text:
Table of Contents. Critical Talent Pipelines...3. Talent Intelligence...7. Retaining Critical Talent...9. Building Critical Talent Pipelines...
- Ann Lyons
- 3 years ago
- Views:
1 TALEO RESEARCH WHITE PAPER Building Critical Talent Pipelines T ALEO.COM
2 Table of Contents Critical Talent Pipelines Step Methodology for Building Critical Talent Pipelines Determine current and future needs Assess inventory of talent Determine the mix for filling gaps Define pool of internal candidates Assess and develop pool Track development progress Track promotions and turnover rates Define pool of existing external candidates Define and execute campaigns to engage candidates Assess and refine current sourcing strategies Implement and monitor sourcing strategies Track overall size and quality of internal and external pool...6 Talent Intelligence...7 Retaining Critical Talent...9 Building Critical Talent Pipelines...11 Contact for Taleo Research Contacts for Taleo US International
3 Top talent is today s competitive differentiator that makes the difference between an organization that is thriving and one that is stagnant or declining. However, the impact of the roles performed by that talent is not identical across an organization. Some roles are more impactful than others. Companies in all industries have a set of critical roles; jobs that if not performed or not performed well may debilitate a company. These positions are not confined to leaders and executives. Critical positions may lie at the core of conducting everyday business or be central to long-term new product strategy. Companies that do not have the right people in critical jobs forfeit revenue growth, innovate slower, or lose competitive advantage as they are unable to adapt to market dynamics. Organizations need to define, attract, and develop the right mix of critical talent needed to support and grow their businesses. To insure a flow of the right talent for these roles over time, the best practice is for organizations to build critical talent pipelines. This paper outlines a 12 step methodology for building critical talent pipelines and provides insights into the strategy and initiatives in place at a sampling of companies as they manage their critical roles. It also describes how to build critical talent pipelines with process and technology support that delivers the key Talent Intelligence information at each step from defining roles to refining execution. Critical Talent Pipelines Building critical talent pipelines is the process of: > > Assessing internal and external talent pools. > > Determining the gaps between available and needed talent. > > Identifying the best strategies for developing and acquiring the talent to fill those gaps. > > Executing, monitoring, and refining pipeline strategies. Although these talent management practices take place within organizations, these activities occur in the context of the broader business landscape. Macro factors affecting talent pools include the trend toward global talent mobility, the scarcity of specific skill sets, and the volatility of the economy and marketplaces. Reasons for Hiring Percentage of US employers reporting reasons for adding employees during the downturn, 2010 Launched new products, entered new market 46% More/different skills needed for future business 45% Strengthen workforce critical to business success 45% Opportunity to add high-quality talent 39% New employees assumed with business acquisition 28% Ensure appropriate mix of skills, cost 24% Note: Based on study of engagement at 900 organizations Source: Accenture 3
4 Further complexities arise from the imperative of business agility requiring fast response to fluid conditions. New products, new markets, and evolving corporate strategies may drive the need for key talent with new skills or different skills. For some organizations, a critical job may not have existed before. CEOs who responded to PwC s 13th Annual Global CEO Survey indicated that many are redefining roles in their organizations. Managing people through change is the top item on the talent agenda Don t know/refused Managing people through change (e.g. redefining roles in organizations) Training and development programmes Staff morale and employee engagement programmes No change Changing somewhat Changing to a large extent Changing significantly Q: Regarding your people strategy, to what extent will you change your approaches to the following areas, as a consequence of the economic crisis? Base: All respondents (1,198) Source: PriceWaterhouseCoopers 13th Annual Global CEO Survey 2010 For others, the identification of a critical role may take the form of the need for heightened quality in existing service offerings and service delivery. The tasks and the talent must readily align as the business adjusts to competition and change. Key Questions Building critical talent pools calls for organizations to answer specific questions including: > > How do we identify critical positions and the competencies required by those positions? > > Can we identify which employees have the right competencies, past experiences, and aspirations to fill critical positions? How can we keep this information current? How can we efficiently identify people in candidate pools who have the right competencies and past experiences to fill critical positions? > > Which sources are likely to deliver candidates who are the best fit for critical positions? How do we keep our employer brand top-of-mind with candidates who can help fill critical roles? > > Will it be more efficient to source the right critical talent from the existing employee base or external candidate pools? Do we have the right assessment programs in place for external candidates and internal employees that will reliably identify the best people for critical positions? > > How do we define and implement the development programs that will prepare employees to step into critical roles? When parsing the answers, many organizations struggle with HR data silos, disconnected technologies, and manual processes. A successful approach takes advantage of robust talent management technology solutions designed to provide business-centric functionality on a unified platform. That kind of holistic solution provides an integrated view of the skills, experience, and aspirations of both current employees and candidates while supporting Talent Intelligence for activities such as monitoring talent development and analyzing retention and turnover. 4
5 12 Step Methodology for Building Critical Talent Pipelines Here are 12 key activities involved in building critical talent pipelines: 1. Determine current and future needs. The identification and analysis of critical roles is the first step before beginning to build a pool of critical talent. Classifying a job role as critical should take into account the role s impact on revenue generation, customers, intellectual property, and technical proficiency and on the execution of the business plan. Evaluate which functions deliver the highest value and which if unfilled have high opportunity costs and create significant organizational risk. The dual characteristics of typical critical roles are the criticality and business impact of the function combined with the difficulty of filling the role. 2. Assess inventory of talent. Characterize the necessary skills and competencies for success in those roles. Examining the characteristics of employees who are currently successful in such roles can be a useful aid in this exercise. Once the profile of the ideal employee for a critical position is defined, start the process of assessing those who currently hold critical positions. Go beyond their skills and competencies and understand flight risk, typical turnover rates, and preferences to develop a full picture of current and future gaps. The profile of the ideal employee is also effective in assessing the status of internal and external candidates for critical roles. Using this profile, organizations can develop a clear picture of the number of internal and external candidates that can fill critical roles and what (if any) skills and competencies these employees would need to acquire. 3. Determine the mix for filling gaps. After assessing the availability and readiness of internal and external candidates that can step into critical roles, organizations have the necessary information to make decisions on whether to pursue external recruiting strategies, internal development strategies, or both. Factors for determining the mix typically include the state of the labor market, the strength of the internal development infrastructure (programs and resources), and the cultural importance of hiring from within for critical roles. Also in consideration is time to productivity and risk of failure in the role especially first year retention. 4. Define pool of internal candidates. A valuable first step in developing internal candidates for critical positions is to assign them to a specific talent pool. Defining a pool helps HR leaders more efficiently assign development activities and monitor the progress of a group of individuals. Organizations might find it helpful to define multiple pools, based on the length of time it may take for groups of individuals to be ready to step into critical roles. 5. Assess and develop pool. The next step is to assign specific development activities to all the individuals in a pool. These development activities should be designed to fill gaps in skills and competencies and can consist of formal classroom training or experience-based development activities such as mentoring programs or ex-pat and rotational assignments. 5
6 6. Track development progress. As internal candidates progress through development activities, it is important to verify whether the assigned activities are having the expected impact on skill and competency development. Typically, this can be accomplished through assessments. Assessment results that show that the pool as a whole is not making the expected progress may be indicative of development programs or specific classes that have not been structured to develop the needed skills. 7. Track promotion and turnover rates. In addition to tracking development progress, organizations should monitor promotion and turnover rates within the pool of internal candidates. Lower than expected promotion rates may indicate that development programs need to be revisited and refined. Similarly, higher than expected turnover rates should drive changes in how the organization approaches building pipelines for critical positions. For example, higher turnover could drive specific retention initiatives, or drive a strategy shift towards more external hiring. 8. Define pool of existing external candidates. Using needed skills, competencies, and talent profiles, you can mine information on past candidates in the organization s candidate database to identify matches and assess the potential of external hires to fill critical roles. 9. Define and execute campaigns to engage candidates. Many critical roles will be industry or skill-specific. These lend themselves to candidate relationship management activities. Identify conferences, industry associations, and social networks that match the critical role profile. Also, work with hiring managers and employees for relationship building. 10. Assess and refine current sourcing strategies. Analyze sources that have been successful in the past to develop a targeted sourcing strategy for external candidates based on ideal candidate profiles, needs, and historical trends. For insight, correlate source data with performance and retention data. Do not rely on post and pray sourcing; be proactive. 11. Implement and monitor sourcing strategies. Seek out talent that could fill critical roles and capture information about their knowledge, skills, and experience in addition to contact information for ongoing communications. Use data on the efficacy of sources for ongoing refinement and improvement. 12. Track overall size and quality of internal and external pool. Use the talent pool database to track both internal critical role candidates and external candidates. Track development progress and regularly assess and compare candidates to establish readiness and ensure adequate bench strength. 6
