Wednesday, August 14, 2013
AutoDesk Introduces New Cloud-Based Technology for Infrastructure
AutoDesk,Inc., a leader in 3D design, engineering and entertainment software,
has just recently unveiled its breakthrough cloud-based technology
for infrastructure, the AutoDesk InfraWorks 360 Pro, which is
designed to change the way infrastructure projects are planned,
designed, built and maintained using the cloud, mobile and desktop.
This
cloud-based platform aims to provide new visualization, simulation,
and three-dimensional modeling technologies to customers in the
infrastructure industry. AutoDesk InfraWorks 360 Pro gives users the
option to create presentation material in the form of still images,
slideshows, or animations.
AutoDesk
InfraWorks 360 Pro enables users to see designs as they would appear
in the real world and to perform lighting studies using realistic,
dynamic sun and shadow models.
In
addition to giving stakeholders a realistic view of a project,
visualizing designs within InfraWorks 360 Pro also allows for the
evaluation of more options in the same amount of time, according to
Richard Humphrey, the senior director of infrastructure product
strategy at AutoDesk.
The
ability to rapidly produce proposals by creating and aggregating
project information, which can then be viewed within the InfraWorks
environment as it might appear in the real world, helps make AutoDesk
InfraWorks 360 Pro a powerful tool for winning new business and
accelerating the project approval process.
Starting
this month, customers can purchase InfraWorks 360 Pro for a
three-month trial, or for short-term projects. The purchase on a
quarterly basis includes 150 cloud credits (units of measurement to
perform tasks such as rendering or a simulation in Autodesk 360). To
accommodate long or short project needs, users have the flexibility
to renew at the end of the quarter.
Sources:
What You Know; Who You Don't Know: Does It Matter?
Affirmative
Action is a very important term in the corporate, industry and
business sectors in today's increasingly global market. In essence,
Affirmative Action is giving equal employment opportunity – to
test, hire, promote, or retain - any qualified individual, employee
or applicant, without bias to color, religion, sex, or national
origin,
which “federal contractors and subcontractors are legally required
to adopt,” so as to “create as level a playing field as possible
- but level, not tilted.”
On
the other hand, there is also a subtle mechanism that is said to be
at play, and is said to be neither illegal nor illegitimate: social
networking
in order to find a job, as in the case of job-seekers; or looking for
the right candidate to hire, as in the case of prospective employers.
Others term this as “favoritism.”
This
practice of networking has thus given rise to the common belief that
it is “not what you know, it's who you know” that matters.
Several pros and cons of this practice have been pointed out, from
both sides: the jobseeker and the prospective employer.
Some
jobseekers/observers see this practice of networking as somehow
negative:
- “I remember being startled that we were promoting a method that was clearly subjective and would tilt towards hiring based on secondary considerations...it implied to me pressure to conform.”
- “Whites believe they should have priority over other groups to economic security, political power and basic goods and services, anything that threatens that priority is considered an unfair racial preference. In tough economic times protectionism becomes the order of the day - and social networking helps to facilitate that process.
- “If an employee has a referral, regardless of whether s/he is the best candidate for the position, the referral usually gets the job. I've always found this an unfair practice.”
From
the employer's/observer's point of view, there seems to be more
rationilizing about it:
- “When a valued and trusted employee comes to you with the name of a colleague, perhaps someone they've worked with in the past, and vouches for them, it rightfully carries some weight.”
- “Resumes today are a mix of boiler plate and total fantasy. The private grapevine is imperfect, but based on decades of small business experience across several industries, it is wrong less often than resumes.”
While
there are others that seem to evaluate the practice more objectively:
- “Unless they really think about it, probably most white people are unaware of how unconscious barriers affect other racial groups. Most wealthy people are unaware of barriers and hardships affecting the lower economic classes.”
- “The point is simply that social networks often end up amplifying inequality that already exists. It's only natural to draw on your own circle of contacts, and everyone does it. There's nothing inherently wrong with that, but it does have the inadvertent consequence of reinforcing and perpetuating the inequalities that exist between different groups in society.”
- “The majority of successful employed blacks hesitate to reach out and pull in other blacks fearing being scorned? attacked?...in some way being taken less seriously in the workplace for their actions. They do not network to the advantage of other blacks.”
- “Networking is not illegal but can negatively affect Black employment rates because many White people do not have Black people in their social networks and White employers frequently use their networks to fill positions.”
