text:
HR Enabling Strategy
- Leona Bridges
- 2 years ago
- Views:
1 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x 3195, HR Enabling Strategy Approved by the Board of Governors 27 March 2013 Our vision for the development and engagement of excellent staff The speed of change will increase along with the expectations of our stakeholders. We will build and develop new capabilities in our staff so that we are not just better at what we do now but agile and ready for new opportunities and different ways of engaging with and delivering learning and teaching, research and business services. We will support our staff to deliver excellence in all we do. We are a learning institution, facilitating the learning of staff as well as students and continuously improving the way we work so that our staff can excel at being flexible, adaptive and productive. Our aim is continuous improvement in the way staff are recruited, managed, supported and developed, to support the University s strategic objectives, embedding best and innovative practice, supporting a high performance culture, complying with legislation and providing a safe, healthy and inclusive workplace. 1. Aim 1 Promoting excellent performance To promote a culture in which staff are recognised and supported for achieving excellent performance, with managers equipped to deal effectively, constructively and consistently with under performance. 1.1 Introducing an integrated framework for performance management that recognises excellent performance, sets benchmarks and indicators of performance and facilitates action to deal with under-performance. 1.2 Scoping and implementing frameworks for initial and continuing development to support the career development of staff through recognised pathways. 1.3 Aligning the PDR process to strategic priorities with all staff expected to make a measurable and positive contribution. 2. Aim 2 Investing in staff development To provide staff and leadership development, aligned to the University s Strategy, which enables staff to be effective in their roles whilst recognising their development ambitions and career aspirations.
2 Our leaders and managers will need new skills and behaviours to manage new kinds of relationships with our partners and stakeholders and foster a culture of innovation and continuous improvement. We will do this by: 2.1 Enhancing development opportunities for managers at all levels. 2.2 Introducing a set of leadership values, attributes and expectations to support a more consistent approach to recruitment, promotion and development. 2.3 Providing constructive feedback to leaders and managers as part of a leadership development programme. 2.4 Developing an inclusive culture that values all staff, ensuring equality of opportunity in recruitment, selection, promotion and development, with leaders who can be role models for inclusive behaviour 2.5 Supporting and developing staff to deliver the aims of the Education, Research and Knowledge Services strategies. 2.6 Providing appropriate training and development to assist staff to provide the best service to all their stakeholders. 3. Aim 3 Best practice in talent management To recruit and retain a diverse and talented workforce, committed to the University s values and with the capabilities to deliver excellence in teaching, research and knowledge services and to provide high quality professional services. 3.1 Reviewing the way we recruit and select staff, taking account of best practice, internally and externally and disseminate this consistently throughout the University. 3.2 Updating recruitment mechanisms to ensure that the most effective evidence-based approaches to recruitment and selection are adopted. 3.3 Updating induction at all levels in the University to ensure a valuable and consistent experience for all staff undertaking new roles within the University. 3.4 Implementing a coaching culture in the University so that any member of staff may request and be assigned an appropriate coach or mentor to develop their capabilities to contribute to the University strategy. 3.5 Maintaining high levels of staff retention through constructive development and engagement, with staff mentored and supported in their career development. 3.6 Implementing the University of Portsmouth Equality Objectives. 4. Aim 4 Working practices fit for the future To support staffing and contractual arrangements which are fit for the future, harmonised across staff groups and provide the necessary flexibility and affordability to meet the changing needs and expectations of students and the business needs of the University. 4.1 Reviewing and clarifying contractual and working arrangements for staff to ensure that they continue to meet the needs of the University, comply with legislative requirements, and have common terms and conditions, ensuring that staff will work flexibly to meet the changing needs of the University. 4.2 Supporting Heads in implementing fit for purpose and fair workload allocation methodologies across the University. 4.3 Reviewing and developing reward policy and mechanisms to ensure fairness and equity and to support the recognition of exceptional performance.
3 5. Aim 5 Supporting change and team development To facilitate organisational change and development by providing specialist support to leaders and teams engaged in change and restructuring in order to meet our strategic goals. Succession planning and organisational development in areas critical to the delivery of the University strategy will be increasingly important. 5.1 Developing an over-arching change management programme, to build leadership skills in this area. 5.2 Improving the impact of communication of change to leaders and teams. 5.3 Facilitating team-building and change programmes for management and leadership teams. 5.4 Introducing workforce planning to allow leaders and teams to undertake succession planning, identify and provide opportunities for future leaders and ensure that the impact of staff turnover does not adversely affect delivery. 6. Aim 6 Safe, healthy and inclusive working environment To maintain high levels of staff engagement by ensuring a working environment that is safe, healthy, and inclusive and in which all staff are treated with dignity and respect. 6.1 Maintaining the Health & Safety audit and compliance process and monitoring its effectiveness and coverage. 6.2 Continuing to develop and coordinate our health promotion and employee well-being activity. 6.3 Improving the management of sickness absence. 6.4 Developing a work environment where staff feel empowered and able to report bullying and harassment. 6.5 Supporting the continued development of staff networks in relation to equality and diversity. 6.6 Developing and implementing a well-being strategy. 7. Aim 7 Efficient and accessible HR services To provide efficient, effective and timely transactional services, which are accessible online to staff and legally compliant and enable the University to maintain its competitive edge It is essential that core HR services operate effectively and efficiently. 7.1 Developing further the capability of the HR System, self-service and the online recruitment system to improve effectiveness and efficiency of transactional processes. 7.2 Monitoring client satisfaction with clearly defined service standards to ensure continuous improvement. 7.3 Improving management information and data quality for internal and external purposes and reporting capability for managers. 8. Investment & support To deliver this strategy successfully, the University will invest in leadership and staff development (against a prioritisation of development needs), appropriate capacity for the HR service centre and HR system enhancement with reporting functionality. Risks Risk 1 Additional compliance responsibilities in all areas of HR, including UKBA, new legislation, Real Time Information for HMRC and Pension auto-enrolment 2 Organisational Change not handled well, leading to grievances and disputes. Mitigation Sufficient well trained staff in the HR department to quality assure processes and data held. Training and support for Heads and leadership teams.