7 Talent Intelligence Organizations need specific data and analytics Talent Intelligence to progress through the strategy and practices to build critical talent pipelines. Visibility into skills, experiences, and interests of both the workforce and external candidates is required to inform the process. A global Taleo Research survey found that both HR and Line-of-Business executives agree that Talent Intelligence data relating to critical talent pipelines is important. 0% 100% Risk of loss for critical employees/positions 77% 23% 1% Individual talent profile reports (includes skills, development plan, and goals) 46% 49% 5% High potentials by division/department 62% 35% 3% Employee development plan submission rate 28% 59% 13% Employee development plan progress 42% 51% 7% Recruiting source analysis 34% 58% 7% Very Important Important Not Important Key Talent Intelligence Information > > Risk of loss for critical employees/positions. > > Individual talent profile reports. > > High potentials by division/department. > > Employee development plan submission rate. > > Employee development plan progress. > > Recruiting source analysis. Only 14 percent of U.K. organisations say that they identify critical talent segments based on their business goals, as compared with 36 percent of U.S. companies. Without this level of segmentation, talent initiatives cannot be customised for key groups and are generally less effective. Source: Talent Intelligence: Key to US Business Success, Taleo Research, 2010 However, there are significant gaps between the level of importance companies place on talent management data related to critical talent and their access to reliable information. > > Half of US survey respondents reported no access to data on the risk of loss for critical employees/positions and another quarter (27%) of respondents reported no access to reliable data. That information is essential in order to prioritize efforts to ensure bench strength for those positions. > > Only 28 percent of respondents have reliable access to individual talent profile reports. Individual talent profile reports that contain structured information on skills, development plans, and goals are the core tool to identify and evaluate talent suitable for critical talent pipelines. > > Similarly in France, the vast majority (92%) want talent profile reports that contain skills information, development, and goal plans yet only six out of ten respondents have access to data that is reliable. > > Just four in ten US respondents and six in ten UK respondents know the organization s high potential employees. Identification of this talent pool can pre-populate a shortlist of employees who may well fit a critical role. Additionally, knowing the skills/ competencies of this talent pool can also inform recruiting efforts. > > In Australia, 62 percent of respondents have access to data on employee development plan submission rates and just half have access to reliable data on employee development plan progress. A minority of US respondents has access to data on employee development plan submission rates (39%), and even fewer less than one-quarter have solid information on employee development plan progress. Source: UK Talent Management Factbook 2010, Bersin & Associates 7
8 Although the rate of plan submission may be more of an indicator of compliance, having development plans in place along with talent data on development progress shows whether an employee is ready to step in to a critical role. > > Less than half of US respondents have access to reliable recruiting source analysis. Visibility into the best sources of external candidates and quality talent is needed, since one conduit into critical talent pipelines is new hires. Risk of loss for critical employees/positions 23% 77% Individual talent profile reports (includes skills, development plan, goals) 28% 72% High potentials by division/department 41% 59% No Access or Unreliable Data Accessible and Reliable Data Employee development plan submission rate 39% 61% Employee development plan progress 23% 77% Recruiting source analysis 45% 55% Source: Talent Intelligence: Key to US Business Success, Taleo Research, 2010 The insights gained from talent data are only as good as the timeliness and accessibility to the data. Talent data must be self-generating/self-refreshed. Some companies are in fact creating talent pools that span divisions, developing employees with broad and general competencies that could be applied to a range of jobs. The fit may be less than perfect, but these firms are finding that a little just-in-time training and coaching can help close any gaps. Source: Talent Management for the Twenty-First Century, Harvard Business Review, 2008 The foundational base of information begins with the candidate by capturing the core data about a person s pre-hire history including their skills, experience, and aspirations. Once a candidate has been hired, this information which may be directly relevant for job fit or internal mobility throughout the employee s tenure should be stored in a talent profile. CDW Career Management Innovation Our flagship Talent Management project, My Career GPS, will deliver the ability for coworkers to map their future careers at CDW. Through Taleo career management, coworkers will be able to browse all roles within the company and construct a career map to develop an actionable career plan. Using the Gap Analysis functionality within this module, coworkers will be able to see areas needed for development to achieve their career plans. This will provide a vehicle for open and honest dialog for managers and coworkers to discuss career development opportunities. In addition, our Talent Acquisition team will be able to use the data captured in this module to build internal talent pools to pipeline for key positions across the organization. We re anticipating this program will help increase coworker engagement, but also reduce the time to fill key positions with internal talent. Source: CDW, Taleo Innovation Award Winner,
9 The talent profile should be updated as employees move through the talent life cycle from applying for a job, through the hiring and onboarding processes, to performance reviews and development progress. The rich data that is collected in the normal process should be captured once in each stage and then be made available and presented in a format to help managers make decisions. Talent Intelligence in Action at UnitedHealth Group Critical Hires. UHG screen[s] for critical positions throughout six business units which have been scoped as: Platinum (critical but hard to find), Gold (important and competitive to recruit), and Bronze (important and somewhat easier to attract). Talent Pools. For example, in India UHG creates a pipeline or talent pool of potential applicants for high volume positions. Talent Profiles. UHG taps Taleo s open platform to drive a big picture view of each employee, creating a profile that aggregates information from across various talent management systems to show the past, present, and future of each employee. This way, UHG can better assess and plan for the next generation of key leaders to keep the company on the growth trajectory it enjoys today. Source: UnitedHealth Group Gets a Pulse on Global Talent Impact with Talent Intelligence Retaining Critical Talent Regardless of the general economic climate, a tight labor market for key skills requires a system with the ability to mine the talent database to find the right talent and skills to fill critical roles. A survey by the Corporate Executive Board of company recruiters found that most are struggling to hire qualified jobseekers. More than 80 percent said that fewer than half their applicants are qualified, even though the number of unemployed has surged since the recession began. Although attraction and retention difficulties vary by region, it is acute for critical skill employees globally. Attraction and retention difficulties vary significantly by region Global China/ India Other Aisa Pasific Ireland/ Spain Other Europe Brazil Canada U.S. Critical-skill employees problem attracting problem retaining Top-performing employees problem attracting problem retaining High potential employees problem attracting problem retaining All employees problem attracting problem retaining 65% 84% 78% 49% 62% 81% 61% 52% 49% 81% 69% 29% 44% 65% 35% 31% 61% 76% 71% 52% 67% 69% 57% 45% 45% 77% 63% 22% 41% 67% 35% 25% 56% 68% 70% 47% 58% 67% 54% 40% 45% 75% 60% 29% 43% 64% 38% 25% 25% 36% 41% 22% 19% 30% 22% 15% 21% 39% 39% 14% 12% 26% 12% 11% Source: The Towers Watson Global Talent Management and Rewards Survey, 2010 Having a holistic view of the organization s needs and the workforce s capabilities can mitigate the risk of losing talent in critical roles by proactively implementing talent management retention strategies. 9
10 Different Times, New Recruitment Approach Marco van der Sanden, DSM Manager of Corporate Recruitment, and his recruitment team are engaged in a mission to create the pipeline for the future 300 top managers of the company. DSM is 100 years old. But the company and its business and markets are changing. So we need to recruit the right quality of people to face these challenges as we move from cost price commodities to specialty products. The evolution from a true B2B focus towards a more end consumer market focus means we need to sow the seeds for a different recruitment and management development approach. For over three years, DSM has used Taleo to optimise its enterprise staffing and to support its global goals and needs during this period of change. Our mission is to establish a resource of the right kind of people for the top 300 positions within DSM in the future. And to make sure that quality is not surpassed by urgency, van der Sanden says. We have to ensure that we make a distinction in personal qualities at a very early stage which is why we look very closely at personal skills. Source: DSM Prepares HR Pipeline for Managers of the Future This may be especially necessary during times of organizational change, when generalized turnover among top performers is heightened. Special focus should be on those top performers who are filling critical positions. During a reorganization effort, one company found that 44 employees critical to the company s success were likely to leave. Risk Heat map for European industrial company, figures indicate number of employees in category (total = 497) Low risk Medium risk High risk High Unique skills/knowledge; a pivotal person in the organization Important resource whose specific skills/knowledge require careful attention Difficulty in replacing this person Important resource, but person s competencies are shared and not at risk General competencies in own area Low No specific competencies; easy to find in the market Probability of person leaving organization. Percent based on market demand for employee s skills, latest salary trends, existing competitive offers, family situation, and known preferences and concerns. Source: Retaining key employees in times of change, McKinsey Quarterly, August
11 Talent Traffic Control United developed two different metrics to measure the success of the new program. The first was bench strength, which is the number of employees ready for promotion out of its total talent pool. This metric measures the preparedness of successors to fill roles. The second measurement was planning ratio, which is measured by the number of succession planning candidates promoted out of the total number of critical roles. This measurement shows the success of the plan. Source: Succession in the Friendly Skies: United Airlines, Talent Management magazine, July 2010 Building Critical Talent Pipelines 60% of the companies surveyed intended to build up their internal talent pipelines, and more than half (51%) intended to create more development opportunities for talented employees in the future. Source: Creating a Sustainable Rewards and Talent Management Model, WorldatWork and Towers Watson, 2010 Although the output of all work within an organization is important, certain roles are key to operations and directly drive business goals and results. Simultaneously, the talent to perform in those roles may be scarce. Companies can reduce their risk and ensure the availability of top talent to fill those roles by building critical talent pipelines. Accurate, accessible data in the area of Talent Intelligence on critical talent is needed to generate insights but analytics capabilities must be timely, intuitive, and not require separate processes. A unified approach to talent data real intelligence on a company s most valuable asset should underpin the process. Building and maintaining critical talent pipelines supported by a talent pool database of talent profiles is an integral part of a broad talent management strategy designed to foster organizational success. When the strategy for building critical talent pipelines is supported by a robust technology platform, organizations can: > > Accurately assess and predict gaps in critical skills and competencies. > > Execute an integrated plan to fill gaps using internal and external talent. > > Design more effective development programs and recruiting strategies based on accurate profiles of the needed critical talent. > > Improve ongoing programs using regular insights into the progress of recruiting and development efforts. Capturing talent data at the source of transactions within a structured process during day-to-day talent management activities, consolidating the structured data within the talent profile, and then combining it with talent analytics supports the best practice for building critical talent pools. 11