Yet,
there seems to be also some silver lining behind the cloud of
resentment or frustration that calls for challenging this practice,
or the way of looking at it, to render it more beneficial for both
job seeker and employer.
- “Moving to consensus on more equitable redistribution of jobs and wealth will require confronting the myth of meritocracy and the role of privilege in sustaining status.”
- “Instead of the usual progressive whine of 'unfair' how about some concrete proposal to fix the situation?”
More
positive concrete actions are suggested, in support of networking:
- “One of the ways affirmative action can make an impact is by allowing blacks and other less privileged groups to enter networks that they would otherwise be excluded from. This has the potential of a very positive cascading effect for the individuals affected, allowing them to enter new networks that could drastically impact their career prospects for the rest of their lives.”
- “Sure there's favoritism against Blacks, but Blacks can emulate what Asian-Americans have done successfully -open and run millions of successful small businesses. Asian-Americans have massive sources to finance their start-ups; successful Black businesses need to create non-traditional funding sources and incubation for aspiring Black entrepreneurs.”
- “There are good opportunities out there for African-Americans, but they need to branch out and expand their networks to find them.”
Most
interestingly, these perhaps are times that call for more boldness or
creativity on the part of jobseekers, whether minority or Whites, if
they do indeed have the talent and skills. As one said, “If
you're waiting to be hired, you're missing the boat. Hire yourself.
"Getting a job" isn't the right answer any more.”
Thus,
“what you know” will rightfully regain credibility and respect
and become one's premium selling point: “Increasingly,
your job is what you create yourself.” In this way, “who you
don't know” does not truly matter anymore, for while it is true
that “social networking is an important part of it, but it
is not
all of it. If you can't do the job, you won't last in this economy.”
On
the other hand, employers need to be on the lookout for more real
talents out there in the marketplace, and go beyond asking their
usual network of people “they know.” “Who you don't know”
should become a priority for corporate recruiters, as they branch out
more - trying
to go as far out of their way -
in search of people who can do “what they can do.”
Organizations
who are indeed dedicated to diversity should by all means exhaust all
means and efforts to reach out to the minority population. “In
the network's strong DESIRE to include minorities, do they advertise
to them directly?”
Source:
http://opinionator.blogs.nytimes.com/2013/05/05/how-social-networks-drive-black-unemployment/?smid=fb-share&_r=0
(Based on Comments on the blog)
http://en.wikipedia.org/wiki/Affirmative_action_in_the_United_States
Sunday, August 11, 2013
Top 5 Mistakes of Corporate Recruiters When Diversity Recruiting
While it
has become imperative that organizations be able to develop a more
inclusive work environment and attract a more diverse workforce
through various diversity recruiting tools and strategies, it is
equally essential for them and/or their recruiting teams as well to
be aware of some of the common pitfalls to avoid when diversity
recruiting that cause
them to fall behind their goals, competitors, and even lose market
share.
Following
are the top 5 mistakes to avoid as gathered from high-caliber HR
specialists/experts:
1.
Absence of an EEO Statement
Whether
targeting candidates from diverse backgrounds or not, it is important
that an EEO statement be included. Its absence could send a message
that perhaps the organization does not value diversity.
2.
Company photo
diversity
The
organization only considers the visible dimensions of diversity
primarily race, and gender. The company photo looks good but everyone
thinks the same. Differences that include sexual orientation,
geographic background, thinking and communication style, work
function, ability and disability, religion, and work style are not
valued and are even discouraged. This is a very narrow definition of
diversity and offers little or no value to the organization in terms
of new ideas, creativity and innovation.
3.
Diversity in Numbers
Demographics reflect the outside community but it is
only at the lower levels. (Production, and unskilled labor) There is
little or no diversity as you move up into management. Every year
they have good “numbers”, but the people are constantly changing.
Employees leave and get jobs where there is a value of diversity at
all levels and they are encouraged to move up in the ranks.
4.
Antiquated
approaches to diversity recruiting
Less than 10% of the firms that actually set diversity
goals ever reach them. The diversity tools and approaches that are
routinely used were developed in another century and are ineffective
at best. Most fail to apply any of the principles sales professionals
have learned about selling into micro populations over the past 15
years.
5.
Advertisements that may hold greater appeal to minorities who have
less education, and ads with the word “qualified”
Doing so could have these potential job applicants feeling that the
advertisement is stereotyping, which often leads to resentment at
being targeted with these advertisements. With the new power and
reach of the Internet, word can rapidly spread, and the organization
could be labeled as one that is racist. Moreover, using the word
“qualified” in ads suggests to the minority professionals that
the organization is targeting that they are thought to be generally
not qualified.
