воскресенье, 30 сентября 2012 г.

ONLINE'S FOGDOG AND NIKE NAIL DOWN EXCLUSIVE DEAL.(Brief Article) - Footwear News

BOSTON -- The dog-eat-dog athletic footwear world has a new breed -- strategic alliances in which the line between vendors and suppliers is blurred.

Early last week, Nike Inc., Beaverton, Ore., announced a partnership with online retailer Fogdog Sports, Redwood City, Calif., that gives Fogdog exclusive Internet-only sales rights to Nike products until March 2000. As an added twist, Nike has acquired 12 percent equity in Fogdog, and Nike President and Chief Operating Officer Tom Clarke will be taking a seat on Fogdog's board.

At a press conference last Tuesday, Nike Chairman and CEO Phil Knight and Fogdog CEO Tim Harrington fielded questions. Knight cited Fogdog's growth and aggressiveness as key factors in the decision to join forces with the Internet company. While Nike gains a distribution channel, Fogdog will have the ability to purchase a full line of Nike's generally available product, including exclusives and special promotions.

When asked if the relatively short-term deal would impact his business, Harrington replied, 'Six months is a long time on the Internet.' He added, 'This gives us a good head start.' An extension to the agreement has not been determined.

The answer to how much impact the joint forces would have came on Wednesday when Fogdog filed for a $60 million public offering. As part of the agreement, Nike received warrants to buy 6.2 million shares for $1.03 per share. The stock then rose considerably as the result of a deal by a private investor, earning Nike millions on paper. And the IPO will possibly push Nike's gains higher again.

Many questions concerning the impact of this alliance on brick-and-mortar accounts, as well as Nike's own sales site were addressed during the press conference. Knight said Fogdog would be treated as any other special account, similar to Nike's brick and mortar store retailers. 'This agreement is not mutually exclusive,' he said. Knight stressed that exclusivity pertained strictly to e-commerce.

Regarding Nike.com, Knight said he saw no conflict and the site would remain operating. 'The Internet has been compared in importance to the industrial revolution,' he said, noting it is time for Nike to work with a more experienced partner.

суббота, 29 сентября 2012 г.

NIKE, Inc. and USA Basketball Planning Inaugural World Basketball Festival Hosted by New York City. - Telecommunications Weekly

This summer, NIKE, Inc. (NYSE:NKE) and USA Basketball are planning to bring the world's best basketball teams and top musical performers to New York City for the inaugural World Basketball Festival, a four-day celebration of the performance and culture of the game, an event that Nike has committed to reprising every two years.

The World Basketball Festival, August 12-15, features basketball's leading brands within the NIKE Inc. portfolio - Converse, the Jordan Brand, and Nike Basketball.

The World Basketball Festival is a uniquely dynamic event, from the moment it tips off with a showcase featuring members of the 2010 USA Basketball National Team on an open-air court in Times Square, to an unprecedented Times Square performance by a surprise musical act, to the final games of the weekend between four of the best teams in the world at Madison Square Garden.

'The World Basketball Festival will be an unforgettable event for the people of New York City and basketball fans around the world,' said Charlie Denson, Nike Brand President. 'Every two years we plan to connect the global world of basketball to celebrate the sport while leaving a lasting legacy within the community.'

From Times Square on August 12, the action moves uptown to New York City's legendary basketball courts at Rucker Park in Harlem, Friday and Saturday, August 13 and 14.

Rucker Park will be home to open-air practices and scrimmages by National Teams from Brazil and Puerto Rico, and training by France, mixed with performances by top international music acts, in addition to a grassroots youth tournament serving as the championships for some of New York's top summer basketball leagues. Fans will also be invited to participate in clinics here designed to improve training and basketball skills. The two days at Rucker Park will culminate with a special celebration on Saturday, August 14. Details will be provided closer to the day.

The World Basketball Festival concludes Sunday, August 15 with an exciting exhibition double-header featuring the United States taking on France (1 p.m. EDT) and China meeting Puerto Rico (3:30 p.m. EDT) at famed Madison Square Garden.

The exhibition games are being utilized as part of the teams' preparation for the 2010 FIBA World Basketball Championship in Turkey, August 28 to September 12.

'We're thrilled with the opportunity to bring the energy and excitement of USA Basketball's Men's National Team to fans and give them with a way to celebrate their team,' said Jerry Colangelo, USA Basketball Chairman. 'We are honored to have the opportunity to represent the United States in the FIBA World Championship and I can't think of a better sendoff for our team than the World Basketball Festival.'

NIKE, Inc. will use the backdrop of the World Basketball Festival to debut the United We Rise initiative as a catalyst to improve communities through basketball. Over the next two years, Nike is partnering with USA Basketball and New York City, in particular the NYC Department of Youth and Community Development and the New York City Housing Authority, to support youth programming and the installation and refurbishment of basketball courts at 25 Community Centers throughout New York City.

'Piloting programs with these 25 rec centers in New York City will allow Nike and other partners to create a new and sustainable model that we can bring to other communities in years to come,' added Denson.

Nike is committed to leaving every court it uses throughout the World Basketball Festival in better shape than what it was at the beginning including dedicating the hardwood courts that will be used in Times Square and Rucker Park to locations where courts are still needed in New York City. About Nike NIKE, Inc. based near Beaverton, Oregon, is the world's leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. A division of NIKE, Inc., Jordan Brand is a premium brand of footwear, apparel and accessories inspired by the dynamic legacy, vision and direct involvement of Michael Jordan. Wholly owned Nike subsidiaries include Converse Inc., which designs, markets and distributes athletic footwear, apparel and accessories; Cole Haan, which designs, markets and distributes luxury shoes, handbags, accessories and coats; Umbro Ltd., a leading United Kingdom-based global football (soccer) brand; and Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories. For more information, visit www.nikebiz.com. About USA Basketball Based in Colorado Springs, Colo., USA Basketball is a nonprofit organization and the national governing body for men's and women's basketball in the United States. As the recognized governing body for basketball in the United States by the International Basketball Federation (FIBA) and the United States Olympic Committee (USOC), USA Basketball is responsible for the selection, training and fielding of USA teams that compete in FIBA sponsored international basketball competitions, as well as for some national competitions. For more information about USA Basketball, visit www.usabasketball.com.

For more information, including multi-media materials, please visit: www.nikemedia.com Photos/Multimedia Gallery Available: http://www.businesswire.com/cgi-bin/mmg.cgi?eid=6321049&lang=en

Keywords: Basketball, Entertainment, Sporting Activities, Sporting Activities, Basketball, NIKE Inc.

пятница, 28 сентября 2012 г.

STREET WARMS UP TO ATHLETIC FOOTWEAR AS KEY PLAYERS GLOW.(Wall Street)(Brief Article)(Statistical Data Included) - Footwear News

NEW YORK -- Nike's swoosh isn't the only athletic symbol that has been shining lately on Wall Street.

A sudden return of confidence in athletic-footwear companies by Wall Street and surges in business by key firms, such as Beaverton, Ore.,-based Nike Inc. and New York-based Venator Group Inc., have sent a number of athletic-footwear stocks soaring.

Wall Street analysts are talking about signs of a resurgence for many athletic brands and the athletic-footwear industry overall. They are also taking a renewed interest in these companies' stocks.

Nike stock has been rising, and in recent weeks, Stoughton, Mass.,-based Reebok International Ltd., Fort Lauderdale, Fla.,-based The Sports Authority and Peabody, Mass.,-based Saucony Inc. all saw their stocks shoot up with double-digit gains.

Not that it's a completely rosy picture. While athletic footwear may be doing well, athletic apparel remains in a lull. Analysts also said a key reason for the rise was a belief that stocks had fallen in recent months to the point where they were now attractively priced. But with the back-to-school season nearing and the Olympics offering a likely jump in sales, some people are seeing a rosier future.

'It's a turnaround,' said John Shanley, an analyst with First Security Van Kasper, based in San Francisco. '[Retailers] are concentrating on their most productive properties. It's a different way of looking at the industry. You don't have to be in every single mall of America to generate the same amount of revenues.'

Nike, the bellwether for athletic-footwear brands, saw sales dip in its last quarter, but earnings rose and gross margins leapt to 40.5 percent of net sales, from 37.3 percent, indicating a healthier company.

'This is a significant improvement and represents the highest margin in the last three years,' said Jennifer Black, president of Portland, Ore.,-based Black & Co.

Analysts said consumers were paying more per pair, a key sign of interest in athletic footwear. 'The highest-end price points are selling very well,' said Robert Drbul, an analyst with New York-based Lehman Brothers Inc. 'That demonstrates the demand for the products.'

Total spending last year was flat at $13.742 billion. The number of pairs slipped 3.8 percent to 313.093 million, from 325.419 million, but prices per pair rose 3.5 percent to $43.89 from $42.42, according to North Palm Beach, Fla.,-based Sporting Goods Manufacturing Association.

Women may be making a bigger move to and impact on sales, according to analysts and the SGMA. 'There has been a strong move to quality and performance in women's athletic footwear,' said SGMA Vice President Gregg Hartley, adding women were paying more for athletic shoes than they did a year ago. 'It's tied to increased sports participation and interest in sports [by women].'

Part of what's happening, analysts suggested, is a fashion shift among younger consumers toward athletic footwear brands. A strong economy may be helping, as young customers spend on cachet rather than seek the best deal.

'There's actually a shortage of top-end product in the market,' Shanley noted. 'Kids [are again] thinking of athletic footwear as part of a fashion statement.'

Over the past year, athletic-footwear store closings have eliminated about 12 percent of athletic-footwear retail square footage. With the massive closings over, analysts are now looking at a more stable industry.

'The sentiment on the sector has changed,' said Drbul. 'Now that retail sales are showing improvement, investors are coming back.'

'The U.S. athletic market, particularly for athletic-footwear products, has experienced a positive turnaround in consumer demand,' Shanley said. He added that due to the shakeout, retailers are facing less competition.

Drbul and Shanley noted that as stores perform better, the brands will benefit. Mahwah, N.J.,-based Footstar Inc., which acquired about 80 of Just For Feet's stores, is now ordering fresh merchandise for those units. Other retailers are deciding to build narrow but deep merchandise mixes.

четверг, 27 сентября 2012 г.

Nike Opens Online Store - AP Online

HANS GREIMEL, Associated Press Writer
AP Online
06-23-1999
Nike Opens Online Store

PORTLAND, Ore. (AP) -- Air Jordan launched into cyberspace Monday with ``nike.com,'' an online shopping center that allows Web surfers to order Nike's latest line of shoes, apparel and equipment.