4 3 Lack of appropriate report writing tool hampering provision of strategic management information from HR system. An investigation of report writing tools is under way. 9. Key Performance Indicators Aim 1 Promoting excellent performance New guidance on sources of evidence and performance benchmarks available for use in PDRs by 2013/14 Established criteria for teaching awards and pathways to Reader and Professor Increased participation in APEX (Academic Professional Excellence) programme by existing staff and experienced new staff (any targets to be discussed and confirmed once Faculty Strategies are available) Feedback from senior managers and results from Staff Survey on the extent to which PDRs support strategic priorities Scoping the opportunity for career development pathways for staff in professional services Aim 2 Investing in staff development Provision of an annual development programme for heads of department Meeting targets to improve women s representation and career progression in science, engineering and technology through Athena Swan University achieves HR Excellence in Research award in 2013 in compliance with the research Concordat Annual Equal Pay Audits conducted and improved equality data from Staff Survey Delivery of a Customer Excellence programme Aim 3 Best practice in talent management Targets will have been developed and achieved within the context of the HE sector, utilising the UHR People Management Framework Key diversity KPIs identified in the Equality Objectives Aim 4 Working practices fit for the future Effective use by Heads of guidance on application of academic contract and workload allocation by 2013/14. Consistent use of contracts that are fit for purpose and meet business needs Aim 5 Supporting change and team development Improved staff survey results on communication and management of change Successful implementation of business cases for restructuring in the context of more explicit Staffing strategies in faculties and departments Aim 6 Safe, healthy and inclusive working environment
5 Proactive measures of performance, which monitor compliance with legislation and University policies (including number of people who have attended Health and Safety training, the results of workplace inspections and the extent of compliance with legislation). Reactive measures of performance to monitor accidents (including near misses), ill health and reports from Regulatory Authorities. Base-line targets will be established for sickness absence in accordance with Managing Sickness Absence policy. Staff survey results on health, safety and well-being. Meet sector average on the effectiveness of wellbeing and engagement interventions in the University. Aim 7 Efficient and accessible HR services Improved client satisfaction rates and achievement of agreed service standards Continued compliance with HESA requirements on data quality for annual return. Regular successful reviews and audits of HR processes across the institution 10. Contribution of this Enabling Strategy to the ambitions of the University Strategy Enabling Strategy aims Outstanding teaching and support Recognising excellent performance Engagement in research of international quality Excellence in Knowledge Services A university of choice Local impact with global reach Excellence in all we do S S S M M S Investing in staff development Best practice in talent management Working practices fit for the future Supporting change and team development Safe, healthy and inclusive working environment Efficient and accessible HR services S S S S M S S S S S M S S M M M S M M M M M S S S S M S S S S S Key: S = Strong contributor to University Strategy M = Moderate contributor to University Strategy References The University of Portsmouth Strategy was approved by the Board of Governors at its meeting on 20 June 2012 (Minute 80.1 refers). The full Strategy can be found on the webpages at The overarching Strategy is supported by three underpinning strategies, of which Education is one. Links to the three underpinning strategies are given below:
6 Knowledge Services Strategy is at Education Strategy is at Research Strategy is at The HR Enabling Strategy was approved by the Board of Governors on 27 March 2013 (Minute 61.2 (v) refers) and can always be found at
People & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A globalMore information
Right: People Roles Recognition - Culture
Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledgeMore information
City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive SummaryMore information
People Strategy 2013/17
D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 RecognisedMore information
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and BanffMore information
Human Resources Strategy. 2.1 be a great place to work with employees committed to University objectives and valued for their contribution
Human Resources Strategy 1. Introduction and Background 2. Human Resources Objectives and Strategy 2.1 be a great place to work with employees committed to University objectives and valued for their contributionMore information
Business Plan for Strategic Human Resources - March 2012 to 30 September 2013
Business Plan for Strategic Human Resources - March 2012 to 30 September 2013 1. Introduction 1.1 The Service s key responsibilities are to: 1.2 Context Design & deliver people and organisational developmentMore information
PEOPLE STRATEGY 2012 2017 INTRODUCTION The People Strategy sets out Birkbeck s plans to ensure the recruitment, development and retention of the best quality staff in all staff groups, in order to fulfilMore information
HR Corporate Objectives and Strategy Action Plan January 2013
Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into rewardMore information
Human Resources Report 2014 and People Strategy
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is askedMore information
MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 POSITION TITLE Position Title: Manager HR Consulting Position Number: 3520 Faculty/Division: Division of Services and ResourcesMore information
Job description HR Advisor
Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional andMore information
LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines
LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:More information
Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland
Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Who We Are Established in 2003, we are one of Ireland s best-known and respected providersMore information
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans forMore information
NCHA. Human Resources Strategy
NCHA Human Resources Strategy 2015/2019 Promoting Positive Working Lives 1 Human Resources Strategy Responsibility of: Responsible Officer: Chief Executive Head of Human Resources Last Update: JanuaryMore information
Workforce Strategy 2015-2020
Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customerMore information
Mary Immaculate College. Human Resources Strategy 2014-2016
1.0 Introduction Mary Immaculate College Human Resources Strategy 2014-2016 1.1 Mary Immaculate College Strategic Plan 2012-2016 rests on 7 foundational pillars, each pillar representing a thematic imperativeMore information
HR Strategy (2015 2017)
HR Strategy (2015 2017) HR Strategy and Action Plan The School recognises the importance of recruiting, developing and retaining a highly skilled, engaged, diverse and motivated workforce in deliveringMore information
Division of Human Resources Strategy 2011-2016
Division of Human Resources Strategy 2011-2016 www.le.ac.uk/personnel/ Version: HR STRATEGY 2010-2014 2011.04.13.docx University of Leicester Human Resources Strategy 2010 2014 Contents: EXECUTIVE SUMMARYMore information
THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015. Summary
THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015 Summary Context The University aims to continue to build and develop an environment in which staff can develop and contribute to the achievementMore information
WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)
WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embodyMore information
The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.
Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 MarchMore information
Example: Virginia Tech ~ Human Resources Strategic Plan,
Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departmentsMore information
Stratford on Avon District Council. The Human Resources Strategy
Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resourceMore information
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERNMore information
SELF AUDITING TOOL FOR HUMAN RESOURCE MANAGEMENT THE UNIVERSITY OF WESTERN AUSTRALIA Aim of the Self Auditing Tool To help Schools and other University work areas become more accountable in relation toMore information
Workforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 IntroductionMore information
Head of Housing and Support Services VALUES AND ATTITUDE
JOB DESCRIPTION: DEPARTMENT: RESPONSIBLE TO: RESPONSIBLE FOR : HOUSING SERVICES MANAGER Housing Services Department Head of Housing and Support Services Community Housing Managers VALUES AND ATTITUDE EmployeesMore information
HR Service Partner (Specialist Services & Regional Offices) Location: Shared Services, SVP House Sean McDermott Street, Dublin 1
Job Description Job Title: Job Holder: Reports To: HR Service Partner (Specialist Services & Regional Offices) Vacant Head of Human Resource Shared Services Location: Shared Services, SVP House Sean McDermottMore information
Human Resources Strategy 2012-2016. Excellent People
Human Resources Strategy 2012-2016 Excellent People SPONSOR: Sandra Le Blanc Director of Human Resources Signature: AUTHORS: Sandra Le Blanc Director of Human Resources Keith Warrior Associate DirectorMore information
Human Resource Change Management Plan
Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human ResourceMore information
GLASGOW SCHOOL OF ART OCCUPATIONAL HEALTH AND SAFETY POLICY. 1. Occupational Health and Safety Policy Statement 1
GLASGOW SCHOOL OF ART OCCUPATIONAL HEALTH AND SAFETY POLICY CONTENTS PAGE 1. Occupational Health and Safety Policy Statement 1 2. Occupational Health and Safety Management System 2 3. Organisational ManagementMore information
Aboriginal Human Resources Development Plan. A message from the Director-General
DRAFT Aboriginal Human Resources Development Plan 2012-2017 Our priorities The priorities outlined in the Plan provide a framework for committed action and innovative responses from our workforce to meetMore information
REPORT FROM EXECUTIVE BOARD TO SENATE 7 MAY 2013 The HR Strategy progress report for 2011/12 reflects the position up to 31 July 2012. The following are worth noting as an update on progress: 1. The EuropeanMore information
D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and withinMore information
Template job description for Associate Professor
Human Resources Template job description for Associate Professor Contents Template job description... 2 Appendix 1: Example job description for Associate Professors with teaching and research focused roles...More information
Job Description. contribute to the development and successful implementation of ATM s plans.
Job Description Position: Curriculum and Operations Manager Salary Range: 34,295 to 38599 Reporting to: Director of Operations and Performance Responsible for: Programme Leader, Advance Teaching Practitioner,More information
DRAFT. Strategic Human Resources Plan. Our priorities 2012-2017. Students and communities at the centre of what we do.
