In Search of a Talent Management Strategy

In Search of a Talent Management Strategy

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Singapore Human Capital Summit 29-30 Sept 2009

29 to 30 September 2009 at the Raffles City Convention Centre.

Dear Business Leaders & HR Practitioners

We are pleased to invite you to join us at the second Singapore Human Capital Summit 2009 that will be held from 29 to 30 September 2009 at the Raffles City Convention Centre.

Jointly organised by the Singapore Ministry of Manpower and the Singapore Workforce Development Agency, the Summit is the premier people management and leadership development conference organised for Asia, in Asia. This is an event where business leaders; experts in academia and consultancies; as well as industry and government practitioners gather to discuss latest trends, ideas and practices in managing and developing Asian workforce and talent.

Themed "People Strategies for Asia", this exclusive summit offers unparalleled insights into talent management and leadership development in Asia. The forum provides a platform for CEOs and HR community to sharpen their human capital strategies as a competitive advantage for their companies.

Singapore's Prime Minister, Mr Lee Hsien Loong will be opening the Summit which will be attended by local and regional participants. The global thought and business leaders who are expected to speak at the Summit include:

Business Leaders

Claudio Fernández-Aráoz
Senior Advisor
Egon Zehnder International

Harish Manwani
President Asia
Africa, Central and Eastern Europe
Unilever

Deborah Henretta
Group President, Asia
Procter & Gamble

Subramanian Ramadorai
Chief Executive Officer &
Managing Director
Tata Consultancy Services Limited

Koh Boon Hwee
Chairman
DBS Group Holdings and DBS Bank

Sunny Verghese
Group Management Director &
Chief Executive Officer
Olam International Limited

Thought Leaders

Lynda Gratton
Professor of Management Practice
London Business School

Dave Ulrich
Partner & Co-founder of RBL Group
Professor of Business, Ross School of Business
University of Michigan

Robert Sutton
Professor of Management
Science and Engineering
Stanford University

• Register Now
• Programme Details
• Summit Details

The inaugural summit in 2008 was attended by more than 750 regional and local Chief Executive Officers, Chief HR Officers, business leaders and members of the HR fraternity. We had overseas delegates from more than 20 countries in Asia and beyond, and a strong slate of speakers comprising 63 academics and business leaders. The event drew a positive response from both delegates and industry members.Join us at the Singapore Human Capital Summit, Asia's premier human capital event, to enhance your people strategies for business success.

Organising Committee
Singapore Human Capital Summit

For more information, please contact the Secretariat at:

Tel：+65 6513 8798
[Operating hours: 1000 - 1800 (GMT + 8hrs) Monday to Friday]
Fax：+65 6256 2220
Email：secretariat@singaporehcsummit.com
URL：www.singaporehcsummit.com

Summit Conference Fees

Category

Rates (Inclusive of GST)

New Registrant

SGD $2800

Group Registration
(2 or more persons from the same company)

SGD $2,000

Referral by Registered Delegate

SGD $2,000

Brought to you by:

Strategic Partners:

Government

Civil Service College
Infocomm Development Authority
International Enterprise Singapore
Ministry of Foreign Affairs Singapore
Monetary Authority of Singapore

Public Service Division
Singapore Economic Development Board
Singapore Tourism Board
Spring Singapore

Associations

National Trades Union Congress
Singapore Business Federation
Singapore Chinese Chamber of Commerce & Industry
Singapore Human Resource Institute

Singapore International Chamber of Commerce
Singapore National Employers Federation
The Association of Banks in Singapore
The Institute of Banking and Finance

Academic

INSEAD
Nanyang Technological University

NUS Business School
Singapore Management University

Official Broadcast Partner:

Five Insights From Leadership Research

Ongoing analysis of 200,000 360-degree feedback reports yields some unexpected findings on the making of organizational leaders. Among them: We’re too focused on erasing leaders’ weaknesses when we should be teaching them to develop their strengths.
By Jack Zenger, Joe Folkman and Kurt Sandholtz
Comments 0 | Recommend 0

et's face it: Leadership development has been stuck for a long time. The most fundamental questions are still in dispute. For example: What is this thing we call leadership? Is it genetically hardwired into some people but not others Can it be developed? And if so, what methods really work?

