Networks lead to Tweet success The South African view.

Experts in the local staffing industry were asked for their views on the use of social media in recruitment.

Robert Sussman, joint CEO of information and communications technology company Integr8

Social network websites have revolutionised our lifestyles and have a profound effect on the workplace.

Businesses across various industries have been quick to implement procedures, policies and strategies on social networking in order to capitalise on the growth of this immediate, pervasive forum.

We adopt a straightforward but effective approach to the use of social networks. In terms of recruitment, we do not advertise every available position on every website. We are selective about the website, the position being discussed and the information related to the position.

We encourage prospective candidates to follow up with us directly or follow prompts to our official corporate website for more details.

The advantage is that we narrow the field - we try to use the power of this forum to gauge interest and it serves as a gatekeeper of sorts, to help us differentiate serious candidates from opportunists.

Pieter du Plessis, independent distributor for Nu Skin Enterprises We use YouTube extensively for training and marketing purposes. Although social networks like Facebook are great tools in network marketing, we don't use them to market our products directly.

Social networking has to be used in a very subtle way. It is like constantly visiting with friends and family at a braai. So don't do anything on Facebook or Twitter that you wouldn't do or say around the fire!

Ina van der Merwe, CEO of Credentials verification company MIE

Many of our clients request internet searches as part of their background checks that they require to be conducted.

A lot can be learnt about a person from their online profiles, often more than when talking to that person in an interview. MIE conducts a search for candidates' online profiles and media listings. Looking at where profiles are, what those profiles say about previous employers, current employers and to some extent the social aspects of the candidates gives a potential employer an idea of the personality and history of the candidate. Combined with an interview, this gives a well-rounded picture of the candidate and will help determine whether the person is someone that would fit into the corporate culture.

Remember, any information you post online is like writing a postcard; it is accessible to anyone, so think carefully about posting comments or photos online.

Using internet employment websites just to respond to job postings is missing their true value.

A savvy jobseeker will use websites to identify trends in the job market, to build relationships, to tap into the grapevine and to target companies and opportunities that may not be obvious to others.

New technology means employment and company websites can offer easier links with jobseekers. This has led to a new kind of job hunting online - "inter-networking" - with a global virtual community.

Management expert Tom Peters says the internet is revolutionising the job market, and candidates will need a recognised name online.

And, with increasing numbers of people after fewer jobs, employees will need to act like they are self-employed to stand out from the crowd.

Creating a recognised name online and mastering the art of self-promotion could mean building a personal website, creating a professional blog or using existing specialist sites that help individuals connect with, and market their talents to, employers and clients.

Social networking sites like YouTube, Facebook and Twitter have exploded in popularity in just a few short years.

Increasing numbers of companies are tapping into social networking sites and posting job vacancies there too.

These are excellent forums to establish a global presence and showcase your talents.

If the thought of signing on to yet another online network makes you shudder, consider Robert Lewis's story.

After he was made redundant from his marketing job he was determined to find an in-house communications position.

He tweeted about his decision and included a link to his professional blog. Within days his tweet was retweeted. That is, an acquaintance forwarded it - to the person who is now his boss.

"I don't think I would have got this job if not for Twitter and my professional blog," says Lewis.

Here are some tips about using social networks in the job-seeking process.

To use LinkedIn and other social networking sites effectively you should:

l Communicate with purpose: whether you're a business professional or a jobseeker, ensure you are selling that professional side. Think of LinkedIn and other social networking sites as your online CV.

Make sure you have indicated on your profile that you are happy to look at job opportunities.

l Build as many contacts in your areas of interest and expertise as you can: it's not what you know but who you know. You never know where your next employment opportunity will come from or who is going to refer you.

Use your social networking sites to link to groups of interest and to highlight references from past associates. Don't sign up and immediately blast people with a message saying you're out of work.

Desperation doesn't sell: instead, build momentum slowly. Position yourself as an expert and someone who is genuinely interested in your target industry.

Include a link to your professional blog, where you describe the kind of work you are looking for and the skills, talents and achievements you are offering.

You can create a free blog at www.wordpress.com.

l Communicate the value, or benefit, of what you do: one way to do this is to include case studies or testimonials of people who have worked or had professional dealings with you.

l Sell yourself: when using the profile section of Twitter, put in a few lines about what you do professionally.

Since users can search Tweets by topic, that's one way of making your feed more visible. It also helps with your searchability.

l Search for leaders in your industry: find companies you'd like to work for and other potential professional contacts. Find the thought leaders in the field you would like to enter and follow them.

Many companies - especially in marketing, public relations and technology - use social networking sites to post job openings. A lot of recruiters do too.

l Update your status regularly: position yourself as an expert. Offer your opinion on news, industry happenings and seminars.

If someone you follow, particularly an industry leader, says something controversial or interesting, retweet (forward) it, e-mail, or send the person a direct response.

"There is nothing revolutionary about this stuff,'' says Angela Johansen, who, after losing her job in New Zealand, used Twitter to network her way to a great job in Britain.

