What Are Good Shower Heads For High Water Pressure

Every brand is now listening to the needs of their consumers so that they can make a product that can help them to solve their issues. Many manufacturers are planning to provide the users who have a common but different requirement. However, despite the numbers are huge in the industry there are only few shower heads that work properly as expected.

Every shower has a specialty because nowadays many interior designers and bathroom designers prefer stylish and much more beautiful bathrooms utilities such as 360° Technology, Colors, Material, Stainless Steel, Flexible, and quality nozzle.

Every house has its story to explain so it is tough to find a shower head that can fill your requirement. Even in the crowd, there are few shower heads which are.known for perfect performance and sturdy pressure even when the pressure is low. The rainfall technology is added to many shower heads. There are many benefits of using it. Just like these ones, there are plenty of products which are famous.

What benefits you get from using a high-pressure waterfall-

  • The powerful water pressure showers head always perform better.
  • You can save water and money in the water bills.
  • Shower heads are something that should work even when the water pressure is slow.

What Are Good Shower Heads For High Water Pressure?

You can find plenty of them because almost every brand shower heads are made to function properly in the high water pressure, but only few can outperform others.

AquaDance Shower Head – $9.99

If your budget is small, but you want to have a better shower head, then you can get AquaDance Shower Head. The unit had over six setting function and made from high-quality of metal, which makes it much more durable and last longer. The product comes with lifetime warranty and along with customer care support for assistance.

Shower Head – Rainfall High Pressure

If you are planning to get a piece which is elegant, powerful and has amazing performance even in the low-water pressure, then you should get this superior rain performance shower head. The nozzle has silicone jets which are anti-clogging ultimate shower head. When you are purchasing the unit, you get one-year of warranty, which comes for only $24, and also you can get assistance from the customer care.

WantBa 8 Inches (157 Jets) Rainfall Shower Head

When you are willing to pay few more bucks for the waterfall feeling in your bathroom, then it isn’t an issue because WantBa 8 Inches (157 Jets) Rainfall Shower Head has it all. If you allow the unit to do its job at full capacity, then you can find a marvelous job. You can adjust the direction of the metal swivel ball. If you wish tot clean, then it is an easy task to clean it. The WantBa 8 Inches (157 Jets) Rainfall Shower Head is known to work even in the low-pressure shower head. The price of the unit is affordable $25, and you can get the best out of the product. You get ten years of limited warranty on the product, and it voids if you have purchased it from a distributor or any third-party.


Many brands are working on providing the best units for the consumers, but there are only few who are living up to the mark and some of the are leaving the others behind. If you have questions or any doubts to clear then make sure to comment below in the comment section.

Research Summary: Getting the Most from Your Calibration Process


With traditional performance processes under fire, but continued pressure to deliver a vehicle for measurement and feedback, leading organizations have incorporated calibration into the process. If done right, calibration can not only improve the value of reviews today, but create a foundation for business-centric performance management going forward.

However, if done wrong, calibration only serves to exacerbate the complaints and frustrations of the business.  Based on interviews with more than twenty organizations, this best practice report lays out the best methods for creating and running successful calibration sessions.

A. Introduction

As HR organizations look to transform their performance management practice from an after-the-fact forced documentation to a driver of business outcomes, calibration can not only improve the perceived fairness of today’s process, but raise the value of performance management to the business by:

  • Socializing expectations.
  • Gaining visibility into cross-team capabilities.
  • Better preparing managers to coach employees.
  • Providing a natural segue to broader business conversations.

                   Figure 1. Incorporating Calibration into the Performance Process

B. 7 Key Steps in Running a Successful Calibration Process

In order to leverage calibration as a business value generator rather than a mechanism for further frustration, organizations must understand the key steps in running successful calibration sessions:

  1. Get what matters on the table.
  2. Make the conversation king.
  3. Make the tough calls.
  4. Own the result.
  5. Broaden insight.
  6. Move toward future-focused business impact.
  7. Communicate “what’s in it for me” to managers and employees.