Ironically, these questions persist in the midst of a veritable mountain of printed material. Every bookstore contains dozens—if not hundreds—of books on the subject, many written by scholars for prominent business, military and governmental leaders. Tens of thousands of articles are available, and the number of speeches on the subject is way beyond counting.

Despite all these resources, the study of leadership begs for a more scientific approach. Imagine where medicine, engineering, physics, space exploration, chemistry or aviation mechanics would be if these disciplines had relied on the opinions and personal views of leading practitioners, devoid of research and published results.

Five insights from our leadership research
Success in understanding any complex field requires that researchers apply scientific rigor and then share their findings. For the past five years, one of the authors of this article, Joseph Folkman, has led a team that has been analyzing a substantial data base of approximately 200,000 feedback instruments—commonly called 360-degree feedback reports—that pertained to approximately 20,000 managers. These questionnaires were collected within hundreds of companies.

The results of this research are published in a book co-authored by Folkman and Jack Zenger, The Extraordinary Leader: How Good Managers Become Great Leaders. Our research has continued, and additional findings are being published by the authors through the Zenger Folkman consulting organization.

Our data-driven approach to understanding leadership has led to a number of unexpected insights. This article will share five of our fundamental findings. Our hope is that this will lead to additional questions, debates and research—all of which will further our understanding of leaders and how they develop.

1. We need to set our sights higher.
Earlier in his career, one of the authors co-founded a highly successful supervisory skills training firm. The firm’s underlying objective was to teach frontline managers the basics—and because so many su¬pervisors lacked these fundamentals, merely getting them to the point of adequacy turned out to be a worthwhile (and profitable) achievement. Teaching them how to be among the best managers in their respective companies was never considered.

In hindsight, the skills provided stopped way short of the ultimate target: to produce extraordinary leaders who, in turn, produce extraordinary results for the company. Many of today’s organizations fall into a similar trap. They focus on under-performers with the intent to bring them up to an adequate level. Or, conversely, they invest heavily in their high-potential managers and provide few developmental resources for everyone else. Our research indicates that neither approach is optimal. Organizations will reap huge benefits by helping the vast pool of good managers learn how to become great.

In short, we’ve been putting our leadership development emphasis on the wrong populations. Rather than focus on the top end or the bottom end, our efforts should be directed to the large group in the middle. Building these good leaders’ capability to behave like top-tier leaders can produce results that are far beyond incremental.

2. We need to stop emphasizing weaknesses.
Future leaders learn at a young age that the way to improve themselves is to fix their weaknesses. By the time they start their careers and receive their first supervisory assignment, the habit is deeply ingrained. They ignore their strong points in favor of an in-depth analysis of their shortcomings. They have developed a bone-deep belief that if they raise those lower scores, they will be better leaders.

Nothing could be farther from the truth. In our re¬search, “lack of weaknesses” was not the distinguish¬ing feature of the best leaders. Instead, they possessed a few profound strengths. They used these strengths to great advantage in the organization—and, in turn, were known for being world class in two or three areas.

A caveat is in order here. Our research identified one situation in which working on weaknesses is the right thing: when the leader has what could be termed a “fatal flaw.” All leaders have some areas where they’re not so strong. Such rough edges aren’t a problem if the leader has outstanding strengths that compensate. But if the shortcomings are so serious that they prevent a leader from seeing his or her strengths, they become a brick wall of sorts. The leader cannot move forward until this wall is torn down.

As we analyzed the least effective leaders in our data base, we found the following list of typical fatal flaws:

• Inability to learn from mistakes
• Interpersonal incompetence
• Lack of openness to new ideas
• Tendency to blame others for problems
• Lack of initiative

Playing it safe is perhaps the most risky thing a leader can do. Better to get out and make something happen than be perceived as a conservative, careful non-contributor.