"The beauty of Twitter is that it's as if you're at a networking event all the time, in real time.

"You can hear about jobs, get a feel for a company, determine how to interact with them and see how you would fit in."

Increasing your social and professional networks is all about building relationships and, in turn, tapping into the hidden job market - the 80 percent of jobs that are never advertised.

However, nothing beats face-to-face contact in building trust and enhancing relationships.

Wherever possible, try to get in front of the employer. - The New Zealand Herald

Get a taste for good food.

With celebrity chefs and culinary masterpieces aplenty, tickets for this year's Taste of Dubai are sure to go like hot cakes. The event, which takes place from March 11-14, will see 22 of the city's top restaurants and chefs offer visitors their very finest signature dishes. Celebrity chefs Gary Rhodes and James Martin will also be demonstrating their expertise and the festival's new cookery school will offer visitors the chance to learn a new dish, or technique, straight from the professionals. There's also a 'beverage theatre', live entertainment and a marketplace where gourmet food retailers and equipment suppliers will be demonstrating their wares. And even the kids will have something to do as a children's area will be set up at the festival. Standard entry to the festival is dhs50 but prices go up to dhs300 for VIP entry. Tickets are available online from www.tasteofdubai09.com and boxofficeme.com

2007 Al Sidra Media LLC

Provided by Syndigate.info an Albawaba.com company

The role of health information management in health reform.(Editorial)

The achievement of health system reform is a major challenge for governments across the world. There are contrasting strategies about how to achieve this reform, depending upon priorities, budgets and capacities of each respective healthcare system. But there are also many commonalities that are driving the need for change, including the need to improve the accessibility of healthcare and maximise the efficiency and the delivery of quality care.

In Australia, healthcare reform continues to be a topic of major importance across the community. The National Health and Hospitals Reform Commission (NHHRC) report, published in June 2009, described Australia's health system as fragmented, with a complex division of responsibilities, accountabilities and governance. The Commission recommended major structural changes to transform funding arrangements, improve flexibility and innovation and promote greater clinical and community engagement and control (National Health and Hospitals Reform Commission 2009). Two years later, government planners, legislators and healthcare administrators are still grappling with the details of the structural changes required and the means to implement them. No one expects reform to be simple or straightforward, but there are some key factors shaping the agenda, which have major implications for how health information exchange and management is undertaken in Australia and around the world in the future.

The century of the patient?

By most accounts, rapidly changing service needs will mean that Australia's current healthcare service will struggle to maintain high levels of care for its population in the future (Productivity Commission 2011). For many key stakeholders, the task of dealing with this challenge will require: a) major redesign of health systems, processes and services to meet people's needs; b) greater emphasis on prevention as a means of dealing with rising health costs and as a means of raising health levels; and c) more thorough engagement with consumers as active participants in the management of health (Organisation for Economic Co-operation and Development (OECD) 2010; Business Council of Australia 2011; NHS Confederation 2011). Some have even described the need for a new 'century of the patient' involving shared decision making whereby the patient is an active participant in the care process (Gulland 2011).

The transformational change required to achieve person-centred models of healthcare and to overcome the fragmentation and dysfunction of current systems will require strategies underpinned by sophisticated information and communication technologies (ICT) (OECD 2010). The papers in this issue of the Health Information Management Journal (HIMJ) point to a number of the key developments related to the diffusion of ICT across the health sector and provide a valuable source of evidence and opinion about the policy implications for consumers, healthcare professionals and governments.

Antonia Hordern and her colleagues (Hordern et al. 2011) provide an outline of current evidence about the types of e-health systems in existence and their role in engaging consumers. Their review identifies five areas where e-health is helping to transform the provision of health: (i) peer-to-peer online support groups; (ii) self-management/self-monitoring applications; (iii) decision aids; (iv) the personal health record; and (v) Internet use. The authors identify the strengths and potential weaknesses of each of these areas and discuss the policy ramifications. They also highlight the importance of developing a comprehensive framework to ensure the effective, efficient and safe application of e-health. The development of an effective e-health policy framework is also an issue addressed by Christopher Showell (Showell 2011). Showell presents a case for effective citizen participation in the development of public e-health policy, stressing that its omission may impact on implementation and uptake of ICT into the future.

Wayne Usher reports on results of an online survey to identify how health information on the Internet is used by general practitioners, social workers, dieticians, physiotherapists and optometrists. Based on the study findings, the author recommended that future policy in this area should not presume that the use of the Internet is universal, or that it currently strongly affects the delivery of health care (Usher 2011). Asad Khan and Mark Western explored factors that facilitate or hinder the effective use of computers in Australian general practice. The authors concluded that the lack of use of computers is a consequence of lack of access rather than unwillingness to use computers (Khan & Western 2011). Juan Cegarra-Navarro, Anthony Wensley and Maria Sanchez-Polo (Cegarra-Navarro et al. 2011) report on an investigation of health information technologies and the quality of service for patients in a home healthcare unit within a Spanish regional hospital. Their findings used factor analysis and structural equation modelling to highlight the importance of involving patients directly in the organisational learning and implementation process as a means of securing interactive and accountable technologies.