Sources:
http://www.hr.com/SITEFORUM?
- Four Common Diversity Recruitment Advertising Mistakes To
Avoid
http://www.simmalieberman.com/may_2006.htm Recruiting
a Diverse Workforce: Two Common Mistakes
Wednesday, August 7, 2013
How To Get the Most from One's Corporate Diversity Recruiting Efforts
Diversity
in the recent years has become a very important value for many in the
corporate, industry, and business sectors. In an article entitled,
“Getting People in the Pool: Diversity Recruitment that Works,”
by Patricia Digh, originally published in HR Magazine, November
2001, and also released
by the ASAE Center for Association Leadership, the business rationale
behind recruiting a diverse workforce is presented. More importantly,
there are useful information and tools a company can implement
immediately to meet that goal.
First, workforce diversity will help an organization reach new
markets and develop greater intellectual capital. It has been noted
that Fortune magazine's "50 Best Companies for Asians, Blacks
and Hispanics" continue to outperform the S&P 500. However,
to instill the value of diversity, a company needs to begin right
within one's corporate culture. The diversity has to first exist.
Diversity must also be practised at all levels within the
organization.
Among the many steps HR professionals can do to increase workforce
diversity in their organizations is to make sure that they are not
just "grafting" minorities onto the organization without
making appropriate internal culture changes that will enable them to
thrive.
It will
also do well for them to ensure that majority groups are not
marginalized in the process. One practitioner of diversity said that
“diversity recruitment is a balancing act; make sure people
understand the business rationale for having a diverse workforce.”
These are
some more steps that HR professionals can implement:
- Understand demographic changes in the workforce.
- Educate staff that "diversity" is not synonymous with "minority," while at the same time try to increase access and opportunities for people of color and other minorities.
- Build long-term relationships with minority organizations, not look for quick fixes.
- Learn how to effectively interview diverse groups.
- Become the employer of choice for a diverse workforce.
- Ensure retention by developing a diversity-friendly culture.
- Foster a culturally sensitive work environment.
- Network for strategic alliances to enable long-term diversity recruitment.
- Measure the effectiveness of their recruitment efforts.
On the
other hand, it is equally important that customers see diversity
throughout the organization. In this way, a company attracts more
customers who can feel at home because there are people within whom
they can easily relate to.
To make
diversity recruitment easier, an organization can follow these steps:
- Establish networks with minority colleges.
- Offer corporate internships and scholarships.
- Sponsor lob fairs in minority communities.
- Develop partnerships with minority student professional organizations.
- Develop partnerships with minority organizations, such as the National Black MBA Association.
Finally,
it is helpful for an organization to understand the "cultural
norms" of diverse candidates. If you already have these things established in your organization or company, then try to head over to DiversityWorking.com as they offer diversity recruiting membership packages
to suit your diversity staffing and diversity job posting as well as
resume searching needs. Click here to know more details : http://www.diversityworking.com/employerZone/membership.phphttp://www.diversityworking.com/employerZone/membership.php
Source:
http://www.asaecenter.org/Resources/whitepaperdetail.cfm?ItemNumber=12171
American
Society of Association Executives (ASAE) Center for Assocication
Leadership
Friday, August 2, 2013
Giant Eagle Opens Store in Dublin and other News
Pittsburgh-based
grocer Giant Eagle, the nation's largest food retailers and food
distributors with approximately $8.2 billion in annual sales, has
recently opened its expanded and remodeled store in Dublin, Ohio, a
94,000-square-foot store at 6700 Perimeter Loop Road.
The
project started as a $14 million renovation and expansion of Like
some other regional grocers, Giant Eagle is trying to be the store of
choice for all types of shoppers, from the affluent customers like
those in the Dublin area, to the middle-class and value-focused
shoppers.a former Big Bear store in late 2010. It became a bigger
project and was transformed into Giant Eagle's upscale Market
District concept during the past year, said spokesman Brock Schmaltz.
Its first Ohio Market District which opened in 2011 is in the
Kingsdale Center in Upper Arlington. A third store is planned for
Solon, in northeastern Ohio, next month.
Brian
Ferrier, the grocer’s regional director of operations in central
Ohio, said that the new store will focus on high-quality foods,
innovating, growing in, and with the market. Like some other regional
grocers, Giant Eagle is trying to be the store of choice for all
types of shoppers, from the affluent customers like those in the
Dublin area, to the middle-class and value-focused shoppers.