                                    Figure 2. Structure of a Performance Calibration Session

C. Actionable Advice for HR Leaders

With few organizations satisfied with performance-appraisal results and most re-designing their process every three to five years, it is easy to incorporate a new fad and quickly become disenchanted. The calibration process is not a new fad – it has been found to be an effective practice. However, it needs to be done right or it will just lead to further frustration. Summary recommendations to get started:

  • Ensure proper investment. Can your organization invest in facilitators, coaching for managers, and getting executive support for establishing what matters?  Such investment is critical in rolling out a process that positively impacts managers and their teams.
  • Keep it simple. The investment in the process should center around driving better conversations – amongst managers within the meeting and between managers and employees outside of the meeting.  Meanwhile complex processes and administrative demands should be kept to a minimum.
  • Look for calibrations already occurring in the organization. Since this is a business-driven activity, some business areas or teams might be conducting calibration-type sessions.  Some groups may be effectively using calibration sessions to drive useful conversations and consistent results.  Look to these pockets for initial investment and value creation; then leverage these examples throughout the organization.

D. Report Links

Get the full framework with component details on what’s different and where the business benefits lay. Find out how vendors will need to respond – and what you should expect from them. Buy the full research report on the Constellation Research website.

Contact the Sales team to purchase this report on an a la carte basis or join the Constellation Customer Experience!

Are Check-ins The Future Nirvana of Time Tracking?

Time tracking has always been at the forefront of the internet of things – from the early days of punch cards fed to a mainframe to more recent advancements such as interactive voice response and biometric devices.  How do advancements in SoLoMo technology open up even further possibilities?

Time tracking itself began as a compliance necessity – ensuring people were paid for the proper time worked and no one (especially the company) was getting cheated.  However, tracking time worked has generated far greater benefits than just that.  Knowing when, how many, and on what people work allows for optimized near-term scheduling and, when tied to outcomes (such as widgets sold, widgets produced, and customers satisfied), it can enable predictive planning – including hiring, scheduling, and deployment.  In other words, collecting data on what people are working on and tying that to desirable outcomes can mean big money.  Meanwhile, technology advancements – in particular, biometric devices – make this data more accurate and due to ease and speed, more specific.

For those whose paycheck is tightly tied to clocking in and out, this works great.  However, there is a huge gaping void of workers whose work activities are a complete mystery.  For this population, the act of filling out a timesheet – though often tried at companies to get a “handle on things” – leads to complaints and non-compliance, at best, and mutiny and attrition, at worst. There have also been attempts to raise things up a level – via goal tracking.

Tracking progress and completion toward goals (that could also be tied to projects and outcomes) would garner a similar level of visibility into the work activities of a more elusive population. However, getting individuals to track goals day-to-day is even less realistic than getting people to fill out a timesheet. “We would love it if people did that,” remarked an HR executive in a recent interview.  But they don’t.  It’s a burden and doesn’t help them get work done.  It sure would be great data to have though.

Enter “checking into work objects.” Just as Foursquare and Facebook Places (soon to be replaced by embedded check-ins) allow a consumer to check into a restaurant, airport, or other spot of interest – and then enables others to comment, share experiences, and make suggestions (in addition to suggestions and “offers” made by the system itself), work systems could allow workers to check into a project, customer, product, etc., forming the basis of a useful, collaborative work activity.

This is just what DoubleDutch proposes with its new Hyve product.  Such a mechanism bridges the unstructured, natural way of working of a large population of knowledge workers and structured data collection that can be used for high value visibility and decision making.

Though check-in data cannot replace the highly granular and accurate time keeping made possible by badge swipes and biometric devices, perhaps there will be a marrying of the two for the on-the-clock crowd as well.  With mobile devices becoming more pervasive, an increased desire for social-based work environments, and increased mobile device sophistication (such as QR code readers), checking into work may become a natural and productive way to keep time.

DoubleDutch screenshots:

Visibility into what people are actually working on – made possible by structured data collection

For more on this subject, check out (DoubleDutch CEO) Lawrence Coburn’s blog post on work objects.…

HR Mobility Round-up

As predicted, HR technology providers are releasing mobile applications in droves.  Within the last few months Lawson/Infor, Lumesse, Peoplefluent, SuccessFactors, and Workday have all had major announcements, with more to come. Some interesting trends:

What about HTML5?

