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This article was written By REVIEWER on 17 Mar 2011, and is filed under Uncategorized.
Tomie Vs Tomie (2007)
If there's one good thing to be said about the Tomie film franchise—and this really may be the only good thing—it's that the films could be found pretty much anywhere. For the Asian film fan trapped in small town America, the Tomie films—which occupied DVD rental store shelves with a kind of ubiquity rivaled only by Ernest movies and Bolo Yeung vehicles—offered a ready if dissatisfying Asian film fix. I myself once watched Tomie: Re-birth (2001) with my bemused father while visiting him in Wyoming. Hey, it was either that or They Call Me Bruce? (1982) again.
Tomie Vs Tomie is the 8th film to bear the Tomie name. It's somewhat fitting that a story about a girl who just will not die should spawn so many films. No matter how bad they get—and they do get bad—the series will not stop. What started as a manga about a demonic girl named Tomie, who is able to regenerate her body from even the tiniest part, has turned into a series that's remarkable only for its consistency. No matter which film you pick up, you're guaranteed it will be bad. OK, to be honest, the first Tomie (1999) wasn't horrible, and Taguchi Tomorrow was pretty funny in it. And OK, I admit to mildly enjoying Tomie: Forbidden Fruit (2002) because it featured a pre-stardom Miyazaki Aoi. But you would never, ever confuse any Tomie entry for a good film.
Tomie Vs Tomie finds the titular anti-heroine living above a mannequin factory. This is apt not just because Tomie can regenerate from any of her body parts but also because Yu Abiru plays Tomie with all the emotion of a wooden dummy. She's drawn to a new hire, currently undergoing psychiatric treatment for having witnessed the horrific murder of his girlfriend, who looks just like Tomie, a few years back. Our anti-heroine is also seeking a second Tomie, running around out there somewhere, because she needs her blood. Apparently. Eventually the two Tomies meet, there's a lot of mumbo jumbo about injecting Tomie blood into babies, and eventually not much happens except you cursing yourself for having wasted your time with this turd.
Tomie Vs Tomie, which was directed by first-timer Kubo Tomohiro, is shot like a recreation segment from a History Channel documentary. Actually, that's giving it too much credit. I kept staring at all the space above the actors' heads, wondering what that vacuum was there for. The actors would invariably have their legs chopped off below the knee as well in some kind of horrible, botched attempt at an American medium-long shot. It's not like the director has never been on a set before; he was assistant director on Bright Future (2003), Moonlight Whispers (1999) and Aragami (2003). But what's this? He was also A.D. on Tomie: Forbidden Fruit. Looks like Tomie can control filmmakers as well as mannequin factory employees. What other explanation could there be for this man going out of his way to not only direct but write the screenplay for Tomie Vs. Tomie?
I wish I could tell you that Tomie Vs Tomie put this series into the ground. But no. Like the girl herself, the series is coming back to life, this time with latter-day splattermeister Iguchi Noboru—The Machine Girl (2008), RoboGeisha (2009) directing. Tomie: Unlimited (2011), a reboot of the first film, could very well revive the series, which up to this point has been a dead-on definition of the law of diminishing returns. Or perhaps Iguchi too has fallen under the spell of our girl Tomie, in which case all hope is truly lost. The two Asian film fans in Wyoming should be happy though.

