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year vehicles automakers see 2021 ev next

What’s next for the automotive industry in 2021?Will 2021 be the year of the self-driving car? Not Likely. Priorities will bemuch more immediate than that, writes Alyssa AltmanThe onslaught of Covid-19 saw automakers suffer a difficult first half of2020, slightly lifted by a more buoyant Q3. Global shutdowns halted productionand supply chains were disrupted. Unfortunately, a difficult 2020 has bledinto a challenged, yet opportunistic 2021. And in a cruel twist of déjà vu,many markets—namely the UK and EU—are back in prolonged periods of lockdownswhich will likely see Q1 auto sales compromised. Even with the severe cost-cutting across OEMs seen last year, and despite an encouraging roll-out of thevaccine in the UK, Covid-related risks remain worryingly high and the autoindustry is unlikely to see a rebound this year, or even next few years, backto pre-pandemic sales numbers.Countries like China which have bounced back from the virus quicker than theirWestern neighbours will see the pendulum of supply versus demand swing back infavour of the East where automakers with bigger shares in the Chinese marketwill profit from the region’s relatively fast recovery and growth.However, despite the gloom, the auto industry is far from stagnant. The nextdecade will be one of its biggest yet. 2020 gave automakers the opportunity toreposition themselves as they emerge from the crisis on a new path towardselectrification and connectivity.Hard global CO2 emission targets are in play, and automakers must double downif they want to be in with a chance of getting even close to reaching them.Subsequently, 2021 will be the year electric vehicles (EVs) take centre stage.They’ll be pushed out into market, perhaps even with a discount, to drivesales and further contribute to reducing emissions.2021 will see a continuation of trends that have been bubbling even beforeCOVID. From ramping up EV investment to digital playing an ever-increasingrole in the vehicle purchase journey, sustainability and customer experiencewill be the standout priorities for automakers this year.The GMC Hummer EV will help make 2021 a pivotal year for electrification## The electric revolutionWith lofty global zero emissions goals, it will be the decade of the EV, and2021 is a critical year in that step change. We will see every major OEM beginor increase marketing EVs across their vehicle line-up, with many scaling andrecalibrating their business models to sell EVs at scale. Both new and oldautomakers will launch much-awaited vehicles in 2021. There are many fromsport cars to SUVs: Audi e-Tron GT, BMW iX3, Mustang Mach-E, GMC Hummer EVSUT, Lucid Air, Polestar 2 (Volvo), Nissan Ariya, and Mercedes-Benz EQC toname a few. Whilst it is unlikely this immediate roll-out will cause Tesla’scrown to slip, more competitively priced EVs in the market will likely have aknock-on effect in the years to come.As for the EV start-up market, focus will be on delivery vans and buses whichwill prove revolutionary if achieved at scale. For example, companies like theUK’s Arrival, backed by Hyundai and BlackRock, will continue to build volumeorders in the EV B2B space. Last year saw Amazon reveal its first electricvan, developed by EV start-up Rivian, which claims to “raise the bar for next-generation delivery” vehicles. Whilst roll-out isn’t largely expected until2022—the delivery giant aims to have 10,000 vehicles on the road by next yearand ten times that by 2030—its mere promise will see significant movement inthis space over the course of the next year. As we start 2021, Rivian is closeto raising funds with a US$25bn valuation.## Digital experienceAs consumer buying behaviour continues to shift, and COVID-relatedrestrictions remain at least for the first half of 2021, improved customerexperience will become absolutely critical in 2021. Subsequently, furtherinvestment will be made in digital. Online sales tools will improve and becomeembedded in the process, and although the models behind them won’t changequite yet, they will begin to evolve and identify gaps in the current customerexperience. Digital leaders like Daimler offer single sign-on to streamlinethe customer experience for both current and prospective customers. Most ofthe automakers are focusing on accelerating their connectivity and voice-activated capabilities to improve the in-car, shopping and service experience.To do this, not only are they implementing the technology, but they are alsobuilding data platforms to activate on the data and be able to make faster andsmarter decisions on how to elevate and evolve the customer experience.Daimler is aiming to take 25% of sales online by 2025. Volvo is aiming for 50%over the same time period## Self-driving and autonomous vehiclesWhilst not a major area of focus for automakers in 2021 as they prioritiseefforts to new and upcoming legislation on emissions, developing and marketingclimate-friendly products, and recouping their losses, self-driving andautonomous vehicles will likely continue to be a hot topic of conversation,and still make for the occasional headline.Self-driving and autonomous vehicles will be a test-and-learn endeavour butwill not be where all, or even most, of 2021 budgets go. The immediate need inthe economy and post-pandemic for the creation of jobs and solid cash flowwill require a focus on what OEMs can bring to fruition at scale in the next18 months. EVs are that opportunity.In the interim, it will be the big tech giants—Google, Apple andMicrosoft—that continue to work on autonomous vehicles and partner withautomakers to bring these to a reality in the near(ish) future. Tesla willalso lead the charge given it already has an EV platform to fuel the business.As autonomous vehicles won’t be a reality for a while, we’ll see targetgeographies where these technology players, Tesla and the OEMs will continueto evolve the technology, targeting roll out in the next few years. But 2021will be a year more of chatter than market realisation.Additionally, companies like Uber and Lyft have business models thatultimately rely on autonomous, so we may see them build momentum this year,but it will be cautionary until the technology and rules of the road work withthe needs of autonomous vehicles.We’ll also likely see new designs for autonomous vehicles, at least at CES,that take the frame of what we know as how automobiles look inside and out,and place focus more on the experience itself. In 2021, dreams of what itcould be like to be in an autonomous vehicle will be refined and begin tobuild a reality for consumers, realised through technology.## ConnectivityA big focus for automakers this year, in addition to building an EV platform,will be connected vehicles and how they can provide a more robust and2021-like experience for consumers who are increasingly demanding of such.Recent research shows that expectations for vehicles pre-fitted with connectedtech is now mainstream, with almost all people surveyed (93%) desiring atleast one connected feature in their next vehicle, cameras and navigationcoming out top. The look-and-feel of the car and how it improves and engageswith consumers’ digital lives is what will create the most brand loyalcustomers.## StreamliningUnfortunately, the process of streamlining businesses is most probably farfrom over for automakers. With a difficult year behind them, and perhaps alsoa difficult year ahead, they urgently need to decrease the complexity of theirbusiness and increase profitability; reducing the numbers of derivatives whichare not profitable, minimising their ‘nice-to-have’ projects and increasingthe speed of change to make a difference. The alternative outlook isunfavourable.Ultimately, 2021 will be a year of meticulous focus: focus on building thefuture of the auto industry, with EVs and connectivity being the primary areasfor growth and transformation along with targeting operating approach andcosts.* * *About the author: Alyssa Altman is Global Transportation & Mobility Lead atPublicis Sapient