Bullish statements from Salesforce.com, Google, and Facebook, along with an enthusiastic technical community would suggest that native application builds are no longer necessary and HTML5 is the way to go.  And yet, no HR technology vendors are using HTML5.  They are all building native. Why is this?   The reality is that while HTML5 has closed some gaps with regards to local data storage and speedier caching, the user experience is still insufficient to get new users addicted to new applications.  And this is what HR technology providers need to do right now.  Until HTML5 can completely close the gap or employees/executives are so used to using mobile devices to access and leverage people information, native development (on potentially multiple operating systems and design palettes) will be the norm.

What’s the approach to native development?

There are three major camps with regards to Process Of native App development strategy, ranging from generalized to specialized (see figure below).

1. Standard native applications for iOS (Apple), Android, and Blackberry (RIM).  With this approach, vendors are building applications for all major devices.  The application interface is tweaked slightly to fit into the design experience of the device, but a good portion of the development work can be re-used from device to device.  The advantage of this approach is more rapid cross-device development and the ability to reach more users with simple, straightforward tasks.

2. iOS (Apple) specific applications. With this approach, vendors are optimizing the mobile experience for the iPhone, in particular.  Plans to build out on other devices take a back burner. The advantage of this approach is a richer experience for a popular device and a quicker time-to-market with new applications.

3. iPad specific design. With this approach, vendors are optimizing design for users of a rich and roomy touch interface. Other tablet devices are not a concern yet, because no one is buying them. However, executives and senior managers are buying iPad’s by the dozen.  For HR, this is a target constituent for rolling out people planning and insight.  The advantage of this approach is an extremely rich and hopefully addictive interface for a strategic population.

As different kinds of applications emerge, vendors are sure to mix and match these approaches.

What applications are being delivered?

Employee “directories” are the most common mobile application with offerings from Lawson (Mobile Employee), Peoplefluent (Explorer), SuccessFactors (Org Chart), Ultimate (Employee Directory), Workday (Organization Swirl). In addition to look-ups, some of these applications such as Peoplefluent, SuccessFactors and Workday offer rich visualizations of organizational relationships.

Another very popular application being delivered via mobile is recruiting, with a particular emphasis on manager visibility into the recruiting process.  Lawson, Lumesse, Peoplefluent, and Successfactors all have takes on this.

Kronos covers workforce management. Saba and SumTotal cover learning. And, ADP introduced a mobile payroll RUN last year.

*See below for some public screenshots.

Your POV:

What applications and devices are most needed in your organization?  Is your vendor hitting the mark?  What are they missing?


Workday Organization Swirl

Peoplefluent Explorer

Peoplefluent Recruiting



Ultimate Employee Directory

Lumesse TalentLink

SuccessFactors Org Chart


Kronos Workforce Mobile

IHRIM Article: Disruptive Technologies Move to the Core with Next-Generation Platforms

The latest half-yearly edition of IHRIM’s Workforce Solutions Review delves into the technology challenges and opportunities facing HR, IT, and business leaders today.  Suzanne Rumsey and Brett Addis of Knowledge Infusion reveal the five key “change drivers” in successful technology deployments, culminating in an adaptation of routine behaviors.  Naomi Bloom and Jim Holincheck hit point and counterpoint on the definition of SaaS.   Michael Krupa, technical director at Charles Schwab, advises his peers to put customizations to rest and turn to next generation HR systems instead.

And, I describe the success elements in getting the agility and innovation value promised from those next generation systems.  It’s a good read and just a small fee if you’re not already an IHRIM member.