The diversity and richness of the evidence presented and discussed in papers in this Issue emphasise the key role that e-health policy initiatives will play in helping to shape health system reform into the future. It is a common message underscored by all the contributions in this Issue and draws attention to the need for health professionals to be engaged and informed about developments in this area.

References

Business Council of Australia (2011). Using microeconomic reform to deliver patient-centredjiealth care. Available at: http://www.bca.com.au/Content/101798.aspx. (accessed 28 April 2011). Melbourne, Business Council of Australia.

Cegarra-Navarro, J.G., Wensley, J.K.A. and Sanchez-Polo, M.T. (2011). Improving quality of service of home healthcare units with health information technologies. Health Information Management Journal 40(2): 29-37.

Gulland, A. (2011). Welcome to the century of the patient. BMJ 342: d2057.

Hordern, A., Georgiou, A., Whetton, S. and Prgomet, M. (2011). Consumer e-health--an overview of the research evidence and the implications for future policy. Health Information Management Journal 40(2): 6-14.

Khan, A. and Western, M. (2011). Does attitude matter in computer use in Australian general practice? A zero-inflated Poisson regression analysis. Health Information Management Journal 40(2): 23-28.

National Health and Hospitals Reform Commission (2009). A healthier future for all Australians; Interim report of the National Health and Hospitals Reform Commission Available at: http://www.nhhrc.org.au/ (accessed 14 July 2009).

NHS Confederation (2011). Remote control: the patient-practitioner relationship in a digital age. London, The NHS Confederation.

Organisation for Economic Co-operation and Development (OECD). (2010). Improving health sector efficiency: the role of information and communication technologies. Available at: www.oecd.org/ dataoecd/62/48/45503987.pdf (accessed 23 July 2010).

Productivity Commission (2011). Caring for older Australians: draft inquiry report. Commonwealth of Australia, Canberra, ACT.

Showell, C.M. (2011). Involving citizens in policy development: a challenge for Australia's national EHR Health Information Management Journal 40(2): 38-42.

Usher, W. (2011). Developing policies for e-health: use of online health information by Australian health professionals and their patients. Health Information Management Journal 40(2):15-22.

Andrew Georgiou BA, DipArts, MSc, PhD, FACHI

Senior Research Fellow

Centre for Health Systems and Safety Research

Australian Institute of Health Innovation

Faculty of Medicine

The University of New South Wales

Kensington NSW 2052

AUSTRALIA

email: a.georgiou@unsw.edu.au

Joanne Callen BA, DipEd, MPH(Research), PhD, FACHI

Associate Professor and Senior Research Fellow

Centre for Health Systems and Safety Research

Australian Institute of Health Innovation

Faculty of Medicine

The University of New South Wales

Kensington NSW 2052

AUSTRALIA

Tel: +61 2 9385 3867

email: j.callen@unsw.edu.au

Google creates solar fund.(Brief article)

Google and solar power company SolarCity have joined forces to create a new $280 million fund designated for residential solar projects--the largest of its kind in the US.

It also represents the biggest investment Google has made in the clean energy sector, the world's largest internet search engine said Tuesday Google has put $680 million toward clean-energy technologies.

Customers who want solar panels installed on their homes but do not want to make a big upfront investment, are able to tap the fund. SolarCity has more than 15,000 solar projects and finances about 80% of its customers' solar systems.

SolarCity has 15 funds with seven different partners which finance $1.28 billion in projects.

"We're excited to be making our first investment in distributed residential solar," said Rick Needham, director of green business operations at Google. (Reuters)

Keep new staff from jumping ship.(Addressing management issues)

Q. What can we do to make sure we retain our newly hired employees. We have had several instances where we hire a new employee, and she leaves before the end of the 90-day probationary period--usually with little or no explanation. Hiring and breaking in new staff is time-consuming and takes away from our productivity. Our department is actually a great place to work; some of us have been here for many years. What can we do to get our new hires to stick with us?

A. Employees quitting within the first few months is a real problem, although not uncommon. Check with your human resources (HR) department to help you understand why new-employee turnover has been high in your department. The HR department often conducts exit interviews to gain insight into these matters.

Recruiting and hiring new staff is not only time-consuming, it is expensive. According to a study by the Wynhurst Group, 22% of staff turnover occurs in the first 45 days of employment, and the cost of losing an employee in the first year is estimated to be at least three times salary. (1)There are costs associated with recruiting, interviewing, hiring, orientation, training, compensation and benefits while training, lost productivity, lost expertise, reduced turnaround times, customer dissatisfaction, administrative costs, and exit costs.

One solution is to prepare new employees to be successful at their jobs, which most facilities fail to do. Familiarizing new employees with their workplaces and their jobs is one of the most neglected employee-retention functions. A thick employee handbook and piles of paperwork leave the new employee feeling as if she has been left to sink or swim. The result is often a confused, unproductive staff member who is not likely to stick around for long.