redpajama_set_name: RedPajamaCommonCrawl


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Talent Acquisition Group At HCL Technologies Improving The Quality Of Hire Through Focused Metrics Case Solution
1535 3995 Words (11 Pages) Debolina Dutta, Sushanta Mishra, Matthew J. Manimala Indian Institute of Management-Bangalore : IMB491
The quality of hire concept is not an easy aspect to be defined. The aim of most organizations is hire individuals who are the right fit for organizations. This means that HR functions are required to ensure that high quality applicants are obtained as a result of the recruitment process. The reason this particular issue has gained importance for both practitioners, as well as researchers, is that other divisions within an organization look for such people and judge the efficiency as well as the effectiveness of HR functions by the quality of recruits which are brought to them. This has been a concern for not only other organizations but also at HCL and Talent Acquisition Group.
On the basis of the case provided, explain how the post-offer follow-up (POFU) gamification in regard of recruitment professionals help TAG improve its fulfillment, and discuss the consultancy process supported by examples.
In your opinion, discuss what constitutes a true "Quality of Hire" and explain how should organizations including what TAG did to measure "Quality of Hire".
Case Analysis for Talent Acquisition Group At HCL Technologies Improving The Quality Of Hire Through Focused Metrics
1. On the basis of the case provided, explain how the post-offer follow-up (POFU) gamification in regard of recruitment professionals help TAG improve its fulfillment, and discuss the consultancy process supported by examples.
The Post Offer Follow Up (POFU) game was designed by the Recruitment and Talent Acquisition team at the company to increase the engagement levels with the job offered candidates through a gaming process. This was done because there was a long period between the release of the offer and the time when a candidate joined the company. Since this was an interactive activity, candidates were expected to get familiarized with the culture, philosophy and practices of HCL while getting exposure to the brand equity of the company. This approach being used by the company is done to handle the renege ratio which is experienced by organizations as many prospective employees do not show a willingness to join the company even after receiving the offer one recruitment process has been completed.
To understand how the POFU game helped the company obtain improvement in the recruitment process, the study of Exhibits provided in the case is required. Exhibit 11 has first highlighted the various stages of the game which are performed by the prospective employee. This shows that the game was designed to not only introduce the company with the prospective employee but also to help them understand what the career and development path will be like once they join the company. Other researchers have also showed that prospective employees tend to get attracted towards organizations where the career path and learning environment is well planned for them (Omotayo, Oyewunmi, & Ojo, 2014). Also, the game also included elements where the prospective employees could not only understand the philosophy and culture but also get a glimpse of how the company helps maintain a work life balance by introducing initiatives like CSR, concierge service etc. The quality of work life also has important implications for the employees because they want to work in such organizations where the employer realizes why maintaining the balance is important. Also, employees are also looking to work in companies where the CSR initiatives are planned to give back to society (D'Amato, Henderson, & Florence, 2009).
Exhibit 12 and 13 discuss how the game has helped the company achieve recruitment goals particularly those related to renege ratio. One thing that has been well established is that those individuals who did not engage with the organization by choosing not to play the game were most likely not to join the company. The exhibit 13 shows that out of all those individuals who chose not to play the game, only 39% joined the company while the remaining 61% chose not to join. This clearly shows that some individuals clearly were not interested to join the organization which is why they never engaged with the game. In comparison, the same exhibit also proves that those individuals who did play the game favored joining the company as 77% of those who played the game joined the company while only 23% did not join even after playing the game. Exhibit 12 also discusses how the renege ratio has dropped from 30% to 24% after introduction of this game. The probability of those people who would drop out after playing the game also dropped to 1.26% whereas the same probability was 10.62% for those candidates who did not play the game.
As far as the consultancy process is concerned, both researchers, as well as authors of various books, have expressed that obtaining service provider is more difficult in comparison to the supplier of goods because of the intangibility factor. The process also increases in difficulty because organizations are not successful in understanding what sort of services are suitable to be obtained from consultants and what price is justified. There are also concerns regarding the fact that organizations must see the value addition by hiring consultants because if the consultants are doing the same job which can be performed by employees within the organization then hiring someone from external sources is not the right approach (Macdonald, 2006). Within the company, the role of consultants as far as the recruitment process is concerned was reduced to a large extent. The case explains that the management wanted to focus on low cost channel sources such as job portals, social media, etc. while restricting the amount to be spent on costly channels such as recruitment consultants. This can be both a positive as well as a negative approach. Looking at this from a critical perspective, it becomes visible that in today's day and age many successful businesses in the world have created strong synergies with human resource consultants. This helps organizations not only outsource a major part of recruitment process but it also allows them to focus instead on main business functions instead of having a vast employee pool for handling recruitment concerns (Evans, Glover, Guerrier, & Wilson, 2007).