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techsuch May 9, 2021 0 Comments

year technology maryland winners tech innovation

Maryland Tech Council Announces Winners of 30th Annual Industry AwardsGAITHERSBURG, Md.–(BUSINESS WIRE)–The Maryland Tech Council (MTC),Maryland’s largest technology trade association, announced the winners of its30th Annual Industry Awards during a celebration and ceremony at The Hotel atthe University of Maryland attended by more than 550 business leaders fromaround the state.> “As we celebrate the 30th Anniversary of our Industry Awards Celebration,> this year’s winners truly represent the best in innovation and reflect the> evolution in Maryland over the last 30 years,” said Tami Howie, CEO of the> Maryland Tech Council. “We are proud to honor this year’s winners for their> relentless dedication to the life science and technology industries in> Maryland.”Winners of the 2018 Industry Awards Celebration are:STEM Scholarship Award Ryan Hong, Middletown High School Olivia Stephens, Damascus High School Dayja Young, Charles Herbert Flowers High SchoolVMS Volunteer of the Year Lisa Beth FerstenbergVMS Mentee Company of the Year Remedy Plan TherapeuticsInnovation for Impact Prize Dr. Emily English, Chief Operating Officer, Gemstone BiotherapeuticsHarvey D. Kushner Innovation Award BroadSoftSTEM Educator of the Year Brendan Gallagher, Teacher, Carroll County Career & Technology CenterEmerging Company of the Year RightEyeGovernment Contracting Company of the Year CNSIFinancial Executive of the Year Laurence Zuriff, Chief Financial Officer, XometryTechnology Company of the Year SonatypeLife Science Company of the Year Paragon BioservicesChief Executive Officer of the Year John Shetrone, President and Chief Executive Officer, Vision TechnologiesEvent sponsors included:Award Sponsors – AstraZeneca/MedImmune, Baird, BDO, JLL, Pillsbury, ScheerPartners, UBS Financial Services and VWRGold Sponsors – American Gene Technologies, BioMarker Strategies,Biotechnology Innovation Organization, Cordia Partners and Resources, HoulihanLokey, Iron Bow Technologies, Montgomery College, Novavax, ParagonBioservices, Sanaria, Social & Scientific Systems and University of MarylandSilver Sponsors – Expedient and Johns Hopkins UniversityLaunch Party Sponsor – VariQFinalist Reception Sponsor – UBS Financial ServicesSTEM Scholarship Sponsor – Alexandria Real Estate EquitiesInnovation for Impact Prize Sponsor – SoBran BioScienceABOUT THE MARYLAND TECH COUNCILThe Maryland Tech Council (MTC) is the largest technology trade group servingthe advanced technology and biotechnology communities of Maryland. MTC’smission is to advocate for the interests of the technology community, furtherthe role of technology in the Maryland economy, and nurture an environmentwhere technology companies can collaborate, grow and succeed. For moreinformation, visit http://www.mdtechcouncil.com/.

