Michael Rehaut - JP Morgan Chase & Co Sam Darkatsh - Raymond James & Associates, Inc.

• Location: Jersey Gardens
• Compensation: DOE
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• Location: Seattle,Tacoma,Silverdale, Everett &More;
• Compensation: Competitive
• This is a part-time job.
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

I'm a beginner to use this software. Currently, I just replace a new tape in my HP 1/8 G2 Autoloader for full backup. After that, I try to "Inventory"  8 slots, but in this new tape's slot which becomes "Scratch Media" on "Online Media", I checked with "Help" menu that implying this is a "Blank Tape". The old tape I took out which is located at "Offline Media" right now. So, I try to label the "Scratch Media" with the previous label name and the same time I try to associate it with "Media Set". The question is I check with those "Help" menu in which it mentions "Note: Associating scratch or imported media with a media set is not recommended.
Backup Exec automatically associates scratch or imported media with a media set
when a backup job requires it."  Should I have to associate it or not?

 

Andy

TEHRAN — Several associates of President Mahmoud Ahmadinejad’s closest adviser have been arrested in the past few days, Iranian Web sites reported Friday.

Among them is the cleric who leads the prayers at the presidential mosque, Abbas Amirifar, as well as a person accused of sorcery, the semi-official Fars news agency reported.

The arrests follow increasing pressure by clerics, politicians and commanders on Ahmadinejad to cut ties with Esfandiar Rahim Mashaee, the closest adviser of the president, but a man hated by Iran’s clerics for advocating the importance of Iranian culture over Islamic tenets.

First off, I just want to say Thank You to those who joined us both in person and virtually last week at our Impact 2011: Building the Borderless Workplace conference. Personally, I always get energized by these events, especially when I have the opportunity to participate in real-time conversations with the amazing people who make up the leaders, practitioners, solution providers, media market, and researchers of the HR industry. What a passionate and vocal industry we work in!

I wanted to wrap up this week by sharing some insights on what I saw, heard, and personally felt at the conference last week for those who were unable to attend in person: 

What I Saw:

Although we were in the middle of beautiful St. Petersburg, with a view of the water just outside our windows and at a venue that often feels like you've stepped into a 1940’s vintage Hollywood movie set, the conference rooms were packed with passionate HR professionals taking copious notes on topics that ranged from Leadership development, HR Strategy, to What Learning will look like in 2021 (free streamed sessions). The questions and conversations following the sessions, made it into hallway discussions, and often ended up bleeding into lunch conversations. Participants were focused on learning as much as they could from everyone at the conference, especially from each other.

The networking events were lively and provided an opportunity for informal connections that hopefully everyone found positive. For example Laura Ann Preston from Kelly Services was in demand for introductions at every event based on her discussions on talent segmentation and changing the performance management dialogue in her Talent Initiatives panel. I think her exact words were “I was being chased”, but it was said with a smile. HR analytics and workforce planning was another hot topic. I’m sure I personally introduced Akil Walton, from Eaton Corporation to over 30 different people looking to learn more about Eaton’s great experience in building an HR Analytics function.  Everyone was looking to either increase their own knowledge or bring back information that their colleagues could use. 

What I Heard:

Theses discussions started during the pre-conference executive roundtables on Tuesday, which included companies that ranged from the University of Michigan to Darden Restaurants, and continued till Friday afternoon when I had the pleasure of finally sitting down to grab lunch with Starwood’s head of Talent Management and we finished our conversations over a fantastic Turkey Club.

How to implement successful HR Shared Service functions and COE’s; and differentiate this model from centralized HR functions

Restructuring and rethinking HR was a theme echoed throughout the conference. Those attending the HR sessions were interested in learning more about talent integrator roles, optimal HR structures, and the changing makeup of talent acquisition functions.

One of our international solution providers commented that this was the first conference they had heard the term Chief HR Officer used so often. He specifically asked if this role was on the increase and where was the CLO role heading? Well, that was a tough question that I’ll leave for a later blog, but I did share that in our research we are seeing an increase in the use of the titles Chief HR Officer or Chief People Officer.

Practical development of HR, particularly increasing the skills and capabilities of HR Business Partners and Center of Excellence leads

I saw and heard this theme throughout the conference. Comments centered on the fact that the current certification and higher-education programs offered important initial HR development – but they weren’t getting at the heart of what was missing in the HR community, real life experience and on the ground support.