However, one thing that the case does report is that organization did not completely cut off its linkages with the recruitment consultants. For instance, with the Hunter Premier League game which was designed for existing employees as well as other entities part of the shared services within the company also incorporated recruitment consultants. The purpose of this game was to not only improve recruitment capability within the Talent Acquisition Group of HCL but also to help in building the technical expertise of recruiters as far as using social media tools was concerned. As showed in the case, the purpose of this activity was also to change the approach of existing recruitment consultants. The company wanted them to become active partners instead of just being providers of resumes for potential employees. This could be done by asking the recruitment consultants to use social media tools and have informal interactions with potential candidates. This would then help procure talented individuals which have special skills who might otherwise not be easily brought on-board by traditional recruitment practices.
The element of sourcing needs must also be discussed. After the improvements that the company and Talent Acquisition Group had built within the company, the use of technology has helped the management create a strong sourcing capability. The iTAP has helped them develop an online channel where all the potential employees can connect and post applications with ease. This has resulted in improved quality of the hired candidates because it has become more feasible to screen candidates with the use of this system. The online platform has also improved the experience of the candidate where they can connect when needed and also be introduced to employer branding which was not available when the system was not used. The new system has also helped the company develop metrics for analysis purpose. The case provides some of the details on these metrics in Exhibits 7,8 and 9 which should be discussed to understand how the sourcing needs have been met. One of the metrics provided shows how the new system has helped the company in improving the sourcing, screening, and selection of potential candidates. Before the system of PEP was implemented, the maturity level of all these tasks was low to medium but with its implementation, the maturity has risen to high levels.
As far as the issue of diversity in candidates is concerned, the case provides information on how gender mix has been kept in mind. This has been defined as the number of women hired as proportionate to the total number of joining in the month. Exhibit 10 depicts whether the company was able to maintain the gender mix ratio or improve it by keeping the target in mind. The exhibit shows that both at Onsite as well as at Offsite target of gender mix has been kept as important criteria in maintaining the workplace diversity. The exhibit also shows that the organization does realize the importance of having a gender mix balance. This is evident from the fact that in offshore gender mix was recorded at 23% in FY 2013 and in onsite it was recorded at 18%. However, the company has increased target rates for the next fiscal year 2014 in both cases and is now aiming to achieve 24% gender mix in offshore and 20% gender mix in onsite. This is a positive step by the management because it shows that they realize how important it is to maintain workplace diversity. Other researchers have also studied this aspect and have highlighted that organization must maintain workplace diversity in order to create a culture which has opportunities for everyone in the society (WGEA, 2013). There are other diversity areas where the case does not emphasize which shows room for improvement in the company. For instance, researchers have also showed that workplace diversity should be maintained by not only allowing more women to work but by offering employment opportunities to other discriminated sections of the population. These can include people who have special needs, natural impairments or other such conditions which are part of their body but they can still perform operational tasks in an effective manner (Munjuri, 2012). In future, HCL and the Talent Acquisition Group should look into providing opportunities for such people also to improve diversity in its workforce.
HR planning is important because all the HR activities are linked with planning process. The needs for HR planning begin right from the time when a new business cycle begins. Planning has to take into account both internal as well as external aspects. HR Planning includes the important aspect of Job analysis. Job Analysis and Job Evaluation procedures help in identifying what is the worth of a job in an organization. This helps because having proper analysis done will allow the company to understand needs of the role, the type of person suitable for the role and training and development needs. Job Analysis includes two separate roles Job Description and Job Specification. Job Description is also referred to as Job profile because it identifies the roles, duties and responsibilities that will be performed. Job Specification is also called the candidate profile because it discusses the education, work experience, skills and competencies of the required candidate (Torrington, Hall, & Taylor, 2011). HR planning can be done using different approaches but two broad categories are proactive and reactive planning process. In the Reactive planning approach, first the requirement or a vacancy becomes available in the organization and then planning process begins whereas in the proactive approach the need is anticipated before it actually comes up (Torrington, Hall, & Taylor, 2011). In HCL, proactive approach is being used as evident from the Exhibit 5 which shows that company has a workforce planning cell to identify planning needs.
Stakeholders are all those entities that share an interest in a cause, an organization or a business. Stakeholders can be internal such as employees, managers, board of directors, shareholders etc. or they can be external like creditors, customers, third party vendors etc. Since everyone of them has their interest to look after, conflicts can arise leading to dilemmas in decision making. For instance, in HCL the external stakeholders were facing issues when the recruitment and HR processes lacked integration and it resulted in confusion for agencies, applicants among others. For this purpose, organizations need to exert extra attention and indulge in initiatives like CSR and workplace diversity management (Boxall, Purcell, & Wright, 2007).