In the meantime, here are some highlights from my article:

Disruptive Technologies Move to the Core with Next-Generation Platforms

Agility and innovation on the agenda for IT’s next big shift


Today’s IT leaders are under pressure to deliver value quickly while keeping costs to a minimum. But, most IT leaders cannot meet the demands because legacy platforms are holding them back. Next-generation platforms beckon and promise to deliver extraordinary results. With these platforms, IT leaders can turn their attention to business value and innovation rather than customization and maintenance.  Meanwhile, consumer-oriented technology advancements have leaked into enterprises as a result of department- or employee-driven value-seeking. Though these technologies are considered disruptive in today’s ecosystem, they will soon become standard in core platforms. As IT leaders look to deliver sustained innovation and business value with a next-generation platform change, they should focus on the nuances of these four technology enablers:

  • Cloud
  • Mobile
  • Embedded Analytics
  • Social


Cloud encompasses 3 major components: SaaS, DaaS, and PaaS.

  • Software-as-a-Service (SaaS) platforms provide a baseline set of components along with highly tuned configuration options. By staying in the delivered “box,” IT organizations can uptake new features immediately without costly maintenance cycles.
  • Development-as-a-Service (DaaS) is the delivery of development tools for making application extensions, as well as UI mashups that go beyond delivered configuration capabilities. Such tools enable IT organizations to go “outside the box,” but in an agile, upgrade-safe way.
  • Platform-as-a-Service (PaaS) is the delivery of platform integration and orchestration tools, easing the way in which new integrations are brought in and folded into key business processes.

With their next generation platform choice, IT leaders should ensure that it provides the highest level of agility and a level of discipline that matches their own strategy.  Information technology leaders are best positioned to drive sustained innovation with a SaaS platform that does not allow for code customization. Such platforms are often referred to as “true SaaS,” in which all customers are on the same code line.  Still, pressures from the business to deliver just the right functionality can be hard to fend off.  PaaS and DaaS will provide the ultimate answer for those IT organizations that feel constrained by SaaS yet seek the benefits of rapid updates and deployment.

Embedded Analytics

Legacy systems delivered business intelligence (BI) separate from applications.  Such a separation meant a disconnect between decisions and actions – rendering both tools less useful and powerful than they could be.

With next-generation platforms, IT leaders should look to bring value to business users by tying decisions and actions together within applications. Embedding analytics in applications can come in the form of role-based dashboards, formal and informal process insight and/or transaction support.

  • In the case of role-based dashboards, the individual can see the big picture, but also has direct access to the underlying data and can initiate changes or change requests.
  • Within processes, comparative insight can lead an individual to a clear decision point or down a better path.
  • While completing a transaction, individuals can see the impact of their changes and fine-tune their entry.

Next-generation Analytics Enable Control and Embedded Delivery

With embedded analytics, decision support must be thought about up-front in the implementation cycle. At the same time, it’s important to recognize the changing requirements and new information that will be gained as these tools are put into practice. The IT leader should make sure that the analytics platform is easy to configure, change, and roll out across the various application touch points.


With more than 74 percent of the world owning mobile phones plus smartphones changing expectations of what can be accomplished with such devices, IT leaders will need a sound and easily adaptable mobile delivery strategy.

Part of this strategy includes how to convert or build applications for mobile devices.  A key decision point is whether to build native applications or Web-based applications.

  • Native applications are optimized for a particular device environment – including user interface, speed of use, and interoperability with other native applications. Native applications are ideal if you can narrow down the mobile OS platforms to one or two.
  • Web-based applications can scale to all operating systems with one development effort. This is often a more practical path given there are currently more than five active operating systems and the market is changing rapidly.

Both Native and Web-based Mobile Delivery Have Benefits

Though application providers are busy building out mobile applications, it’s not likely they can keep up with IT’s array of mobile demands in the coming decade.  It will be important for IT leaders to understand the vendor’s own mobile development platform and how this can be leveraged by the IT organization. Is the mobile development platform part of the Platform-as-a-Service capability?  Will it be?  In the meantime, IT will need to make sure to deliver mobile applications that address the most critical and appropriate business needs – and to waitlist the rest.


Enterprises have seen the proliferation of social network tools in pockets of the business; Microsoft Sharepoint, alone, can be found in 78 percent of Fortune 500 companies. Unlike consumer tools such as Facebook, Yelp, and Foursquare, these tools are secured and focused on the sharing of work materials, updates and decisions. However, the stand-alone enterprise social network has its limitations – limitations that can be overcome by incorporating this new way of working into next-generation platforms.