``A lot of our customers will have to develop the habit of ordering online or getting information about our products online and then going into the store and buying them,'' said Mary Kate Buckley, manager of Nike's Web site superstore.

The new, redesigned site was up and running, but Buckley said it would be Wednesday before the athletic shoe giant would know how many orders were filed on opening day.

Officials of the Beaverton-based company would not say how much online business they project, but Buckley said it would be only a small percentage of their $9 billion in annual sales. In the initial months, the online service will sell just half of the company's footwear line and only 30 percent of its clothes.

``Three months ago we launched a small test site that taught us a lot about the potential of e-commerce and consumer preferences,'' Buckley said.

Visitors navigate the site by sorting through products broken down by sport, including tennis, football, fitness, running, basketball, soccer and golf. The site also features news updates on products, athletes and sporting events.

Visitors can even click on a special section called ``Movie-Maker,'' which allows them to use Nike imagery and sound tracks to make multimedia messages that can be e-mailed to friends.

``I hate to characterize anything as cool,'' said Bob Lambie, the site's Web designer. ``But the overriding characteristic of this site is a sense of fun. Sports is fun.''

While projected Internet sales are low, analysts say it's important for companies simply to have a presence on the Web.

``It's a matter of credibility,'' said Brian Murphy, editor of Connecticut-based Sports Marketing Letter.

``We've come to the point where we think if an organization is big enough and important enough, it certainly must have a Web site,'' he said. ``And staying ahead would certainly include e-commerce.''

Murphy said Internet businesses are still trying to prove themselves but often have an advantage of low overhead because they can sell directly to the consumer and avoid the middle man.

``Whatever you can sell effectively in a catalog, you can sell effectively online, which is essentially nothing but a giant electronic catalog,'' he said.

The information contained in the AP News report may not be published, broadcast or redistributed without the prior written authority of The Associated Press.

Copyright 1999 The Associated Press All Rights Reserved

среда, 26 сентября 2012 г.

PLUS BUSINESS - Chicago Sun-Times

Sportmart, Gart merger completed Gart Sports Co. on Friday completedits merger of Chicago-based Sportmart Inc., creating the nation'ssecond-largest sporting goods retail chain behind Sports Authority.Gart now has 123 stores in 16 states, with combined 1996 revenues of$718 million. Under terms of the merger, Sportmart shareholdersreceived 27.5 percent of Gart Sport Co. common stock. Sportmartcorporate headquarters in suburban Wheeling will close and allcorporate functions will be consolidated in Denver, the companiesannounced previously. No store closings or layoffs were anticipated,officials said.

вторник, 25 сентября 2012 г.

NIKE'S 2ND QTR. REVENUES ESCALATE BEYOND $2 BIL.(Brief Article) - Footwear News

NEW YORK -- Nike Inc. inched closer to reaching its target of mid-teen earnings growth for the full fiscal year as it reported that second-quarter revenues increased 7 percent to $2.2 billion, with a boost occurring in the firm's international business.

For the quarter ended Nov. 30, 2000, the Beaverton, Ore.,-based firm revealed net income totaled $119 million, from $108 million, while earnings per share were up 16 percent to 44 cents.

In the United States, revenues increased 5 percent to $1.13 billion, as athletic footwear declined 2 percent to $705 million.

Meanwhile, worldwide future orders for footwear and apparel -- scheduled for delivery between December 2000 and April 2001 -- totaled $3.6 billion, down 1 percent.

Most notable was the company's performance overseas, where revenues grew 41 percent during the quarter. In the European market, which also includes Africa, Nike's footwear revenues increased 3 percent. Similarly, the company continued its recovery in the Asia Pacific region, with revenues growing 22 percent in constant dollars.

Nike's stock price-earnings ratio now trades at 21 times the calendar-year 20O1 APS estimate of $2.55 per share, according to Bank of America Securities analyst Susan Silverstein.

'These results mark another important step in our transformation to a global brand with a diverse portfolio of businesses focused on consistently strong earnings growth,' noted CEO and Chairman Phil Knight. 'We have achieved this while continuing to make the evolutionary changes in our business that will position us for sustainable profit growth.'

Despite the growth, Silverstein last week downgraded Nike's stock from 'strong buy' to 'buy,' citing share-price appreciation. Silverstein said she was compelled to downgrade the stock after it traded through the brokerage firm's $51 near-term price target, and is approaching the previous long-term price of $57.

However, she noted 'if most of the stars line up for Nike,' the firm's stock could appreciate toward $65.

As Nike's earnings continue to plump up, the firm also is looking for new ways to expand its market share and visibility. The company scored a major play when its Nike Team Sports division became the sole licensee for the top four post-season college football bowl games. NTS produced championship caps and T-shirts for the winning teams of the Orange, Sugar, Fiesta and Rose Bowls.

A complete assortment of Nike Bowl Championship products for each winning team -- including hats, T-shirts and sweatshirts -- also hit retailers such as Fort Lauderdale, Fla.,-based The Sports Authority.

'This is a big deal in college sports, and it puts Nike on the field and speaks to the authenticity of the brand,' said NTS spokesperson Monica Rigali. 'Our message has always been athletes first, and to be hand-in-hand with the national champion football team speaks to where we are as a brand and where we want to be.'

Nike also recently inked a three-year partnership to be the official apparel supplier to the Canadian Snowboard Federation. Beginning this season, 40 men and women riders on the Canadian National, Development and Junior teams will don Nike All Conditions Gear apparel.

понедельник, 24 сентября 2012 г.

Outdoor hoop shoe sales lagging. (outdoor basketball) - Footwear News

LOS ANGELES--Anybody, from the blacktops of the Hoosier state to the seaside courts on Laguna Beach, will tell you that hoops is hot. In fact, many are dubbing the sport the new national pasttime, given baseball's recent knocks. Officially, the Athletic Footwear Association says that as a footwear category, basketball is putting a fast break on its competition, and leading all athletic shoe categories with 29 percent of the market.

So one would think that since 90 percent of us play the sport outdoors, outdoor basketball footwear would continue to be a blockbuster margin winner. Right? Wrong, said retailers.

'It's in the toilet,' reported Joe Chichelo, buyer for Sports Authority, fort Lauderdale, Fla., of the category. 'It needs some new life brought into it. Consumers don't understand it.'

What's happened to outdoor basketball? Chichelo's sentiments were echoed by retailers across the country wondering whether outdoor basketball is simply going through growing pains after three years, or more ominously, will it end up being the fastest dying trend of the '90s.

Vendors acknowledge that outdoor basketball may be down, but certainly not out. The blame is placed mostly on a lack of freshness, but also on a crowded marketplace and ineffective marketing campaigns.

'It's an idea that's only a couple of years old and I think it may be going the route of crosstraining,' suggested Dusty Kidd, a spokesman for Nike Inc., Beaverton, Ore. 'Back in 1990-1991, everybody had crosstrainers but nobody knew what they were for. Maybe outdoor basketball needs a clearer definition.'

'We're still into it,' added George Haralambous, a basketball marketing associate for Adidas America, Portland, Ore. 'But we're trying to find what interests (consumers) are into rather than (arbitrarily) marketing product. People are sick of hearing. |This is an outdoor shoe and this is an indoor shoe.''

Indeed, freshness is especially important to an outdoor basketball shoe because its principal consumer is a young, urban male who won't sit still in white on white, said Byron Best, who oversees the Blacktop division of Reebok International Ltd., Stoughton, Mass. 'What the kids have wanted has changed. Now they want a new and fresh direction,' said Best, who added that Blacktop for spring '94 will feature sleeker, lighter looks.

Retailers agreed that the fashion influence comes more into play in the outdoor basketball category than in others. Alan Krinsky, buyer with Sneaker Barn, Spring Valley, N.Y., observed, 'This whole industry is based on fashion now. We try to steer our customers into the right shoes, but if push comes to shove, they're going to go with what looks better.'

Added Robert Abel, buyer, Athletic Attic, Elkhart, Ind.: 'When Converse came out with the Tar Max, it appeared more like a rugged casual. That's where our sales are starting to hit. Our (outdoor basketball) sales have tapered off 10-15 percent but we're still doing decent business with Nike and Reebok. It will be interesting to see if they can put something fresh out there (next spring).'

John Murray, dmm of The Athlete's Foot in Stamford, Conn., has found many a customer who hasn't been hit by consumer marketing. 'The people who are playing outside don't necessarily realize that an outdoor basketball shoe has more rubber on the outsole,' he said. 'Those who do, don't want something that they can't play indoors with.'

Abel agreed. 'We see that crosstrainers are being used a lot for outdoor basketball.'

Reebok's Best conceded that misconceptions abound. 'There's nothing on the outsole that would prevent you from playing indoors. However, when you play outdoors, on rocky and gravelly surfaces, you need to emphasize stability and durability. Cushioning is a third factor.'

As outdoor play grows, companies are advancing with technical features. For example, Converse Inc., North Reading, Mass., is introducing a new twice-as-tough Tartrax outsole on its updated Tar Max for spring and is borrowing material from bicycling shoes to add breathability to uppers. However, 'Sales have been incremental,' said Devin Berger, category marketing manager. 'It's another branch on our tree. I don't see it as cannibalizing sales.'

Despite recent woes, performance companies are committed to the category. Reebok will introduce new styles for spring as well as a specific apparel collection. Nike added the Air Check to its line and Adidas has Street Ball III on the way. Most companies are backing campaigns up with the ever-popular 3-on-3 blacktop tournaments, advertising and in-store displays.

Reebok, which gave birth to the category in 1990 with its Blacktop series, has re-emphasized the line and put it into a sub-division with its own line manager, Best, formerly of Nike. Such a move was anticipated -- Blacktop sales plummetted to $20 million last year from a high of $75 million the year before.

воскресенье, 23 сентября 2012 г.

Swish! Nike adds Umbro to arsenal - Winnipeg Free Press

By Sarah Skidmore

PORTLAND, Ore. -- Nike Inc. will buy Britain's Umbro PLC for US$582 million as the U.S. apparel and shoe maker seeks a larger presence in the global soccer market ahead of the next World Cup.

Nike, through its subsidiary Nike Vapor Ltd., agreed to pay $3.94 in cash for each Umbro share, the companies said Tuesday.