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techsuch May 9, 2021 0 Comments

workers per growth need digital tech

Australia’s next jobs boom will be in this industry(Source: Getty)Australian productivity and wage growth levels are crawling along at asluggish pace – but there’s one sector that can’t seem to hire fast enough.A new report from the Australian Computer Society (ACS) has highlighted adrastic shortage in Australia’s technology sector, which will need anadditional 100,000 workers by 2024.The forecasted growth rate of the tech sector is 2.3 per cent, which exceedsgrowth forecast for the Australian workforce overall at 1.3 per cent per annumfor the next five years.Plugging that gap has been described as a “huge challenge”, requiring a numberof shifts in policy – but the pay rise for workers from other industries whohave reskilled to meet demand for tech skills would actually be more than$11,000 per employee every year, according to the 2019 ACS Australia’s DigitalPulse report.“The wages of workers in other professional industries, including business-related fields, could be a relevant comparison point to technology workerwages,” it said.“Under this approach, the average benefit is estimated to be around $11,100per year – the difference between the average annual wage earned by technologyworkers (around $100,700 in 2018) and workers employed in professionalindustries ($89,600).”Regular Australians stand to benefit from a booming tech sector, too: thedigital industry’s contribution to GDP is expected to grow by 40 per centbetween 2018 and 2023.“That translates into the equivalent of an extra $2,500 for every person inAustralia every year.”## Where will the job gaps be?The majority of growth forecasted for the technology sector is slated to be inICT management, operations and technical occupations.Meanwhile, we’re expected to need 17,900 more software and applicationsprogrammers between 2018 and 2024, as well as management and organisationanalysts (+12,200) and other information and organisation professionals(+10,600).Story continuesThere will also be a greater need for more qualified IT professionals, with arising demand for tech workers with postgraduate, undergraduate and diploma oradvanced diploma degrees.## How do we fill the gaps?According to the report, it won’t be enough to just wait for the nextgeneration of IT graduates to enter the workforce.Instead, we have to tempt people currently in the workforce to switch jobs –and this requires greater investment in developing workers’ tech skills.“Investment in reskilling will not only enable immediate skills shortages tobe met, but will also ensure that Australia has the digital talent required toseize new opportunities created by the fourth industrial revolution andupcoming waves of digital disruption,” the report said.And in order to kick-start productivity and growth of the economy overall,Australia will also need to invest in new technologies, as well as betterfacilitate the current startup landscape and remove tax barriers.“To successfully implement emerging technologies in these industries, workerswill need both industry specialisation and technical ICT skills,” said thereport.“Reskilling existing workers in these industries will enable them to combinespecialist technical knowledge with the digital skills required, facilitatinginnovation and efficiency gains as new technologies are integrated intoexisting operations and roles.”The future of work will be discussed at the Yahoo Finance’s All MarketsSummit, which will take place on the 26th September 2019 at the Shangri-LaHotel, Sydney. Check out the full line-up of speakers and agenda here.