3. We need to invest more in identifying and developing strengths.
Being an extraordinary leader doesn’t mean doing 34 things reasonably well; it means doing three or four things extremely well. The implications are revolutionary. When a leader develops three or four competencies to a certain level of proficiency, then this person will join that elite group. These strengths cannot be just any behaviors. The strengths must be in areas that make a difference. They must be traits or behaviors that others readily see, and that make a positive impact on how the organization functions. We have identified these as “differentiating compe¬tencies.” We discovered that there were 16 such dif¬ferentiating behaviors. The leader would be advised to work on competencies from this list.

4. We need to ensure that leadership has the structure necessary to support the organization.
One of our objectives in reporting this research was to make it simple and actionable, along with being empirical. Think of a traditional wall tent, with a center pole and four corner poles holding up an expanse of canvas. The amount of space inside the tent is symbolic of the effectiveness of a leader. As mentioned above, our empirical research showed 16 differentiating competencies clustered into five areas. The research can be illustrated by this tent.

The center pole represents the cluster of leadership traits having to do with character, honesty and integrity. We believe this is at the core of all effective leadership.

In one corner, the pole represents personal capabilities: technical competence, problem-solving skills, innovation and self-development. These are skills that should be acquired early in one’s career, prior to accepting a supervisory position.

In the second corner pole is a cluster of competencies about the leader’s focus on results, including setting high goals that stretch the team, and accepting responsibility for the performance of the work group.

A third corner pole represents effective interpersonal skills. These include being a powerful and prolific communicator, motivating and inspiring others, and collaborating with other people and groups. Some organizations tolerate interpersonally impaired leaders in the short run, but few put up with it for long.

The final corner pole represents leading change. This cluster includes being a champion for constant change, being the link to the outside world, and looking over the horizon for what is coming up. Here are the 16 capabilities grouped into the five “poles.”

5. We need to understand that developing strengths often requires a nonlinear approach.

Ask anyone how to go about correcting a weakness, and they will give you the standard answer: Study, practice, get feedback, repeat. Ask the same person, “OK, how would you build on a strength?” and you’ll often be met by a blank stare. We’ve been conditioned to look for and fix defects. Few of us have ever seri¬ously considered the question “How do I get better at something I’m already pretty good at?”

For this reason, some leadership theorists argue that building strengths is a fool’s errand. We would state it differently: When a person begins to excel in an area, a different approach to development is required.

In delving into the empirical data, we discovered a fascinating and previously unnoticed phenomenon: A number of supporting behaviors were statistically correlated with each of the 16 differentiating leadership competencies. We have called these supporting behaviors “competency companions,” or “behavioral buddies.”

Examples abound in the world of athletics. Why do world-class tennis players lift weights and run long distances? Why do runners also swim and bicycle? Such cross-training has become commonplace as athletes have discovered it greatly improves their performance. The competency companions represent the cross-training manual for leaders who are intent on building on their strengths.

For example: An oil company executive wanted to move his relationship-building skills from good to great. In working with a coach, he stated his goal as “I am going to be nicer!”

The coach asked what that meant and the executive said, “Well, you know, just in general I’m going to be friendly, not pushy.” Faced with this well-in¬tentioned but vague reply, the coach discussed with him the seven competency companions associated with relationship building and asked if any of the companion skills jumped out at him as ways to improve his effectiveness in relationship building.

After a bit of reflection, the execu¬tive responded, “Optimism—it hits me right between the eyes. I’ve always prided myself on my ability to find the flaw in any argument, or a potential problem that no one else noticed. That’s a very helpful trait when you’re running an oil refinery. But I can see how it undermines my relationships with others. I never saw the connection in the past, but I realize that people may not like to have a discussion with someone who’s always telling them why their ideas won’t work.”

That the differentiating competencies and their com¬panion behaviors are statistically linked is obvious from the data. The reason for the connection is less obvious. Does A cause B, or does B cause A? Or, do they simply have another common root? We hope the answer to those questions will come as we conduct further research. For now, we can say with total confidence that, for example, assertiveness is a powerful companion behav¬ior to honesty and integrity, or that networking greatly leverages a person’s strength in technical expertise.

More work to do
The Extraordinary Leader research provides new insights into the nature of leadership and leadership development. Like most research, it pushes out the perimeter of the circle of knowledge. Just beyond the circle, however, is the expanse of unanswered questions. Our hope is that many more students of leadership will approach this extremely important topic with scientific rigor.