When Booz Allen Hamilton (BAH) presented their case study on Developing an Integrated People Services Organization for Strategic Talent Management; they had several audience questions about how they selected key HR roles and expectations for growth and development of their HR department. Their new HR structure has a heavy focus on the value of each area of HR, which promotes job mobility and breaks down traditional unspoken stigmas that often rise up between shared services functions, COE’s, and field HR roles. Sarah St. Clair, VP of HR for BAH even mentioned that her 80 + direct reports are expected to move and change roles on average every 2 years, emphasized by our speaker Kathy Nichols, an HR Director in her organization. 

In our Practitioner Panel: HR Challenges for the Coming Decade: Building Flexibility for the Future all four of our HR panelist's discussed the need to develop business acumen, solid planning, and advisory skills throughout HR.   Ellen Austin, a Senior Business Partner for Human Resources, Business Development Bank of Canada (BDBC) shared that her organization required all HR leadership roles to participate in 6 to 9 month job rotations in business roles throughout the organization. Once they had the experience of being on the front lines and working directly with clients or in other support roles, they became much more aware of the value of their work and its impact on their clients.  

We also found a lot of excitement in the Solution Provider discussions on this topic.  During the small group break outs in Benchmarking HR: Do You Dare to Compare? session we asked about where HR was seeing their budgets increase or decrease. The 15 or so vendors in my group had a great discussion about the increase in hiring and development needs, even for their own internal HR functions. As companies that sell sophisticated learning and HR offerings, they needed to find HR professionals who understand their business and can help them grow. Companies like Allen Communications said that their internal HR capabilities were critical to continuing their current growth rate. Additionally, almost everyone mentioned that they were spending a lot of time educating clients as part of the sales process or the support process in their particular offering areas. Those who had developed this capability felt it was increasing their sales dramatically.

We also saw announcements at the conference from MindLeaders/ThirdForce who launched their new TalentGuides, performance support modules based off of Bersin & Associates research content for HR professionals. (I’ll admit that this is a shameless plug in the middle of the blog, but I had the pleasure of working with the MindLeader’s team in supporting the development of these modules for the last year, and have a soft spot for their efforts). Conference participants who saw demos of the TalentGuides were excited about the simple idea of providing HR professionals performance support on critical talent areas when it was needed most, in front of clients and at decision making points, rather than in a separate classroom.

Our research found that 92% of High Impact HR organizations had formal internal development programs for their HR functions, and that the most effective HR development tools were coaching and mentoring programs and regular job rotations. These are all examples, of how organizations are accomplishing these best practices. 

The role of HR in managing or supporting organizational cultural changes 

Andy Mackay, from SunTrust Banks said it best, “My business is focused on changing our culture, so I need to be focused on our culture”. In Wednesday’s session on Developing a Comprehensive HR and Talent Strategy, I asked how many organizations were working on cultural change initiatives – over half the room raised their hand. As leaders we just know that Organizational Culture trumps HR initiatives – so changing the culture becomes a real focus when it is counter-productive to the company’s success. Several people came up to me after the session and asked, can HR actually change an organizations culture – and I’d have to honestly say “No, not alone”. They can support leadership efforts to change culture, they can ensure that they are nurturing and supporting a culture that has been set by their leadership, and they can coach leaders on the difference between talking about a culture and actually creating a culture. These are all important roles for an HR function – but they can’t set or change culture without leadership. Feel free to let me know if you disagree.

HR measurement and metrics

Finally, I’d be remiss if I didn’t mention the focus on HR measurement, metrics, and analytics throughout the conference. Almost every solution provider we spoke with shared the fact that HR analytic capabilities was a major part of their upcoming product road-map; even service providers were discussing how they were going to integrate analytics with their offerings. We saw unique, and potentially game changing tools like Zapoint's which has taken data collection methods from social sites and brought analysis of that data  to the next level, and Reward Platforms like  I Love Rewards and  Globoforce, talking about analyzing their data to not only connect it to annual engagement scores and turn-over rates, but start to connect it to the flow of recognition in a company, real time engagement notifications, and tracking organizational culture changes.  Everyone is talking about it, but few organizations and solution providers are doing it well.

We offered a small post session workshop on Building HR Analytics Capabilities which originally had 21 people signed up for the session, by the end of the conference we had an additional 12 people extend their stays to participate in the workshop, when they could have been sitting by the pool. This audience was a mix of solution providers and practitioners, and everyone was there to learn. We spent a considerable amount of time in the workshop, talking about how to prepare and develop HR professionals who could appropriately use the data coming out of these efforts. My co-presenter Akil Walton from Eaton Corporation summed it up by saying “None of the technology, or analytics skills, or even dashboard tools matter if your HR department and line managers don’t understand how to use the data to help the business make good decisions”. 

