Posted in home

Keeping Money at Home Can Be Costly for Investors

The tendency for investors to allocate too much of their capital in their home markets is called domestic bias and is a well-known phenomenon. For U.K. investors who’ve stuck with indigenous equities in recent years, this proclivity has cost them dearly.

The U.K. investment industry manages about 8.5 trillion pounds ($11 trillion), more than three-quarters of which is on behalf of local customers, according to figures compiled by the Investment Association, a trade body. For the past five years, the geographical asset allocation of the group has barely budged, and domestic holdings have remained stuck at about 30%, compared with 23% in Europe and 22% or less in North America.  

That ignores a significant shift in how important — or unimportant — U.K. stocks are to the global equity market. While British equities have remained the third-biggest geographical component of the MSCI World Index, their share has decreased dramatically, to

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Posted in improvements

Colts offensive coordinator Nick Sirianni on the importance of keeping TE Mo Alie-Cox involved in the offense, third down improvements & more

» Even with Jack Doyle and, soon enough, Trey Burton returning at tight end, there will be an emphasis to ensure Mo Alie-Cox is getting the football: The Colts spent most of training camp with Doyle, Burton and Alie-Cox, in that order, as their top three tight ends — a formidable, all-around group of talented blockers and receivers, all of whom bring a little bit different flavor to the passing game.

But Burton would suffer a calf injury in the team’s second training camp scrimmage at Lucas Oil Stadium just before the start of the regular season, which would land him on injured reserve and force him to miss at least he first three games of the year.

Doyle, meanwhile, missed the Colts’ Week 2 matchup against the Minnesota Vikings with knee and ankle injuries.

That left Alie-Cox as the team’s primary tight end that day at Lucas Oil Stadium,

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Posted in home

What We’ve Learned About Keeping Our Teams Engaged While Working From Home


6 min read

Opinions expressed by Entrepreneur contributors are their own.


You’re reading Entrepreneur India, an international franchise of Entrepreneur Media.

As March rolled around, companies around the world launched the largest work-from-home experiment overnight, whether we were prepared or not. And the single lesson that businesses have learnt is, even if you were able to get by with semi-engaged employees who would trudge into office for their paychecks before the world changed, those guardrails of a formal work environment are now gone.

If anything, a business with unengaged employees is potentially going to underperform one with fewer, but highly engaged ones.

A highly engaged team can mean the difference between failure and success. Bringing a project across the finish line is half the battle, but if you keep your team engaged, they’ll have the motivation to go above and beyond.

As I’ve transitioned to running teams

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Posted in home

HOME INSTEAD SENIOR CARE Attracting and keeping top employees bedrock of company’s service

Quality employees are the bedrock of Home Instead Senior Care, and since its founding in 1996, it has worked to build and strengthen its workforce.



a man sitting on a bench in front of a building: Anne Peters, owner of Home Instead Senior Care, poses for a portrait on July 22, 2020 in Urbandale. Peters has owned Home Instead since 2008, which employs close to 80 staff members and cares for around 600 clients yearly.


© Olivia Sun/The Register
Anne Peters, owner of Home Instead Senior Care, poses for a portrait on July 22, 2020 in Urbandale. Peters has owned Home Instead since 2008, which employs close to 80 staff members and cares for around 600 clients yearly.

Anne Peters bought the franchise, located in Urbandale, in 2008. Home Instead  specializes in companionship, chronic disease management, dementia care, plus more. 

Peters said it is the company’s culture that attracts top employees — 78 responsible for around 600 seniors yearly. Employees go through a 90-day mentorship program dedicated to their professional growth. 

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“We very much have a culture

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