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Gaining acceptance into the brotherhood of Freemasons is not an easy thing. After all, you need to make sure that you are worthy of joining such an esteemed organization
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Counteroffer Acceptance: Road to Career Ruin by Paul Hawkinson Matthew Henry, the 17th century writer said, “Many a dangerous temptation comes to us in fine gay colors that are but skin deep.” The same can be said for counteroffers, those magnetic enticements designed to lure you back into the nest after you've decided it's time to fly away. The litany of horror stories I've come across in my years as an executive recruiter, consultant and publisher, provides a litmus test that clearly indicates counteroffers should never be accepted . . . EVER! I define a counteroffer simply as an inducement from your current employer to get you to stay after you've announced your intention to take another job. We're not talking about those instances when you receive an offer but don't tell your boss. Nor are we discussing offers that you never intended to take, yet tell your employer about anyway as a “”they-want-me-but-I'mwith-you” ploy. These are merely astute positioning tactics you may choose to use to reinforce your worth by letting your boss know you have other options. Mention of a true offer, however, carries an actual threat to quit. Interviews with employers who make counteroffers, and employees who accept them, have shown that as tempting as they may be, acceptance may cause career suicide. During the past 20 years, I've seen only isolated incidents in which an accepted counteroffer has benefited the employee. Consider the problem in its proper perspective. What really goes through a boss's mind when someone quits?
Bruce Hoffman P-8078 RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. Papers are issued by RAND as a service to its professional staff. They are personal products of the authors rather than the results of sponsored RAND research. They have not been formally reviewed or edited. The views and conclusions expressed in Papers are those of the authors and are not necessarily shared by other members of the RAND staff or by its research sponsors. RAND® is a registered trademark. For more information or to order RAND documents, see RAND’s URL (http://www.rand.org) or contact Distribution Services, RAND, 1700 Main Street, P.O. Box 2138, Santa Monica, CA 90407-2138, phone (310) 451-7002; Fax: (310) 4516915; Email: firstname.lastname@example.org Published 2003 by RAND 1700 Main Street, P.O. Box 2138, Santa Monica, CA 90407-2138 1200 South Hayes Street, Arlington, VA 22202-5050 201 North Craig Street, Suite 202, Pittsburgh, PA 15213-1516
A l-Qa’ida seems to be on its heels. The death of Osama bin Laden and the fall of Arab dictators have left its leadership in disarray, its narrative confused, and the organization on the defensive. One silver lining for al-Qaida, however, has been its affiliate organizations. In Iraq, the Maghreb, Somalia, Yemen, and elsewhere, alQa’ida has used local groups to expand its reach, increase its power, and grow its numbers. This string of mergers is not over. In places as diverse as the Sinai Peninsula and Nigeria, al-Qa’ida-linked organizations are emerging. However, the jihadist world is more fractured than it may appear at first glance. Many Salafi-jihadist groups have not joined with al-Qa’ida, and even if they have, tensions and divisions occur that present the United States and its allies with opportunities for weakening the bond. at the same time, several Salafi-jihadist groups chose not to affiliate with al-Qa’ida, including Egypt’s Gamaat al-Islamiyya and Libyan Islamic Fighting Group (LIFG), and fighters in Chechnya, Gaza, and Pakistan maintained their distance as well. Motivations to the Affiliate for Joining There are a number of reasons why a group may choose to affiliate with al-Qa’ida, some practical, some ideological, and some personal: • • Al-Qa’ida has always been both a group with its own agenda and a facilitator of other terrorist groups. This meant that it not only carried out attacks on U.S. targets in Kenya, Tanzania, and Yemen throughout the 1990s, but it helped other jihadist groups with funding, training, and additional logistical essentials. Toward the end of the 1990s, alQa’ida incorporated Egyptian Islamic Jihad into its structure. After September 11, 2001, this process of deepening its relationship with outside groups took off, and today a number of regional groups bear the label “al-Qa’ida” in their name, along with a more local designation.
Health Issues In Bernese Mountain Dogs Introduction ► The health of a Bernese Mountain Dog is influenced by a combination of genetics and environment. All dogs possess genetic (inherited) strengths and weaknesses, and the Bernese is no exception. Over 300 genetic diseases, afflictions, or structural faults have been identified in purebred dogs. There are likely more inherited health problems that research has not yet identified. There are ways that a breeder can decrease the chances that undesirable traits are passed on to offspring. But, while genetics plays an important role in determining how healthy and physically sound a dog may be, the kind of care a dog receives throughout its lifetime also plays a significant role in the dog‟s ongoing health. The Healthcare Team ► A Berner‟s “healthcare team” consists of the breeder, owner and veterinarian. Their collective job is to provide for the dog‟s healthcare needs. A breeder‟s contribution begins when he/she chooses a pair of dogs that will be used to produce puppies. Once a pup comes to its new home, it is then the owner‟s responsibility to manage the dog and foster good health and habits. A veterinarian provides professional medical care throughout a dog‟s lifetime. Effective communication among the healthcare team is important to providing the best healthcare possible.