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San Gildardo (San Gildardus o San Godardo) fue obispo de Ruan desde 488 hasta 525. Es venerado como santo por la Iglesia Católica y el misal se refiere a él como confesor.

Biografía
En las primeras versiones del Martirologio romano se afirma que era hermano gemelo de san Medardo, que nacieron, fueron ordenados obispos y fallecieron el mismo día. En todo caso, en 511 Gildardo acudió al Primer Concilio de Orleans, convocado por Clodoveo I; en 530 sólo Medardo fue consagrado. Se le conmemora en Ruan, con su supuesto hermano.

Su cuerpo fue enterrado en la Iglesia de Santa María, que fue así nombrada posteriormente. Según Butler, su cuerpo fue trasladado durante las incursiones normandas a la abadía de San Medardo en Soissons.

Referencias

Obispos de Francia del siglo VI
Santos católicos de Francia del siglo VI
Hermanos santos
Obispos de Francia del siglo V
Obispos santos de Francia
Arzobispos de Ruan

redpajama_set_name: RedPajamaWikipedia


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Q: Colormaps with a colorscale AND one color for unwanted values I would like to plot a grid of 3 variables (same min, same max, same spacing) in 3D and I would like each point on the grid to have a specific color according to a function f which is a function of these 3 variables except for when the values of the function are superior to a specific threshold for which I assign another color.
The code below as what I have tried so far:
from mpl_toolkits.mplot3d import axes3d
import matplotlib.colors
import matplotlib.pyplot as plt
from matplotlib import cm
import numpy as np
import math
from matplotlib.colors import ListedColormap, LinearSegmentedColormap

%matplotlib notebook

x = np.arange(0.001, 0.175, 0.01)
y = np.arange(0.001, 0.175, 0.01)
z = np.arange(0.001, 0.175, 0.01)

X, Y, Z = np.meshgrid(x, y, z)

def function(X,Y,Z):
   '''function of (X,Y,Z) going from 0 to high values'''
   return(f)

f=function(X,Y,Z)

#flatten the f array (I think there is a function to flatten an array but I have seen it to late)
fflat=[]
for l in f:
    for p in l:
        for t in p:
            fflat.append(t)

#masking high values with the highest interesting value: maxV
mfflat = ma.masked_greater(fflat, maxV)
mfflat = mfflat.filled(maxV)

#normalizing values and mapping to veridis cmap:
cmap = matplotlib.cm.get_cmap('viridis')
norm = matplotlib.colors.Normalize(vmin=min(mfflat), vmax=maxV) #(vmax=maxV=max(mfflat))
colors = [cmap(norm(value)) for value in mfflat]

#plot
ax.scatter(X, Y, Z, color=colors, s=10, alpha=1)
cax, _ = matplotlib.colorbar.make_axes(ax)
cbar = matplotlib.colorbar.ColorbarBase(cax, cmap=cmap, norm=norm)

The problem is that now all the "unwanted high values", i.e. values > maxV have the same colors as my "maximal wanted values", i.e. maxV ...
I would like all my "unwanted values" outside of my veridis colorscale and giving them another unique color.
Thanks for your help !
Cheers

A: Thanks to ImportanceOfBeingErnest for the answer, I just had to use: cmap.set_over, here is the corrected code:
x = np.arange(0.001, 0.175, 0.01)
y = np.arange(0.001, 0.175, 0.01)
z = np.arange(0.001, 0.175, 0.01)

X, Y, Z = np.meshgrid(x, y, z)

def function(X,Y,Z):
   '''function of (X,Y,Z) going from 0 to high values'''
   return(f)

f=function(X,Y,Z)

#flatten the f array (I think there is a function to flatten an array but I have seen it to late)
fflat=[]
for l in f:
    for p in l:
        for t in p:
            fflat.append(t)

cmap = plt.cm.get_cmap('viridis')
cmap.set_over(color=(0,0,0), alpha=0.5)
norm = matplotlib.colors.Normalize(vmin=minV, vmax=maxV)
colors = [cmap(norm(value)) for value in fflat]

#plot
ax.scatter(X, Y, Z, color=colors, s=10, alpha=1)
cax, _ = matplotlib.colorbar.make_axes(ax)
cbar = matplotlib.colorbar.ColorbarBase(cax, cmap=cmap, norm=norm)

In the meantime I have found a workaround by creating the "colors" list selectively which is of course not as clean as using cmap.set_over:
colors=[]
for value in fflat:
    if minV <= value <= maxV:
        colors.append(cmap(norm(value)))
    else:
        colors.append((255/258,255/258,255/258,0))

redpajama_set_name: RedPajamaStackExchange