Meanwhile,
the projected opening of a new Giant Eagle store at Grandview Yard
has been pushed back to the middle of next year, because Giant Eagle
has decided to "slow down a bit to go through a redesign and
upgrade" of its plans for the outlet.
Cabela's Abuzzed For August 15th Opening of Its Colorado Stores
Cabela's,
the World's outfitter for hunting, fishing and outdoor gears, is
getting ready for the opening of its two new Colorado stores located
at Thornton and Lone Tree on August 15. Over at its Thornton store,
the retailer chain giant is busy stocking shelves and training
employees. The Thorton outlet is at Interstate 25 and 144th Avenue
and covers 90,000 square feet with 175 full-time, part-time and
seasonal employees.
The Lone
Tree location is at I-25 and RidgeGate Parkway has 110,000 square
feet and about 200 workers. It
has also adopted a trail right at the back of the store, in
partnership with Douglas County, as well as other trails around the
store. Cabela's intend to improve these trails as part of its
sustainability program, and giving back to the community. The back
trail will be used as field where customers can test equipments.
Cabela's Karen Koon said, “We will help maintain that trail with
our outfitters … as well as we are recycling all of our plastics
hoping to reduce our carbon footprint.”
It is the
first time ever that Cabela's is opening two stores in the same area
on the same day; hence, excitement is running high. Store operations
manager at Thorton Tim Ells estimated crowds may exceed the 4,000 to
5,000 typical at Cabela's openings elsewhere. "We're going to be
insanely busy," Ells said.
Both outlets are the first for Colorado's Front Range. They are Cabela's 46th and 47th stores respectively, and 19 more outlets are in the development stage and will open in the next two years. There were about 2,000 applicants for the 375 job openings at both stores.
For its 2nd
quarter financial standing, Cabela's posted a revenue of $757
million, an increase of 21 percent from the same period last year.
Net income was $44.5 million, an increase of 31.5 percent.
Tuesday, July 30, 2013
Stratus Technologies Financial Report for Q1 of Fiscal Year 2014
Stratus Technologies Bermuda Holdings, Ltd., a leading provider of
high availability resilient software and hardware technologies and
solutions, recently announced its financial results for the first
quarter of fiscal year 2014 that ended May 26, 2013.
Its total
revenue for quarter-to-date period ended May 26 (Q1) 2013 was $47.5
million compared to $52.5 million in the quarter-to-date period ended
May 27, 2012. Net
Loss was $6.4 million, compared to a net loss of $2.9 million in the
first quarter of fiscal year 2013. The Company reported Adjusted
EBITDA, a non-GAAP financial measure, of $10.0 million, or 21% of
revenue, compared to $13.2 million, or 25% of revenue, for the same
period last year.
Dave
Laurello, Stratus CEO and President, commented on this, “"For
the first quarter of fiscal year 2014, we delivered growth in our
software business due to the
Marathon acquisition,
and saw continued stability in our Services revenue. At the same
time, Stratus was challenged by a year-over-year comparison to an
abnormally strong legacy Q1 of fiscal year 2013, currency headwinds
that were particularly acute due to 28% of our revenue coming from
Japan, and the on-going sluggish server market. As a result, EBITDA
was down from a year ago."
Stratus
Technologies, Inc. and Stratus Technologies Bermuda Ltd, both
wholly-owned subsidiaries of Stratus Technologies Bermuda Holdings,
Limited, acquired last year the assets of Marathon Technologies
Corporation, a privately held developer of application availability
solutions based in Littleton, MA, including all of the intellectual
property used in Marathon products.
With that acquisition, Stratus Technologies has solidified its position as leading provider of availability solutions. Laurello continued to express his future outlook for the Company, "We continue to hone our strategy to become the de facto standard for availability in the cloud, and redirect investment to strategic areas such as software and cloud services.” He said that based on conversations with customers and industry analysts, “there is a great need for always-on cloud services and, most importantly, that Stratus is well-positioned to address it.”
With that acquisition, Stratus Technologies has solidified its position as leading provider of availability solutions. Laurello continued to express his future outlook for the Company, "We continue to hone our strategy to become the de facto standard for availability in the cloud, and redirect investment to strategic areas such as software and cloud services.” He said that based on conversations with customers and industry analysts, “there is a great need for always-on cloud services and, most importantly, that Stratus is well-positioned to address it.”
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