12 San Francisco Bay Area Headquarters Tel: Fax: Jacksonville Tel: Fax: Chicago Tel: Fax: New York Tel: Quebec Tel: Sydney Tel: Fax: Melbourne Tel: Fax: Singapore Tel: Fax: London Tel: +44 (0) Fax: +44 (0) Paris Tel: +33 (0) Fax: +33 (0) Amsterdam Tel: +31 (0) Fax: +31 (0) Sales and Information TALEO ( ) Corporate Headquarters About Taleo Leading organizations worldwide use Taleo on demand talent management solutions to attract, develop, motivate, and retain their workforce for improved business performance. Copyright 2010 Taleo Corporation. All rights reserved. No portion of this document may be reproduced in any form without the prior written permission of Taleo Corporation. Taleo and all Taleo product and service names mentioned herein are trademarks or registered trademarks of Taleo in the United States, France, The Netherlands, U.K., Canada, Australia, and several other countries. All other product and company names mentioned herein may be the trademarks of their respective owners
Building Critical Talent Pipelines. Creating a Plan for Staffing Critical Job Roles
Building Critical Talent Pipelines Creating a Plan for Staffing Critical Job Roles Top talent is today s competitive differentiator that makes the difference between an organization that is thriving andMore information
INTRODUCING TALEO 10. Solutions Built for the Talent Age. Powering the New Age of Talent
TALEO10 TA LEO.COM Solutions Built for the Talent Age Business value is no longer defined by tangible assets. It s powered by people and ideas. Competitive advantage comes from superior talent drivingMore information
Hiring Challenges and Solutions
TALEO RESEARCH BRIEF Hiring and Onboarding: The New Business of Business Leaders In the new millennium, leading business organizations have been capturing data about people, turning it into actionableMore information
Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services
Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitiveMore information
Workforce Analytics The Missing Link in Business Intelligence
Workforce Analytics The Missing Link in Business Intelligence Data A Double-edged Sword Today s business leaders face many challenges that require access to and the understanding of analytics throughoutMore information
Strategic Advice from Top-Performing Brands. Global Recruitment Advice
Global Recruitment: Strategic Advice from Top-Performing Brands Copyright icims, Inc. Global Recruitment Advice Technology has enabled businesses to expand their capacity and hire the best and brightestMore information
The CEO s Guide to Succession Planning Managing Risk & Ensuring Business Continuity. www.softscape.com
The CEO s Guide to Succession Planning Managing Risk & Ensuring Business Continuity www.softscape.com RGB Table of Contents Automate to Drive Efficiencies & Reduce Costs Drive Succession Planning DeeperMore information
The Talent Management Framework
The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary TheMore information
High-Impact Succession Management
High-Impact Succession Management Executive Summary Kim Lamoureux Principal Analyst Michael Campbell Senior Research Analyst Center for Creative Leadership Roland Smith Senior Research Faculty Center forMore information
Global Talent Management and Rewards Study
Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.More information
Improving Employee Engagement to Drive Business Performance
w h i t e p a p e r Improving Employee Engagement to Drive Business Performance A Softscape White Paper May 2008 The Employee Engagement Revelation Executive leaders and human resources (HR) practitionersMore information
STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGICMore information
Define a Clear Path to Your Talent Management ROI
White Paper Define a Clear Path to Your Talent Management ROI By Theresa J. Rice, Talent Management Strategist Define a Clear Path to Your Talent Management ROI Abstract The investment you make in a TalentMore information
Creating a Sustainable Rewards and Talent Management Model:
Creating a Sustainable Rewards and Talent Management Model: Results of the 2010 Global Talent Management and Rewards Study Yvonne Cox AmCham Vietnam October 2010 2010 Towers Watson. All rights reserved.More information
HR Field Guide: 5 Tips To Effective Succession Planning
HR Field Guide: 5 Tips To Effective Succession Planning May 2010 Succession planning systems identify, prepare, and track high potential employees for promotion and advancement. This fi eld guide willMore information
A PeopleFluent Product Brochure. PeopleFluent Mirror Suite TM
A PeopleFluent Product Brochure PeopleFluent Mirror Suite PeopleFluent Time to Build Your Talent Management Solutions Around Your Talent Today people work differently, are motivated differently and areMore information
Industry Insight: Performance Management
Industry Insight: Performance Management Optimize Employee Performance to Maximize Business Performance You ve built an impressive talent hiring and screening approach, one that better predicts and ensuresMore information
Making the Business Case for HR Investments During Economic Crisis
I D C V E N D O R S P O T L I G H T Making the Business Case for HR Investments During Economic Crisis March 2009 Adapted from Putting Performance at the Hub of the Talent Universe by Lisa Rowan, IDC #214468More information
Summary Report. Best Practices for Driving Employee Performance. Taleo Business Edition. All rights reserved.
Summary Report Best Practices for Driving Employee Performance Taleo Business Edition. All rights reserved. TABLE OF CONTENTS I. Introduction... 4 II. Goal Management... 5 III. Performance Reviews... 6More information
An Oracle White Paper June 2012. Talent Mobility
An Oracle White Paper June 2012 Talent Mobility Executive Overview... 1 Introduction... 1 The Importance of Internal Mobility Programs... 3 The Five Ps of Internal Mobility... 4 Purpose Clarity... 4 PolicyMore information
Insight paper. Succession Management: Assessment report
Insight paper Succession Management: Assessment report Understanding the business impact of career and succession management To support your career and succession planning, this concise report presentsMore information
Taking Care of Your Company s Future: 3 Best Practices for Succession Planning
Taking Care of Your Company s Future: 3 Best Practices for Succession Planning Copyright 2008 SuccessFactors, Inc. I. Introduction More successful businesses are embracing succession planning to deepenMore information
Engaging Times The Competitive Advantage in a Recession
Engaging Times The Competitive Advantage in a Recession Chris Phillips Vice President Taleo Taleo Customers Taleo Talent Management Workforce Planning Sourcing & CRM BUSINESS GOALS Reporting AnalyticsMore information
Helping our clients win in the changing world of work:
Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.More information
PEOPLESOFT HUMAN RESOURCES Created by industry veterans, Oracle s PeopleSoft Human Resources applications combine advanced technology to support complex business process with the simplicity of familiarMore information
Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud
D R A F T Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud April 5, 2012 Oracle is currently reviewing the existing Taleo product roadmapMore information
HR - A STRATEGIC PARTNER Evolution in the adoption of Human Capital Management systems
www.wipro.com HR - A STRATEGIC PARTNER Evolution in the adoption of Human Capital Management systems FUTURE READY SYSTEM FOR AN INSPIRED WORKFORCE Anand Gupta, Director, Oracle Cloud Services, Wipro TableMore information
Human Capital Management: Leveraging Your Human Assets
Human Capital Management: Leveraging Your Human Assets Executive Summary Managers have always intuitively believed that their employees generate value for the organization but today, intuition is no longerMore information
Three Reasons to Integrate ERP and HCM. White Paper
Three Reasons to Integrate ERP and HCM White Paper Table of Contents Three Reasons to Integrate ERP and HCM 3 1. Unified Data Wins 3 Releasing the Power of Unified Data 3 2. Employee-Driven Workflows MatterMore information
Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management
Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global companyMore information
Talent Management: Benchmarks, Trends, & Best Practices
Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisoryMore information
U n i f yi n g H u m a n R e s o u rces for Greater B u s i n e s s Value
I D C T E C H N O L O G Y S P O T L I G H T U n i f yi n g H u m a n R e s o u rces for Greater B u s i n e s s Value March 2011 Adapted from IDC MarketScape: Worldwide Integrated Talent Management 2010More information
RPO ASIA RECRUITMENT PROCESS OUTSOURCING. Baker s Dozen. Customer Satisfaction Ratings RPO PROVIDERS 2010 Winner
RPO ASIA RECRUITMENT PROCESS OUTSOURCING Baker s Dozen Customer Satisfaction Ratings RPO PROVIDERS 2010 Winner Hudson RPO Asia is proud to be the winner of a number of industry rated awards including:More information
2009 Talent Management Factbook
2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &More information
Career Management. Making It Work for Employees and Employers
Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,More information
An Oracle White Paper February 2012. Oracle Human Capital Management: Leadership that Drives Business Value. How HR Increases Value
An Oracle White Paper February 2012 Oracle Human Capital Management: Leadership that Drives Business Value How HR Increases Value Introduction Joyce Westerdahl shares the story of how Oracle s HR organizationMore information
Department of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits OrganizationalMore information
Tapping the benefits of business analytics and optimization
IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 TappingMore information
Oracle Taleo for Recruiting Management: The Path that Leads to the Best Talent
Oracle Taleo for Recruiting Management: The Path that Leads to the Best Talent Sreenath Kamasamudhram, BizTech Introduction Today's Human Resources (HR), talent and learning executives face strategic challenges,More information
The New Business of Business Leaders. Hiring and Onboarding
The New Business of Business Leaders Hiring and Onboarding In the new millennium, leading business organizations capture data about people, turning it into actionable information, and using it for makingMore information
Trends in Executive Development
Trends in Executive Development 2014 A Benchmark Report Executive Summary A Subtle Shift For today s executives, the ability to develop a successful business strategy is no longer enough. As we emergeMore information
THE EVOLUTION of Talent Management Consulting
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THEMore information
Top Five HR Process Integrations That Drive Business Value
Top Five HR Process Integrations That Drive Business Value Top Five HR Process Integrations That Drive Business Value A Softscape Whitepaper June 2010 Integration is the new currency of HR. Empirical researchMore information
The Challenge for HR Professionals:
The Challenge for HR Professionals: Using workforce analytics to support business strategy and fact-based decision-making 2015 National EMSI Conference September 23, 2015 Welcome Lindsay Scott Principal,More information
Primed for Growth: Midsize Companies Embrace Modern HR in the Cloud. The Winning Strategy for Hiring, Engaging, and Keeping the Right People
Primed for Growth: Midsize Companies Embrace Modern HR in the Cloud The Winning Strategy for Hiring, Engaging, and Keeping the Right People CEOs spend their time ensuring they have practices and processesMore information
We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup
Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spellsMore information
Hitachi Consulting Growing to $1 Billion Organization Leveraging the Power of the Oracle Cloud. March 27, 2015. Better
Hitachi Consulting Growing to $1 Billion Organization Leveraging the Power of the Oracle Cloud March 27, 2015 Better Chris Buri Chris Buri is the Vice President and CIO of Hitachi Consulting and joinedMore information