DRAFT Strategic Human Resources Plan 2012-2017 Students and communities at the centre of what we do World class education and training and strong, sustainable communities are what students and communitiesMore information
Organisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose
Organisational Development Strategy 2012-2014 Proactively aligning our culture to our purpose Organisational Development Strategy Foreword The higher education sector is undergoing significant changes,More information
Manage our corporate governance practices effectively and efficiently ensuring Country Care service and supports are person centred
Introduction Country Care s Customer Service Charter represents our vision and values and sets out what our service users can expect from Country Care when they select us to provide their service. CountryMore information
WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK 1 Printed on recycled paper Print ISBN 978 0 7504 7415 3 Digital ISBN 978 0 7504 7416 0 Crown copyright 2012 WGMore information
FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 Section 1: Background 1.1 The Human Resources Office underwent a major restructuring exercise in 2011 and is now professionally staffed and grouped into workMore information
BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE. Head of Human Resources & Organisational Development
BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE POST: Head of Human Resources & Organisational Development SALARY SCALE: Service Area Head Scale Points 14-18 RESPONSIBLE TO: RESPONSIBLE FOR: DirectorMore information
Job Description. Radiography Services Manager
Job Description Radiography Services Manager Professionally accountable to: Head of Nursing and Clinical Services Key working relationships: Key reporting relationships: All Radiographers, Consultant Radiologists,More information
Job description HR Operations Manager
Job description HR Operations Manager Main purpose of job The HR Operations Manager is responsible for the effective operational management and delivery of the HR Service Centre, recruitment, people managementMore information
INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015 Position Title: Infrastructure & Technical Services Manager Position Number: NEW Faculty/Division: Faculty of Engineering,More information
Spire Healthcare Clinical Job Descriptions
Spire Healthcare Clinical Job Descriptions 1 Job Title / Code Physiotherapy Manager (00145) 2 Reports To Matron / Clinical Services Manager / General Manager 3 Department Spire Hospital 4 Job Purpose ToMore information
USQ Employment Equity and Diversity Strategy Human Resources
USQ Equity Diversity 2014-2017 1. Introduction Background The University of Southern Queensl seeks to ensure all its staff are culturally competent able to contribute to their full potential. InformedMore information
Organisational Development Strategy 2015-2018
Organisational Development Strategy Document Control Document Title: Organisational Development Strategy Summary Publication Date July 2015 Related Documents Corporate: Corporate Plan 2014-15, CorporateMore information
Recognition of Prior Learning (RPL) Kit. BSB50607 Diploma of Human Resources Management
Recognition of Prior Learning (RPL) Kit BSB50607 Diploma of Human Resources Management Applicant: Date: Diploma of Human Resources Management RPL Kit 1 Applicant declaration: I have completed the followingMore information
HUMAN RESOURCES STRATEGY Last Updated: February 2014 Human Resources Committee: February 2014 Corporation Approval: April 2014 Review Date: April 2017 HUMAN RESOURCES STRATEGY 1. Introduction 1.1. TheMore information
Data collation, analysis, interpretation & communication
Title of Post: Contract Type: Location: Reporting to: Responsible for: JOB DESCRIPTION Head of Reporting and Data Analysis Permanent University of Wales: Trinity Saint David, based at the Carmarthen campusMore information
SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation)
REPORT FOR DECISION DECISION OF: CABINET DATE: 13 APRIL 2016 SUBJECT: Talent Management Strategy 2016 2020 REPORT FROM: Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) CONTACTMore information
CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN During the last academic year, an in-depth gap analysis exercise was undertakenMore information
Human Resources Structure and Strategy. PRESENTATION TO AIG PIR GROUP 7 May 2013
Human Resources Structure and Strategy PRESENTATION TO AIG PIR GROUP 7 May 2013 1 About Spotless Our Services Food Services Cleaning Services Facility Management Services Commercial Laundry and Linen ServicesMore information
Diversity Policy. Simonds Group Limited (ABN: ) Page 1 of 4
Simonds Group Limited Page 1 of 4 1. Introduction The Company recognises that a diverse and talented workforce is a competitive advantage and that the Company s success is the result of the quality andMore information
Hereford College of Arts. Learning, Teaching and Assessment Strategy (2014/ /19)
Hereford College of Arts Learning, Teaching and Assessment Strategy (2014/15 2018/19) The Learning and Teaching Strategy is a central component of the College s standards assurance and quality enhancementMore information
STRESS POLICY. Stress Policy. Head of Valuation Services. Review History
STRESS POLICY Title Who should use this Author Stress Policy All Staff SAC Approved by Management Team Approved by Joint Board Reviewer Head of Valuation Services Review Date 2018 REVIEW NO. DETAILS ReviewMore information
Workforce Strategic Plan 2011 2014
Workforce Strategic Plan 2011 2014 Foreword The Department of Education and Training, supported by a workforce of approximately 80,000 people, delivers world class services to Queensland across the education,More information
Mental Health at Work. Champion of Excellence for Mental Health at Work
Champion of Excellence for Mental Health at Work Introduction to Mental Health at Work Excellence Canada s Mental Health at Work program serves as a roadmap for organizations in any sector that wish toMore information
Director of Human Resources EDUCATION LIKE NO OTHER
Director of Human Resources EDUCATION LIKE NO OTHER The opportunity UWC South East Asia (UWCSEA) has been delivering a holistic, values-based education to international students in Singapore for more thanMore information
POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas
POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011More information
School business management competency framework
Professional development Schools School business management competency framework A guide to continuous professional development for SBMs Foreword National Association of School Business Management TheMore information
1. INTRODUCTION 1.1 In this document we have outlined the framework within which Orbit aims to deliver its vision for Equality and Diversity (E&D) for 2010 2013 which runs along side the delivery of theMore information
Quality Standards for local training and education providers
Quality Standards for local training and education providers The standards are to be used to measure the quality of health training and education in the local education and training placement environmentMore information
6 Development of feedback to QAA reviewers and providing coaching to QAA staff.
QAA Board of Directors Human Resources and Organisational Development (HROD) annual report BD 10 12 12 Item 24 BD/2012/93 Topic 1 This paper reports on Human Resources and Organisational Development achievementsMore information
Certified Human Resources Professional Competency Framework
Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of theMore information
QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013
QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Workforce Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support Person Centred Care andMore information
Succession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit theirMore information
ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources
ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of JobMore information
The role of Head of HR
The role of Head of HR Brook is looking to appoint its first permanent Head of Human Resources as part of the final stages of merging into single, unified organisation. This role will develop an ongoingMore information
Strategic Equality Plan
Strategic Equality Plan 2012-2016 This Strategic Equality Plan is available in a variety of alternative or accessible formats. If you would like a copy of this document in an alternative format, pleaseMore information
Wirral Council: Job Role Descriptor HR USE ONLY
Wirral Council: Job Role Descriptor Job Role: Service: Reports to: No. of Subordinates: Job Role Ref: Job Family: Grade: Practice & Governance Manager Legal & Member Services Head of Legal & Member ServicesMore information
Human Resources Department 203.6 FTE s
27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,More information
LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014)
JOB DESCRIPTION: Human Resources Manager LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014) RESPONSIBLE TO: Director of Human Resources and Organisational DevelopmentMore information
Coordinate, develop, and manage the sales team to achieve objectives
Page 1 of 6 Coordinate, develop, and manage the sales team to achieve objectives Level 6 Credits 10 Purpose People credited with this unit standard are able to: develop objectives for sales team; evaluateMore information
National Standards for Headteachers
Guidance Organisation & Management National Standards for Headteachers Staff Management Status: Information Date of issue: 10/2004 Ref: DfES/0083/2004 Contents Introduction 2 Shaping the Future 6 LeadingMore information
CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES
CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other informationMore information
BSB40415 CERTIFICATE IV in SMALL BUSINESS MANAGEMENT
BSB40415 CERTIFICATE IV in SMALL BUSINESS MANAGEMENT This qualification is suitable for small business managers who use well developed skills and a broad knowledge base to solve a defined range of unpredictableMore information
INTRODUCTION. The Merlin Principles. The Elements of each Principle
0 INTRODUCTION The development of the Merlin Standard has been progressed as a joint exercise between the Department for Work and Pensions (DWP) and its providers operating in the Welfare to Work (W2W)More information