Umbro, based in Cheadle, north west England, designs and markets soccer-related apparel, footwear and equipment sold in more than 90 countries. The company reported a net profit of $40.4 million (19.8 million pounds) in 2006.

'I think this is a win for these two great brands and for the athletes and fans of the world's biggest game,' Mark Parker, Nike's chief executive officer, said during a conference call.

Nike has long sought a greater presence in the soccer arena. The Beaverton, Ore., company's soccer brand has performed well, growing revenues from about $40 million in the 1990s to approximately $1.5 billion today.

But it faces stiff competition in the world soccer market, largely from European companies such as Adidas.

Nike has said it wants to be the sport's top brand by the next World Cup in 2010. It has gobbled up deals with key international teams and has an endorsement contract with world soccer star Ronaldinho from Brazil.

Nike recently made an aggressive bid to replace Adidas as outfitter for the German Soccer Federation. German soccer authorities rejected a $680 million offer from Nike and opted to extend its significantly lower-priced contract with Adidas, which is based in Germany.

But Umbro and its 45 international licensees supply uniforms to the national teams of England, Ireland, Sweden and Norway, six English Premier League teams and more than 100 other professional teams globally. The company also has a key contract as the exclusive supplier for the English Football Association, the governing body for English soccer.

The FA backed the Nike-Umbro deal.

'The FA has enjoyed an excellent partnership with Umbro for more than 20 years. We are delighted that the proposed acquisition will allow us to continue our strong historical relationship with Umbro while benefiting from the marketing expertise and financial strength of Nike,' said Brian Barwick, the FA's chief executive officer.

The addition of Umbro, with its strong brand and overseas presence, is expected to further grow Nike's profile and performance in one of the world's largest sports.

This is of particular importance in the United Kingdom, a top soccer market where Nike has struggled in past years. It also helps the company's business in emerging markets such as Russia, Latin America and parts of Eastern Europe, where soccer is the top sport.

суббота, 22 сентября 2012 г.

NATION IN BRIEF - The Washington Post

BIRMINGHAM -- A weekend fire at a Baptist church was ruled arsonSunday, the 10th since Feb. 2 at churches in rural Alabama,authorities said.

The Saturday afternoon blaze severely damaged the BeavertonFreewill Baptist Church in northwest Alabama, near the Mississippiline.

'It's definitely arson,' said Ragan Ingram, a spokesman for thestate fire marshal's office, which was investigating whether the firewas connected to the blazes that have destroyed or damaged ninechurches.

Saturday's fire was the only one of the 10 that was not set in thepre-dawn hours.

Investigators have said that they do not know a motive, but thatthere is no racial pattern. Five of the churches had whitecongregations and five black. All were Baptist, the dominant faith inthe region, and were mostly in isolated country settings.

Last week, Gov. Bob Riley said the nine earlier church firesappear linked, as investigators checked out witness reports of twomen in a sport-utility vehicle near a number of the fires.

On Sunday, a federal investigator said authorities believe -- based on witness reports and behavioral profilers -- two white menwere responsible for the fires.

Evidence from one of the earlier fires indicates the perpetratorsmay have been briefly trapped inside the building and may have beenhurt, said Jim Cavanaugh, regional director of the federal Bureau ofAlcohol, Tobacco, Firearms and Explosives.

ROSEVILLE, Calif. -- A single-engine plane that appeared to havebeen performing an aerobatic stunt lost control and crashed into asuburban Sacramento home, killing at least two people and sparking afire that gutted the house, police said.

The crash left a gaping, smoldering hole in the two-story house itdirectly hit and set fire to an adjacent house, damaging the garageand attic, said Roseville Fire Marshall Dennis Mathisen. One body wasvisible in the wreckage.

Placer County Deputy Coroner T. Sinclair confirmed that two peoplewere in the plane, and that a teenager who lived in the house wasunaccounted for. Neighbors said his family was out of town for theweekend, and it was unclear if he was home at the time.

Sinclair said no one could have survived the crash, but he wasunable to confirm any deaths because the Federal AviationAdministration was not allowing officials into the wreckage toretrieve bodies until Monday.

The plane -- which the FAA identified as a 1996 Glasair II -- appeared to be doing an aerobatic maneuver when it crashed justbefore 11:30 a.m., Roseville Police spokeswoman Dee Dee Gunther said.

'The pilot appeared to be coming down low for some kind ofmaneuver that brought him to within 500 feet of the rooftops,' shesaid. 'And then he appeared to lose control and crashed into one ofthe houses.'

OAK PARK, Ill. -- Six inmates -- including two who are chargedwith murder -- escaped Saturday night by overpowering a guard atthe Cook County Jail, authorities said. Three were captured Sunday.The men were in a special unit for inmates with disciplinaryproblems, and only one guard was on duty instead of two because ofstaffing shortages, said county sheriff's spokesman Bill Cunningham.

MANILA, Calif. -- Vesta Lorraine Baker, 82, and her son, CharlesWayne Baker, 59, drowned Saturday when their boat capsized in wavesoff northern California. The Coast Guard helicopter attempting torescue them crashed into the water. Two other passengers in the boatswam to shore and were taken to the hospital. The three-member CoastGuard crew had minor injuries.

PHILLIPSBURG, Ohio -- Tonya Hawk, 31, and her three sons, whowere 2, 4 and 5, were found fatally shot Saturday in their westernOhio home, officials said. A handgun was found in the home, andpolice said they were interviewing the woman's boyfriend, who hadrecently moved out.

пятница, 21 сентября 2012 г.

MARKET MOVERS: THE 10 MOST ACTIVELY TRADED FOOTWEAR STOCKS.(Brief Article)(Statistical Data Included) - Footwear News

Rank & Company

Average Volume

Stock Price

52-Week High

52- Week Low

1) Nike, Beaverton, Ore.

1,677,100

$43.00

$64.28(Mar.20)

$40.50 (Aug. 15)

The world's largest athletic shoe company has not been immune to market volatility; its stock has lost nearly a third of its value since March 20. The price stock plunged in August after Nike said U.S. footwear futures orders from Foot Locker would 'likely be significantly below the prior year,' as the athletic retailer moves to reduce its emphasis on high-end sneakers, a category dominated by Nike. The stock lately has also been hit by slow sales of athletic shoes during the August back-to-school season.

2) Foot Locker, New York

1,537,700

$10.32

$17.95 (Mar. 8)

$8.90 (Aug. 8)

The juggernaut athletic footwear and apparel retailer's stock hit a 52-week low on Aug. 8 after saying it expected to post results at the lower end of its earlier stated, second-quarter earnings range. The chain attributed the lowered forecast to unfavorable sales trends and weak consumer confidence levels. In the end, the retailer's second-quarter profit did meet that re-stated forecast, but Foot Locker then narrowed its guidance for the second half, citing a challenging retail environment.

3) Reebok, Canton, Mass.

655,500

$24.87

$30.25 (July 9)

$18.50 (Oct. 17, 2001)

Reebok has spent the last year aggressively pumping up product offerings and advertising efforts in its quest to grab more market share in the competitive athletic category. The firm's efforts are paying off -- at least in terms of stock price, which has made significant progress in the past year and reached a 52-week high on July 9. But during the always-critical back-to-school season, athletic sales at retail were lower than expected, prompting a reactive drop in the stock's value during August and early September.

4) Skechers USA, Manhattan Beach, Calif.

384,600

$10.46

$24.40 (Apr. 24)

$10.00 (Oct. 25, 2001)

Skechers' tremendous growth streak of the past few years -- for example, revenues grew 42.3 percent, to $960.4 million, for the full year 2001 -- may have run into a roadblock recently. Although the stock saw its value increase significantly during the past year on continuing sales and earnings growth, it hit a snag on Sept. 6 when securities firm Wachovia downgraded Skechers to 'hold' from 'buy,' saying the company's growth appears to be slowing. At press time, the stock had TK

5) The Sports Authority, Fort Lauderdale, Fla.

316,200

$5.85

$14.85 (Apr. 19)

$3.10 (Sept. 21, 2001)

After several years of turnaround efforts, The Sports Authority enjoyed a huge leap in stock price over the first half of 2002, soaring 99 percent and hitting a 52-week high of $14.85 on April 19. Since then, the stock has dropped off due to general market volatility, sluggish back-to-school sales and a mixed earnings forecast. In August, the company eeked out higher profits. At the same time, it also predicted a wider-than-expected third-quarter loss, but a better-than-expected fourth-quarter profit.

6) Footstar, West Nyack, N.Y.

303,000

$10.62

$37.91 (Oct. 11, 2001)

$8.96 (Sept. 4)

Just when Footstar's executives probably thought things couldn't get worse, the company's stock slumped significantly during the last month. They had already seen their company's stock lose tremendous value since February, when it was trading at $25. After trading as high as $14.88 on Aug. 1, the stock hit a 52-week lot of $8.96 on Sept. 4. The company is faced with additional challenges besides the bankruptcy of its major partner Kmart, and due to weakness in its athletic division, the chain reported August same-store sales dropped more than 5 percent. In addition, Footstar said it expected third-quarter profit of 55 cents to 60 cents a share, way off the market's 97-cent consensus estimate.

7) Vans, Santa Fe Springs, Calif.

281,800

$6.80

$15.99 (Nov. 15, 2001)

$5.03 (July 26)

Vans has been enduring a difficult 2002. Its sagging sales were reflected in a stock price that slipped from $9.37 on June 10, to a 52-week low of $5.03 in little more than a month to land at $6.43 by Sept 10. The company said recently that same-store sales are down 8.5 percent for the quarter ended Aug. 31. That bad news comes on top of a $14.9 million loss reported for the quarter ended May 31.

8) Timberland, Stratham, Mass.

256,000

$36.56

$45.95 (Apr. 12)

$25.65 (Sept. 27, 2001)

Facing difficulties in its domestic footwear business, Timberland has endured a tough year to date. Timberland's stock traded between $35 and $37 from June to August, down from a 52-week high of $45.95 in April. But execs said in July the firm was getting back on track, with mid-single-digit revenue growth expected for the back half of the year.

9) Payless ShoeSource, Topeka, Kan.

208,800

$56.42

$64.70 (Mar. 19)

$41.20 (July 24)

Payless found itself caught in a sticky situation earlier this summer, enduring noticeable same-store sales decreases for June and July. But despite slumping sales, the value of its stock responded positively in August to a quarterly profit that rose a better-than-expected 30 percent. The company said reduced costs, improved inventories and a lower tax rate offset lower sales.