Leading Through Uncertain Times
The Talent Management and Rewards Imperative for 2012 Leading Through Uncertain Times The 2011/2012 Talent Management and Rewards Study, North America By articulating and documenting their employee valueMore information
Go Global or Localise?
Go Global or Localise? How Leading Organisations are Making People Programme Decisions 27 November 2013 Aon Hewitt, Performance, Reward & Talent Risk. Reinsurance. Human Resources. Empower Results AgendaMore information
Competency Management at Its Most Competent
Competency Management at Its Most Competent Competencies That Work for Business A recent survey by Human Resource Executive found that two of the top five challenges facing organizations today are aligningMore information
Stop guessing and start making smarter decisions about your workforce INCREASE YOUR TALENT IQ CORNERSTONE INSIGHTS
INCREASE YOUR Stop guessing and start making smarter decisions about your workforce TALENT IQ CORNERSTONE INSIGHTS BUSINESS LEADERS OFTEN SAY EMPLOYEES ARE THEIR MOST VALUABLE ASSET. But how much insightMore information
An Oracle White Paper May 2012. The New Business of Business Leaders: Talent Management
An Oracle White Paper May 2012 The New Business of Business Leaders: Talent Management Introduction We live in an age when people are the business differentiators that power innovation in design, IT, supplyMore information
Recruiting a Competitive Workforce: Should Needed Skills be Built or Bought?
A ManpowerGroup TM Solutions White Paper Recruiting a Competitive Workforce: Should Needed Skills be Built or Bought? For more information on RPO, please visit manpowergroup.co.uk Recruiting a CompetitiveMore information
SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pecMore information
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entireMore information
HEALTH WEALTH CAREER TRENDS AND DRIVERS OF WORKFORCE TURNOVER THE RESULTS FROM MERCER S 2014 TURNOVER SURVEY, AND DEALING WITH UNWANTED ATTRITION 16 July 2015 David Elkjaer & Sue Filmer TODAY S SPEAKERSMore information
A Collaborative Approach to Creating an Agile Workforce
A Collaborative Approach to Creating an Agile Workforce In periods of economic uncertainty, every company strives to increase its agility. During past economic downturns, companies employed tighten yourMore information
Talent & Organization. Change Management. Driving successful change and creating a more agile organization
Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today sMore information
Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP
Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industryMore information
Human. Rısk. By Matt Shadrick and Seymour Adler, Ph.D., Aon Consulting Worldwide
10 08 The Magazine of WorldatWork WHY YOU SHOULD BE A Capıtal Human Rısk Manager QUICK LOOK When asked about your HR department s strength today, only 5 percent said strategic HR differentiation. EvaluatingMore information
A Program of New Carolina South Carolina's Council on Competitiveness
A Program of New Carolina South Carolina's Council on Competitiveness 1411 Gervais Street, Suite 315 Columbia, SC 29201 Phone (803) 760 1400 Fax (803) 760 1401 www.its sc.com Research and support providedMore information
Succession Planning: What s Next?
www.pwc.com Succession Planning: What s Next? June 2015 This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should notMore information
Author: Lydia Cillie-Schmidt Page 1
Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promoteMore information
Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey
January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companiesMore information
CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent
CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11 Three Hot Trends in Recruiting and Retaining Sales Talent The Miller Heiman Sales Performance Journal, Volume 2, Issue 11 Copyright 2007 by Miller Heiman,More information
Successful Succession Planning. part of our We think series
Successful Succession Planning part of our We think series Contents A definition of Succession Planning 3 The importance of Succession Planning within the Talent Management Strategy 3 Succession PlanningMore information
ORACLE TALEO: COMPLETE CLOUD TALENT MANAGEMENT SOLUTION. Cyril Kayem HCM Principal Sales Consultant Oracle Middle-East & Africa Operations
ORACLE TALEO: COMPLETE CLOUD TALENT MANAGEMENT SOLUTION Cyril Kayem HCM Principal Sales Consultant Oracle Middle-East & Africa Operations Why Should You Care? Oracle Acquires The #1 HCM Recruiting CloudMore information
The Intersection of Talent Management and Engagement
The Intersection of Talent Management and Engagement By Elissa Tucker and Rachele Williams, APQC for the May 2011 issue of workspan The typical organization today views talent management as three buildingMore information
Drive to the top. The journey, lessons, and standards of global business services. kpmg.com
Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top lineMore information
Creating the Competitive Advantage. CEOs agree that human capital is the number one challenge globally
Talent Management Creating the Competitive Advantage This year PMI will release its newest Thought Leadership Series on the topic of talent management at the 2014 PMO Symposium. The Thought LeadershipMore information
HR Transformation and Future of HR Brussel, 25 april Material part 2/2. Copyright 2013 Accenture All Rights Reserved.
HR Transformation and Future of HR Brussel, 25 april 2013 Material part 2/2 Copyright 2013 Accenture All Rights Reserved. Trends Reshaping the Future of HR March 28, 2013 Agenda Market Drivers AccentureMore information
Taleo Research White Paper. The Future of Talent Management Four Stages of Evolution
Taleo Research White Paper The Future of Talent Management Four Stages of Evolution Table of Contents The Future of Talent Management... 1 I. Talent Management Defined... 1 II. Stages of Talent ManagementMore information
Making HR Strategic: Integrated Human Capital Management Holds the Key
Making HR Strategic: Integrated Human Capital Management Holds the Key Leveraging Integrated Human Capital Processes and Data to Optimize Organizational Success March 2005 A New Strategic Wave There isMore information
An Innovative Approach to Strategic Talent Management in the Cloud. Finding and Retaining the Best People
An Innovative Approach to Strategic Talent Management in the Cloud Finding and Retaining the Best People ManpowerGroup s ninth annual Talent Shortage Survey found that 54 percent of employers reportingMore information
Talent Analytics. Compare Your Talent against the Best in Your Industry
Talent Analytics Compare Your Talent against the Best in Your Industry How Effective are Your People Strategies? The largest proportion of an organization s expenditure is on its people. But how effectiveMore information
Rethinking Human Resources in a Changing World
Rethinking Human Resources in a Changing World Executive summary kpmg.com KPMG INTERNATIONAL 02 Rethinking Human Resources in a Changing World The value of the Human Resources (HR) function elicits sharplyMore information
Workforce Planning Benefits
Workforce Planning Benefits Seven Ways Workforce Planning Can Help Your Organization While surveys show that upwards of 90-percent of companies aren t getting the results they expected from a talent managementMore information
Global Recruiting Trends 2016. Relationships at the core
Global Recruiting Trends 2016 Relationships at the core Introduction To truly influence business decisions, you need to understand where the industry is going. This 5 th annual report uncovers worldwideMore information
How Insurance Companies Can Beat the Talent Crisis
Financial Services How Insurance Companies Can Beat the Talent Crisis Staying competitive through integrated talent management How Insurance Companies Can Beat the Talent Crisis Staying competitive throughMore information
Oracle Taleo Enterprise Cloud Service. Talent Intelligence for Employee Insight
Oracle Taleo Enterprise Cloud Service Talent Intelligence for Employee Insight Talent intelligence comprises insight and information about your people. It provides executives with a high-level view ofMore information
Top Tier Staffing, LLC. General Information
36 General Information What s In It For You Introduction Staffing Services Managed Services Consulting Services RPO FAQs Contact Info Top Tier Staffing, LLC ASA Member American Staffing Association MWBEMore information
WWW.WIPRO.COM EMPOWER YOUR ORGANIZATION - DRIVING WORKFORCE ANALYTICS Using tactical workforce intelligence to optimize talent and set the cornerstone to manage workforce competency risks. Suvrat Mathur,More information
Driving Growth Through Workforce Empowerment: The Business Case for Integrated HCM
E X E C U T I V E B R I E F Driving Growth Through Workforce Empowerment: The Business Case for Integrated HCM Human Capital Management (HCM) Provides the Processes & Technology to Imp Organization PerformanceMore information
Recruitment Process: Why Outsource?
Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent AcquisitionMore information
Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano
Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successfulMore information
Talent Management Essential Toolkit
Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assistMore information
Shaping the Future of Healthcare
Shaping the Future of Healthcare www.imsconsultinggroup.com Join a team of people who are committed to advancing healthcare IMS Consulting Group (IMSCG) is the leading global management consulting firmMore information
Succession planning: What is the cost of doing it poorly or not at all?
Energy insights At a glance There are substantial benefits to be gained by identifying talented employees including those deep in the organization with specialized skills and coordinating their trainingMore information
Ex-celerating Success The Power of Executive Onboarding
Ex-celerating Success The Power of Executive Onboarding Barbara A.F. Greene, ICF MCC Career Partners International San Antonio The age when a corporate honeymoon was acceptable the blissful period of weeksMore information
HRO - Early Findings and Best-in-Class Talent Management Metrics -
HRO - Early Findings and Best-in-Class Talent Management Metrics - Kevin Martin Vice President and Principal Analyst, Human Capital Management Aberdeen Group October 23, 2008 AberdeenGroup 2007 Human CapitalMore information
Succession Management
Succession Management Design Build Attract When you plan for succession, you plan for success. Board members and executive leaders know the importance of succession management to long-term viability. TheyMore information
The attraction, retention and advancement of women leaders:
The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors OverviewMore information
Recruitment Process Outsourcing Methodology Statement
Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 AboutMore information
Lawson Talent Management
Lawson Talent Imagine Knowing: Which employees have the highest potential how to recruit more talent like them. Imagine Understanding: Which employees are a flight risk how your compensation plans couldMore information
Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent
Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Josh Bersin and Katherine Jones Bersin by Deloitte Deloitte Consulting LLP 1 Agenda The Big PictureMore information
PeopleFluent Recruiting Mirror
PeopleFluent Recruiting Mirror Amplify Your Recruiting Experiences to Find, Hire and Onboard the Best Talent Recruiting power. That s what your talent acquisition team wants. Recruiting power that goesMore information
The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of yourMore information
Effective Strategies for Continuous Sourcing. Building Talent Pipelines for Recurring Roles
Effective Strategies for Continuous Sourcing Building Talent Pipelines for Recurring Roles In this Whitepaper A proactive sourcing strategy pays off. Having a ready pool of qualified candidates can returnMore information
Effective Workforce Development Starts with a Talent Audit
Effective Workforce Development Starts with a Talent Audit By Stacey Harris, VP Research September, 2012 Introduction In a recent survey of CEO s, one in four felt they were unable to pursue a market opportunityMore information
Talent Retention: Six Technology-Enabled Best Practices
Table of Contents Talent Retention: Six Technology-Enabled Best Practices... 1 I. Recruit the Right People in the First Place... 2 II. Improve Line Management Capability...6 III. Constant Feedback on ClearMore information