Blackburn College Teaching, Learning and Assessment Strategy. 25 August 2015
Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further EducationMore information
HR WSQ Qualifications. Certified HR Professional Programmes
Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevantMore information
HUMAN RESOURCE STRATEGY 2015-2019 February 2015 CONTENTS 1. Background and Introduction 2. Business Context 2.1 The Internal Context 2.2 The External Environment 3. Development of the 2015-2019 HR StrategyMore information
April 2011. Human Resources Strategy 2011-15 1
Human Resources Strategy 2011-15 April 2011 Human Resources Strategy 2011-15 1 Message from the Human Resources Manager In order to be successful, Ruapehu District Council (RDC) has to develop its humanMore information
How to Guide: Planning and Performance: Strategic Workforce Planning
How to Guide: Planning and Performance: Strategic Workforce Planning 1 CONTENTS Topic Page 1 Introduction to Strategic Workforce Planning 3 2 Benefits of Strategic Workforce Planning 3 3 Who is responsibleMore information
HOME GROUP LIMITED JOB DESCRIPTION 1 JOB DETAILS Job Title: Client Services Manager Date: February 2012 Reports to: Business Contract Manager Ref: HOMEJD024 2 JOB PURPOSE To lead a committed and motivatedMore information
Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources
Human Resources Activity Management Plan Long Term Plan 2015 2025 15 December 2014 Human Resources Quality Assurance Statement Christchurch City Council Civic Offices 53 Hereford Street PO Box 73015 ChristchurchMore information
Contents. Before you begin
Contents Contents Before you begin Learning outcomes Competency standard How to use this book Assessment Developing employability skills Developing an evidence portfolio Resources vii vii vii x xi xi xvMore information
HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1
HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN Devised: September Review: September 2005 HR Strategy Implementation Plan 1 PEOPLE OBJECTIVE ACTIONS ACHIEVEMENT Create a work life balance culture withinMore information
Student Services. Student Services KPIs 1. Client Service. Student Services aspiration well-being development
Student Services Student Services KPIs 1 Client Service Provide quality services that contribute to positive personal, academic and career outcomes for staff, students and graduates. Recruit, retain andMore information
STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR StrategicMore information
ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager
Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce DevelopmentMore information
Introduction. Purpose
Introduction The Learning and Teaching Strategy outlines Victoria University s commitment to high standards of learning and teaching. It outlines ways in which these standards are identified, maintainedMore information
Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services
Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st CenturyMore information
Human Resources Department Workplan. Contents. Page. Introduction 3. Summary 3. Human Resources Activities in
Human Resources Department 2016-2017 Workplan Contents Introduction 3 Summary 3 Page Human Resources Activities in 2016 2017 4 Human Resources Objectives in 2016-2017 Employees 5 Partners 7 2017 2018 9More information
ANU Human Resource Directions to 2010
ANU Human Resource Directions to 2010 November 2007 ANU Human Resource Directions to 2010 Supporting our staff to achieve excellence This paper identifies HR priorities to maintain ANU s excellence inMore information
Queensland Government Human Services Quality Framework. Quality Pathway Kit for Service Providers
Queensland Government Human Services Quality Framework Quality Pathway Kit for Service Providers July 2015 Introduction The Human Services Quality Framework (HSQF) The Human Services Quality FrameworkMore information
Equal Employment Opportunity Management Plan
Equal Opportunity Management Plan 2013-2017 2 Equal Opportunity Contents Introduction...5 Equal Opportunity principles...6 Objectives and initiatives...9 Develop recruitment, selection, and career progressionMore information
UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printedMore information


text:
BRUCE, the name of an old Scottish family of Norman descent, taken from Bruis between Cherbourg and Vallonges. Variations of the name are Braose, Breaux and Brus. The first Robert de Brus, a follower of William the Conqueror, was rewarded by the gift of many manors, chiefly in Yorkshire, of which Skelton was the principal. His son, the second Robert, received from David I., his comrade at the court of Henry I., a grant of the lordship of Annandale. The fourth Robert married Isabel, natural daughter of William the Lion, and their son, the fifth Robert, married Isabel, second daughter of David, earl of Huntingdon, niece of the same Scottish king. The most famous member of the family is the eighth Robert, "the Bruce," who became king of Scotland in 1306. (See Robert the Bruce.)
Note - this article incorporates content from Encyclopaedia Britannica, Eleventh Edition, (1910-1911)

subset: commoncrawl


text:
The Librarian's News Wire
Public Libraries
DULUTH, Ga., Nov. 16, 2017 -- Equinox is pleased to announce that they have successfully migrated the Shamokin & Coal Township Public Library to Evergreen within the PaILS SPARK Consortium.
DULUTH, Ga., Nov. 1, 2017 -- Equinox is pleased to announce that they have successfully migrated the LeHigh Valley Libraries to Evergreen within the PaILS SPARK Consortium.
Facet Publishing have announced the release of the second edition of The Handbook of Art and Design Librarianship edited by Paul Glassman and Judy Dyki.
~ Digital Archives Available for Both Magazines ~
IPSWICH, Mass. — November 1, 2017 — Libraries can now enhance their special collections with digital backfiles for two leading magazines, U.S News and World Report and Esquire, through EBSCO Information Services (EBSCO). The new magazine archives, U.S. News & World Report Magazine Archive and Esquire Magazine Archive include cover to cover processing, which means each issue is presented in its entirety as originally published.
United Kingdom digital technologies leader to join the FOLIO project
WILMINGTON, Delaware — October 31, 2017 — FOLIO, a community collaboration to develop an open source Library Services Platform (LSP), has today announced a partnership with Jisc, the United Kingdom's leader in digital technologies for education and research. Jisc will bring their expertise to the project while looking to leverage FOLIO's technologies in their own projects where appropriate.
~ Five HeinOnline Databases Will Be Accessible via EBSCOhost® and EBSCO Discovery Service™ ~
IPSWICH, Mass. — October 30, 2017 — EBSCO Information Services (EBSCO) and William S. Hein & Co., Inc. (HeinOnline), the world's largest image-based legal and historical document research database, announce the availability of five HeinOnline databases on EBSCOhost® and EBSCO Discovery Service™. The arrangement brings one of the richest and most comprehensive collections of historical and government–related information to researchers in academic and public libraries.
Submissions are now being accepted for the second annual SEE-IT™ Award. SEE-IT stands for Stories Engagingly Expressed-Illustratively Told. The SEE-IT Award is an annual book award given in partnership by EBSCO Information Services (EBSCO) and the Graphic Novel Committee of the Children's Book Council (CBC) to honor the outstanding achievements of authors and illustrators in youth graphic novels. Publishers are encouraged to submit titles for award consideration by March 9, 2018.
DUBLIN, Ohio, 12 October 2017—OCLC and Internet Archive are working together to make the Archive's collection of 2.5 million digitized books easier to find and access online and through local libraries.
PROVO, Utah, October 6, 2017 –– Backstage Library Works (www.bslw.com) has begun production on a massive RFID tagging project for the East Baton Rouge Parish Library. The project is part of the library's conversion to a unified RFID inventory system, which upon completion, will deliver greater accuracy in circulation and inventory while making library staff more available to patrons. Backstage will tag over 1.9 million barcoded items contained in fourteen library branches, one outreach services facility, and an external storage facility.
BETHLEHEM, Pa., September 28, 2017 – Backstage Library Works (www.bslw.com) officially opened the new wing of their office in Bethlehem, Pennsylvania. The expansion adds 2,800 square feet of office space. The new addition will accommodate Backstage's growing Metadata and Digitization teams, enabling them to gear up quickly and efficiently for incoming projects.
© 2008 LISWire


text:
I stuffed my books & other things into my backpack while my mother tried to push some breakfast down my throat just so that I won't be hungry, muttering, 'I pity your future wife, guess she should also go through this routine every day, when will you become big enough to eat by yourself' (I still don't).
I may be an ideal student for most of my teachers, but after all I'm a student and this Mahi thing is definitely messing with my head. Wow! Mahi huh? 'Dude, you definitely have an awesome imagination, you even came up with a pet name for a non-existent girl.'
My idea of escape from this world usually has two routes — books and music. I diligently wedged my most important book into the front pockets of my backpack, the Harry Potter instalment that I was reading then, borrowed from Gautham. I took the book into my hands and spoke to it, 'I hope you understand Emma, that no one would take your place in my heart.' Emma Watson the Hermione was in a way my first crush.
'What the heck am I doing? Talking to a book? Something in my mind has definitely gone awry'
Having made sure no one is watching me, I carefully sneaked the Walkman from the wardrobe, which my parents would not allow me to as it was not allowed in the school.
Just as I was ready to leave the room, my Dad, in saffron robes, on his way to Pooja after having had cleaned the flowers with water, to decorate the gods, came in & announced, before going to his usual routine, 'A friend of yours is waiting for you.'