10) Candies, New York

189,900

$1.66

$5.28 (June 11)

$1.48 (Sept. 6)

Life on Wall Street hasn't been very sweet for Candies so far this month. The company's stock reached a new 52-week low this month, after it revised quarterly and full-year earnings downward, primarily due to lower-than anticipated gross margins in its wholesale footwear business. The company said Sept. 6 it now expects to report earnings of 11 cents to 12 cents a share on sales of $49 million for the second quarter ended July 31. It was a significant correction from June, when the company had reiterated its April projection that second-quarter earnings would reach 18 cents to 22 cents a share on sales of $50 million to $52 million.

THE COMPUTER WILL SEE YOU NOW\ EMPLOYERS TAKE AN ELECTRONIC APPROACH TO HIRING.(Business) - The Cincinnati Post (Cincinnati, OH)

Byline: Alexander Coolidge Post staff reporter

A growing number of retail chains and similar businesses frustrated by near-constant employee turnover are entrusting the first step of the hiring process to computers, designed to zero in on applicants likely to do a job well -- and to stay a while.

In Greater Cincinnati, Bigg's is screening job applicants using 'hiring kiosks' at 10 of its 11 stores and claims it has dented employee turnover. The touch-screen system prompts applicants with a mix of personal and personality questions to size up the job seeker.

'In the short run it saves money on paper work, but in the long term it gets us people who want to stay with us,' said Laura Tiller, Bigg's director of human resources. Tiller said the company's already seen a reduction in employee turnover.

Typically, the computers gather not just names and Social Security numbers, but also work to size up an applicant's personality and to provide hiring managers with a list of questions for follow-up interviews.

Online screening systems report on applicants almost immediately, grading them as green, yellow or red -- the last a warning of a potentially problematic hire.

One retailer, crafts chain Garden Ridge, even has its screening system set to page store managers so they can catch choice applicants before they walk out the door and apply at a competitor.

Companies including the Sports Authority Inc., Blockbuster Inc. and the Golden Corral Corp. steakhouse chain have also adopted the online screening systems.

Golden Corral and Big Boy franchisee Frisch's Restaurants of Cincinnati doesn't use in-store Internet links, but it does use the Web to vet potential managers, said vice president of human resources Mike Conner. The current system has been running for about a year.

Conner added that non-management job applicants have answers from an application test keyed into a telephonic system meant to screen potential workers. He said the automated system that assesses job candidates is a reassuring 'second set of eyes' that helps managers make hiring decisions.

Many companies using the systems have installed in-store terminals or telephones equipped with screens and keyboards especially for the purpose, while others direct people to apply on company Web sites.

'I think it's really going to take off because the technology for how people are screened is changing so quickly,' said Donald M. Truxillo, a professor of industrial psychology at Oregon's Portland State University who studies the online systems.

'Our philosophy is to let the technology do the heavy lifting,' said Richard Harding, director of research for Kenexa Corp., a Wayne, Pa., firm that designs and administers online assessment systems.

Online screening incorporates personality tests similar to the paper-and-pencil versions used by some employers as far back as the 1940s. Computers use the results much more systematically, though, letting managers instantly rank candidates or dip into the pool of applicants who have sought jobs at other stores in the same chain.

'You're able to prequalify people and focus really only on the people who look like they have the best chance of success,' said Charles Handler, an industrial psychologist whose firm, Rocket-Hire, is a consultant to employers in choosing the systems.

That's only the start for some employers. Some continue to use the systems after making a hire, feeding worker performance data -- like a clerk's sales commissions or the amount of time it takes for a waiter to 'turn' a table -- into the computer. That data is then used to help fine tune questions and desired answers that can be used to screen future hires.

That helps employers 'close the loop,' said Kim Beasley, a spokeswoman for Unicru Inc., a Beaverton, Ore., firm that makes the screening systems used at more than 50 retail and restaurant chains including Pathmark Stores Inc. and Sports Authority. 'We partner with companies throughout the employee life cycle,' Beasley said.

Online assessment could prove particularly valuable at big retailers and restaurant chains whose employee turnover rate runs as high as 200 percent a year, experts say.

Such employers, almost constantly hiring, are looking for ways to predict which job candidates are less likely to leave once they're hired, and help them cut down on the cost of finding and training replacements.

'They just lose people about as fast as they can get them in the door,' Harding said. 'What it really comes down to is, are you (the job applicant) going to stay there longer and produce more?'

Some employers say the system not only helps them settle on the right workers, but also reduce the time -- and money -- needed to find them.

Since Rock Bottom Restaurants Inc. began using a Unicru system in late 2002, turnover in its brewpubs has tailed off from about 110 percent annually to 91 percent. Rock Bottom has a microbrewery and restaurant on Fountain Square downtown.

Finish Line Inc., an Indianapolis-based athletic footwear chain, has found online screening particularly useful because the computer spots gaps in work history and helps managers, many of them young and with little experience in hiring, structure interviews.

'It really helps store managers ask all the right questions because it gives you all the questions to ask,' said Mike Marchetti, the company's executive vice president of store operations.

Text of fax box follows:

Sample questions

Employers using computers to screen job applicants usually include multiple-choice personality tests designed to match a candidate's temperament to a position. Below are two sample questions included in some tests:

* The perfect work environment for me would be:

A. One where I have a lot of independence.

B. One where I am part of a team.

C. One where I interact with people most of the day.

D. One where I react to other people's requests.

E. One which allows me to work with the same small group of people each day.

* An elderly customer comes into the branch and deposits some cash. You count it and give the customer a deposit receipt for $327.00. Thirty minutes later the customer comes back and says she gave you $337.00 and wants to know where the $10.00 has gone.

A. Explain you were careful and did not make an error.

B. Call your supervisor and let her handle it.

C. Explain that you might have miscounted and that if you did it will show up as your balance at the end of the day.

D. Put $10 of your own money into her account.

E. Ask her nicely if she could have miscounted or spent the $10 and forgotten.

* Answers: C, B. These questions serve different functions, Kenexa's Richard Harding said. The first is primarily a gauge of personality, the latter a measure of situational judgment. 'By coupling these two together, we get a little bit better idea of how they (candidates) would deal with certain situations,' he said.

CAPTION(S):

Photo

ED ANDIRESKI/Associated Press

четверг, 20 сентября 2012 г.

Oregon Legislature Hopes to Land Baseball Team with Financial Incentives. - Knight Ridder/Tribune Business News

By David Steves, The Register-Guard, Eugene, Ore. Knight Ridder/Tribune Business News

May 7--SALEM, Ore.--In a bid to lure a big league baseball team to Portland, The Oregon House on Friday approved a bill to come up with $150 million in public money to pay for half the cost of a new ballpark.

The vote to send the bill to the Senate came only after lawmakers debated whether Major League Baseball and a $300 million baseball stadium would be an economic boon for the state and its largest city, or a squandering of lottery-backed bonds that would be better spent on the less glamorous but critically needed rural sewers, telecommunication systems and downtown revitalization projects.

The vote on House Bill 2941 marked a major victory for baseball boosters who started the session with an idea that struck many in the statehouse as wishful thinking by politically naive sports enthusiasts.

But thanks in part to the muscle of some of the Capitol's most influential lobbyists, the bill developed the support needed to pass the House, 31-27.

'I think the biggest hurdle was just cleared,' said Sen. Ryan Deckert, D-Beaverton. As the Senate's lead sponsor of the bill, Deckert will now face the task of trying to get the bill passed in the Senate. First, though, it must go to the budget-writing Ways and Means Committee, where lawmakers plan to revamp the way the state would provide its $150 million share.

In its current form, HB 2941 calls for the state to sell $150 million in bonds that would be paid back with lottery proceeds. The idea has proven controversial because the state has the authority to sell up to $315 millon in lottery-backed bonds and Gov. John Kitzhaber already has proposed to use $140 million of that authority for not-yet-identified projects in distressed communities.

Before the bill goes to the full Senate, supporters say they want to have it changed so no more than $75 million in lottery-backed bonds are used.

The rest would come from what's called a 'lease revenue bond option.' Income tax revenues collected on the salaries of the Portland team's players would be used to pay back the bonds over 25 years.

Lobbyist Kevin Campbell, who helped persuade lawmakers to consider the revenue-bond option, said it's being used in Maryland, where income taxes on player salaries of the Baltimore Ravens National Football League team have helped pay off part of the cost of that team's stadium.

Both the lottery-bond and the revenue-bond versions of the bill would require that before any state money is spent, local public money and private dollars would be secured to pay the estimated $300 million stadium construction costs and the $60 million or so it would cost to acquire and relocate a franchise.

Three of the 30 Major League teams -- the Montreal Expos, the Tampa Bay Devil Rays and the Oakland Athletics -- may be willing to relocate because they aren't faring well financially in their current cities, Campbell said.

Portland is the largest U.S. city with only one major professional sports team, but it would be the fourth-smallest city to have a Major League Baseball team were one to relocate in the Rose City.

It would be up to teams considering whether to move to Oregon to analyze the area's demographics and economics and determine whether it would make a viable home for a big league ball club.

Campbell and other lobbyists urged House members to take a leap of faith by passing the bill with the controversial lottery-backed bonding scheme, in part on the grounds that the mere passage of the bill by one of the Legislature's two chambers would send an important signal to Major League Baseball that Oregon is willing to put up the money to attract a team.

'We're hoping within days to hear something positive either from (Commissioner) Bud Selig and Major League Baseball or one of the teams,' Campbell said after the House vote. 'I think Oregon has demonstrated its interest.'

One House member who voted for the bill but remained skeptical was Ben Westlund, R-Bend, co-chairman of the Ways and Means Committee. He said the state would have to be able to put the dollars forward without jeopardizing funding for other state programs

After all the heavy lifting by the House, Westlund said, it was baseball's turn.

'We're out here dancing a jig for Major League Baseball, and I haven't seen one scrap of information that there really is interest in moving a team here,' he said.

For some lawmakers, a legislative session in which universities, senior services, state police and other programs are facing cuts because of a budget shortfall was the wrong time to take up public financing for a stadium where millionaire athletes will play games.

Rep. Robert Ackerman, D-Eugene, said he voted against the proposal because it represented the wrong priorities for constituents in his district.

'I get feedback like, 'Let's restore the human services budget or let's improve higher education,' he said. 'But my Eugene constituents don't talk to me about this because they don't want a baseball stadium.'

Eugene-Springfield area lawmakers said that for the most part, their constituents have been quiet on the subject, generating only a small number of calls, letters and e-mails.