text:
Hackers are attacking across a wider front
Beware: You are even less safe online now than you were a year ago.
Computer-savvy con artists are using spyware, adware, spam and other high-tech malicious means to make money - and it is your computer and your information that they are targeting, according to a recent report by Symantec Corp., one of the leading makers of computer security software.
The report - titled Internet Security Threat Report Volume VIII - was published Sept. 19 and was based on a semiannual study of hackers and their malevolence that the company conducted from January to June. North Jersey Media Group providing local news, sports & classifieds for Northern New Jersey!
Back to: PC Security, privacy news

subset: commoncrawl


text:
This isn't exactly breaking news, but it's not every day you get to write about a deceased man entertaining an audience. TMZ reports that Dr. Dre intends to make damn sure his close friend and West Coast ally is remembered during his Coachella performance. He's gone so far to ensure this that he's having Nate Dogg perform alongside him. Only, as a hologram.
This isn't the first time we've seen technology like this, with Will.I.Am showing it off on the news, Mariah Carey performing concerts around the world with it, and so on. Nonetheless, it may be the first major use to raise the question of what it means to project an artist no longer living. It's exciting, and it's practically touching that Dre so badly wants to perform with his old friend, but wouldn't you feel a bit odd, rapping on stage next to a Star Wars rendering of a friend you lost?
Ultimately, of course, it's up to Dre, and one can only imagine he shelled out serious change for the toys to make it happen, so it's certainly important to him. Word is, that Nate will perform multiple songs, with Dre, Snoop Dogg, Warren G, Kurupt, Daz Dillinger, and the whole G-Funk crew. Also rumored to appear is Eminem. Stay tuned for more, if a video of the performance is released, it will be here.
This only raises the question: where's 2pac's projection? Actually, they probably just couldn't get past legal issues with that one. For that matter, if Suge Knight's still has any say regarding Pac's material, one doubts he'd share it with Dre…
Plugging away since 1999, The National finally hit mainstream success with the release of their 2010 album High Violet. Of course, this entailed their first world tour, but in the new documentary Mistaken For Strangers, it's only the backdrop for the relationship between lead singer Matt Berninger and his younger brother Tom, who had no idea that these short videos he was shooting would turn into a public document of their troubled, if still loving brotherhood.
We talk with Israeli rockers Vaadat Charigim about some of their favorite records.
We talk with Yvonne Ambree and Jesse Barnes of Take Berlin about some of the records which influenced the recording of their debut EP, Lionize.
© 2008-2013 One Thirty BPM LLC. All rights reserved. | About | Privacy | Terms of Use | Advertising | Staff | Contact | RSS Feed
Latest posts from The Film Stage


text:
WASHINGTON -- In the first half, the Maryland Bays hit every part of the goal except the back of the net.
Forward Jean Harbor and midfielder John Abe both found the right goal post, and midfielder Kevin Sloan found the top of the goal.
But Abe and Harbor both would score in the second half to give the Bays a 2-1 win over Millonarios of Colombia at RFK Stadium yesterday.


text:
Guy Ben Shetrit is an animator, internationally awarded director, screenwriter and a musician. "Hey", a song taken from Eatliz debut album, is Guy Ben Shetrit's first independent project as a director after 13 years of serving as an animator for commercials, TV programs and computer games. In 2008 he won the MTV international art break contest. In 2009 Ben Shetrit won 16 international awards for "Hey", including the Spike Lee award at the Babelgum.com competition. Ben Shetrit works closely with Grammy nominated directors Yuval and Merav Nathan on their stop motion music videos ("Her Morning Elegance", "Lose this Child").
In addition to being a successful animator, Ben Shetrit is also a well known musician in Israel, with Eatliz his third musical project. Eatliz is an acclaimed Art rock force with international fan base which is gaining momentum for the last 3 years. Eatliz is known for spectacular live shows that are a visual treat combining animation, outstanding genre crossing music and beautiful award winning animation music videos. During 2011, Eatliz got wide exposure on Canadian media, including performances on "Canada am" and "Explore Music"radio.


text:
Make The Web Your Individual House Cinema
Post: #1
Make The Web Your Individual House Cinema
Many years back, a straightforward trip to the theatre would not cost you much. Tm includes more concerning how to recognize this view. But then, prices started to escalate and then came the thought of DVD rentals. Their prices too began going through the ceiling, although DVD accommodations were initially popular. Many a time, I find myself hoping to go to the movies to watch that latest action movie. But however, it seems to burn off a hole in my wallet more frequently than not and I am sure that I'm not the only one who has experienced this. I found out about visit our site by browsing Yahoo. This refreshing website encyclopedia has diverse forceful tips for the purpose of it. As a result of the factors, people are now turning towards the next most feasible treatment for watch a common films online.
The concept of on the web cinema hasn't yet materialized as a global phenomenon but is slowly catching up every-where. People are realizing that watching films online at the comfort of their homes is way better than paying a call to the area theatre and is cheaper as well. Following this development, several sites have sprung up what provide latest symptoms of your favorite TV shows. Clicking read seemingly provides suggestions you could use with your uncle. It has endured enormous success too. Apart from seeing streaming movies on line, another option is to utilize torrents. Using torrents enables you to get movies completely onto your desktop. But there is downside to it. Torrents tend to be accompanied with spyware and other sorts of malware. Also, it eats up your space in a very rapid rate and causes your computer to slow-down significantly. Hence the next-best choice offered by hand is to watch streaming movies on the web.
A few web sites have capitalized on this and have launched easy to use online services. You won't have any trouble finding these sites as most of them are shown on Google. Traffic remains at the peak, though many of these web sites are affected by piracy issues. All of your favorites and the most recent releases, free, rapid and close at hand. If you're fascinated and want to join the thousands who are currently addicted to this service, then a question you must be asking yourself now's where to watch movies online.
There are numerous sites to get this done. A few of the internet sites where you are able to watch movies are:
Several sites may need you to do some form of registration but nearly all of it is fast and free. Here, you will find most movies categorized based on the type, release time and based on keywords. In addition they provide in-depth reviews on the films together with data on the actors. Anyways, all crap aside. These internet sites have made several heads change towards them and yours may indeed be the next one. Stop reading this short article at the same time, so if you have an interest and proceed and watch all your favorite movies online!.
« Next Oldest | Next Newest »
User(s) browsing this thread: 1 Guest(s)
Powered By MyBB, © 2002-2018 MyBB Group. Blooming Red Theme Made By:NBK*Twitch


text:
Entryway Ideas in Contemporary Design
Entryway ideas will give the first impression of our home design. Having a good entryway design can be special thing for many people. It is a reasonable thing because it can be a little bit reflection of our home design. In designing a good entryway, we have to be able to have the best ideas for our entryway design. In fact, there are many kinds of entryway design. All we need to do is just taking the best designs and the most suitable design with our home.
Designs of Entryway Ideas
Building a good entryway can make our home looks more interesting and more appealing. Therefore, we are strongly recommended to have entryway ideas to be applied in our home. In this world, there are many designs of entryway designs. They are Asian entryways, traditional entryways, contemporary entryways, eclectic entryways, transitional entryways, Mediterranean entryways, and the other entryway designs. By those designs, we can easily choose the best entryway design for our home. We can match our home design with our entryway design to be.
Contemporary Design of Entryway Ideas
In this chance, here we are going to share about the inspirations of designing a good entryway in a Contemporary design. This idea will be very suitable to be applied in our modern home design, contemporary home design, and also luxurious home design. Firstly in entryway ideas is about deciding the best wall painting of the home. For the next one we can think about the lightings. It will be better for us to have a good lighting. The lighting should produce a beautiful and elegant color for a contemporary entryway. You can also read Home design ideas in this site.
For the next idea is about the wall decoration and accessories. We can hang beautiful and simple painting. It will enhance a contemporary atmosphere in our home design. They are several ideas of designing contemporary entryway ideas.