What I Felt:

Proud to be part of an industry that has so much passion and openness. Frustrated that as an industry we were still struggling with some of the basics. Exhilarated at seeing all the opportunities we, as an industry, have to help not only our companies but every person who interacts with our companies at some level.

Finally, I felt like I personally heard a battle cry – it is easy to overlook when learning about new technology implementations or yet another awe inspiring story about HR restructuring and transformation. Without development of the HR function, these initiatives simply don’t succeed. Today’s HR leaders are serious about developing their HR departments. Development that goes beyond a few business acumen courses and focuses on providing “on the job” programs that include experiences, special projects, job rotations, and extensive business knowledge and data interpretation skills.  Without these efforts, can HR actually fulfill on their goals and strategies?

In closing I’ll quote Ellen Austin, from BBDC when she was asked on her panel how she ensured her HR Strategy and Business Plan were solid, she stated  “I simply ask myself, when looking at my plan; if this was a business… would I lend them the money for this plan?”  Can you look at your own HR organization, strategy, and plan and feel confident that you would lend yourself the money?

If you attended Impact this year we’d love to hear about your own experiences, and we look forward to the next chance we can all get together and learn from each other.

Stacey Harris

Principal Analyst

• Location: Pacific Beach
• Compensation: Hourly plus commision
• This is a part-time job.
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Description SmartTalent is seeking a Staffing Specialist to join our team in our Renton office. Please read entire posting prior to applying. We are seeking candidates who have experience in the staffing industry. Established in 2001, SmartTalent has been on the leading technological edge in the recruiting and placement industry. The primary goal of SmartTalent is always the individualized attention to the detailed needs of our clients and field associates. We offer an unparalleled reputation for professionalism, integrity and commitment to service. We are specialists in the placement of administrative, office, customer service and call center, accounting and finance, healthcare, legal, mortgage, escrow, title, real estate, banking, production, warehouse, distribution, transportation, assembly and professional personnel on a temporary, temporary-to-hire and direct placement basis. Check us out at www.smarttalent.net ***NO PHONE CALLS PLEASE**** Requirements: Basic responsibilities: Recruiting, identifying, screening and Interview candidates Managing and developing a viable and diverse pool of candidates Developing professional relationships with candidates and clients Basic business development calls building and branding our business Essential Candidate Characteristics: A strong work ethic and high level of self motivation Energetic, ethical and diligent team leader with unbridled enthusiasm Ability to work in and enjoy a fast-paced and deadline oriented environment Qualifications: 2+ years of staffing/recruiting experience (Industrial or Specialized Staffing Preferred) Excellent written and verbal communication Must have own car Must be flexible on hours available as we are a 24/7 operation If you feel you qualify for this position, please include in the body of the email a response to: What experience has prepared you for a Recruiter position within a staffing agency? Please email resume and response to stephaniet@smarttalent.net Features Company Name: SmartTalent Industry: Staffing Position ID: PS Employee Type: Employee Status: Full Time Required Education: High School Expected Travel: 0% Location 365 S Grady Way Renton WA 98057 Powered by vFlyer.com vFlyer Id: 3749786

• Location: Renton
• Compensation: $30-37K
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During our annual IMPACT conference last week, I shared highlights of this year’s research results on high-impact leadership development and the 21st century leadership trends.  As we discussed in our intimate group of 100+ global senior HR/LD/OD/Talent/Business executives, our leadership talent is becoming scarcer and developing global leaders from within is becoming increasingly important.

To invest in this development effort, high-impact organizations (those at level 4 in Bersin & Associates Leadership Development Maturity Model®)  are leveraging our six best practices of leadership development—first introduced in 2009 and still viable today as validated in this year’s research:

1. Maintain strong executive engagement;
2. Define tailored leadership competencies;
3. Align with business strategy;
4. Target all levels of leadership;
5. Integrate with talent management; and,
6. Apply a targeted solution.

The most important practice of all is to obtain the engagement of top leaders and managers. This is because leadership development is much more than leadership training. Leadership development is an ongoing, systematic process that involves a great deal of coordination, integrates multiple processes and requires support at all levels throughout the organization. Understanding this, it is not surprising to find that during our 2010-2011 leadership development research study (the full study will be published in our library in June 2011), 66% of mature (level 4 in our maturity model) organizations surveyed have engaged executives in their leadership development (while 0% of the least mature organizations surveyed have engaged leaders).

What Does Executive Engagement Look Like?

