talent Show.
Maybe you already made one for the FIRST Robotics Competition, a college project, or because you really wanted a friend. Or you tinkered with a Roomba so it makes Spirographs.We don't care; we just want to be entertained, impressed, and not sued.
Just email us at [email protected] and send us a short video of your robot so we can make sure it's safe and actually works and we will register you and give you more details. And if you have any questions or comments about the contest, use the same email address.
The stage is 8 by 12 feet, so leave your DIY Iron Giant at home this time, but any emissions-free robot you can get onto the stage to perform a particular skill (under 4 minutes) has a chance for the grand prize: Up to $1,000 (depending on if we need to break it into junior and pro levels). Other prizes from our sponsors will also be awarded.
Oh, and because we can't fit giant robots into the convention center, we did the next best thing and got the guys behind the Giant Robot Duel, MegaBots' co-founders Gui Cavalcanti and Matt Oehrlein, to guest judge. So if you have an awesome robot and can get to Raleigh on May 9, we hope to see you there!
The deadline to register is April 21; you can still tweak your robot up until the show.
To register and for more details,
please email:
[email protected]
For more information on the Manufacturing & Technology Conference & Expo, visit: http://www.mfgtechshow.com


text:
Stewart Lansley is an economist
Economist and author Stewart Lansley argues that the surging income gap of recent decades has not only been socially corrosive, but is also at the roots of our national and global economic crises.
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