text:
Second-Hand Smoke and Smoking During Pregnancy
Literature Cited:
[1] EPA. Setting the Record Straight: Secondhand Smoke is a Preventable Health Risk. EPA Document Number 402-F-94-005, June 1994. Available from: http://www.epa.gov/smokefree/pubs/strsfs.html. Accessed 22 May 2008.
[2] National Institute of Environmental Health Sciences Press Release May 15, 2000. Available from: http://www.nih.gov/news/pr/may2000/niehs-15.htm. Accessed 22 May 2008.
[3] EPA. What You Can Do About Secondhand Smoke as Parents, Decision-Makers, and Building Occupants. Office of Air and Radiation, Office of Radiation and Indoor Air, Indoor Environments Division (6609J). EPA Document Number 402-F-93-004, July 1993.
[4] U.S. Department of Health and Human Services. The Health Consequences of Involuntary Exposure to Tobacco Smoke: A Report of the Surgeon General-Executive Summary. Rockville, MD: U.S. Department of Health and Human Services, Centers for Disease Control and Prevention, Coordinating Center for Health Promotion, National Center for Chronic Disease Prevention and Health Promotion, Office on Smoking and Health; 2006.
[5] West DC, Romano PS, Azari R, Rudominer A, Holman M, Sandhu S. Impact of environmental tobacco smoke on children with sickle cell disease. Arch Pediatr Adolesc Med. 2003 Dec;157(12):1197-201.
[6] Jackson C, Dickinson D. Can parents who smoke socialise their children against smoking? Results from the Smoke-free Kids intervention trial. Tob Control. 2003 Mar;12(1):52-9.
[7] Jackson C, Dickinson D. Enabling parents who smoke to prevent their children from initiating smoking: results from a 3-year intervention evaluation. Arch Pediatr Adolesc Med. 2006 Jan;160(1):56-62.
[8] Martin JA, et al. Births: Final Data for 2002. National Vital Statistics Reports, volume 52, number 10: 12 of 114, December 17, 2003.
[9] Van Meurs, K. Cigarette smoking, pregnancy and the developing fetus. Stanford Medical Review 1999; Sep 5, Vol 1, Num 1:14-16.
[10] U.S. Dept. of Health and Human Services, Public Health Service, Office of the Surgeon General. Women and smoking: A report of the Surgeon General. Rockville, MD; 2001.
[11] Alm B, Milerad J, Wennergren G, Skjaerven R, Oyen N, Norvenius G, Daltveit AK, Helweg-Larsen K, Markestad T, Irgens LM. A case-control study of smoking and sudden infant death syndrome in the Scandinavian countries, 1992 to 1995. The Nordic Epidemiological SIDS Study. Arch Dis Child. 1998 Apr;78(4):329-34. Available at: http://adc.bmjjournals.com/cgi/content/full/78/4/329.
[12] MacDorman MF, Cnattingius S, Hoffman HJ, Kramer MS, Haglund B. Sudden infant death syndrome and smoking in the United States and Sweden. Am J Epidemiol. 1997 Aug 1;146(3):249-57. Available at: http://aje.oxfordjournals.org/cgi/reprint/146/3/249.
[13] E Lannero E, Pershagen G, Wickman M, Nordvall L. Maternal smoking during pregnancy increases the risk of recurrent wheezing during the first years of life. Respir Res. 2006 Jan 5;7(1):3.
[14] Burguet A, Kaminski M, Abraham-Lerat L, Schaal JP, Cambonie G, Fresson J, et al. EPIPAGE Study Group. The complex relationship between smoking in pregnancy and very preterm delivery. Results of the Epipage study. BJOG. 2004 Mar;111(3):258-65.
[15] Olds D. Tobacco exposure and impaired development: A review of the evidence. MRDD Res Rev 1997;3(3):257-269.
[16] Raatikainen K, Huurinainen P, Heinonen S. Smoking in early gestation or through pregnancy: A decision crucial to pregnancy outcome. Prev Med. 2007 Jan;44(1):59-63. Epub 2006 Sep 7.
[17] G Dempsey DA and Benowitz NL. Risks and benefits of nicotine to aid smoking cessation in pregnancy (review article), Drug Safety 2001 24(4):277-322
Written and compiled by Kyla Boyse, R.N. Reviewed by Steven E. Gay, MD, MS.
Updated December 2008
U-M Health System Related Sites:
U-M Pediatrics


text:
The Pandoras proudly present NoidaMoms Haat Bazaar Exhibition.
NoidaMoms Haat Bazaar is a 'Fashion & Lifestyle Extravaganza' event. NoidaMoms encouraged moms to become entrepreneur to pursue their dreams. Now mom-entrepreneurs want a market place to promote their product & services. NoidaMoms Haat Bazaar is an initiative to provide mom-entrepreneur a platform to connect to customer directly.
Page Views : 92


text:
Those involved or familiar with this fight against the aforementioned environmental groups and their NPS cronies have also struggled to understand why it is so difficult to get any honest media attention relative to the happenings at the Seashore and the intentions of the "darkside". Granted, there have been exceptions occasionally though it remains true that the most trusted media source for information I could ever think of is the Island Free Press. http://www.islandfreepress.org/
There are of course, other blogs and media that deal with NPS issues and management practice here, most notably, the National Parks Traveller and its author, Kurt Repansheck who has written many a post regarding the Seashore over the last years, most of which take the words of the environmental groups and their NPS pets as gospel while often disregarding contradictory information provided by those of us that actually live or visit here.
Today was no exception as Repansheck decided to take on the very same standing water issues around the access points at ramps 43 and 44 as well as the campground by Cape Point that I and many others have been complaining about since September; to no avail. This is not a new issue nor are the complaints surrounding it. And as one may accurately surmise, relevant NPS complacency is not a new thing either.
Repanshecks first major error was to contact Cyndy Holda as a "reliable" source of information for his article. Though she may be the Chief Information Officer for the Seashore, generally speaking, the information she provides is almost consistently inaccurate, perhaps willfully untruthful, or a combination of both.
In his first paragraph, Repansheck states that our water tables were very high this year (information apparently provided by NPS) though he apparently doesn't realize that this portion of Hatteras Island was incredibly dry virtually all spring and summer and our entire water supply comes from well systems. Hardly a recipe for high water tables. Even Hurricane Irene only dropped 6.5 inches of water in the Buxton area where this problem lies, leaving us still far short of average rainfall for the area.
He then goes on to state that: "quick solutions, though, are not readily available, as various state and federal laws prevent the park from simply draining the water away."
This is simply untrue. As stated before, during my first post on this subject, as per Jan DeBlieu, North Carolina Coastal Federation, NPS needs do nothing more than get a permit from the N.C Division of Water Quality to drain this water to the level where the road and campground are clear and dry.
The next paragraph again shows Holda's ignorance and what's so amazing to me is that the very thing she uses as an excuse to prevent drainage is that which will allow USFWS to reconstruct the impoundments at Pea Island and replace their drain system that got destroyed during Irene because they are "grandfathered" in and can be repaired or replaced.
"While the national seashore has a drainage ditch system, it was built "decades ago before the Wetlands Protection Act and other modern environmental laws came into existence," says Cyndy Holda, the seashore's spokeswoman."
The following paragraph stunned me. "The ditches were meant to reduce water levels in and around Cape Point Campground, which was built in a wetland, but ironically the drainage system had no fixed outlet, so the system holds water rather than drains it."
First of all, the campground was built upon what had been the old radar site which photos from as far back as the 1940's show was very little wetlands and was surely not a campground.
Secondly, her claim that there is no "fixed" drainage outlet is patently false. contained within the "Assessment of Coastal Water Resources and Watershed Conditions at Cape Hatteras National Seashore, North Carolina
Michael A. Mallin, Matthew R. McIver and Virginia L. Johnson Technical Report NPS/NRWRD/NRTR- 2006/351 is a very clear portrayal of the very thing she claims does not exist.
And for the record, here is the drain in action.
Clearly, either NPS through Cyndy Holda, or both intend to misinform. Her next quoted statement rings at least partially true though as explained in my blog post twice back, NPS got in trouble because they never bothered to get a permit, not because they drained the excess water.
"In years past, she says, the seashore staff would use heavy equipment to trench ditches to drain the water from wetlands areas and roads to the beach. However, when crews did that in 2004 the North Carolina Division of Water Quality issued a Notice of Violation to the seashore for violating state laws that prohibit draining wetlands, the spokeswoman added."
Perhaps the most frightening part is hearing that NPS might consider raising the roadway especially in light of the fact that prior to Hurricane Isabel in 2003, almost the entire drive from the entrance to that portion of the Seashore was green with pines and live oaks until you arrived at the campground entrance. Not to mention the unnecessary cost to taxpayers and if NPS's work on ramp 44 is any indication of whats to come..God help us all.
NPS destroyed these woods by not utilizing the drains that were extant and effectively created man made impoundments that hold water and killed the vegetation contained therein.
Ironically, The various mammalian species attracted to the very environment NPS created are slaughtered by the hundreds all the while putting human health at risk.
The hilarious part of Holda's statements comes when she refers to "the eastern part of lighthouse road" Presumably she refers to the northbound lane..yea right. Hey Cyndy..Lighthouse road generally travels north-south, not east-west. You, madam, continue to remain an embarrassment to this Seashore. Might I suggest you take some time off from advancing your agenda and actually educating yourself about how things work here? Or perhaps as you suggested to Bob Eakes, a shop owner that's been in business here for 30 odd years, you're young enough to find another line of work. That might work better for all of us. I still won't forgive for not moving the turtle nests I called you about years ago that NPS ended up plowing into the sea because they drowned.
And Kurt, with respect, next time you want to find out what's actually going on here, as in the Seashore, I suggest you talk to someone who knows. By the by, NPS would not be my first choice.
The National Parks Traveler article can be found here: http://www.nationalparkstraveler.com/2011/11/high-water-table-wetlands-causing-flooding-cape-hatteras-national-seashore9010
Tight lines,