One effective tool for new-employee retention is an enhanced orientation program called on boarding. on boarding is more than an orientation, and it is not just an HR program to make sure new employees fill out all the right paperwork. on boarding is about retaining talent. It helps provide the tools and knowledge necessary for the new employee to succeed in the job, and it is a process that continues for at least six months after the employee is hired.

on boarding starts with announcing to the rest of the staff that you have hired a new team member--and let them know when to expect her. A new co-worker should not come as a surprise to the rest of the staff.

Have the new employee's workspace ready when she arrives on her first day. She should not arrive to find the previous employee's papers, photos, and coffee mug still sitting on the desk. Take the time to give her a full tour of the facility and introduce her to co-workers and management. She should be welcomed as part of the team. Assign her a "go-to" person ---someone she can go to with questions and to seek advice. New employees are often reluctant to ask managers too many questions; they do not want you to think that you hired the wrong person for the job!

Do not make new employees learn things the hard way. On the first day, review job responsibilities, competencies, and expectations. Let her know what is expected during her first week, first month, and first 90 days on the job. Then follow up--check in with her on a regular basis. From management's perspective, this process can help avoid misunderstandings, which arc often the cause of a new employee's sudden departure.

There is a multitude of information to go through with the new employee. Make sure to discuss company and departmental policies, job expectations, required procedures, and administrative and housekeeping items. There are checklists for on boarding programs available on the Internet to make sure you complete all of the important tasks.

Information given verbally during orientation sessions is easily forgotten, especially on a new hire's nerve-wracking first day. Post policies and procedures in writing somewhere convenient for new staff members to refer to later. The company intranet is a good choice, as paper copies can be easily misplaced.

Make sure new hires are given the instructions, tools, and equipment they need to do their jobs. Do not make your new employees go on a search to find the basic tools they need. They should know where to obtain the necessary consumable supplies as well. Employee turnover increases as employees arc put in positions where they feel they cannot do their jobs.

Things that seem like "old hat" to current staff are often overlooked during orientation, but new hires need to know the "small stuff'--when and where to go to lunch, where to park (or, more importantly, where not to park), bathroom locations, how the phone system works, who to call about safety issues, how to schedule time off or call in sick, and who is who. Knowing these things helps reduce the new employee's anxiety. The less time they spend on these mundane worries, the more time they can spend being productive in their jobs.

A good way to learn what knowledge needs to be passed on to new staff is to ask current staff members what they wish they had been told or what would have helped them adjust when they were the new employees.

Employees who have gone through an onboarding program are more likely to stay with the company(1). These programs help create a sense of belonging, which can lead to higher job satisfaction, better job performance, greater organizational commitment, more employee engagement and, most importantly, reduced staff turnover.

Once new employees have gone through the onboarding process, get feedback from them. Ask what worked well, what did not work, and what information would have been helpful. Make adjustments to the onboarding process if necessary.

I recommend the following books to help you gel started: Onboarding: How to Get Your New Employees Up to Speed in Half the Time by George B. Bradt and Mary Vonnegut, and Creative Onboarding Programs: Tools for Energizing Your Orientation Program by Doris Sims.

--Leslie Graham

Healthcare recruiting consultant

Arlington. VA

Reference

(1.)The Wynhurst Group. Get 'Em Started Right Enhancing Performance and Retention through Effective On-Boarding. December 2007 http://www.thewynhurstgroup.com/press_room.htmL.Accessed April 7,2011.

A many companies have found that a mentoring program helps new staff members settle into their jobs, and also contributes to a lower turnover rate. A mentoring program matches an experienced employee to help develop the skills the new employee needs to succeed in her job. A mentor is typically a co-worker who will serve as guide or coach, offering advice from basic information about everyday routines to long-term goals and career plans.

Mentor encourage growth and success; help build confidence and motivation, and are a friendly resource where new staff members can receive guidance. With a mentor, new employees become more connected to the job, the department, and the company as they learn from someone who has been there.

Mentors should be provided with training for coaching skills. Mentors should be prepared to share information about training and development opportunities and be available for consultation on problems.

Mentors also should be chosen carefully. Mentoring is a voluntary role, but a mentor should be someone who has a positive attitude; is a positive role model in her position or department; is able to encourage and motivate others; is willing to share her knowledge; avoids spreading or receiving rumors; and is a good listener.

Ultimately, everyone involved in the mentoring program helps develop a sense of community--making new employees less likely to leave.

Effective mentoring programs require careful planning, so do some research on the subject. Talk to the HR department about mentoring. Ask other facilities or departments about their experiences will mentoring programs.

In the long run, mentoring is a beneficial experience for the mentor, the new employee, and the employer.

Terry Callahan

Director

CHR Employment Solutions

Toronto, ON, Canada

Bottom line: The cost of training and losing employees is high,- and, if not managed appropriately, it can wreck budget projections. Our experts offer .some good suggestions to improve the chances of successfully retaining new hires. But, even before the new employee gets to your facility, strive to hire the right person. This means job advertisements have to be accurate to attract the right candidates, and the interview process must weed out those that are likely to bolt.