  • Stand-alone networks are disconnected from people systems. Though people-centric, the standalone tool misses out on key data housed in HR records –such as work history and organizational connections. Likewise, the people (HR) system misses out on rich information shared about expertise and work completion.
  • Stand-alone networks are disconnected from business systems. Though the stand-alone system supports informal decision-making, the formal decisions, transactions and process updates are missing – causing a disconnect in the way people can perform their work. Likewise, the business system lacks the important insights gained from the network when individuals initiate transactions or complete processes.

Next-Generation Platforms incorporate and interoperate with Social Tools

As IT leaders evaluate next-generation platforms, they will want to make sure social tools are embedded in the business and people systems for maximum value. At the same time, new consumer and stand-alone social tools will continue to emerge and provide new value to the workplace. To get the most from emerging technology, IT leaders will need to make sure that the social network tools baked into the application platform will also provide interoperability with “the next big thing.”


Next-generation platform shifts will provide an exciting opportunity for IT to deliver value to the business rapidly, but with significantly lower costs.  IT leaders should position themselves to get the most from disruptive technology advancements built into the platform by:

  • Running a pilot in a specific department or for a specific problem. Choose a group that champions technology adoption, but is able to adapt if the technology is not selected.
  • Getting comfortable with the level of control over the technology.  Simulate change requirements – new business rules, bringing on a new organization or region – within the pilot phase.  Measure the flexibility and costs; determine if the platform requires improvement or if expectations need to be lowered.
  • Experimenting with innovative ideas. Where are social, mobile, and analytics most impactful? Get early feedback on usefulness from pilot groups. Adjust, eliminate or strengthen.
  • Leveraging small wins to get early buy-in and executive support. Use information learned early and apply that knowledge to more areas, building up more support as you go.

Your POV: Are you currently evaluating a next-generation platform?  What are your drivers?  Your key criteria?  What do you need help with?…

Is Chatter the Center of the Universe?

Last week at Dreamforce, Marc Benioff spent 2.5 hours of the opening keynote extolling the virtues of Chatter.  A life-size iPad showcased the ease of collaborating on sales deals and other work.

And, even more telling, a number of technology providers announced they were plugging into the Chatter way of life – including HR vendors Workday and Vana Workforce, as well as Infor (marketing), Concur (expenses), and Kenandy (supply chain).

The event sparks both a turning point and a bundle of questions …

Internal Social Networking – Reborn

Buzz aside, this event will mark a major shift in the perception of internal social networking going forward.  Benioff deemed the space “Social Enterprise” and identified “in-context social collaboration” as the business value differentiator. Truth be told, though, business leaders have accepted external social networks as a necessary business tool – for things like recruiting, prospecting, and customer service.

On the other hand, internal social networking continues to be met by raised eyebrows, headshakes, and outright skepticism.

Benioff makes a strong case that maybe the networks, to date, just haven’t been in the right place (in the middle of business activities) or connected to the right things (work products).  Though specific customer examples – such as NBC Universal’s use of chatter across all properties to collaborate on such things as marketing products – are still few, an impressive number of hands were raised in the keynote auditorium when asked “who’s using chatter?”

Who Isn’t Using Chatter?

Though a couple of HR vendors announced Chatter plug-ins, other social collaboration-oriented vendors were noticeably absent from such announcements.  Notably, Saba and SuccessFactors.

The question remains whether worker-centric applications such as these can connect to work and business activities while retaining the stream of work within their application set. Or, will they ultimately need to connect up with a business-centric social stream?  Where will the center of work gravity fall when everything shakes out?

What Will Larry Do?

With Oracle OpenWorld just weeks away, one wonders how Larry Ellison will respond to his protege and nemesis.

Though Ellison has a social platform in Webcenter Connect and ties to business application activities in Fusion Network at Work, will it come across as a “me too”?  It is hard to imagine Ellison extolling the virtues of a business application that could “enable customers and employees to rise up against corporate leadership” as Marc Benioff charged the 45,000 Dreamforce attendees, in what was certainly the most electrifying moment of the keynote. Still, it’s also hard to imagine Larry Ellison ceding the universe to Chatter.