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techsuch May 9, 2021 0 Comments

workers opt american foreign graduates work

Visa Workers Take 2/3rds of New Tech Jobs Each YearTwo-thirds of entry-level tech jobs go to compliant foreign guest-workers, notto the young American professionals who may create a new wave ofestablishment-shaking companies, according to a report from Bloomberg.In 2018, “the U.S. had between 96,000 and 143,000 openings in IT occupa­tionsthat typically went to candidates with a bachelor’s degree or higher incomputer science or engineering,” said the March 10 report, headlined “STEMGraduates Deserve a Better Path to Good Jobs.”But the government each year provides “Occupational Practical Training” (OPT)work permits to hundreds of thousands of foreigners who have paid tuition toAmerican universities. It also invites roughly 85,000 foreign graduates onH-1B work visas, the report says.“So, OPT participants accounted for anywhere from one-third to one-half of newhires. If you add H-1B candidates, up to two-thirds of openings went to guestworkers,” said the report, which relies heavily on Hal Salzman, an expert onhigh-tech employment at Rutgers University.Few of the OPT workers are high-skilled, Bloomberg acknowledged: “More than70% of nonresident computer science master’s degrees awarded in 2018 came fromunranked programs, or those ranked 50 and lower by U.S. News and World Report.Just 17% came from schools ranked in the top 25. [universities]”Breitbart News has extensively reported on the fraud-ridden OPT program — andits sister program, the Curricular Practical Training program — which providesFortune 500 companies with roughly 400,000 cheap foreign workers each year.The OPTs — and the many similar H-1B, L-12, J-1, and TN visa workers — fillmany starter-jobs and mid-career white-collar jobs in a wide variety ofindustry sectors, including tech, healthcare, academia, accounting, anddesign.Few of the OPT workers complain about their lower-wage jobs because their CEOscan fire them at will.More importantly, the foreign OPT workers accept the low wages and long hoursin exchange for the promise of green cards. This means that employers can payforeign graduates with government-supplied free green cards — in contrast thempaying American graduates with dollars subtracted from company profits, stockvalues, and executive bonuses.Nationwide, at least 1 million foreigners are working in lower-wage, white-collar jobs in the hope of getting green cards. This huge “Green CardWorkforce” helps lower many Americans’ salaries, diminish the importance ofprofessional advice in business, and smother the future creation of innovativecompanies by experience and outspoken American graduates.Jay Palmer closely monitors this layered hiring system in his role as a humanrights advocate for migrants, visa workers, and trafficked workers.U.S. college graduates owe so much in student loans that they have to work forat least $45,000 or $50,000, but the OPT worker “will come out and work for$30,000 because of the poverty levels back in their home country,” he toldBreitbart News, adding:> They’ll work for 30 percent to 40 percent less than Americans can work and> drive American salaries down and drive the [U.S.] college students out of> work.>> The [OPTs] will live very cheaply, sometimes five and seven and eight to a> house. They will send their money back to their country, for example, India,> Slovenia, Croatia, or China or Vietnam, Venezuela, or other countries. So it> is not helping the economy because they’re not spending money here .. tax> receipts decline, municipalities lose out.>> And the [employers] are paying them on 1099s. The majority of them on 1099s> never file their taxes. This is a huge scheme that I know that the State> Department and Department of Labor is looking at. The Fortune 500 companies> have their master services agreements with third-party contractors and are> saying that they’re not liable for this.>> If a company hires an American college graduate, the company has to pay> employment tax, unemployment tax, Social Security taxes, pay their health> care, all of the normal benefits. But if they hire an OPT worker, they’re> hiring them through a third-party contractor, paying them on 1099s, without> benefits or taxes. So their rate of return [per employee] is about 80> percent higher. They save up to 28 percent just by not paying benefits.>> And the [subcontractor hourly] rates are lower. If the rate [paid by the> Fortune 500 company to the subcontractor] is $50 an hour [per graduate], the> workers probably end up maybe getting $20 an hour, and the subcontractors> pocket the difference. That scheme is known as the layer system.Palmer works with the Weiser Law Firm in Pennsylvania.Over time, the mass of foreign tech workers are getting a greater share ofcareers — and wealth — from CEOs in the prestigious tech firms, as manyAmerican graduates into lesser jobs.graph 1 Media interviews spotlight the foreign graduates’ sense of entitlement toAmericans’ jobs. CNBC reported February 19:> Shantanu, 33, received his Ph.D. in structural biology from the University> of Tennessee, Knoxville, in December. His OPT application arrived on Nov. 17> and he didn’t receive a filing receipt until Feb. 11. He’s still waiting for> work authorization and is unable to start his postdoctoral fellowship at> Northwestern University’s Feinberg School of Medicine.>> “We invest a lot of time coming to the U.S., working in the U.S. and> contributing to the U.S.,” said Shantanu, who asked to be identified only by> his first name. “And after a while, when we are treated like this, it makes> us wonder why we chose the U.S. in the first place.”The Bloomberg article includes a few proposed reforms to the OPT program, butthose reforms would not significantly reduce the number of American graduateswho get sidelined by CEOs who prefer to pay compliant foreign workers withgovernment-supplied green cards.Bloomberg writes:> Shifting oversight from DHS to the Labor Department should be an obvious> baseline, according to Daniel Costa of the Economic Policy Institute and> Ronil Hira of Howard University … Costa and [Ronil] Hira have sensibly> proposed that foreign students should be “paid according to U.S. wage> standards.”>> Eliminating the payroll tax advantage would also help ensure that merit> rather than pay drives hiring … A carrot-and-stick approach, for example,> could exempt employers from such taxes for two years when they hire new U.S.> STEM graduates, and charge a 10% penalty for displacement when an OPT> student is hired.>> Finally, the U.S. should focus on attracting talent for jobs where a> shortage truly exists. This involves ensuring visa holders have a legitimate> job offer with a wage at or above specified levels, making a concerted> effort to recruit U.S. workers and targeting the truly “best and brightest.”President Donald Trump missed the opportunity to make himself a champion forwhite-collar workers in the 2020 election, largely because a few of his topaides simply favored the major donors and the Fortune 500 companies.But according to Bloomberg, Biden may grab the political prize by forcing pro-employee changes to the visa-worker programs:> This is where Biden has an opening. Many American workers who voted for> Trump were lifelong Democrats. They bought into his agenda only because it> seemed like someone was finally hearing them. Biden, the ultimate empath,> has built a political brand on listening.“His personal grief has become a synecdoche for a nation of suffering, be itCovid-related loss or diminishing job opportunities or opioid addiction,” thearticle concluded.