Edited by C. Anne Pontius, MBA, CMPE, MT(ASCP)

[ILLUSTRATION OMITTED]

Anne Pontius is a senior medical practice consultant with State Volunteer Mutual Insurance Co. in Brentwood, TN, and president of CLMA. Send questions to Ms. Pontius al manqa@mto-online.com.

ARIANNA HUFFINGTON AND STEVE GROVE TO SPEAK AT 2011 NYU SCHOOL OF CONTINUING AND PROFESSIONAL STUDIES CONVOCATION.

NEW YORK -- The following information was released by New York University:

The New York University School of Continuing and Professional Studies (NYU-SCPS) today announced Arianna Huffington, the president and editor-in-chief of

The AOL Huffington Post Media Group, and Steve Grove, head of News and Politics at YouTube, as the keynote speakers for the 2011 NYU-SCPS Convocation, which will take place on May 16, 2011. Huffington will speak at the School's Convocation for graduate students in the morning, and Grove will address the School's Convocation for undergraduate students later that same day.

Arianna Huffington

Arianna Huffington is the president and editor-in-chief of The AOL Huffington Post Media Group, a nationally syndicated columnist, and author of thirteen books. Her latest, Third World America, published in September 2010, chronicles the struggles of America's besieged middle class. She is a frequent guest on television shows such as Charlie Rose, Real Time with Bill Maher, This Week with Christiane Amanpour, and The Rachel Maddow Show.

In May 2005, she launched The Huffington Post, a news and blog site that has quickly become one of the most widely-read, linked to, and frequently-cited media brands on the Internet. She was named to the "Time 100" of 2011, Time Magazine's list of the world's 100 most influential people, and to the Financial Times' list of 50 people who shaped the decade.

Originally from Greece, she moved to England when she was 16 and graduated from Cambridge University with an M.A. in Economics. At 21, she became president of the famed debating society, the Cambridge Union.

Steve Grove

Steve Grove directs the news and political content strategy for YouTube (at Google). In 2008, Grove developed YouTube's political platform, which featured presidential and congressional candidates. In February 2010, it broadcast an exclusive interview with President Obama that provided viewers with the opportunity to submit questions-a format YouTube repeated in 2011, and has since employed to interview leaders worldwide.

Grove also created CitizenTube, a channel on YouTube that curates and promotes citizen-generated news clips of breaking news events, such as the recent protests in the Middle East. Additionally, Grove developed YouTube's nonprofit program, which connects nonprofit organizations with volunteers who want to make a difference. Originally from Northfield, Minnesota, Grove worked at the Boston Globe and at ABC News prior to joining YouTube. He earned a Master's in Public Policy from the Kennedy School of Government at Harvard in 2006. In December 2007, Newsweek named Grove one of its "12 people to watch." He blogs regularly at www.citizentube.com.

NYU-SCPS Convocation Ceremonies

This year, the NYU School of Continuing and Professional Studies will confer master's degrees and graduate certificates upon 869 graduate students, and associate's and bachelor's degrees upon 290 undergraduate students during its Convocation on May 16th, 2011 at the Grand Hyatt Hotel in New York City. The Graduate Convocation procession will take place at 11:30 a.m. in the Grand Ballroom, and the Undergraduate Convocation procession will take place at 6:00 p.m. in the same location. Receptions will follow each at 1:30 p.m. and at 7:30 pm. respectively.

For more information about the NYU-SCPS Convocation Ceremony, please visit scps.nyu.edu/graduation.

About the NYU School of Continuing and Professional Studies

Established in 1934, NYU-SCPS (scps.nyu.edu) is one of NYU's several degree-granting schools and colleges, each with a unique academic profile. The reputation of NYU-SCPS arises from its place as the NYU home for study and applied research related to key knowledge-based industries where the New York region leads globally. This is manifest in the School's diverse graduate, undergraduate, and continuing education programs in fields such as Real Estate and Construction Management; Hospitality, Tourism, and Sports Management; Global Affairs; Philanthropy and Fundraising; Graphic Communications Media, Publishing, and Digital Arts; Human Capital Management, Marketing, and Public Relations; with complementary strengths in the Liberal and Allied Arts, Translation and Interpreting, Management and Information Technology, and Finance and Taxation. More than 100 distinguished full-time faculty members collaborate with an exceptional cadre of practitioner/adjunct faculty and lecturers to create vibrant professional and academic networks that attract some 4,800 degree-seeking students from around the globe. In addition, the School fulfills the recurrent continuing higher education needs of local and professional communities, as evidenced by 54,000 annual enrollments in individual courses, specialized certificate programs, conferences, workshops, seminars, and public events. NYU-SCPS is especially proud of the ever-growing worldwide network of its supportive degree-holding alumni, now more than 25,000 strong.

This Press Release is in the following Topics:

School of Continuing and Professional Studies

COH, SKT, CSGS, LCAV, IRBT, INCB Expected To Be Up After Next Earnings Releases.

