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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://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 46
th 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.”