One such Eugene resident, Gary Haliski, contacted Rep. Vicki Walker, D-Eugene, by e-mail to oppose the funding proposal.

'There are many more important uses of the money,' he wrote. 'Education and environmental issues (rivers and salmon) come to mind as just two areas in great need.'

Rep. Randy Leonard, D-Portland, said Oregon's legacy of high-minded policy decisions, such as the creation of the Bottle Bill 30 years ago, didn't spring from Legislatures that played things safe, but rather from ones that took risks when they seemed worth pursuing.

'In my mind, this is an example of tough decisions that legislators are asked to make to provide leadership to the state,' he said, adding that baseball 'isn't just good for the state, it's good for all the jobs it will create.'

To see more of The Register-Guard, Eugene, Ore., or to subscribe to the newspaper, go to http://www.registerguard.com

Ore. Mayor Promises Role in Expos' Move - AP Online

00-00-0000
Dateline: PORTLAND, Ore.Some Oregon politicians are hoping the Montreal Expos will relocate to Portland, but others say the state can't afford the team while it's still tussling with a big budget deficit.

"They're looking for corporate welfare from the state of Oregon," said state Sen. Lenn Hannon, R-Ashland. "They can seek their welfare from somewhere else."

Officials in Portland and the Washington, D.C., area were contacted last week as major league baseball considers relocating the Expos. The team is the collective property of league owners, who want to sell it and move to another city by the 2004 season.

The Expos, plagued by poor attendance, are planning to play 22 games in Puerto Rico next season.

Portland Mayor Vera Katz said she would get "directly involved" with any effort to bring the team to the city and would revive a stadium financing bill.

Katz said she would work with the Oregon Sports Authority after the holidays to bring the Expos to Portland and persuade the Legislature to approve the financing _ all by Major League Baseball's "soft" deadline of late February.

But she emphasized the cost would be a key factor.

"I've said loud and clear we will not sacrifice city services," Katz said.

State Sen. Ryan Deckert, D-Beaverton, who spearheaded an effort to bring a team to Oregon in 2001, said he would lead a similar fight when the 2003 Legislature opens Jan. 13.

Deckert said he has met with baseball backers the last few days and the proposal would be the same as the one that fell short in 2001 _ a revenue bond backed by income taxes to be paid by future major leaguers in Portland.

Any use of other taxpayer money is "not in the cards," Deckert added.

Deckert argued the proposal would result in a net gain for the state budget because the jobs created by the stadium construction project would boost income tax revenue in a state that depends heavily on personal and corporate income taxes.

Drew Mahalic, CEO of the Oregon Sports Authority, said the strategy for the local government stadium share is the same as at the state level: floating bonds to pay for upfront costs, then using taxes and fees generated by the stadium and the team to pay the long-term debt.

But Mahalic said the estimated $350 million ballpark proposal by Portland Baseball Group President Steve Kanter was premature. "That's definitely putting the cart before the horse," Mahalic said.

The recruiting effort would stand a better chance if it was backed by a wealthy investor, supporters say, but attempts to attract a big corporate name have failed in the past.

среда, 19 сентября 2012 г.

PORTLAND REMAINS INTERESTED IN EXPOS - The Columbian (Vancouver, WA)

PORTLAND (AP) -- Some Oregon politicians are hoping the MontrealExpos will relocate to Portland, but others say the state can'tafford the team while it's still tussling with a big budget deficit.

'They're looking for corporate welfare from the state of Oregon,'said state Sen. Lenn Hannon, R-Ashland. 'They can seek their welfarefrom somewhere else.'

Officials in Portland and the Washington, D.C., area werecontacted last week as major league baseball considers relocatingthe Expos. The team is the collective property of league owners, whowant to sell it and move to another city by the 2004 season.

The Expos, plagued by poor attendance, are planning to play 22games in Puerto Rico next season.

Portland Mayor Vera Katz said she would get 'directly involved'with any effort to bring the team to the city and would revive astadium financing bill.

Katz said she would work with the Oregon Sports Authority afterthe holidays to bring the Expos to Portland and persuade theLegislature to approve the financing all by Major League Baseball's'soft' deadline of late February.

But she emphasized the cost would be a key factor.

'I've said loud and clear we will not sacrifice city services,'Katz said.

State Sen. Ryan Deckert, D-Beaverton, who spearheaded an effortto bring a team to Oregon in 2001, said he would lead a similarfight when the 2003 Legislature opens Jan. 13.

Deckert said he has met with baseball backers the last few daysand the proposal would be the same as the one that fell short in2001 a revenue bond backed by income taxes to be paid by futuremajor leaguers in Portland.

Any use of other taxpayer money is 'not in the cards,' Deckertadded.

Deckert argued the proposal would result in a net gain for thestate budget because the jobs created by the stadium constructionproject would boost income tax revenue in a state that dependsheavily on personal and corporate income taxes.

Drew Mahalic, CEO of the Oregon Sports Authority, said thestrategy for the local government stadium share is the same as atthe state level: floating bonds to pay for upfront costs, then usingtaxes and fees generated by the stadium and the team to pay the long-term debt.

But Mahalic said the estimated $350 million ballpark proposal byPortland Baseball Group President Steve Kanter was premature.'That's definitely putting the cart before the horse,' Mahalic said.

Employers use computer to screen applicants - The Charleston Gazette (Charleston, WV)

The Associated Press

EDGEWATER, N.J. - The Pathmark supermarket here is hiring. Butwalk-in applicants need not bother asking for a manager.

First, they have to get past the computer.

'Join the Pathmark Team!' welcomes a screen built into a black andgray kiosk, tucked between the store's customer service counter and adisplay rack full of beach balls. 'Right now, we're looking forpeople who think big and dream big - people a lot like you.'

The automated greeting, and screen after screen of multiple-choice questions that follow, are part of a new approach by someemployers to filling their ranks of hourly workers.

A growing number of retail chains and similar businessesfrustrated by near-constant employee turnover are entrusting thefirst step of the hiring process to computers, designed to zero in onapplicants likely to do a job well - and stay a while.

To do that, the computers gather not just names and SocialSecurity numbers, but also work to size up an applicant'spersonality, and provide hiring managers with a list of questions forfollow-up interviews.

Online screening systems used by companies like Pathmark issuereports on applicants almost immediately, grading them as green,yellow or red - the last a warning of a potentially problematic hire.

One retailer, Houston-based crafts chain Garden Ridge, even hasits screening system set to page store managers so they can catchchoice applicants before they walk out the door and apply at acompetitor.

Terminals in stores or online

Companies including The Sports Authority Inc., Blockbuster Inc.and the Golden Corral Corp. steakhouse chain have also adopted theonline screening systems. Many companies using the systems haveinstalled in-store terminals or telephones equipped with screens andkeyboards especially for the purpose, while others direct people toapply on company Web sites.

'I think it's really going to take off because the technology forhow people are screened is changing so quickly,' said Donald M.Truxillo, a professor of industrial psychology at Oregon's PortlandState University who studies the online systems.

Online screening incorporates personality tests similar to thepaper-and-pencil versions used by some employers as far back as the1940s. But computers use the results much more systematically,letting managers instantly rank candidates or dip into the pool ofapplicants who have sought jobs at other stores in the same chain.

'You're able to prequalify people and focus really only on thepeople who look like they have the best chance of success,' saidCharles Handler, an industrial psychologist whose firm, Rocket-Hire,is a consultant to employers in choosing the systems.

That's only the start for some employers. Some continue to use thesystems after making a hire, feeding worker performance data - like aclerk's sales commissions or the amount of time it takes for a waiterto 'turn' a table - into the computer. That data is then used to helpfine tune questions and desired answers that can be used to screenfuture hires.

That helps employers 'close the loop,' said Kim Beasley, aspokeswoman for Unicru Inc., a Beaverton, Ore., firm that makes thescreening systems used at more than 50 retail and restaurant chainsincluding Pathmark Stores Inc. and Sports Authority.

'We partner with companies throughout the employee life cycle,'Beasley said.

High turnover kills profits

Online assessment could prove particularly valuable at bigretailers and restaurant chains whose employee turnover rate runs ashigh as 200 percent a year, experts say.

Such employers, almost constantly hiring, are looking for ways topredict which job candidates are less likely to leave once they'rehired, and help them cut down on the cost of finding and trainingreplacements.

'They just lose people about as fast as they can get them in thedoor,' Harding said. 'What it really comes down to is are you [thejob applicant] going to stay there longer and produce more?'

Some employers say the system not only helps them settle on theright workers, but also reduce the time - and money - needed to findthem.

Since Rock Bottom Restaurants Inc. began using a Unicru system inlate 2002, turnover in its brewpubs has tailed off from about 110percent annually to 91 percent.

The change may be partly due to the soft labor market, which haskept people from changing jobs, but some of it almost certainly dueto hiring choices aided by the computer, said Ted Williams, seniorvice president of the brewery division at the Louisville, Colo.company.

Lowering turnover has an immediate impact on profits. Restaurantsspend an average of $500 to $600 to hire and train a new employee.But the actual cost of a new worker is closer to $2,000 because theyare less productive while they learn the business, Williams said.

The system has also saved managers time that takes them away fromrunning their restaurants, he said.

'If you can screen out at least the ones [candidates] youshouldn't be talking to, that is a huge get-ahead,' Williams said.

Finish Line Inc., an Indianapolis-based athletic footwear chain,has found online screening particularly useful because the computerspots gaps in work history and helps managers, many of them young andwith little experience in hiring, structure interviews.

'It really helps store managers ask all the right questionsbecause it gives you all the questions to ask,' said Mike Marchetti,the company's executive vice president of store operations.

Some researchers are concerned people will see the new technologyas impersonal and find it a turnoff.

Some systems offer applicants minimal explanation for the processand ask inappropriate questions, Handler said.

That could be a mistake since most applicants for store jobs arealso shoppers at those stores, and a bad experience with a hiringsystem could sour their image of the company, he said.

But Truxillo, the Portland State professor, said job seekers willprobably get used to the idea over time. He compares it to pre-employment drug screening, which drew protests from some workers 15or 20 years ago, but has become fairly routine.

Some job seekers may even come to see it as a faster, easierapproach of applying, he said.

'You get really quick feedback and maybe some people would rathernot deal with a real person at that point in the process,' he said.