M2 PRESSWIRE-April 25, 2011-BUYINS.NET: COH, SKT, CSGS, LCAV, IRBT, INCB Expected To Be Up After Next Earnings Releases(C)1994-2011 M2 COMMUNICATIONS

RDATE:25042011

BUYINS.NET / www.squeezetrigger.com is monitoring the performance of all stocks with earnings being released Tuesday, April 26th 2011 and determining how the stocks have performed After their last 12 quarterly, 6 quarterly and 12 Consecutive Days earnings reports. COACH INC (NYSE:COH), TANGER FACTORY OUTLET CENTER (NYSE:SKT), CSG SYSTEMS INTL INC (NASDAQ:CSGS), LCA-VISION INC (NASDAQ:LCAV), IROBOT CORP (NASDAQ:IRBT), INDIANA COMMUNITY BANCORP (NASDAQ:INCB) are all expected to be Up After their earnings are released Tuesday. The movement of stock prices in the days and weeks leading to and following these earnings announcements may follow a predictable pattern. Most companies stock price histories show random or unpredictable movements around earnings dates. But some seem to repeat the same pattern quarter after quarter, year after year. The # of Reports in the table below shows how many previous quarterly reports comprise the indicator that predicts how a stock will act after its earnings are released. The specific technology used to make these predictions is available for a low monthly fee at http://www.squeezetrigger.com/services/strat/mh.php . The following stocks are expected to go Up After earnings are released Tuesday:

Symbol Company # of Reports Quarter Release Time

COH COACH INC 12 Quarter Q3 Before

SKT TANGER FACTORY OUTLET CENTER 6 Quarter Q1 After

CSGS CSG SYSTEMS INTL INC 12 Quarter Q1 After

LCAV LCA-VISION INC 12 Quarter Q1 Before

IRBT IROBOT CORP 6 Quarter Q1 After

INCB INDIANA COMMUNITY BANCORP 12 Quarter Q1 After

This technology is designed to help the stock trader identify those companies that seem to have a consistent pattern of movement before or after the earnings release date, based on the history of earnings releases for that company. It combines a calendar of expected earnings releases with a history of past earnings releases in a way that lets you see if a pattern exists.

COACH INC (NYSE:COH) - Coach, Inc. engages in the design and marketing of accessories and gifts for men and women in the United States and internationally. The companys primary products include handbags, womens and mens accessories, footwear and jewelry products, wearables, business cases, sunwear products, travel bags, fragrance products, and watches. Its accessories product line comprises womens small leather goods, including money pieces, wristlets, and cosmetic cases; mens small leather goods comprising wallets and card cases; novelty accessories, such as time management and electronic accessories; key rings and charms; and womens and mens belts. The companys wearables product line consists of jackets, sweaters, gloves, hats and scarves, including cold weather and fashion goods for women. Its business cases product line includes computer bags, messenger-style bags, and totes for men. Coach, Inc. also offers luggage and related accessories, such as travel kits and valet trays; jewelry, including bangle bracelets, necklaces, rings, and earrings; and fragrance products comprising perfume sprays, purse sprays, body lotions, and body splashes. The company sells its products through company-operated stores; the Internet; and the Coach catalog, as well as through wholesale department stores and specialty stores. As of July 3, 2010, it had 342 retail and 121 factory leased stores located in North America; 161 Coach-operated department store shop-in-shops, retail stores, and factory stores in Japan; and 41 Coach-operated department store shop-in-shops, retail stores, and factory stores in Hong Kong, Macau, and Mainland China. The company was founded in 1941 and is headquartered in New York, New York.

TANGER FACTORY OUTLET CENTER (NYSE:SKT) - Tanger Factory Outlet Centers, Inc. operates as a real estate investment trust (REIT). The company, through its subsidiary, Tanger Properties Limited Partnership, engages in acquiring, developing, owning, operating, and managing factory outlet shopping centers. As of September 30, 2005, Tanger owned and operated 33 factory outlet centers in 22 states totaling 8.7 million square feet of gross leasable area. It also provides development, leasing, and management services for its outlet centers. The company has elected to be taxed as a REIT under the Internal Revenue Code. As a REIT, it would not be subject to Federal income taxes provided it distributes at least 90% of its taxable income to its shareholders. Tanger Factory Outlet Centers was founded by Stanley K. Tanger in 1981. The company is headquartered in Greensboro, North Carolina.

CSG SYSTEMS INTL INC (NASDAQ:CSGS) - CSG Systems International, Inc. provides outsourced customer care and billing solutions primarily to the cable and direct broadcast satellite industry in North America. It offers Advanced Convergent Platform, a customer care and billing solution, and related services and software products. The company's products and services enable and automate various aspects of a service providers customer interactions, ranging from call centers, on-line Internet access, emails, text messages, interactive messaging, kiosks, service technicians, and monthly statements. In addition, it licenses various software products, including ACSR and Workforce Express, which allow clients to roll out new products, such as high-speed-data, telephony, and commercial services. The company also offers its services to utilities, healthcare, home security, financial services, and content distribution industries. CSG Systems International, Inc. was founded in 1994 and is headquartered in Englewood, Colorado.