Only in this way will we be able to answer the bigger questions raised at the beginning of this article. We are convinced that, to a great degree, leaders can be made. Genetic makeup is not the main determinant of great leadership. Certainly, some people are born with a high energy level, keen intellect and emotional hardiness. These are helpful traits, but they fail to explain the late-blooming leader. They also fail to explain the promising youth who gets derailed and never recovers.

We acknowledge that much of leadership development happens casually and informally as people work. But we are not dissuaded from believing that intense bursts of development can have a powerful effect in creating a new mind-set and new skills. Just as formal classroom development can greatly accelerate the progress of newly minted supervisors, good science will continue to be of enormous help in our quest to develop extraordinary leaders.

Workforce Management Online, July 2009 -- Register Now!

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John H. “Jack” Zenger, Ph.D., is the author or co-author of seven books on leadership and teams and is considered one of the most authoritative voices on improving organizational performance and developing leadership. He was inducted into the Human Resources Development Hall of Fame in 1994, and in 2005 received the Thought Leader Award from his industry colleagues in ISA: The Association of Learning Providers.

Joseph Folkman, Ph.D., is a frequent keynote speaker and conference presenter, a consultant to some of the world’s most successful organizations and the author or co-author of six books. His research has been published in The Wall Street Journal’s National Business Employment Weekly, Training and Development, and Executive Excellence. Kurt Sandholtz is a facilitator, writer and training designer who has designed and delivered hundreds of seminars on leadership development, coaching skills, change management and career planning. He holds a master’s degree in organizational behavior from the Marriott School of Management at Brigham Young University, where he has been a visiting professor. He has written numerous articles and was the lead author of Beyond Juggling: Rebalancing Your Busy Life.

To comment, e-mail editors@workforce.com.

Source: http://www.workforce.com/section/11/feature/26/52/35/index.html

19th JobStreet.com HR Networking Event: 6th August 2009

Introducing the 19th JobStreet.com HR Networking Event

Recession Reports: How To Prepare For The Roller Coaster Ride

JobStreet.com is pleased to organize the 19th JobStreet HR Networking Event (HRNE) on
6 August 2009 with the theme “Recession Reports: How To Prepare For The Roller Coaster Ride”.

Why this theme?

With the global economic recession, the year has been filled with erratic and unpredictable ups and downs, forcing companies to tighten their budgets and streamline their businesses. In hopes of addressing today’s economic landscape, this year’s HRNE theme emphasizes on analyzing HR trends and challenges in the current market outlook. JobStreet believes the time is right for practitioners to utilize HRNE as a platform to share, learn, and network from one another to get through the recession.

What will you gain by attending this event?

• An in-depth understanding of the role HRM plays during the global recession.
• Find out what others are doing and how HRM can make a difference.
• A comprehensive and all encompassing view on the employment market outlook.
• Learning from distinguished industry experts on their experiences and knowledge that will give you the needed insights into crisis management.
• An opportunity to network with industry peers to share ideas, experiences and make new contacts.

Who should attend?

• HR Managers and Executives
• Recruitment/Hiring Managers
• Strategic Business Unit Managers
• HRD Practitioners

The details of the event are as follows :

Venue	Pyramid 1, Level CP3, Sunway Pyramid Convention Centre (View Map) 3 Jalan PJS 11/15, Bandar Sunway, 46150 Petaling Jaya Selangor Darul Ehsan
Date	6 August 2009 (Thursday)
Time	8.00 am – 5.30 pm
Attire	Office wear
Fee**	RM175 nett per person (If you are unable to attend, a substitute is welcomed at no extra charge. Please provide the name and designation of the substitute delegate at least three days before the event. Regrettably, no refund can be made for any cancellation)
Early Bird	Participants who register and pay by 28th July 2009 will receive a limited edition JobStreet.com Teddy Bear.

	As seats are limited, registration will be made on a "first come. first serve" basis.