On the Net:

www.unicru.com

www.kenexa.com

www.rocket-hire.com

www.gardenridge.com

www.thesportsauthority.com

www.blockbuster.com

www.pathmark.com

www.finishline.com

www.rockbottom.com

Stream of computer questions helping to screen job applicants; Systems can issue reports quickly - Telegraph - Herald (Dubuque)

EDGEWATER, N.J. - The Pathmark supermarket is hiring. But walk-inapplicants need not bother asking for a manager.

First, they have to get past the computer.

'Join the Pathmark Team!' welcomes a screen built into a black andgray kiosk, tucked between the store's customer service counter and adisplay rack full of beach balls. 'Right now, we're looking forpeople who think big and dream big - people a lot like you.'

The automated greeting, and screen after screen of multiple-choice questions that follow, are part of a new approach by someemployers to filling their ranks of hourly workers.

A growing number of retail chains and similar businessesfrustrated by near-constant employee turnover are entrusting thefirst step of the hiring process to computers, designed to zero in onapplicants likely to do a job well - and stay awhile.

To do that, the computers gather not just names and SocialSecurity numbers, but also work to size up an applicant'spersonality, and provide hiring managers with a list of questions forfollow-up interviews.

Online screening systems used by companies like Pathmark issuereports on applicants almost immediately, grading them as green,yellow or red - the last a warning of a potentially problematic hire.

One retailer, Houston-based crafts chain Garden Ridge, even hasits screening system set to page store managers so they can catchchoice applicants before they walk out the door and apply at acompetitor.

Companies including The Sports Authority Inc., Blockbuster Inc.and the Golden Corral Corp. steakhouse chain also have adopted theonline screening systems. Many companies using the systems haveinstalled in-store terminals or telephones equipped with screens andkeyboards especially for the purpose, while others direct people toapply on company Web sites.

'I think it's really going to take off because the technology forhow people are screened is changing so quickly,' said Donald M.Truxillo, a professor of industrial psychology at Oregon's PortlandState University who studies the online systems.

'Our philosophy is to let the technology do the heavy lifting,'said Richard Harding, director of research for Kenexa Corp., a Wayne,Pa., firm that designs and administers online assessment systems.

Online screening incorporates personality tests similar to thepaper-and-pencil versions used by some employers as far back as the1940s. But computers use the results much more systematically,letting managers instantly rank candidates or dip into the pool ofapplicants who have sought jobs at other stores in the same chain.

'You're able to prequalify people and focus really only on thepeople who look like they have the best chance of success,' saidCharles Handler, an industrial psychologist whose firm, Rocket-Hire,is a consultant to employers in choosing the systems.

That's only the start for some employers. Some continue to use thesystems after making a hire, feeding worker performance data - like aclerk's sales commissions or the amount of time it takes for a waiterto 'turn' a table - into the computer. The data are then used to helpfine tune questions and desired answers that can be used to screenfuture hires.

That helps employers 'close the loop,' said Kim Beasley, aspokeswoman for Unicru Inc., a Beaverton, Ore., firm that makes thescreening systems used at more than 50 retail and restaurant chainsincluding Pathmark Stores Inc. and Sports Authority.

'We partner with companies throughout the employee life cycle,'Beasley said.

Online assessment could prove particularly valuable at bigretailers and restaurant chains whose employee turnover rate runs ashigh as 200 percent a year, experts say.

Such employers, almost constantly hiring, are looking for ways topredict which job candidates are less likely to leave once they'rehired, and help them cut down on the cost of finding and trainingreplacements. 'They just lose people about as fast as they can getthem in the door,' Harding said. 'What it really comes down to is areyou (the job applicant) going to stay there longer and produce more?'

Some employers say the system not only helps them settle on theright workers, but also reduce the time - and money - needed to findthem.

Since Rock Bottom Restaurants Inc. began using a Unicru system inlate 2002, turnover in its brew pubs has tailed off from about 110percent annually to 91 percent.

Some of the change almost certainly is due to hiring choices aidedby the computer, said Ted Williams, senior vice president of thebrewery division at the Louisville, Colo. company.

'If you can screen out at least the ones (candidates) youshouldn't be talking to, that is a huge get-ahead,' Williams said.

Mayor Promises Role in MLB Team Effort - Yakima Herald-Republic

THE ASSOCIATED PRESS

PORTLAND - Some Oregon politicians are hoping the Montreal Exposwill relocate to Portland, but others say the state can't afford theteam while it's still tussling with a big budget deficit.

'They're looking for corporate welfare from the state of Oregon,'said state Sen. Lenn Hannon, R-Ashland. 'They can seek their welfarefrom somewhere else.'

Officials in Portland and the Washington, D.C., area werecontacted last week as major league baseball considers relocating theExpos. The team is the collective property of league owners, who wantto sell it and move to another city by the 2004 season.

The Expos, plagued by poor attendance, are planning to play 22games in Puerto Rico next season.

Portland Mayor Vera Katz said she would get 'directly involved'with any effort to bring the team to the city and would revive astadium financing bill.

Katz said she would work with the Oregon Sports Authority afterthe holidays to bring the Expos to Portland and persuade theLegislature to approve the financing - all by Major League Baseball's'soft' deadline of late February.

But she emphasized the cost would be a key factor.

'I've said loud and clear we will not sacrifice city services,'Katz said.

State Sen. Ryan Deckert, D-Beaverton, who spearheaded an effort tobring a team to Oregon in 2001, said he would lead a similar fightwhen the 2003 Legislature opens Jan. 13.

Deckert said he has met with baseball backers the last few daysand the proposal would be the same as the one that fell short in 2001- a revenue bond backed by income taxes to be paid by future majorleaguers in Portland.

Any use of other taxpayer money is 'not in the cards,' Deckertadded.

Deckert argued the proposal would result in a net gain for thestate budget because the jobs created by the stadium constructionproject would boost income tax revenue in a state that dependsheavily on personal and corporate income taxes.

Drew Mahalic, CEO of the Oregon Sports Authority, said thestrategy for the local government stadium share is the same as at thestate level: floating bonds to pay for upfront costs, then usingtaxes and fees generated by the stadium and the team to pay the long-term debt.

But Mahalic said the estimated $350 million ballpark proposal byPortland Baseball Group President Steve Kanter was premature. 'That'sdefinitely putting the cart before the horse,' Mahalic said.

E-recruiting firm offering tool to determine how long job seeker will stay around. - Chicago Tribune (Chicago, IL)

Byline: Jeff Meredith

CHICAGO _ For a human resources manager at a large retail chain, a high rate of employee turnover seems inevitable _ studies show that 100 percent annual turnover is not uncommon.

Beyond a self-reported job history, references and time-consuming interviews, employers have little ability to determine how long an employee will stay and what would allow them to thrive.

Unicru Inc., an electronic recruiting company based in Beaverton, Ore., would like to change that by harnessing the power of artificial intelligence.

'We've tried to automate the whole hiring process,' said Bob Gregg, Unicru's chief executive. 'Because of the assessment technology we've put in, we've dramatically lowered turnover.'

Unicru's product, Smart Assessment, allows retailers to attract hourly employees both online and through store-based interactive interview kiosks, where typical application data is joined by a personality assessment test.

Smart Assessment looks for the characteristics applicants hold in common with employees that have been successful in that job.

Hiring managers are presented with a printout of the results, an 'Interview Guide' that shows how well an individual matches to a job. The guide even suggests questions in the event of a face-to-face interview. The system has 80 percent accuracy in predicting the length of an employee's stay within a 30-day window, Gregg said.

Unicru's product also attempts to give employers the data they need to best utilize personnel.

'It's not (just) how long people stay, it's who stays,' said David Scarborough, one of the developers of the technology. 'The traditional approach to employee selection involves identifying the one big pattern, the most common background attached to the behavior you're trying to predict. Artificial neural networks (in Smart Assessment) discover the other patterns. We know that there's more than one way to succeed in a job.'

Some human resources professionals are cautious about AI-aided hiring.

'There's a couple of dangers,' said Jai Shekhawat, CEO of Chicago-based Fieldglass Inc., which develops software for managing workers. 'Is something a correlation _ a predictor _ or merely a coincidence? At best, (these methods) are complementary to human judgment, not a substitute for it.'

Besides concerns about companies sharing applicants' private information, Shekhawat also expresses an underlying unease that the technology may only help employers, and not employees seeking a work environment that suits them better.

Scarborough said that Unicru does not sell any of its data or 'store it in a way where a person not involved in the hiring decision can use it.' As for steering people away from jobs they don't match well with, he said, 'We've really done them a favor.'

First used for engineering and industrial applications during the mid-1980s, neural networks evolved from early artificial intelligence research. Modeled on the functions of the human brain, a neural network attempts to imitate human reasoning. Large amounts of data are fed into the network, which looks for relationships and reaches conclusions. Neural networks also have the capacity to learn by example.

Unicru assembles a database with thousands of employment case histories, and neural networks are able to spot the statistically similar characteristics of employees who stay longer.

For example, if an applicant remembers their boss' name from two jobs ago, they will typically stay on longer as an hourly employee, Gregg said.

Retailers like the Sports Authority have been intrigued by the concept. The Fort Lauderdale, Fla.-based sporting goods giant tested Unicru's product in 1999 and rolled it out to most stores in 2000, said Laurie Saylor, director of employee relations and staffing.

'(Store managers) receive feedback about how well an applicant scored on assessments measuring their orientation toward customer service, sales and performance, as well as the expected future behaviors of the applicant based on his/her score,' Saylor said.

'The Unicru system takes all the available information about an applicant and delivers it to our management in a way that makes it easy to determine which candidates should be considered further.'

Since August, the Sports Authority has processed more than 80,000 applicants, the majority being walk-ins. Saylor said the system gives the company 'a large pool of qualified candidates without the need to advertise.' She added that their ad budget for hiring has been cut substantially.

Most of Unicru's clients are not using Smart Assessment because of the large amount of information needed to develop a database _ the process requires six months to a year depending upon the size of a client's workforce, said Scarborough. The next deployments are not that far off, however, as Unicru is working with several national retailers, including a video rental chain, grocery store and foodservice operator.

Unicru had about $14 million in sales in 2000, a figure Gregg expects to double by the end of this year.

Shekhawat believes there's value in exploring AI-powered human capital management but believes it could be better applied once an employee is aboard, matching their skills with the available opportunities in a firm.

'If it's done with integrity, both sides can benefit here,' said Shekhawat. 'This way people actually feel good about offering information about their competencies.'