LCA-VISION INC (NASDAQ:LCAV) - LCA-Vision Inc. provides fixed-site laser vision correction services under the LasikPlus brand. The company offers laser vision correction procedures to correct nearsightedness, farsightedness, and astigmatism. As of March 31, 2010, it operated 62 LasikPlus fixed-site laser vision correction centers in the United States. The company was founded in 1985 and is headquartered in Cincinnati, Ohio.

IROBOT CORP (NASDAQ:IRBT) - iRobot Corporation designs, develops, and markets robots to the consumer, government, and industrial markets in the United States and internationally. The company offers consumer products, such as floor vacuuming robots, floor washing robots, gutter cleaning robots, pool cleaning robots, and programmable robots. Its government and industrial products include 510 PackBot line of small, unmanned ground robots; the 310 small unmanned ground vehicle (SUGV) and 320 SUGV multi-purpose ground robots; and the 210 Negotiator, a rugged robot that performs basic reconnaissance for public safety professionals for state and local police and first responders. The company also provides its 500 PackBot products in various configurations, including EOD configuration to conduct explosive ordnance disposal, hazardous materials, search-and-surveillance, and law enforcement tasks; and ICx fido explosives detection configuration to screen packages and dangerous items, as well as offers iRobot 1KA Seaglider, an unmanned underwater vehicle that is used on long endurance oceanic missions to measure temperature, salinity, depth-averaged current, and other data for oceanographers and military planners. iRobot Corporation sells its products through chain stores and national retailers, as well as through the Internet to consumers, the U.S. military, and other government agencies. It has strategic alliances with The Boeing Company to develop and market a commercial version of the SUGV that is being developed under the Armys BCTM program; and Advanced Scientific Concepts, Inc. for exclusive rights to use its LADAR technology for unmanned ground vehicles. iRobot Corporation was incorporated in 1990 and is headquartered in Bedford, Massachusetts.

INDIANA COMMUNITY BANCORP (NASDAQ:INCB) - Indiana Community Bancorp operates as the holding company for Indiana Bank and Trust Company that provides consumer and commercial community banking services in Indiana. Its deposit products include savings accounts, checking accounts, certificates of deposit, NOW accounts, individual retirement accounts, health savings accounts, and commercial demand deposit accounts. The companys loan portfolio comprises real estate loans; commercial loans; construction loans; and consumer loans, which consists of second mortgage and home equity loans, mobile home loans, automobile loans, loans secured by savings accounts, and other consumer loans. It also offers debit and credit cards, and trust services. As of July 27, 2010, Indiana Community Bancorp operated approximately 20 branch offices in central and southeastern Indiana. The company was founded in 1908 and is based in Columbus, Indiana.

SqueezeTrigger.com has built a massive database that collects, analyzes and publishes multiple proprietary trading strategies that predict price moves in stocks, commodities and currencies. The data has then been integrated into an automated trading platform which can be used to connect to a live online broker and automate your trading of each of the strategies highlighted. It is extremely powerful with lightening fast execution at a very low price. Both the trading software and SqueezeTrigger data feed are available at http://www.squeezetrigger.com

www.squeezetrigger.com monitors trading in all US stocks in real time and maintains massive databases of short sale and naked short sale time and sales data, short squeeze SqueezeTrigger prices, market maker price movements, shareholder data, statistical data on earnings, sector correlation, seasonality, hedge fund trading strategies, comparable valuations. Reports include:

REGULATORY & COMPLIANCE NEWS

Friction Factor -- market maker surveillance system tracking Level II market makers in all stocks to determine Price Friction and compliance with new "Fair Market Making Requirements".

RegSHO Naked Shorts -- tracks EVERY failure to deliver in all US stocks and tracks all Threshold Security Lists daily for which stocks have naked shorts that are not in compliance with Regulation SHO.

INVESTMENTS & TRADING

SqueezeTrigger -- 25 billion cell database tracks EVERY short sale (not just total short interest) in all US stocks and calculates volume weighted price that a short squeeze will begin in each stock.

Earnings Edge -- predicts probability, price move and length of move before and after all US stock earnings reports.

Seasonality -- predicts probability, price move and length of move based on exact time of year for all US stocks.

Group Trader -- tracks sector rotation and stock correlation to its sector and predicts future moves in ALL sectors and industry groups.

Pattern Scan -- automates tracking of every technical pattern and predicts time and size of move in all stocks.

GATS (Global Automated Trading System) -- tracks all known trading strategies and qualifies and quantifies which are working best in real time.

About SQUEEZETRIGGER.COM

WWW.SQUEEZETRIGGER.COM is a service designed to help bonafide shareholders of publicly traded US companies fight short selling. SqueezeTrigger.com has built a proprietary database that uses Threshold list feeds and short sale time and sale data from NASDAQ, AMEX and NYSE to generate detailed and useful information to combat the short selling problem. For the first time, actual trade by trade data is available to the public that shows the attempted size, actual size, price and average value of short sales in stocks that have been shorted. This information is valuable in determining the precise point at which short sellers go out-of-the-money and start losing on their short trades.