text:
- salmon. any cut really, but i recomend a whole side(skinned) of a 3-4 pound salmon.
- one onion(any) diced
- tbsp of red pepper flakes
- tbsp of ground black pepper
- 3 cups of soy sauce
- one quart of apple juice concentrate
- 2 cups brown sugar
- 3 tbsp of sesame oil
This Is A Delicious Alternative To Smoked Salmon, Its Light, Moist, And Asian In Flavor. Served Chilled.
Group RecipesView Full Recipe


text:
Welcome to the Hermon French SDA Company in Hollywood, FL. We are a Christian community and would love to have you join our family. To learn more about what we believe you can visit our About Us page. Please join us for Bible study, worship, and prayer.
Pastor Samuel Pethiere
Hermon French SDA Company
Join Us This Saturday
Service times:
Sabbath School:
Worship Service:


text:
It is sleek, modern and simple in its minimalist design in order to set focus on the message.
Los Angeles, CA (PRWEB) July 09, 2014
3 billion fortune cookies are produced every year – the majority of those in the United States. What happens to all of those insightful messages that are stashed inside?
"People place a value on these messages – they provide inspiration in our everyday lives and they deserve a dedicated place to reside," says Dianne Dominguez, founder of Malibu Design Studio, LLC and creator of the mantramagnet™.
The mantramagnet is a patent pending, multi-functional solution for displaying and storing fortunes and affirmations. It is magnetic, of course, and a perfect addition to any refrigerator in the kitchen. It is also balanced by design, and can stand on its own on a desk, table or nightstand. In addition, the interior compartment has room to store dozens of fortunes. Best of all, the magnetic snap closure makes it easy to change or update your collection (and it's a little addictive once you snap it closed once or twice).
Dominguez explains, "It is sleek, modern and simple in its minimalist design in order to set focus on the message."
The mantramagnet comes in seven fashionable colors, each with its own starter mantra. Included in this lineup is a limited edition Kickstarter green, and campaign backers will work together to create the mantra that goes inside.
Visit Kickstarter today to help back this project launch, and be among one of the first to own a mantramagnet. The Kickstarter campaign runs until August 3, 2014.
The company has made a conscious decision to embrace local manufacturing as a vital part of their business strategy – the product will be made locally, in Los Angeles. In addition, those who purchase a mantramagnet will be happy to know that they are helping those that are less fortunate – a portion of all profits will go towards charity.
About Malibu Design Studio, LLC:
Founded by Dianne Dominguez, Malibu Design Studio, LLC is a company that imagines, designs, builds and markets innovative digital and creative consumer products. To find out more, please visit http://www.malibudesignstudio.com
Contact info:
For high resolution images, please visit http://www.mantramagnet.com/media.
If you'd like more information about the mantramagnet, or to schedule an interview with the creator, Dianne Dominguez, please email dianne(at)malibudesignstudio(dot)com or Tweet @mantramagnet


text:
Welcome to Wood for Crafts, your online source of wood and wooden craft parts.
At "Wood for Crafts" we supply small sections of wood and also a range of quality hobby and craft part
We can also supply wood to order for school and exam projects, contact us with your requirements
As well as sections of wood these hobby and craft parts include:-
Wood Blanks - Standard sized blanks and cut to order sizes
Trophy Bases - Square, Round, Oval, in Walnut, Pine, Sapele
Sign Blanks - Rectangular, Circular, Oval, Rustic in Oak, Maple Iroko/Teak
Wooden Cubes/Blocks - 10mm - 70mm in Maple, Poplar and Iroko/Teak
Picture Frames - Unfinished, Walnut and Maple
Turning Blanks - Selection of sizes in Oak, Ash, Walnut, Sapele
Pyrography Blanks - Signs and boards
Walking Stick Handle Blanks - Market and Crook Style in Walnut, Cherry, Ash, Iroko/Teak, Oak, Maple
Our aim is to provide customers with quality products and a personal service at all times. If you need it - and don`t see it - then ask about it
Terms and Conditions About Us


text:
Gift Grinches and Card Sharks
Prudie offers holiday advice on demanding divas, inappropriate presents, and preachy relatives.
Get Dear Prudence delivered to your inbox each week; click here to sign up. Please send your questions for publication to email@example.com. (Questions may be edited.)
Click here to read a transcript of Prudie's live weekly chat with readers at Washingtonpost.com.
Dear Prudence,
My sister is going to be visiting me and my family for the holidays, which is great. However, she recently reminded me that I'd have to ship all of her gifts to her home because she doesn't check luggage. I was really looking forward to her arrival, but this seemingly small issue has me simmering with resentment. Sure, she's my little sister, but she is now in her 30s! My husband and I are both professionals with demanding jobs and little free time. Her refusal to check baggage because she doesn't want to be inconvenienced at the airport has me steaming. She says that it shouldn't make any difference that she doesn't want to take her gifts on the plane because if she weren't coming, I would have to ship them anyway. Her sense of entitlement is making me feel bah humbug! Am I wrong?
—Waiting in the Cold
Dear Waiting,
Take comfort that you will not be the only person who begins this week filled with anticipation for the arrival of a beloved sibling and ends it filled with anticipation for the departure of a beloved sibling. As I lay out here, these conflicting feelings may be particularly acute during the holidays, but they have existed for as long as there have been brothers and sisters. You say, "Sure, she's my little sister," which indicates she expects to be indulged and cared for by Big Sis. That may have made sense when she was a toddler, but you're right, a woman in her 30s is probably capable of figuring out how to transport her own gifts. So explain that you know waiting for luggage can be a hassle, but that you've got such a heavy workload coming up that you won't be able to ship gifts for her. Then you can lay out several alternatives. You can offer to loan Sis your car after Christmas so she can drive to the post office and mail the gifts to herself. Or you can suggest a nearby sporting-goods store where she can buy a duffle bag to carry her haul to the airport and check it. Or you can tell her that if she refuses to take care of her own gifts, you will have to put them aside until you find the time to mail them—and you hope to get to that sometime before her next Christmas visit.
Dear Prudence,
Last month, I started seriously dating a woman I've known for many years. We live several hours apart, and this past weekend when I was visiting, we came home to find some presents at her door. As she was opening the gifts—lotion and perfume—she got a text, which made her laugh, from the man who had left them. I asked who he was, and she explained he was a friend from church. I asked whether he knew she and I were dating, and she said she didn't know. Then she asked me not to mention the gifts to any of her friends, because this guy is married. I said I didn't think it was a good idea that a married man was giving her perfume and lotion. She said it was OK because he "gives lots of money to the church." I asked her to return the gifts to him, and she said that would be rude. Then I suggested she donate the gifts to charity. She said she'd give them to her sister. But I found out she kept the perfume and said I was just being too sensitive. So how do I prepare for next Christmas, when this will most likely happen again?
—Nix the Gift
Dear Nix,
Something smells here, and it's not the Prince Matchabelli musk perfume. You've been dating this woman for only a month, and almost by definition a monthlong relationship is just not that serious yet. You also have an uncomfortably proprietary sense of what you can dictate to someone else. It's understandable that you would express your concern at her receiving a romantic gift from a married man, but it's not your place to tell her how to dispose of it. Forget about the perfume; what matters is whether you're falling for a woman who's also involved with a married man. You need to tell your girlfriend that you've been uneasy since she received the gift, and you would like to know just what the nature of her relationship with this man is. If she tells you it's nothing, then you have to decide whether that sounds right or whether you think you're being deceived. And given everything you've described, there's a good chance it won't matter to you what she gets next year from the married man, because your relationship with her will be through.
Dear Prudence:
I recently got engaged to a wonderful woman, and we are looking forward to our life together, especially our first Christmas. We recently received a Christmas card from my fiancee's aunt and her family. It stated, "Our Christmas Wish to You Is To Keep Health Care Privatized." My fiancee and I are very upset about this. We don't mind that they have different political beliefs, but the fact that they've put them in a Christmas card is a huge breach of etiquette. I can't think of any way to politely broach this issue with them, and skipping Christmas would alienate my future in-laws. Is a political statement in a Christmas card as bad as I think it is, and is there any way I can address this issue? My fiancee and I are both very frustrated.
—Appropriate Christmas Cards Only, Please
Dear Appropriate,
The aunt's card could revive the whole Christmas card industry! Just imagine a line of "Going Rogue" Christmas greetings. Or cards with tea bags stapled to them. Yes, the aunt's card is tasteless, but your response is humorless. It's probably for the best that you didn't send her a card with the sentiment, "Merry Christmas and Best Wishes for Avoiding a Death Panel in the New Year!" But blowing off your fiancee's family during your first Christmas together because an aunt sent a silly Christmas card would not enhance your standing as someone people looked forward to having around for the long haul. What you do is nothing. If the aunt asks whether you received the card, just smile and say yes. You can add that you bet her Valentine's Day card is a doozy.
Dear Prudence,
I have been prank wrapping gifts to my family for years. It's nothing too serious (nesting boxes, duct tape wrapping, heavy lead weights on gift cards), and everyone seems to enjoy it. The only problem is that I have met that special someone, and while the rest of her family approves of our relationship, her mother does not. She has questioned my financial standing—which is excellent—even though she and my girlfriend's father are flat broke. Mostly she refuses to talk to me at all. So I put her gift in a box that can't be opened without the use of metal cutting tools. While I am happy with this (I consider it a masterpiece of gift wrapping), my girlfriend is ill-at-ease. She recognizes the tension between me and her mother, and understands that it may never be resolved, but thinks this might be going a little far. I am not sure that it is. Does this exceed the treatment I have received from her mother?
Dear Loki,
Reread the story of Pandora and the box that wasn't supposed to be opened, and then contemplate whether you want to stage a modern version of releasing all sorts of calamities by presenting your future mother-in-law with your masterpiece. I'm not even sure what the message is you think you're sending with the hermetically sealed gift, since you pull these kinds of pranks on people for whom you have nothing but affection. You say that relations between you and your girlfriend's mother are tense-to-nonexistent. Your impossible-to-open gift may be a kind of Christmas performance art, but the end result will be that your girlfriend's mother pulls her aside and says, "I told you there's a reason I don't like this guy." So get your metal cutters, release the gift, and rewrap it with paper and Scotch tape. You may never win this woman over, but by being charming, straight-forward, and agreeable, you will make her objections seem irrational to everyone else.
Become a fan of Prudie on the official Dear Prudence Facebook page. Become a fan of Slate on Facebook. Follow us on Twitter.
Become a fan of Prudie on the official Dear Prudence Facebook page. Become a fan of Slate on Facebook. Follow us on Twitter.