(EDITORS: STORY CAN END HERE)

Sean Magennis, an organizational behavior specialist for Thomas International, a Dallas-based developer of HR assessment tools, sees a potential upside to products like Smart Assessment in that they will not carry human biases.

'From a diversity perspective, artificial intelligence can be very beneficial,' Magennis said, 'because it's blind to things like color, age, sexual orientation.'

___

(c) 2001, Chicago Tribune.

Visit the Chicago Tribune on the Internet at http://www.chicago.tribune.com/

THE FN LIST; MARKET MOVERS: THE 10 MOST ACTIVELY TRADED FOOTWEAR STOCKS. - Footwear News

Rank & Company

Average Volume*

Stock Price**

52-Week High

52- Week Low

1) Nike, Beaverton, Ore.

1,677,100

$43.00

$64.28 (Mar.20)

$40.50 (Aug. 15)

The world's largest athletic shoe company has not been immune to market volatility; its stock has lost nearly a third of its value since March 20. The price stock plunged in August after Nike said U.S. footwear futures orders from Foot Locker would 'likely be significantly below the prior year,' as the athletic retailer moves to reduce its emphasis on high-end sneakers, a category dominated by Nike.

2) Foot Locker, New York

1,537,700

$10.32

$17.95 (Mar. 8)

$8.90 (Aug. 8)

The juggernaut athletic footwear and apparel retailer's stock hit a 52-week low on Aug. 8 after the company said it expected to post results at the lower end of its earlier stated, second-quarter earnings range. The chain attributed the lowered forecast to unfavorable sales trends. The retailer's profit did meet that restated forecast, but Foot Locker then narrowed its guidance for the second half.

3) Reebok, Canton, Mass.

655,500

$24.87

$30.25 (July 9)

$18.50 (Oct. 17, 2001)

Reebok has spent the last year aggressively pumping up product offerings and advertising efforts in its quest to grab more market share. The firm's efforts are paying off -- at least in terms of stock price, which has made significant progress in the past year and reached a 52-week high on July 9. But during the always-critical back-to-school season, athletic sales at retail were lower than expected, prompting a reactive drop in the stock's value during August.

4) Skechers USA, Manhattan Beach, Calif.

384,600

$10.46

$24.40 (Apr. 24)

$10.00 (Oct. 25, 2001)

Skechers' tremendous growth streak of the past few years -- for example, revenues grew 42.3 percent, to $960.4 million, for the full year 2001 -- may be slowing. Although the stock saw its value increase significantly during the past year, it hit a snag on Sept. 6 when securities firm Wachovia downgraded Skechers to 'hold' from 'buy,' saying the company's growth appears to be lagging.

5) The Sports Authority, Fort Lauderdale, Fla.

316,200

$5.85

$14.85 (Apr. 19)

$3.10 (Sept. 21, 2001)

After several years of turnaround efforts, The Sports Authority enjoyed a huge leap in stock price over the first half of 2002, soaring 99 percent and hitting a 52-week high of $14.85 on April 19. Since then, the stock has dropped off due to sluggish back-to-school sales and a mixed earnings forecast. In August, the company eeked out higher profits.It also predicted a wider-than-expected Q3 loss.

6) Footstar, West Nyack, N.Y.

303,000

$10.62

$37.91 (Oct. 11, 2001)

$8.96 (Sept. 4)

Just when Footstar's executives probably thought things couldn't get worse, the company's stock slumped significantly in fall 2002. They had already seen their company's stock lose tremendous value since February, when it was trading at $25. After trading as high as $14.88 on Aug. 1, the stock hit a 52-week lot of $8.96 after the firm warned of sharply lower earnings.

7) Vans, Santa Fe Springs, Calif.

281,800

$6.80

$15.99 (Nov. 15, 2001)

$5.03 (July 26)

Vans has been enduring a difficult 2002, reflected in its dropping stock price. In early June, Vans shares traded higher that $9 before slipping to a 52-week low of $5.03 in late July. The company said recently that same-store sales are down 8.5 percent for the quarter ended Aug. 31. That bad news comes on top of a $14.9 million loss reported for the quarter ended May 31.

8) Timberland, Stratham, Mass.

256,000

$36.56

$45.95 (Apr. 12)

$25.65 (Sept. 27, 2001)

Facing difficulties in its domestic footwear business, Timberland has endured a tough year to date. Timberland's stock traded between $35 and $37 from June to August, down from a 52-week high of $45.95 in April. But execs said in July the firm was getting back on track, with mid-single-digit revenue growth expected for the back half of 2002.

9) Payless ShoeSource, Topeka, Kan.

208,800

$56.42

$64.70 (Mar. 19)

$41.20 (July 24)

Payless endured same-store sale decreases for both June and July. But despite slumping sales, the value of its stock responded positively in August to a quarterly profit that rose a better-than-expected 30 percent. The company said reduced costs, improved inventories and a lower tax rate offset sales decreases.

10) Candies, New York

189,900

$1.66

$5.28 (June 11)

$1.48 (Sept. 6)

Life on Wall Street hasn't been very sweet for Candies so far this month. The company's stock reached a new 52-week low this month, after it revised quarterly and full-year earnings downward, primarily due to lower-than anticipated gross margins in its wholesale footwear business. The company said Sept. 6 it now expects to report earnings of 11 cents to 12 cents a share on sales of $49 million for the second quarter ended July 31. It was a significant correction from June, when the company had reiterated its April projection that second-quarter earnings would reach 18 cents to 22 cents a share on sales of $50 million to $52 million.

Source: FN reporting, bigcharts.com.

*Average volume for the 200-day period ended Sept. 10, 2002.

'The computer will see you now' A growing number of companies are using online screening systems to help find new hires - Chicago Sun-Times

The Pathmark supermarket is hiring, but walk-in applicants neednot bother asking for a manager.

First, they have to get past the computer.

'Join the Pathmark Team!' welcomes a screen built into a black andgray kiosk, tucked between the customer service counter and a displayrack full of beach balls in Edgewater, N.J. 'Right now, we're lookingfor people who think big and dream big -- people a lot like you.'

The automated greeting, and screen after screen of multiple-choice questions that follow, are part of a new approach by someemployers to filling their ranks of hourly workers.

A growing number of retail chains and similar businessesfrustrated by near-constant employee turnover are entrusting thefirst step of the hiring process to computers, designed to zero in onapplicants likely to do a job well -- and stay a while.

To do that, the computers gather not just names and SocialSecurity numbers, but also work to size up an applicant'spersonality, and provide hiring managers with a list of questions forfollow-up interviews.

Online screening systems used by companies like Pathmark issuereports on applicants almost immediately, grading them as green,yellow or red -- the last a warning of a potentially problematichire.

One retailer, Houston-based crafts chain Garden Ridge, even hasits screening system set to page store managers so they can catchchoice applicants before they walk out the door and apply at acompetitor.

Companies including The Sports Authority, Blockbuster and theGolden Corral steakhouse chain have also adopted the online screeningsystems. Many companies using the systems have installed in-storeterminals or telephones equipped with screens and keyboardsespecially for the purpose, while others direct people to apply oncompany Web sites.

'Our philosophy is to let the technology do the heavy lifting,'said Richard Harding, director of research for Kenexa, a Wayne, Pa.,firm that designs and administers online assessment systems.

Online screening incorporates personality tests similar to thepaper-and-pencil versions used by some employers as far back as the1940s. But computers use the results much more systematically,letting managers instantly rank candidates or dip into the pool ofapplicants who have sought jobs at other stores in the same chain.

'You're able to prequalify people and focus really only on thepeople who look like they have the best chance of success,' saidCharles Handler, an industrial psychologist whose firm, Rocket-Hire,is a consultant to employers in choosing the systems.

That's only the start for some employers. Some continue to use thesystems after making a hire, feeding worker performance data -- likea clerk's sales commissions or the amount of time it takes for awaiter to 'turn' a table -- into the computer. That data is then usedto help fine tune questions and desired answers that can be used toscreen future hires.

That helps employers 'close the loop,' said Kim Beasley, aspokeswoman for Unicru, a Beaverton, Ore., firm that makes thescreening systems used at more than 50 retail and restaurant chainsincluding Pathmark Stores and Sports Authority.

'We partner with companies throughout the employee life cycle,'Beasley said.

Online assessment could prove particularly valuable at bigretailers and restaurant chains whose employee turnover rate runs ashigh as 200 percent a year.

Such employers, almost constantly hiring, are looking for ways topredict which job candidates are less likely to leave once they'rehired, and help them cut down on the cost of finding and trainingreplacements.

Some employers say the system not only helps them settle on theright workers, but also reduce the time -- and money -- needed tofind them.

Since Rock Bottom Restaurants began using a Unicru system in late2002, turnover in its brewpubs has tailed off from about 110 percentannually to 91 percent.

The change may be partly due to the soft labor market, which haskept people from changing jobs, but some of it almost certainly isdue to hiring choices aided by the computer, said Ted Williams,senior vice president of the brewery division at the Louisville,Colo. company.

Lowering turnover has an immediate impact on profits. Restaurantsspend an average of $500 to $600 to hire and train a new employee.But the actual cost of a new worker is closer to $2,000 because theyare less productive while they learn the business, Williams said.

The system has also saved managers time that takes them away fromrunning their restaurants, he said.

'If you can screen out at least the ones (candidates) youshouldn't be talking to, that is a huge get-ahead,' Williams said.

GUNS, RED LIGHTS, REFEREES TOPICS OF NEW OREGON LAWS - The Columbian (Vancouver, WA)

SALEM, Ore. -- Police will be allowed to detain students for upto a week for bringing guns to school under one of the hundreds ofnew state laws that go into effect Saturday.

Other new laws passed by Oregon's 1999 Legislature will suspendthe driver's licenses for students caught skipping school or buyingcigarettes and allow several cities to set up automatic cameras tocatch red-light runners.

Also, shoving a sports referee can bring an automatic $1,000fine, and teachers will be required to conduct the pledge ofallegiance in class at least once a week.

Legislators passed more than 1,000 new laws this year before theyended their session in late July. Most of the laws take effect 90days after adjournment, which is Oct. 23.

The gun detention law was passed by the Legislature in the wakeof Kip Kinkel's shooting spree at Thurston High School inSpringfield in May 1998.

It allows youths to be held for up to seven days forinvestigation and mental health screening for bringing a gun ordestructive device to school.

Kinkel had been caught with a gun in school but was released tohis father later the same day.