I silently sent a thank you to ... to whom? Never mind, I just silently sent a thank you, for my dad being in Pooja mood, otherwise my very prudish father would have smelled something wrong and would have discovered that I was taking the Walkman to school with me.
'Siri?' I ask, keeping a straight face.
I silently sent a thank you to ... to whom? Never mind, I just silently sent a thank you, for my dad being in Pooja mood, otherwise my very prudish father would have smelled something wrong and would have discovered that I was taking the Walkman to school with me.
'Siri?' I ask, keeping a straight face.
Siri and we are family friends; she sometimes came along with me when she is not with her girls' gang.
'No, not Siri, but someone I've never seen before.'
Well, it was weird; my dad has a knack of making anyone feel so comfortable and can connect easily, though sometimes I feel he talks more than necessary, the thing which I might have inherited. Nevertheless, there were some of my friends who I feel are friendlier with my dad than me.
Maybe it's Gangadhar, although he and Rakesh are good friends of mine, they would, as a rule used to avoid coming into the house and lingered around the veranda (the front yard) and swing.
As I drew curtains and venture out clutching the shoes and socks in my hand, a shiver went across my spine making me as stiff as a board and I had to force myself to say something, because I was speechless. All that happened was real, not my figment of imagination.
Standing there in our front yard was Mahi, with the sun shining behind her and turning her hair a shade of golden-yellow, looked stunning, with a hand casually placed on the swing. May be this was how Veelas of Harry Potter looked like. Perfect.
'Interested in coming to school, dumbo?'
'Interested in coming to school, dumbo?'


text:
Price: $2.49 * Buy At: Target * Size: 11.8 mL
The Sally Hansen Xtreme Wear Nail Color in Breezy Blue is a pale blue with very subtle shimmer. Breezy Blue is part of the Xtreme Wear permanent line. One coat of Breezy Blue is quite sheer and gives the nails an icy look. Somehow with two coats it became completely opaque, despite the rather sheer, thin formula. You can really see the frosty micro shimmer in the polish with one coat, but with two it just looks like a creme, with the shimmer no longer visible. Shown on my nails is two coats of Breezy Blue.
Leave a Reply.
Nail Polishes Swatches
June 2016


text:
Anonymous, 19 Dec 2016want battery life..? switch to a Chinese phone with large capacity batteries or move over to Sony...Correct my friend, I have a Cubot note s, with a 4,150mah battery, all day power, and it's removable, way to go for £74, brilliant phone for the price, Amazon :-)
#BatteryGate. Like once everyone wanted the TSMC made CPU for the Iphone 6S, people will want the LG made battery for the Note 8, and not desired the other two subsidiaries one xD.
Hopefully the batteries for Note 8 were not like those batteries of LG phones with very disappointing battery life. Otherwise note 8 battery will not last for two years if you are a heavy user,because the more often you charge the shorter the the battery life span.
Wise decision! Maybe the phone itself, should be made by LG or Foxconn as well:)
This is a great offensive strategy from Samsung. If their next phone explode again, Samsung will place (some) of the blames to LG for providing/hijacking the battery.
AnonD-59657, 19 Dec 2016Galaxy Note 8 will be explosion proof! It will be released in early 2017. According to reliabl... moreNo it wont it will be released in September 2017 Note 8.
S8 will go on sale in March 2017 released in Feburary
I don't know why people are saying that LG's batteries are terrible. The battery life of the G3, G4, G5, and V10 can easily be explained. The G3's high resolution screen on the terrible 801 chip, the G4 and V10's even worse 808 processors, and the G5's smaller battery. Easy.
What does not make sense is why Samsung continue to put there own batteries in other phones but not the notes, why drop your own batteries do you not trust in your own product.
LG batteries are not good in my experience good phones but batteries suck!
ahahah, this make my day! - sammy are desesperate to make a useful phone and for that they are looking for best things and not their own.
last week news say sammy are intressed in LG made screens for theyr LED-TV'S, LCD's etc...and now this.
someday sammy will be no more sammy, will be LG, BECAUSE LG IS BETTER IN EVERYTHING.
bye bye junk from sammy.
I don't understand, they said it was lack of free space that caused it to explode. Then why are they changing suppliers!?
AnonD-621809, 19 Dec 2016But what's the reason for it? Was the battery the absolute reason for the note 7 failing? Ar... moreI think everything you asked are valid points and that for those reasons this is only seeking out possibilities while they figured out the issues and just for the same testing the waters of other possible sources if need be
my LG G4 battery swelled 1 year after I bought it. Good luck Samesaung.
But what's the reason for it?
Was the battery the absolute reason for the note 7 failing?
Are LG batteries better made than Samsungs?
Are Samsung trying to show consumers they're doing everything to make the Note 8 work?
Genuinely interested, from a Samsung Fan
I don't tend to believe in this rumor. Samsung is one of the strongest phone manufacturers. It produces loads of different phone parts, part of which it even manages to sell to others because of the high quality and great quantities. In my view, Samsung wouldn't act so drastically abandoning all of their own batteries.


text:
Nineteen hard fought matches down and it's all smiles for Napoli and manager Maurizio Sarri. They lead Serie A at the halfway stage, 2 points clear of Juventus. With Inter and Fiorentina both struggling to match the current consistency of Napoli and Juve, it's looking increasingly likely that Sarri's men will pose the biggest threat to The Old Lady from Turin as Juventus seek a fifth straight Serie A title. Napoli themselves haven't won the Scudetto since 1990 when a certain Diego Maradona was leading the charge for the Naples based club. Back to 2016 however and Napoli's chances look better by the game; led by a fascinating coach in Maurizio Sarri, the Partenopei are playing some breathtaking football with No.8 Jorginho as the central hub.
Maurizio Sarri was appointed as Napoli Head Coach in the Summer of 2015. A Napoli fan born in Naples he is one of the more likeable men in football using his talent, passion and dedication to take him from the 6th tier of Italian football to his dream of coaching Napoli. Sarri once responded to a question about his possible anger at being the lowest paid coach in Serie A with "Angry? Let's not joke. They pay me for something I would have done for free after work. I'm lucky." His coaching style is extremely tactical, known as 'Mister 33' (after preparing 33 potential set-play situations whilst in charge of Sansovino) he spends hours every day studying and creating football tactics. Sarri has spent years tweaking and perfecting the 4-3-3 system he currently employs at Napoli, a system that requires a seriously talented and well-balanced central pivot to work around. Former Verona midfielder Jorginho is that pivot.
Signed in January of the 2014 season, Jorginho had a solid start to his Napoli career which included playing all 90 minutes of their 3-1 Coppa Italia victory against Fiorentina. As Napoli struggled throughout the 14/15 season however, so did Jorginho, starting just 14 league games and never really showing the talent he had meant his Napoli future was in doubt. The arrival of a new head coach in the summer as well as the signings of Allan and in particular Valdifiori (Sarri's midfield pivot whilst manager at Empoli) added to the possibility that his time at Napoli could be nearing it's end. However, having started the first 3 games on the bench, his exceptional performances in the back-to-back 5-0 victories vs first Club Brugge then Lazio helped quickly ascend Jorginho from rotational player to vital first teamer. Playing in a slightly deeper role than previously in his career, Jorginho is now a huge tactical key in an extremely talented Napoli side as they chase that elusive Scudetto.
Napoli's preferred formation under Maurizio Sarri has been a very offensive and aggressive 4-3-3. The focus of the system is to completely control a large percentage of the ball and space on the pitch within the match, looking to impose their strong technical ability on their opponents after first utilising their speed and aggression in a high in-to-out pressing style. This high, aggressive pressing style, looking to win possession of the ball quickly, is the first phase in such an offensive style. The final phase is the critical part, being able to bury their opponents by finishing off any chances that they are able to create. Having the league's top goalscorer in Gonzalo Higuain (18 goals) along with the support of Lorenzo Insigne (8 goals) has been huge in this respect. The second phase of play, however, is where Napoli have been most impressive and Jorginho has been the most influential. The passage of play between winning the ball back and looking to score at the other end is crucial for a team looking to play an aggressive, controlling system; variation, intelligence and team understanding are the key components of what make this part of the system work. Second phase football doesn't just mean retaining possession with needless passes until deciding or being forced into trying to attack the opposition, it's about how Napoli recycle the ball and move as a unit in order to impose themselves on their opposition. Napoli have excelled in this area with 2 main tactics, often using a long succession of short passes and sharp rotations looking to slowly push up the pitch and pin back, before ultimately pulling apart, an opponent's defensive structure, whilst also using a quick counter with more direct passes and vertical sprinting looking to quickly exploit space left by an opponent's attack.