TIME	AGENDA	SPEAKER
8.00 am – 9.00 am	Arrival of Delegates and Registration
9.00 am – 9.20 am	Welcome and Introduction	Mr Mark Chang Founder and CEO JobStreet.com
9.20 am – 10.05 am	Retaining Staffs in Challenging Times	Adzhar Ibrahim Head of Human Resource Development, DIGI
10.05 am – 10.35 am	Networking Tea Break
10.35 am – 11.20 am	HR’s Challenges & Actions During The Global Recession (tentative)	Hamidah Naziadin Director Group Corporate Resources CIMB Investment Bank Berhad
11.20 am - 12.30 pm	FORUM: Surviving The Downturn: The HRM Perspective	1. Param T Moorthi HR Site Lead, Dell Global Business Centre
		2. Adzhar Ibrahim Head of Human Resources Development, DIGI
		3. Cheryl Wong HR Director, British American Tobacco Malaysia
		4. Kartina Abdul Latif Associate Director PricewaterhouseCoopers Advisory Services Sdn Bhd Performance Improvement
		5. Hamidah Naziadin Director Group Corporate Resources CIMB Investment Bank Berhad
12.30 pm – 2.00 pm	Networking Lunch
1.10 pm – 1.30 pm	Employment Market Outlook	Yeoh Chen Chow Product Manager, JobStreet.com
1.30 pm – 1.50 pm	New Product Update	Teoh Wee Khang Sr Product Manager, JobStreet.com
2.00 pm – 2.30 pm	Strengthening the Employment and Employability Through Occupational Safety and Health Enhancement	Ir Haji Rosli bin Hussin Executive Director, National Institute of Occupational Safety and Health (NIOSH)
2.30 pm – 3.15 pm	Malaysian Economic Outlook Update	Prof.Dr Nungsari Ahmad Radhi Executive Director, Research and Investment Strategy, Khazanah Nasional
3.15 pm – 3.45 pm	Networking Tea Break
3.45 pm – 4.30 pm	Turning Adversity in HRM into Future Opportunities	Param T Moorthi HR Site Lead, Dell Global Business Centre
4.30 pm – 5.15 pm	Plugging into your Gen Y in a downturn	Melody Wong Manager, Human Resource Advisory practice, PricewaterhouseCoopers Advisory Services Sdn Bhd
5.15 pm – 5.30 pm	Closing Speech	Mark Chang Founder / CEO, JobStreet.com

*	Note: We regret that recruitment firms and similar businesses will be excluded from this event.
*	JobStreet.com reserves the right to make any amendment and/or change to the programme if it is warranted by circumstances beyond our control.

For further inquiries, please email marketing-kl@jobstreet.com or call 03-2176 0333 for Sun (Ext 402) or Matthew (Ext 419).

Source: http://my.jobstreet.com/announcement/2009/h/hrnet09_1riny.htm

Top 100 Tools for Learning 2009

Top 100 Tools for Learning 2009

As at 17 July 2009
146 Learning Professionals
have shared their Top 10 Tools

Source: http://www.c4lpt.co.uk/recommended/index.html

This is the 3rd year we have invited learning professionals from all over the world to share their top 10 tools for learning to help build the annual Top 100 Tools for Learning. Here's the emerging the Top 100 Tools for Learning 2009 list, where you can compare the rankings of the tools with the last two years. Note, by "learning" we mean both formal and informal learning (This list was used to produce the 25 Tools: A Toolbox 2009)

You can view a chronological list of 2009 contributors as well as the alphabetical list of contributors 2007-2009. If you are a learning professional, email me, tweet me @c4lpt or blog your top 10 tools (More info here)

KEY
F = Free, £ = Commercial, D = Download, H = Hosted
Cells shaded blue are new on the list this year