Police say Kinkel killed his parents then went to the high schoolthe next morning and shot up the school cafeteria. Kinkel pleadedguilty last month to four counts of murder and 26 counts ofattempted murder.

Springfield police Capt. Steve Swenson said such a law might haveprevented the shootings.

'We support the law because it takes it out of the officer'shands,' Swenson said. 'We no longer have to decide whether someonewill be sent home or put into juvenile detention.

'And we don't have to read their minds and decide whether they'llkill someone.'

Unseen eyes

On other fronts, drivers used to hot-footing it through stoplights will have unseen eyes watching them.

Portland, Beaverton, Bend and Medford will be able to set upcameras in a pilot program to catch red-light runners.

The cameras are triggered when a vehicle rolls over sensors inthe pavement after a light turns red. Offenders will get citationsin the mail, similar to the process by which several cities now usephoto radar cameras to nab speeders.

Some of the laws passed by the Legislature have later effectivedates to allow more time to put new programs into place.

An example is one that takes effect next March that places limitson when new teen-age drivers can drive and how many passengers theycan have in their vehicle.

But young drivers also will face new restrictions under laws thatgo on the books Saturday.

People under 18 could lose their driving privileges for as longas a year if they are caught a second time lying about their age tobuy cigarettes.

Another new law gives school districts authority to have driverlicenses suspended of students who repeatedly skip school.

The law contains exceptions for students in home schooling or whoattend a high school equivalency program or community college.

Students first applying for driver licenses can be required, atthe school district's option, to show proof they have been attendingclass.

On a related front, another new law going into effect wouldprevent drivers of any age from renewing licenses if they have toomany unpaid parking tickets.

Lawmakers also took a couple of new steps to discourage drunkendriving.

Motorists charged twice with driving under the influence ofalcohol could forced to forfeit their vehicles under a law aimed atcreating statewide uniformity on the matter.

Some cities have adopted ordinances allowing for forfeitures,while others have been reluctant to move without clear stateauthority.

Motorists who drive drunk or without insurance will be barredfrom suing other drivers in accidents for 'pain and suffering'damages.

Intoxicated drivers and those lacking insurance still could seekcompensation for actual economic loss, such as property damage ormedical bills, from drivers causing the accidents.

Backers of the referee attack measure argued that physical andother harassment of sports referees has been on the rise and thatthe law would send a strong message.

If referees can prove they are subjected to 'offensive physicalcontact' shoving, slapping or grabbing they will be entitled tocollect an automatic $1,000 damage award plus lawyers' fees from theoffenders.

No solicitation

Phone customers weary of the ringing of solicitors will like onenew law that's intended to provide them with an additional escape.

The state will set up a database of people who don't wantsolicitations.

Marketers will be required to check the list and will beprohibited from calling people on it.

Phone customers now can pay to have anti-solicitation black dotsby their names in phone books. But many solicitors buy lists fromcommercial enterprises that compile them.

The new pledge of allegiance law was passed by the Legislatureafter a supporter said the flag salute teaches students importantlessons about patriotism, commitment and respect.

The law has already had an unanticipated effect a flag shortage.

The state Republican Party is coming to the rescue, raising fundswith a goal of generating $10,000 to buy flags for schools.

Darryl Howard, state GOP executive director, said the partyalready has requests for more than 3,000 flags.

NEW LAWS AT A GLANCE

Among hundreds of new state laws taking effect Saturday are onesto:

* Impose a mandatory $1,000 fine for shoving around or otherwisephysically harassing a sports referee.

* Permit suspension of driving privileges of minors who attempttwice to illegally buy cigarettes by misrepresenting their ages.

* Allow school districts to suspend driver licenses of studentswho repeatedly skip school.

* Create statewide authority for cities to require driverscharged twice with drunken driving to forfeit their cars.

* Require teachers to conduct the pledge of allegiance in classat least once a week.

* Establish a statewide directory of people who don't want phonesolicitations, forbid solicitors from calling people on the list.

* Permit pilot projects in Portland, Beaverton, Bend and Medfordusing cameras to catch red-light runners.

* Make phonics reading materials available to all teachers inkindergarten through second grade.

* Allow police to hold students for up to a week for evaluationsif they bring guns to school.

* Require 24 hours of training every two years on such things asCPR, food handling and detecting abuse for the state's 10,500 family-run child care businesses.

* Prohibit motorists who drive drunk or without insurance fromsuing other drivers in accidents for 'pain and suffering' damages;they still could sue drivers who were at fault for compensation foractual economic losses.

* Adopt standard methods for public access to records of statehealth-related licensing boards.

* Move Oregon's presidential primary election from March to May.

* Give the state Department of Forestry authority to bar loggingon hillsides when public safety is at risk and to adopt rules todiscourage people from building houses on property that could beburied in a landslide.

* Outlaw improper disposal of human waste, such as tossing urine-filled bottles from vehicles, with fines up to $2,500 and potentiallicense suspension for commercial drivers.

* Authorize cities to have driver license renewals delayed untilunpaid local parking tickets are paid.

* Require health insurers to provide maternity coverage fordependent daughters of women policyholders.

* Modify assisted suicide law to permit hospitals to forbiddoctors from assisting suicides in their facilities.

* Protect businesses from liability for Y2K problems as long asthey have made good faith efforts to deal with changes.

The computer will see you now Businesses frustrated by employee turnover turn to online screening - Oakland Tribune

EDGEWATER, N.J. -- The Pathmark supermarket here is hiring.Butwalk-in applicants need not bother asking for a manager.

First, they have to get past the computer.

'Join the Pathmark Team!' welcomes a screen built into a black andgray kiosk, tucked between the store's customer service counter and adisplay rack full of beach balls. 'Right now, we're looking forpeople who think big and dream big -- people a lot like you.'

The automated greeting, and screen after screen of multiple-choice questions that follow, are part of a new approach by someemployers to filling their ranks of hourly workers.

A growing number of retail chains and similar businessesfrustrated by near-constant employee turnover are entrusting thefirst step of the hiring process to computers, designed to zero in onapplicants likely to do a job well -- and stay a while.

To do that, the computers gather not just names and SocialSecurity numbers, but also work to size up an applicant'spersonality, and provide hiring managers with a list of questions forfollow-up interviews.

Online screening systems used by companies like Pathmark issuereports on applicants almost immediately, grading them as green,yellow or red -- the last a warning of a potentially problematichire.

One retailer, Houston-based crafts chain Garden Ridge, even hasits screening system set to page store managers so they can catchchoice applicants before they walk out the door and apply at acompetitor.

Companies including The Sports Authority Inc., Blockbuster Inc.and the Golden Corral Corp. steakhouse chain have also adopted theonline screening systems. Many companies using the systems haveinstalled in-store terminals or telephones equipped with screens andkeyboards especially for the purpose, while others direct people toapply on company Web sites.

'I think it's really going to take off because the technology forhow people are screened is changing so quickly,' said Donald M.Truxillo, a professor of industrial psychology at Oregon's PortlandState University who studies the online systems.

'Our philosophy is to let the technology do the heavy lifting,'said Richard Harding, director of research for Kenexa Corp., a Wayne,Pa., firm that designs and administers online assessment systems.

Online screening incorporates personality tests similar to thepaper-and-pencil versions used by some employers as far back as the1940s.

'You're able to prequalify people and focus really only on thepeople who look like they have the best chance of success,' saidCharles Handler, an industrial psychologist whose firm, Rocket-Hire,is a consultant to employers in choosing the systems.

That's only the start for some employers. Some continue to use thesystems after making a hire, feeding worker performance data -- likea clerk's sales commissions or the amount of time it takes for awaiter to 'turn' a table -- into the computer. That data is then usedto help fine tune questions and desired answers that can be used toscreen future hires.

That helps employers 'close the loop,' said Kim Beasley, aspokeswoman for Unicru Inc., a Beaverton, Ore., firm that makes thescreening systems used at more than 50 retail and restaurant chainsincluding Pathmark Stores Inc. and Sports Authority.

Online assessment could prove particularly valuable at bigretailers and restaurant chains whose employee turnover rate runs ashigh as 200 percent a year, experts say.

Such employers, almost constantly hiring, are looking for ways topredict which job candidates are less likely to leave once they'rehired, and help them cut down on the cost of finding and trainingreplacements.

'They just lose people about as fast as they can get them in thedoor,' Harding said. 'What it really comes down to is are you (thejob applicant) going to stay there longer and produce more?'

Some employers say the system not only helps them settle on theright workers, but also reduce the time -- and money -- needed tofind them.

Since Rock Bottom Restaurants Inc. began using a Unicru system inlate 2002, turnover in its brewpubs has tailed off from about 110percent annually to 91 percent.

The change may be partly due to the soft labor market, which haskept people from changing jobs, but some of it almost certainly dueto hiring choices aided by the computer, said Ted Williams, seniorvice president of the brewery division at the Louisville, Colo.company.

Lowering turnover has an immediate impact on profits. Restaurantsspend an average of $500 to $600 to hire and train a new employee.But the actual cost of a new worker is closer to $2,000 because theyare less productive while they learn the business, Williams said.

The system has also saved managers time that takes them away fromrunning their restaurants, he said.

'If you can screen out at least the ones (candidates) youshouldn't be talking to, that is a huge get-ahead,' Williams said.

Finish Line Inc., an Indianapolis-based athletic footwear chain,has found online screening particularly useful because the computerspots gaps in work history and helps managers, many of them young andwith little experience in hiring, structure interviews.

'It really helps store managers ask all the right questionsbecause it gives you all the questions to ask,' said Mike Marchetti,the company's executive vice president of store operations.

Some researchers are concerned people will see the new technologyas impersonal and find it a turnoff.

Some systems offer applicants minimal explanation for the processand ask inappropriate questions, Handler said.

That could be a mistake since most applicants for store jobs arealso shoppers at those stores, and a bad experience with a hiringsystem could sour their image of the company, he said.

But Truxillo, the Portland State professor, said job seekers willprobably get used to the idea over time. He compares it to pre-employment drug screening, which drew protests from some workers 15or 20 years ago, but has become fairly routine.

Some job seekers may even come to see it as a faster, easierapproach of applying, he said.

'You get really quick feedback and maybe some people would rathernot deal with a real person at that point in the process,' he said.

On the Net:

www.unicru.com

www.kenexa.com

www.rocket-hire.com

www.gardenridge.com

www.thesportsauthority.com

www.blockbuster.com

www.pathmark.com

www.finishline.com

www.rockbottom.com