Jorginho's role as the Regista in this crucial passage of play really cannot be understated. Playing in the centre of the midfield three, Jorginho's main job is to recycle possession intelligently whilst maintaining his position as a reference point for wider and more offensive players to work off. Essentially playing as a pivot, Jorginho's positioning and ball retention ability both offensively and defensively is what triggers the movements of his teammates and allows the team to play such a risky and offensive style. The two full backs are able to push on, central midfielders can play wider and wingers can play higher and narrower because of Jorginho's tactical discipline. It's a strong balancing act for Jorginho. Off the ball he has to ensure that he is close enough to his midfield partners to maintain a strong pressing shape both when Napoli are and aren't in possession of the ball. Jorginho, however, must also maintain a position to effectively cover his full backs if an opponent looks to counter attack and also look to cut off an opponent's central passing lanes when they look to attack using vertical passes through the channels into the pockets. On the ball he is seen as the middle man for Napoli, dropping deeper to receive possession from his defenders or goalkeeper he has to use his intelligence and exceptional passing ability to build attacks from the back. Rotating passes with his fellow central midfielders and often Lorenzo Insigne (so often playing in the pocket as an inside forward), Jorginho's game is based around using short, grounded passes as well as more direct, vertical (but still often grounded) passes whilst rotating his position to force an opponent out of his defensive line, creating space for Napoli to attack the final third. His impressive passing stats reflect this. Jorginho attempts on average a staggering 97 passes per Serie A game at an extremely impressive 90% success rate. This passes-per-game average is the highest of any player in Europe's top 5 leagues and just goes to show how strong Jorginho is at recycling possession in order to push his team up the pitch whilst forcing his opponents to press more and tire quicker.
Jorginho's performance against Club Brugge pushed him into Sarri's Serie A starting line up for the first time this season, playing in the regista role in the side's emphatic 5-0 victory over Lazio. Napoli completely controlled the game, boasting 64% possession and restricting Lazio to just one shot on target. Jorginho was an integral part of this brilliant team performance, playing 99 passes at a 96% accuracy along with three interceptions he controlled the centre of midfield. The early stages of the game are where Napoli's pressing game was so important. Using an in to out system Napoli press in 2 waves: firstly Hamsik pushes alongside Higuain (leaving Jorginho/Allan deeper) to force Lazio wide before Insigne and Callejon press up the wings. Jorginho's role in Napoli's pressing game was extremely important in scoring an early goal and gaining control of the match. His aggressively high starting position meant that when the ball turned over in the Lazio right back area and a pass is played down the line, Jorginho was able to get across quickly and, with Ghoulam, double up on Matri and force the mistake. This mistake gifted the ball to Higuain and the striker finished clinically and emphatically, a sight we've become very used to seeing from the Argentine. Once Napoli's strong pressing game earns them an early lead and forces Lazio to chase the game, Jorginho drops deeper looking to use his positioning and passing ability to further control the game and build attacks from deep. This meant that in trying to chase the game, Lazio were pushing players forward to cut Napoli off at their source but ended up just leaving space for Napoli's more offensive players to penetrate. This tactic is what leads to the 2nd goal. Jorginho drops into the left back area vacated by Ghoulam and as he lets the ball roll across his body and goes deeper into his own half no less than 5 Lazio players take the chance to press high. Jorginho chooses a more aggressive and risky short pass into Koulibaly over the simple pass back to Reina and consequently Napoli (via a series of short precise passes including Hamsik, a pushed on Ghoulam and a free Insigne in the pocket) are able to exploit the space created by those Lazio players pressing and Allan breaks through to score. This aggressive and risky style means the tactic takes a strong amount of understanding and trust within the Napoli unit. Two huge intangibles that have made Napoli so impressive and have been perfectly exemplified by Jorginho.
This video shows the first two goals vs Lazio and Jorginho's role in each. Two different types of goals and tactics by Jorginho but with the same end result.
Playing the Regista role in such a controlling, offensive style isn't just about simply pressing high early then dropping deep. Jorginho has to be continuously aware of his own position and how it affects his teammates. Their freedom to move and play in the style Sarri requests comes directly from the positions Jorginho takes as the team's pivot. As the second half wore on we saw Jorginho playing short give and go's with several of his teammates whilst drifting all over the pitch both vertically and horizontally creating space for players both ahead and behind him. These short, quick passes along with little movements into pockets of space just wide of centre were key in bringing Lazio's pressing units into different areas of the pitch, areas of the pitch which meant they weren't able to put Napoli's back 4 under pressure when they were in possession. Jorginho's intelligence in his passing and his movement was a huge key in helping Napoli fully impose themselves on the game at 2-0, it didn't matter that Napoli went on to score five as Lazio chased them, the game was under their complete control and only a horror show of errors would have seen them not go on to win the match.
This 37 second clip from the second half of the match shows a perfect execution of Jorginho's role when Napoli are comfortable in a match. He drifts from side to side recycling possession linking with defenders and midfielders alike whilst staying perfectly positioned, allowing Napoli to move the ball from right to left and forward to back whilst always remaining a passing option for the player on the ball. The key part of the video however comes at the very end, as Koulibaly has possession Jorginho takes 2 or 3 steps towards his own goal, momentarily attracting the attention of his marker and allowing David Lopez to move into space and begin to attack.
Napoli have only lost once with Jorginho in the starting lineup this season and the mistakes that cost them that game are mistakes that both Sarri and Jorginho will need to learn from to ensure they're at their best to challenge for the Scudetto. Napoli were flying heading into the game, fourteen wins in their last sixteen games in all competitions, and were fresh off the back of a huge top of the table victory over Inter Milan. The confidence they took into this game proved to be their undoing however, playing too aggressively in the first half an hour against a well-drilled Bologna side managed by the vastly experienced Roberto Donadoni. Despite being five years younger than Maurizio Sarri, Donadoni has been managing at the highest level in Italy for over a decade now and even managed the Italian national side from 2006 through to the end of the 2008 European Championships. Thinking that they could go to Bologna and comfortably turn over Donadoni's side by being more aggressive in their pressing and attacking was a little naive by Sarri and on the pitch by Jorginho, who learnt a key lesson in the opening half an hour of that game.
Jorginho pressed way too high and not in tandem with his teammates. There were times in the first half an hour where Jorginho was pressing ahead of both Allan and Hamsik. This aggressive high pressing wouldn't have been such a big issue had Donadoni not noticed and made sure his 3 forwards immediately started making runs in behind the Napoli defence from very high starting positions. This left a large gap between Napoli's midfield and defence and meant Bologna were able to exploit the Napoli defenders individual weaknesses. Being so high also meant that Bologna central midfielders could engage Jorginho then look to drag him out of position. A few times we saw Taider engage Jorginho, pass out wide then make a diagonal run in to a wide area. This forced Jorginho to decide to track him and leave space centrally for Bologna to exploit or let Taider run free and risk Bologna overloading Napoli in the wide areas. There were several occasions before, during and just after the first goal where Napoli were caught out, either in behind the slow Albiol or with space being left for Bologna attackers to isolate and run directly at Koulibaly. The big Frenchmen has been impressive for Napoli this season but still struggles defending one-on-one against tricky forwards. On the ball Jorginho was finding it hard to influence the game as well. His high starting position meant it was easy for Bologna to mark him with one from midfield (often Diawara) as well as the centre forward (Destro) sticking tight to him on either side. With 2 men staying tight to Jorginho it meant that Napoli couldn't build their attacks around a pivot and reliable passer. Full backs were pushing at different times and offensive players were having to retrieve sloppy penetrative passes played by the centre backs. The fix was easy for Jorginho, he had to drop deeper in order to gain possession and force Diawara to make a decision but by the time he had figured this out Napoli were 2 goals down and chasing the game.