text:
Hello Lovelies!
We are rounding off the holidays and what better way to do so than to get together with a fellow blogger and do what we do best, entertain and host…each other! Alex, from Alex G. Style stopped by this past weekend for an adults milk and cookies par-tay! Our, "milk" was a choice of a Bailey's Vanilla Milkshake or a Sugar Cookies and Cream Martini. The cocktails paired alongside both gingerbread and sugar cookies were outright delicious! So much so that between both of us, let's just say there wasn't much left. Oh and if that wasn't enough, I also made a white chocolate dip, you know to top it all off!
So, before we head into this weekend and celebrate with our family and friends I figured I'd share both recipes for a little adult, holiday inspiration! Let the festivities begin!
Bailey's Vanilla Milkshake (1 serving)
1. 3 oz. of Bailey's Irish Cream Liqueur
2. A scoop of vanilla ice cream
In a blender, mix ingredients until combined. Pour mixture into a glass and garnish with these oh, so cute gingerbread snowflake toppers. Pair alongside gingerbread cookies and a white chocolate dip (melt Nestle's Toll House white chocolate chips in microwave for about 2 minutes). Serve and Enjoy!
Sugar Cookies and Cream Cocktail (1 serving)
1. 1 oz. of Bailey's Irish Cream Liqueur
2. 2 oz. of Heavy Cream
3. 1 oz. of Crème de Cacao
4. 1 tablespoon of light brown sugar
5. 1 teaspoon of vanilla extract
6. Corn Syrup
Begin by pouring Bailey's Irish Cream liqueur, heavy cream, crème de cacao, vanilla extract, and light brown sugar into a cocktail shaker. Fill with ice and shake until combined.
Next, crush a few sugar cookies onto a small plate and on another plate pour some corn syrup. Grab a martini glass and in a rotation motion, dip the rim into the corn syrup and then into the crushed cookies. This will create a perfect festive garnish! Repeat steps as necessary, pour cocktail into martini glass, pair alongside some sugar cookies and voilà, you've got yourself a perfect holiday combo!
Hope you give these two recipes a try and host your very own Adults Milk and Cookies Party! Thank you so much for stopping by and Happy Holidays!
Until next time.


text:
It's not a competition for the iPad. It's like comparing a Toyota corolla with a Lamborghini aventador. Surface can't beat iPad In none sircunstance.
ferrule, 27 May 2013does it support a usb modem?No, it can only access the internet via WLAN - and the biggest joke is, most Windows phones can't create hotspots.
email@example.com, 02 May 2013Hi guys, I am a graphics designer. Do you know if I could run Adobe products on this i.e. Illu... moreTheoraticly yes, if they redesigned their programs to run on ARM, currently they do not however. So if you want a tablet to run those things you need a Tab with Win 8 Pro. Such as Surface pro, or any equivelant from HP, acer etc.
Hi arl...
I am planning to buy a windows tablet that good for browsing, games, and working purposes such as microsoft office like excel, word.
Any recommendation? I am considering Microsoft Surface, lenovo thinkpad 2?
Hi guys, I am a graphics designer. Do you know if I could run Adobe products on this i.e. Illustrator, or PhotoShop.
Thank you.
beevafaa, 19 Dec 2012Please help me , i want to decide between IPAD 4 and Surface RT to buy . my question is wher... moreyou can download apps from Microsoft web site .whit surfers come program named store you can see and choose any application and download . it's very easy
for more information about Microsoft store you can visit this site http://windows.microsoft.com/en-us/windows-8/apps
lol123, 26 Mar 2013I need to chose between IPad 4 or Microsoft surface RT. what do i pick? Go for the iPad 4, unless you are a big Windows 8 lover, just like me!!!
lol123, 26 Mar 2013I need to chose between IPad 4 or Microsoft surface RT. what do i pick? Well got this. My friend ordered one gets it on Tuesday. Brilliant we device
I need to chose between IPad 4 or Microsoft surface RT. what do i pick?
Build quality. Is fantastic. Just like a big lumia. Its got ports. Much better than others. Have to say keyboard is wicked. You van actually type away on tour knee. Love it
Hi all. UK here . I purchased my new Microsoft surface at weekend. . All i can say its absolutely fantastic. I really am blew away. Its sooo good. Fast . Sleek. Everyone's jealous lol. Goodbye to my Samsung laptop. This is a little gem on a rough beach. Breath of fresh air. Thanks Microsoft. . It goes well with my Lumia 920
Must choose between this Ipad4 and samsung galaxy note 10.1 help please
Apple2014, 26 Dec 2012Samsung Ativ Tab is better.I don't trust Samsung with build quality.
I've played with Surface though, pure pleasure to touch. Mine gets to me (across the globe to Iran!) tomorrow. :)
Sizz, 06 Jan 2013Talk about a crappy display thanks to low res, how do Microsoft expect this to against the iPa... moreBecause the display is inexplicably awesome despite its low res?
Anonymous, 14 Jan 2013SURFACE PRO's PPI = 208 !!! My comparison of the microsoft surface "pro" with oth... moreYou clearly have no idea what you're talking about
iostream, 08 Dec 2012Only 149 ppi. ????why why why?..ipad 3(4) has 260ppi..asus > 230ppiLook at it this way: my laptop has the same resolution and a 14.1" display. My laptop has a good display.
This is 10.1" so it is even better.
Don't fall for numbers hype.
SURFACE PRO's PPI = 208 !!!
My comparison of the microsoft surface "pro" with other devices. I'll list only those points which make it stand apart from other devices.
Macbook retina:--
Macbook retina ppi : 227
Price : $1699
Os : os x (not for me)
Surface pro ppi: 208
Price : $899 + (keyboard)$100
Os : full windows experience + windows 8 apps + android apps via bluestacks with full support for accelerometer, gyroscope, gps, etc. Its a win win situation. I will be able to run multisim, proteus, xilinx on it coz i am an electronics engineering student. Os x does not have any such softwares and every person has atleast some useful software that dont run on mac. Shame.
Ipad :--
Even though it has 285 ppi but...
Os : ios 6 (joke. Does have a lot of good apps, but none of the ones that i mentioned above. I find it only good for browsing and tablet gaming).
Similar priced laptops :--
Pros : you can get i7. You will get an ssd too (but beware these cheapo ssd will be way slower than the ones that are in higher priced laptops like the mac pros). Dedicated gpu. Although i highly doubt that you will find all those in one laptop, within $999.
Cons : weight ?? Never will you find one thats less than 2 pounds. No pen and touch input. Ppi will be somewhere around 165. Screen quality will not even be close to the surface pro's cleartype full hd display.
Surface pro pros : has one of the fastest ssds out there. Get more with an sdxc card.
Surface pro cons : 64 gb ! Even 128 gb will be tight for me. Only one usb3.0 port. No dedicated gpu. I5 and not i7. But lets face it. I5 is good for almost all tasks. Infact, ssds are more of a bottleneck to user experience of a laptop. And there no laptop or an ultrabook within 2 pounds and at that price which boasts a dedicated gpu. Intel hd4000 will run some pc games. Also with bluestacks i can play my favourite android games that requires touch and accelerometer, easily with no lag at all.
To me the surface pro is a great laptop (or an ultrabook, but not a tablet), with high specs, beautiful hd display that sets a high bar at productivity and portability at an incredible price. Great job, microsoft.
shnobly, 06 Jan 2013its universal charge from 110 to 250 VThanks for your reply bro. I think you are right. The charger supports volts upto 240 and won't burn as I was afraid of. The only I might require is the charger adapter for flat terminals. Anyways, thanks again for the confirmation.. Much appreciated!


text:
目前日期文章:201106 (5)
- Jun 24 Fri 2011 23:16
- Jun 23 Thu 2011 00:23
Be a man ! do the right thing!
- Jun 21 Tue 2011 02:21
The fragility of self image. Caught in a downward spiral. Never completely destroyed, but left to tumble. Awkward and out of place. Begging for salvation. Animalistic, alien even...grotesque. Finally oblivious and therefore somewhat satisfied with this devovled state reached from the fall. From this mindless state of contentment with the present condetion redemption is found. Call it surrender becoming stability. Recreation of the ego. Mutating into something familiar. Death.
- Jun 09 Thu 2011 20:04