Although most organizations have many key elements in place, without management support it is almost impossible to successfully develop a culture that embraces learning and adopts a true leadership development initiative. Executive engagement looks and smells differently at all organizations. However, when senior management is involved, the development programs are more robust, they target more leaders and there is a stronger culture for learning. This is true regardless of the size of the organization, the industry it is in, or the geography in which it sits.  Our research revealed that in high-impact organizations, executives are often caught doing many of these things:

• Teaching courses or presenting key business issues;
• Nominating and approving program participants;
• Promoting programs and encouraging participation;
• Reviewing and approving leadership development strategy;
• Actively coaching and mentoring future leaders;
• Identify key business issues for leadership program participants to resolve;
• Holding business leaders accountable for developing their direct reports; and
• Requiring all leaders to have a development plan in place.

Who's Doing It?

At the most mature organizations, executives do ALL of these things. Case in point is Lawson Software, a global ERP leader. The CEO at Lawson is carefully crafting the alignment of all Lawson leaders around a common set of company values and core leadership behaviors for the sole purpose of driving even increased revenue. So, the question is: How’d he do it? And, the answer is……: Through his personal engagement of each and every action in the bulleted list immediately above.  Watch our library in the next few weeks for the publications of this Lawson case study – a showcasing of executive engagement at its finest. 

Textron, a multi-industry company with a network of businesses with total revenues of $10 billion and more than 37,000 employees in nearly 33 countries, stacks right up next to Lawson. Senior executives at Textron understand that talent development leads to improved profit and retention, and overall success of the organization. They, also, have demonstrated their exemplary commitment and support to executive engagement in a number of ways:

• Executives have allocated resources to enable the creation of development programs that facilitate the identification, development and positioning of leaders;
• The CEO has requested that executive staff and business unit presidents attend premier executive development programs;
• Senior leaders present educational sessions related to their areas of expertise at executive leadership programs;
• Executives had identified project-based business-driven action-learning activities that are incorporated in leadership programs;
• Leaders present recommendations for solving key business issues to senior executives and, in return, the executives provide feedback, and often choose to act, on the recommended solutions;
• Executives identify and select participants to attend senior-level leadership development programs;
• The CEO and other executives continuously address the importance of leadership development at various meetings and through other forms of communication such as newsletters and emails; and,
• Leaders throughout the company and at all levels embrace talent development at Textron.

What Does It Get Them?

The commitment of senior leaders means that leadership development in mature organizations will be:

• highly regarded as a true competitive advantage;
• a part of the organization’s DNA;
• aligned with corporate strategy focused on the right business issues; and
• the catalyst for improved business results.

So, how are your executives engaging in leadership development at your organization? Is it making a difference in regards to your business goals?

Please write to me at barb.arth@bersin.com.  I’m eager to hear how your executives are different from the rest when it comes to engaging in leadership development to drive your business results.

Next post, we’ll chat about the second best practice of leadership development: define tailored leadership competencies.  Please stop back soon!

Cimarex Energy (XEC)

Q1 2011 Earnings Call

May 06, 2011 1:00 pm ET

Executives

Paul Korus - Chief Financial Officer and Senior Vice President

Mark Burford -

F. Merelli - Chairman, Chief Executive Officer and President

James Shonsey - Chief Accounting Officer, Vice President and Controller

Joseph Albi - Executive Vice President of Operations

Analysts

Eric Hagen - Lazard Capital Markets LLC

Gil Yang - BofA Merrill Lynch

Brian Lively - Tudor, Pickering, Holt & Co. Securities, Inc.

John Freeman - Raymond James & Associates, Inc.

Presentation

Operator

Good afternoon. My name is Molly, and I will be your conference operator today. At this time, I would like to welcome everyone to the Cimarex First Quarter 2011 Conference Call. [Operator Instructions] I would now like to turn the call over to Mark Burford. You may begin your conference.

Mark Burford

Thank you very much, Molly. And thank you, everyone, for

We are recruiting an Associate Store Leader for our Lincoln Park, IL store.

We are looking for pioneers—those individuals who don’t know what can’t be done. Our organization is fast-paced, multi-faceted and complex, and we wouldn’t have it any other way. We’re looking for leaders who provoke change and motivate others; those who challenge, who energize, and who inspire.

Founded 30 years ago, Restoration Hardware is a leading purveyor of premium home and outdoor furnishings, operating a multi-channel, multi-brand, multi-market business. An unyielding passion for exceptional design, impeccable craftsmanship and limitless product innovation drives our brand forward.