Current ranking in 2009	2008	2007	Tool	# Votes
1	11	43=	Twitter Microblogging tool: FH	87
2	1	2	Delicious Social bookmarking tool: FH	56.5
3	3	7=	Google Reader RSS / Feed reader: FH	46
4	5	6	Wordpress Blogging tool: F H/D	37.5
5	7	14	Google Docs Web-based documents: FH	36
6	20	31=	Slideshare Hosting presentations: FH	35
7	18	22=	YouTube Video hosting/ sharing site: FH	33.5
8	4	3=	Skype Instant messaging/VoIP: FD	33
9	6	3=	Google Search Web search tool: FH	31
10	12	11	Audacity Sound editor and recorder: FD	28.5
11	2	1	Firefox Web browser and extensions: FD	28
12=	16	31=	Ning Social networking platforms: FH	27
	8	5	PowerPoint Presentation software: £D	27
14	10	9	Blogger/Blogspot Blogging tool: FH	24
15	15	16	flickr Photo storage/sharing site: FH	23
16	25	22=	Articulate Presenter/Engage/ Quizmaker	19
17=	26=	50=	Camtasia Studio Screencasting tool: £D	18
	9	12=	Moodle Course mgt system: FD	18
	21	26=	SnagIt Screen capture tool: £D	18
	23	101=	VoiceThread Collaborative slideshows: FH	18
21=	27	17=	Adobe Captivate Demo and scenario tool: £D	17
	14	7=	Gmail Web-based email: FH	17
	-	-	Prezi Presentation software: FH	17
24	26=	-	Jing Screen captures/ casting tool: FD	15.5
25	35=	72=	diigo Social annotation site: FH	15
26=	59=	50=	Adobe Photoshop Photo/Image editing tools: £D	14
	-	-	Evernote Note taking tool: FH	14
28	17	17=	iGoogle Personalised start page: FH	13.5
29	13	26=	Wikipedia Collaborative encyclopedia: FH	13
30			iPhone/iPod Touch + apps	12
31=			Blog(s)/Blogging	11
	38=	43=	Flash Animation authoring tool: £D	11
	35=	43=	PBworks (prev PBwiki) Wiki tool: FH	11
	19	15	Wikispaces Wiki tool: FH	11
35=	50=	50=	Elluminate Web meeting/ conferencing: F/£ H	10
	38=	31=	LinkedIn Professional social network: FH	10
37	-	-	Tweetdeck Desktop Twitter client: FD	9.5
38	28	26=	iTunes/iTunes U Music and podcast player: FD	9
39=	66=	72=	Adobe Connect Web meeting/ conferencing: £H	8
	-	-	animoto Create videos from your images: FH	8
	-	-	Dimdim Web meeting/conferencing: FH	8
	24	17=	Facebook Social networking site: FH	8
	66=	101=	Google Apps All things Google: F/£ H	8
			Wikis and wiki tools	8
	131=	-	Wordle Word cloud generator: FH	8
46=	59=	72=	Edublogs Educational blogging tool	7.5
	22	10	Word Word processing software: £D	7.5
48=	131=	-	Lectora Course authoring tool: £D	7
	37	26=	Netvibes Personalised start page: FH	7
50=	44=	26=	Dreamweaver Web authoring tool: £D	6
	131=	40=	Elgg Social media/learning platform: FD	6
	-	-	Flip Digital camcorder: £	6
	59=	-	Garageband Personal recording studio: £D	6
	40=	40=	Google Earth Satellite and aerial imagery: FD	6
55=	83	101=	Bubbl.us Online mindmapping tool: FH	5
	-	-	Glogster Make an interactive poster: FH	5
	29	36=	Google Calendar Web-based calendar: FH	5
	65=	72=	Keynote Presentation software: £D	5
59	38=	17=	Outlook Email client £D	4.5
60=			Email	4
	-	-	Google Chrome Web browser: FD	4
	66=	-	iMovie Video editing software: £D	4
	131=	-	Picnik Photo editing tool: FD	4
	54=	101=	SecondLife Virtual world application: FH	4
	44=	-	Wetpaint Wiki tool: FH	4
	131=	-	Webex Web conferencing tool: £H	4
67=	30=	12=	Bloglines RSS/Feed reader: FH	3.5
	54=	101=	Friendfeed Discover what others are sharing: FH	3.5
	76=	57=	TeacherTube Instructional video sharing site: FH	3.5
70=	59=	72=	Adobe Acrobat Pro Create and control PDF documents: £D	3
	103=	57=	Adobe Fireworks Image editor: £D	3
	-	-	Cirip Micro-blogging platform: FH	3
	-	-	Dropbox Sync files online and across computers: £H	3
	54=	50=	Freemind Mind mapping tool: FD	3
	-	-	GoAnimate Cartoon and animation creator: FH	3
	72=	131=	Notepad++ Text and HTML editor: FD	3
	103=	72=	Paintshop Pro Image editing software: £D	3
			Paper and pencils	3
	-	-	Photopeach Create slideshows: FH	3
	-	-	SchoolTube Student video and media sharing: FH	3
	-	-	Sharepoint MS Intranet portal and collaboration environment: £D	3
	131=	-	Sony Vegas Video Video editing software: £D	3
	54=	-	Survey Monkey Survey and questionnaire tool: F/£ H	3
84=	-	101=	NetNewsWire RSS/Feed reader: FH	2.5
	-	-	Screencastle Online screencasting tool: FH	2.5