SQUEEZETRIGGER.COM has built a massive database that collects, analyzes and publishes a proprietary SqueezeTrigger for each stock that has been shorted. The SqueezeTrigger database of nearly 2.5 billion short sale transactions goes back to January 1, 2005 and calculates the exact price at which the Total Short Interest is short in each stock. This data was never before available prior to January 1, 2005 because the Self Regulatory Organizations (primary exchanges) guarded it aggressively. After the SEC passed Regulation SHO, exchanges were forced to allow data processors like SqueezeTrigger.com to access the data.

The SqueezeTrigger database collects individual short trade data on over 7,000 NYSE, AMEX and NASDAQ stocks and general short trade data on nearly 8,000 OTCBB and PINKSHEET stocks. Each month the database grows by approximately 50,000,000 short sale transactions and provides investors with the knowledge necessary to time when to buy and sell stocks with outstanding short positions. By tracking the size and price of each montha'a"s short transactions, SQUEEZETRIGGER.COM provides institutions, traders, analysts, journalists and individual investors the exact price point where short sellers start losing money and a short squeeze can begin.

All material herein was prepared by SQUEEZETRIGGER.COM, based upon information believed to be reliable. The information contained herein is not guaranteed by SQUEEZETRIGGER.COM to be accurate, and should not be considered to be all-inclusive. The companies that are discussed in this opinion have not approved the statements made in this opinion.

Occassionally companies pay $995.00 to purchase data for information provided in reports issued by BUYINS.NET, a company affiliated with SQUEEZETRIGGER.COM. The data service can be cancelled at any time. This opinion contains forward-looking statements that involve risks and uncertainties. This material is for informational purposes only and should not be construed as an offer or solicitation of an offer to buy or sell securities. SQUEEZETRIGGER.COM is not a licensed broker, broker dealer, market maker, investment banker, investment advisor, analyst or underwriter. Please consult a broker before purchasing or selling any securities viewed on or mentioned herein. SQUEEZETRIGGER.COM will not advise as to when it decides to sell and does not and will not offer any opinion as to when others should sell; each investor must make that decision based on his or her judgment of the market.

SQUEEZETRIGGER.COM and SQUEEZETRIGGER are intended for use by stock market professionals. As a member, visitor, or user of any kind, you accept full responsibilities for your investment and trading actions. The contents of SQUEEZETRIGGER.COM, including but not limited to all implied or expressed views, opinions, teachings, data, graphs, opinions, or otherwise are not predictions, warranty, or endorsements of any kind. Please seek stock market advice from the proper securities professional, or investment advisor.

By visiting SQUEEZETRIGGER.COM or using any data or services, you agree to assume full responsibility for the decisions or actions that you undertake. Global Automated Trading Systems, LLC, its owner(s), operators, employees, partners, affiliates, advertisers, information providers and any other associated person or entity, shall under no circumstances be held liable to the user and/or any third party for loss or damages of any kind, including but not limited to trading losses, lost trading opportunity, direct, indirect, consequential, special, incidental, or punitive damages. As a user, you agree that any damages collected shall not exceed the amount paid to SQUEEZETRIGGER.COM and/or its owners. As a website user, you agree that any and all legal matters of any kind are to be reviewed and handled in their entirety within the State of California only. By using the services of this website, you are consenting to the terms as outlined, and forfeit all legal jurisdictions in any other State.

Past performance is not a guarantee of future outcomes. Any and all examples are hypothetical and should not be considered a guarantee or endorsement of such trading activity. SQUEEZETRIGGER.COM does not take responsibility for problems of any kind, including but not limited to issues with operations, data accuracy or completeness, contacting issues, technical issues, and timeliness. SQUEEZETRIGGER.COM places great integrity on the data collected and distributed. This information is deemed reliable, but not guaranteed. All information and data is provided "as is" without warranty or guarantee of any kind.

Please seek investment and/or trading advice, council, information or services from a securities professional. You should consider these factors in evaluating the forward-looking statements included herein, and not place undue reliance on such statements. The forward-looking statements in this release are made as of the date hereof and SQUEEZETRIGGER.COM undertakes no obligation to update such statements.

This release contains "forward-looking statements" within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E the Securities Exchange Act of 1934, as amended and such forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995.

"Forward-looking statements" describe future expectations, plans, results, or strategies and are generally preceded by words such as "may", "future", "plan" or "planned", "will" or "should", "expected", "anticipates", "draft", "eventually" or "projected". You are cautioned that such statements are subject to a multitude of risks and uncertainties that could cause future circumstances, events, or results to differ materially from those projected in the forward-looking statements, including the risks that actual results may differ materially from those projected in the forward-looking statements as a result of various factors, and other risks identified in a companies' annual report on Form 10-K or 10-KSB and other filings made by such company with the SEC.

Contact:

Thomas Ronk, CEO

www.squeezetrigger.com

+1-800-715-9999

Tom@squeezetrigger.com

SqueezeTrigger is a registered trademark, Reg. No. 3,120,641

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