The right people have high energy, are problem solvers and love the selling atmosphere and culture of the retail environment. We’re seeking team members who deliver unparalleled and elite service to our clients. We value industry leaders and those with a background in design, who have a passion for home furnishings and the personal ambition to drive results.

If you love a design environment and long for the opportunity to break new ground, bring your talent and expertise to Restoration Hardware.

Compensation is commensurate with experience. We strive to be a “people first” company, committed to providing associates and their families a comprehensive, affordable benefits program. We offer competitive benefits to regular, full-time associates, which include:

• Generous Associate Discount Program
• Competitive time off plan that includes vacation, sick and holiday time
• A flexible health plan that offers choice in providers that includes medical, dental and vision benefits for you, your spouse or domestic partner and children
• Company paid life insurance, and short-term and long term disability income protection programs
• Health Care and Dependent Care Spending Accounts
• 401(k) Savings Plan

For quick consideration
Click here to apply

• Location: Lincoln Park
• Compensation: DOE
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

We are recruiting an Associate Store Leader for our Oak Brook, IL store.

We are looking for pioneers—those individuals who don’t know what can’t be done. Our organization is fast-paced, multi-faceted and complex, and we wouldn’t have it any other way. We’re looking for leaders who provoke change and motivate others; those who challenge, who energize, and who inspire.

Founded 30 years ago, Restoration Hardware is a leading purveyor of premium home and outdoor furnishings, operating a multi-channel, multi-brand, multi-market business. An unyielding passion for exceptional design, impeccable craftsmanship and limitless product innovation drives our brand forward.

The right people have high energy, are problem solvers and love the selling atmosphere and culture of the retail environment. We’re seeking team members who deliver unparalleled and elite service to our clients. We value industry leaders and those with a background in design, who have a passion for home furnishings and the personal ambition to drive results.

If you love a design environment and long for the opportunity to break new ground, bring your talent and expertise to Restoration Hardware.

Compensation is commensurate with experience. We strive to be a “people first” company, committed to providing associates and their families a comprehensive, affordable benefits program. We offer competitive benefits to regular, full-time associates, which include:

• Generous Associate Discount Program
• Competitive time off plan that includes vacation, sick and holiday time
• A flexible health plan that offers choice in providers that includes medical, dental and vision benefits for you, your spouse or domestic partner and children
• Company paid life insurance, and short-term and long term disability income protection programs
• Health Care and Dependent Care Spending Accounts
• 401(k) Savings Plan

For quick consideration
Click here to apply

• Location: Oak Brook
• Compensation: DOE
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

We are recruiting Sales Associates for our Oak Brook, IL store.

Founded 30 years ago, Restoration Hardware is a leading purveyor of premium home and outdoor furnishings, operating a multi-channel, multi-brand, multi-market business. An unyielding passion for exceptional design, impeccable craftsmanship and limitless product innovation drives our brand forward.

The right people have high energy, are problem solvers and love the selling atmosphere and culture of the retail environment. We’re seeking team members who deliver unparalleled and elite service to our clients. We value industry leaders and those with a background in design, who have a passion for home furnishings and the personal ambition to drive results.

If you love a design environment and long for the opportunity to break new ground, bring your talent and expertise to Restoration Hardware.

Compensation is commensurate with experience. We strive to be a “people first” company, committed to providing associates and their families a comprehensive, affordable benefits program. We offer competitive benefits to regular, full-time associates, which include:

• Generous Associate Discount Program
• Competitive time off plan that includes vacation, sick and holiday time
• A flexible health plan that offers choice in providers that includes medical, dental and vision benefits for you, your spouse or domestic partner and children
• Company paid life insurance, and short-term and long term disability income protection programs
• Health Care and Dependent Care Spending Accounts
• 401(k) Savings Plan

For quick consideration
Click here to apply

• Location: Oak Brook
• Compensation: DOE
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

• Compensation: $9 based on experience
• Principals only. Recruiters, please don't contact this job poster.
• Please, no phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.

Nancy White, Full Circle Associates, May 6, 2011.

In an effort to ensure that the patients who benefit from the American Cancer Society’s Hope Lodge receive all the support they deserve, ENT and Allergy Associates, LLP (ENTA) has stepped up its efforts to generate contributions from its associates, colleagues, patients and friends for Hope Lodge’s June 10th Magic of Hope luncheon

(PRWeb May 06, 2011)

Read the full story at http://www.prweb.com/releases/2011/5/prweb8393110.htm

The chosen individual will be responsible for testing, calibration and repair of electronic instruments, products and modules to maintain functionality and accuracy at customer