PART TWO: 86- 122

Current ranking in 2009	2008	2007	Tool	# Votes
86=	80=	72=	Adobe Reader PDF Reader: FD	2
	83=	72=	Adobe Presenter PowerPoint-based e-learning tool: £D	2
	103=	-	ClassTools Create Flash-based learning: FD	2
	-	-	Backpack Group calendar, small business organiser: £ H	2
	66=	-	Basecamp Track and manage projects: £H	2
	103=	-	ClassTools Create Flash-based learning: FD	2
	103=	-	ComicLife Create comics: FH	2
	-	-	CoverItLive Live Blogging: FH	2
			Data projector	2
	-	-	Etherpad Real-time document collaboration: FH	2
	-	-	edufire Live video learning: FH	2
	44=	72=	eXe Course authoring tool: FD	2
	103=	79=	Filezilla FTP application: FD	2
	131=	72=	Gliffy Diagramming tool: FH	2
	59=	101=	Google Sites Create web/wiki sites: FH	2
	-	-	Greenshot Screenshot software: FD	2
	-	-	HyperOffice Collaboration suite for small businesses: £H	2
	-	-	iStockPhoto Photocollection: £D	2
	66=	-	Joomla Portal engine and content management system: FD	2
	42=	17=	Mindmanager Mindjet Mindmapping software: £D	2
	59=	101=	MindMeister Mind mapping tool: £H	2
	83=	-	Movie Maker Create, edit and share home movies: £D	2
	103=	101=	Mozy Online backup service: £H	2
	83=	-	Paint.NET Image/photo editing software: FD	2
	103=	101=	Photostory Create slideshows using digital photos: FD	2
	131=	57=	Picasa Photo organiser: FD	2
	131=	-	Posterous Place to post everything: FH	2
	-	-	Quizlet Flash cards, vocab memorization and study games	2
	83=	72=	Safari Web browser (desktop and mobile): FD	2
	83=	50=	Scribd Document hosting/sharing: FH	2
	-	-	Shelfari Virtual bookshelves, rate and discuss books: FH	2
	-	-	Smart.fm The place you go to learn Japanese: FH	2
	-	-	Thinking Worlds Virtual environment, simulation and games authoring: £D	2
	-	-	Tokbox Video messaging service: FH	2
	103=	-	Toondoo Create/share comic strips: FH	2
	83=	-	Twhirl Twitter desktop client: FD	2
	57=	44=	TypePad Blogging tool: £H	2
	-	-	Vimeo Video sharing site: FH	2
	-	-	Vocaroo Record and send voice emails	2
	131=	-	Voki Create personalised speaking avatars: FH	2
	-	-	Wallwisher Online noticeboard maker: FH	2
	-	-	WizIQ Web conferencing tool: FH	2
	-	-	Xing Professional social network: FH	2
	-	-	Xtranormal Text to movie	2
	-	-	Yammer Private micro-blogging platform: FH	2
	-	-	Yola Website build: FH	2
	44=	57=	Zoho Online office suite: FH	2
	66=	72=	Zotero Collect, manage, and cite your research sources: FD	2
128=	-	-	Fireshot Firefox extension that create screenshots of web pages: FD	1.5
	34	36=	Google Maps Online mapping: FH	1.5
	66=	-	Onenote Note sharing: £D	1.5
			RSS feeds	1.5