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techsuch May 9, 2021 0 Comments

work share new project use want help

10 Common IT Interview QuestionsIt’s easy to get excited about the job prospects for Information Technology(IT) professionals. The U.S. Bureau of Labor Statistics projected a 12% growthrate in IT jobs between 2018 and 2028, which translates to more than 545,000new positions. But a hot job market doesn’t mean you won’t get nervous aboutpreparing for job interviews—or that you don’t need to prepare.Of course, you should make sure you’re ready to answer common interviewquestions for any role. But don’t stop there. Below we’ve also outlined tenquestions you’ll likely face when interviewing for IT roles. You’ll learn the“whys” behind the questions and get advice from IT hiring managers about whatthey look for. There are also sample answers for each question to help makepreparing for your interview a breeze.But first let’s talk about what roles fall under the IT umbrella.A good way to visualize the role IT plays in companies is to think about thefunction like a home’s key operating systems. Just like homes need electrical,plumbing, heating, and air conditioning systems to make them functional,companies need information technology systems to manage the flow of data andoperate their business.“At the highest level,” says Adam Brooks, Technologist and Senior Manager ofLearning Delivery, Workflow Standards and Systems at Charter Communications,“the IT function provides systems and tools that allow employees to workefficiently and effectively and [allow] companies to report on key aspects ofthe business.”IT collaborates with most every business function—from accounting andoperations to human resources and supply chain management—to develop the toolsand processes to collect, store, manage, secure, and report upon informationnecessary to run the business. Folks in IT often refer to colleagues in otherdepartments as internal clients and stakeholders. Sales data, inventorymanagement, order data, shipping addresses, payroll data, customer servicerecords, and accounts receivable data are all examples of the types of systemsIT works and consults on with business partners.Typical jobs in IT include analysts, specialists, software developers, andtechnical support reps. An analyst, for example, might consult on creating anautomated report to capture and sort sales data for an online retailer,working with sales personnel and software engineers. Specialists can work on avariety of systems and may be dedicated to certain areas such as payroll oraccounts receivable. Meanwhile, an IT software developer may create programsthat interface with vendors or suppliers to order new inventory when needed.Support reps work directly with clients (both within and outside of thecompany they work for) to troubleshoot system problems and answer questionsabout system tools.While you’ll be asked questions surrounding technical requirements andexperience unique to specific roles in an interview, the collaborative natureof IT means recruiters and hiring managers place a heavy emphasis on theability to work across business functions and collaborate with a team. Hereare several sought-after skills to be aware of as you prepare to answer ITinterview questions, so that you can emphasize them in your responses:### Effective Listening“I’m always looking for candidates to demonstrate they’re good listeners, asunderstanding others and translating that into action is a key component ofsuccess in IT,” says Rene Daughtry, a solution services manager for Cisco’sPMO Americas division. Understanding how coworkers use information and managedata is an important part of any IT role.Show that you’re attentive and will understand your colleague’s needs by beinga good listener in your interview. And when you think of stories to tell inyour interview, try to remember ones where you asked questions, soughtexamples, and had clients to show you how they planned to use your workproduct.### Problem-Solving “I want to see how candidates approach problems and situations, particularlywhen they may not have all the information,” Brooks says. “Good problemsolvers know to look to others who may have faced similar challenges and seekthem out.” You can share these skills in your interview by talking aboutexamples of when you looked to others for help in approaching a problem youweren’t familiar with.If you’re an early career candidate and don’t have examples from past ITroles, maybe it was the first time you drove a car with a stick shift or whenyou had to use unfamiliar software to complete a class project. When theinterview question calls for it, you want to emphasize the approach you takein getting more information and how you act upon it.