When Jorginho and Napoli did switch up their tactics however, we did see a strong revival from Napoli and they could have well been level before Reina's mistake allowed Bologna to take a three goal advantage. Once Jorginho started to drop deeper he was able to open the game up for his teammates with his positioning and passing ability and Napoli started to dominate the match. Sarri's men had their moments just before the break but it was the first few minutes after half time where they totally dominated the match and, creating chances for Higuain, Callejon and Hamsik with a bit more of the ruthlessness in the final third they have shown this season, Napoli could have quite comfortably overturned the deficit. It was however to be Bologna's day as Destro's low effort squeezed passed the Napoli goalkeeper to give Bologna a 3-0 lead on the hour mark, a scoreline that Napoli and Higuain's late rally couldn't retrieve as the match finished 3-2. The match will go down as the one that got away from Napoli but if reacted to properly, it could be the game that teaches them the skills they need to win the Scudetto. Modern day managers, in particular recently Jürgen Klopp at Liverpool, often look to the reaction of themselves and their teams at tough times. Whether it be going a goal down, losing a match or losing a run of matches, a team and manager's reaction in these moments is where we can truly see what the side is made of. In dropping deeper and changing the way the game was being played through his individual position Jorginho showed a new found level of understanding in a fairly new role for him and deserves as much praise for his second half performance as criticism for his first half performance.
Jorginho's best performance in his role as Napoli's pivot came in his current side's 2-0 victory over his former side, Hellas Verona. The Brazilian-born midfielder was incomparable as Napoli cruised to the simplest of 2-0 victories at the Stadio Marc-Antonio Bentegodi. Putting in a near perfect performance Jorginho had 212 touches, attempting 195 passes at an astonishing 93.9% completion rate, including NINE key passes (Mesut Ozil averages 4.4 per match, the highest across Europe's top five leagues). Jorginho's quite outrageous passing stats in this game were matched only by his superb positioning and intensity as he was key to the aggressive ultra-control system that Sarri's Napoli carried out faultlessly. The pattern of the match was set in the opening two minutes which I will quickly run you through now:
Immediately we see Napoli's in to out pressing style as Jorginho, Hamsik and Insigne force Verona back into the right back area. Higuain cuts off the simple backwards pass and Pisano is forced down the line and out of play. As play moves on we see Allan in a deeper position, exchanging passes with Callejon. Jorginho pushes a little higher to create space for Allan then drops in to create an option before dropping further as the ball goes back to the CBs. Jorginho, Hamsik and Allan exchange passes and rotate positions seamlessly as the Verona midfield struggles to find a pressing rhythm. After Ghoulam goes all the way back to Reina, Jorginho takes the ball under pressure twice, forcing Verona to press higher than they want to. With quick lay offs back to Chirches in defence Napoli were able to edge up the field as a unit and pin Verona back.
Then we see Jorginho very advanced, but still deeper than both Hamsik and Allan, receiving the ball unopposed and able to pick the pass of his choice. This moment came about because of the initial pressing and subsequent second phase passing that had gone before. Jorginho doesn't pick the right pass on this occasion, looking to force a ball in behind the Verona LB, but as the ball breaks down Napoli are so well-drilled and quick in their pressing that they are immediately able win the ball back in the Verona half and start the process over again. Jorginho is pressing extremely high and aggressively, but is able to do so in this instance as Verona don't have any controlled possession and he is in tandem with his teammates. Neither of these factors were applicable during his careless high pressing against Bologna. Already at this early stage Napoli have total control over the match and are forcing Verona into an extraordinary amount of defensive and physical work. Credit to Verona as they defend resolutely and hang on for a long time but tired bodies make mistakes and the moment their defence switches off, even for a second, and give a player with the quality of Insigne that amount of space in the penalty area, they are punished.
Overall Jorginho's transition from either a more advanced central midfielder or one half of a double pivot in Rafael Benitez's Napoli side to the regista and lone pivot in Sarri's has been extremely successful. Jorginho is beginning to establish himself as one of the best holding midfielders in Italy and is gaining a strong reputation throughout Europe. For Jorginho to take his game to the next level however he needs to start improving the all round defensive portion of the job. The 24 year old is far from incompetent defensively and it can be argued that in such a style Jorginho doesn't need to defend as much as a regular DM. This may be true but it still remains that to elevate their game to the absolute highest level, any player in this sort of role has to be have a strong defensive awareness and understanding in order to completely protect his defenders and cover for the forwards in front of him, who can struggle to transition quickly in a team so offensive. Jorginho's base positions when opponents have controlled attacks is good and his ability to win headed duels as well as one-on-one technical battles is also impressive. Where Jorginho needs to develop his game is in his tackling (with his percentage of tackles won being well under 50%) and his all round defensive actions. Jorginho has made just 0.5 clearances and 1.8 interceptions per game, when you compare those numbers to that of Daniele De Rossi (2.1 clearances and 2.7 interceptions) the holding midfield veteran of Roma is the perfect example to any young defensive midfielder.
The defensive side of the game is something that Jorginho can and will develop over time through experience, however nothing should take away from what has been a groundbreaking first half of the season for Napoli's chief on-field conductor. Under Sarri, Jorginho and Napoli have come such a long way in such a short space of time. Whether or not it will be enough to end the long wait for top flight success however is difficult to say. Stunning football and a real togetherness has put Napoli atop the rest in Italy but a young squad and a manager with no experience of a top fight title challenge could prove to be a real problem. The story of Sarri is a heartwarming one for football fans but sometimes this can be a cruel game and challengers don't get much tougher than Juventus. I personally hope they win the Scudetto and I look forward to seeing how Jorginho develops as a player and on-field personality in the coming years. He may never hit the incredible heights of Sergio Busquets as the near perfect all-round modern day regista, but Jorginho has so much still to achieve and potential to unlock if time and luck are on his side.


text:
Nele Azevedo – biography
Nele Azevedo is an artist and independent researcher, he has become famous for its small ice sculptures exhibited on the steps of cities around the world. Azevedo was born in Santos Dumont, MG. He holds a Masters in Visual Arts from Sao Paulo State University Arts Institute (UNESP 2003) and a degree in Fine Arts from Santa Marcelina College (1997). He currently lives and works in São Paulo, in addition to being a professor at the Institute of Fine Arts Visual arts Universidade Estadual Paulista – UNESP.
In 1998, he launched a solo exhibition with the installation of iron sculptures at the Cultural Center Brazil Share Rio de Janeiro and won the purchase of Santo André Art Hall of San Paolo. In 2001, Azevedo began working with the Monument Project minimum to make interventions in the urban space that discuss public monuments contemporaries in countries such as Brazil, Cuba, Japan, France, Germany, Portugal and Italy. These interventions have become known worldwide as the "Army of Melting Men."
In 2002 he received the prize trip to Japan from Hall Bunkyo with an acrylic sculpture installation work. In the same year 2002 he started work in the urban space with the design of the monument minimum mailing axis having as public monuments in contemporary cities like Brasília, Salvador, Curitiba, São Paulo, Havana -Cuba, Tokyo and Japan Kyoto-, Paris-France , Braunschweig, Germany, Porto-Portugal, Italy and Florence-Berlin-Germany. These interventions were known as "Fusion Men" or "army of men merger" world.
The interventions in the urban space Minimum Monument, Glory to the inglorious or Anhangabaú struggles: a river missing, born of local history and are ephemeral. The desired size is always one in which the artistic production has a sense of politics and poetics. Art and entertainment, art and exchange, art as currency in circulation. The different ephemeral interventions in the urban space and architectural works led to record in design, photography and video.
The goal of his work is the poetic-political dimension that the artist can create by paralleling and reference art and living together, the art and the exchange, and art as currency.
more on: http://neleazevedo.com.br/


text: With the end of the semester, I may have fallen off the edge of the earth for a while...I'm back, sort of. With the second semester fast approaching, my mind set is returning to that of school. These are some books I've recently added to my small (but growing!) library.


text:
Body Balance Therapy
We are therapeutic massage, acupressure and acupuncture specialists and we offer state-of-the-art techniques and technology to enhance your state of health and wellness
Thank you for taking the time to visit our site! It's another opportunity to fill you in on all the things we can do for you and your well-being.
Body Balance is a dynamic collective of sub-contractors and self-employed specialists in therapeutic massage as well as acupressure and acupuncture and we have been in business for 25 years.. Our certified therapists employ their hands as finely tuned, yet powerful, instruments to promote your overall wellness. We offer uncompromising excellence in a safe, warm and welcoming environment. You'll feel the vibrations of fun and friendliness from the minute you walk in our door!Please take a moment to look around the site. You'll learn about our history and therapeutic specialties, our services, rates, health products from HEEL Canada, special offers, upcoming events and career opportunities!
All of us in the Body Balance family are looking forward to seeing you soon.Wishing you health and happiness,
Sandra Strangman, RMTOwner
Online Bookings
Gift Certificates
Cold Laser
Mike's Corner
Home | About Us | Team | FAQ | Services | Acupuncture | Cranio-Sacral | Thai Massage | Reiki | Therapeutic | Cold Laser | Products | Good Company | Contact Us
(780) 455-1764
Body Balance Statements of
Privacy, Terms of Use and Liability
Copyright © 2014 Body Balance All rights reserved
15010-107 Ave
Edmonton, AB T5P 4S1
Let us help you access renewed health and well-being. We use the most innovative and effective treatments through a collaborative, multi-disciplined and client-centered approach that is specifically designed for individual needs. We accomplish this all under one roof at our modern health care facility.
Thank you for your cooperation !
Sandra and Stephen are now offering ½ hour applications of "light touch" essential oil application at the beginning of an hour long massage or other single service at Body Balance Therapy.The AromaTouch Technique was developed by Dr. David K. Hill, D.C., to provide people with an uplifting essential oil experience. It is a simple yet powerful way to provide everyone with the benefits of essential oils.
To find out more, click on this link
Body Balance Therapy now has a great new tool available from Vascutherm. We now have the technology in the form of one simple device to compress, warm and cool (iceless) injured tissue.
It is a fabulous tool for any injury but it is particularly effective for treating knee and hip replacements and for shoulder surgeries. A few treatments will accelerate healing in a quick and painless way.
Check out our In Good Company page for more details.
We are pleased to announceour newest graduates from our mentorship program and our new staff RMTs
Check out Our Team to see who graduated and who our newest staff members are.
Check out our formal mentorship program for RMT students on the About Us page.
Please make arrangements for a student session by phone or by using firstname.lastname@example.com
WE DID IT AGAIN - 3rd year in a row!
Every year, the Edmonton Journal asks readers to vote for their favourite businesses in a range of categories. Readers are invited to go to a special website and fill out an online form with their choices. The results of this survey are tabulated and the names of the businesses that top each category's vote totals are published in the special Readers' Choice section.
BODY BALANCE THERAPY was voted the WINNER in the 2017 Readers' Choice Awards in the category of BEST MASSAGE THERAPY PLACE in Edmonton.
Vote and be automatically entered into a draw to win $1,000 (paid by cheque)!!
For your convenience, we are offering a variety of gift certificate options on this site and within our booking system. Give some wellness to someone you care about!
For client convenience, our Registered Massage Therapists are now offering direct billing method!
Chambers of CommerceGroup Insurance Plan
After her long recovery from surgery, Sandra will be gradually returning to work in January. She will begin by accommodating clients on an individual basis. This will apply only to Sandra's existing clients and they are asked to make arrangements with her on an individual basis by texting her directly. She is currently not accepting new clients.
Sandra's office hours will be: Monday and Wednesday 12 - 3 PM


text:
The US Airforce could soon have the capability of blanketing a city in darkness if tests of experimental missile technology prove successful.
Inspired by the after effects of a nuclear strike, the electromagnetic pulse (EMP) missiles will effectively deactivate any electronic device within range, without the destructive consequences.
The Counter-electronics High-power microwave Advanced Missile Project (CHAMP) which began as a pipe dream by Boeing was validated when the aeronautical giant successfully launched a prototype from a B-52 bomber in 2012.
Realising the weapon's potential, the US Airforce offered up a $4.3 million contact to modify two cruise missiles capable of testing the powerful EMP weapons.
If the development of the weapon was successful, it would have the capability of flying over a city or populated area and deactivating phones, computers, power grids, cars and any other objects predetermined by programmers.
It would enable the military to effectively 'turn off' an enemy's means of defence without the need to use force.
While the technology will likely be useless against advanced military with shielded technology, it should prove successful against smaller targets like ISIL forces.
During an Air Warfare Symposium in Florida last month, US Air Combat Command chief Gen Herbert Carlisle said the Military wants a weapon capable of disabling technology.
"Our real goal is to take what we learnt in CHAMP and apply it to the next weapon," he said.
"Our intent is to move that to the next weapon, a more advanced weapon, and continue to modernise it."
Despite inspiring the project, Boeing were not awarded the grant which instead went to missile development firm Raytheon.
Raytheon confirmed the systems inside the refurbished missiles have been improved since the 2012 tests.
© Nine Digital Pty Ltd 2019


text:
5th Transfer!
Well, today I am starting my fifth transfer! It doesnt seem like that many, but its pretty hard to believe that im about a third of the way done with my transfers...!
So, this week was good. My comp was sick on Tuesday so we had a sick day and that sucked, but Wednesday he was feeling better so we got to work finally! It has been so hard these past couple weeks to mark appointments with people because everyone is traveling or with family that they havent seen in 12039 years or some other excuse! But this week was alright! Its getting back to normal finally! So, I have a story about a new family that we are teaching!
Wednesday we were sitting on a bench waiting to show some friends where the Bishops house is when this old guy was staggering up the road and stopped and looked at me. It was really weird. Creepy even. But then he blurted out, Hey you, white boy, you are an American arent you? It was funny, but he was just an old guy so I decided to be nice and just simply replyed that yes, I am American. He came and sat down next to my comp and I and started to talk to us. He is 85 years old and his name is Alonso! I love him. We had a nice discussion about the world, religion, and how awful things are in the world, but then we had to go because the people we were gonna bring to the Bishops house arrived. We got his house number and told him we would return the next day. We went there the next day after lunch and he answered the door with a big smile on his face. He opened the door and sayed, My American! We went to the front room and sat down and started to talk to this wonderful old man when a lovely old lady entered the room...with desserts... :) she made us Pavê which is like a sweet tort thing but I dont know how to describe it. It is wonderful and most importantly, cold. It was delicious and we were very grateful because its HOT here right now. Well, not so incredibly hot, but the sun is so strong! She sat down afterwards and we talked to her too. I feel bad because we stayed there for about 3 hours talking to them, but its when they needed in there lives so Im just glad that we could help them! We talked all about the church and all of the different functions it has in the world and it was wonderful. I hope that they will go to church and find out for themselves that this is the true church of God!
Friday and Saturday my comp and I went to Arcoverde to help the Elderes there. I love them so much. Elder Ball who will go home in April, and Elder King, who has about 5 months on the mission. They are both filled with the Spirit of Missionary Work and are trying so hard to build up their area. I had the opportunity to help Elder King friday night mark a baptism for the 21st of January so I hope that will go through!
Sunday was a little slow. We went to church and had Danielle and Amanda there. Then we went to lunch, then we went to the Ward Counsel meeting, then we went home to study, then we had a meeting with our Ward Mission Leader, then went home again. It was a productive day, but not for our Investegators!
Well, that was my week! Hope it was an informative letter this week! I should be getting packages and letters at the end of this week so im excited!!! I love you all so much and until next week....
Com amor,
Elder Moore