### Hunger for LearningWith technologies and business needs evolving so rapidly, eagerness to learnis a quality highly prized by IT hiring managers. “The interest and desire inlearning—about the business, the market we are in, the challenges we face, andwhat technologies best support success—is critical for me,” Daughtry says.Here are some of the questions you’ll be asked to try to uncover thesequalities: 1. Tell Me About a Work Problem That Required a Complicated Solution and How You Worked With Your Team to Resolve It. 2. What’s a New Software or Technology You Recently Worked With and How Did You Come to Learn It? 3. What Do You Do When It Looks Like a Project You Are Working on Might Miss a Deadline? 4. Tell Me About the Stakeholders and Internal Clients You Work With Outside of IT and How Your Work Supports Overall Business Goals. 5. Tell Me About a Time When You Explained a Technical Process or Concept to Someone Who Didn’t Have a Technical Background. 6. Can You Tell Me About a Project Where You Volunteered to Help or Offered Support? 7. Can You Provide an Example of a Challenging Coworker Relationship? How Did You Handle It? 8. Tell Me About a Work Product You Delivered That You’re Particularly Proud Of. 9. What Tools and Strategies Do You Use to Organize and Prioritize Your Work to Best Meet Team Goals, Expectations, and Deliverables? 10. Why Do You Want to Work Here?Hiring managers are exploring several skill sets with this question, which isa favorite among IT interviewers. Problem-solving is the obvious one, butthey’re also hoping to learn about how you approach teamwork, collaboration,listening, and communication with this question.### How to Answer:“I’m less concerned with the ‘what’ behind their answer than the ‘how,’” saysJeremy Child, Human Resources Director at LemonBrew Technologies. “I want tohear how the candidate worked with other team members, how they made certainthey understood the problem, and how they personally contributed to thesolution.”For behavioral questions where the process or story is as important as theoutcome (usually questions that start with things like “Tell me about a timewhen…”, “Describe for me…”, “Give me an example when…”) try answering usingthe STAR Method. STAR is an acronym that stands for: * Situation: Set the scene and give the necessary details. * Task: Describe what your responsibility was in that situation. * Action: Explain exactly what steps you took to address it. * Result: Share what outcomes your actions achieved. By using this approach in your response, you’ll demonstrate focus and havemore opportunity to share specific skills.Don’t be afraid to share a solution that didn’t initially work out.Persistence and follow-up are valued in IT roles and showing determination ingetting past roadblocks is a plus.Your response might be similar to this:Situation: “I had a problem with a recent project when a software packagedidn’t work as promised. The program was designed to support our sales teamand allow them to collect customer data, track contacts, and place andtransfer orders to our warehouse for shipment and billing. After we installedthe software, orders weren’t getting billed correctly.”Task: “I was responsible for working directly with our sales team, the outsidesoftware vendor, and our accounts receivable personnel to understand how thedata was collected and where the problem was. It turned out that the off-the-shelf program didn’t capture certain data needed for billing and needed to becustomized.”Action: “I met with each department to learn exactly what they needed. Ibrought in the outside vendor to add custom data fields to their program toallow for customer billing. My team updated the interface with accountsreceivable, sales began to collect additional tax and vendor ID information,and we fixed the problem.”Result: “We’re still using this software package today and the additional datafields have helped to streamline billing. The time between an order beingplaced and the company receiving payment has decreased by 50% on average.”Interviewers are looking for your level of technology exposure andunderstanding here. But what’s most important is the “learning” component ofthis question.### How to Answer:You’ll want to stress to your interviewer how you acquired your skills,whether through school, vocational training, certification, previous jobs, ora combination of these. If you had the opportunity to pick up new softwareknowledge or skills as a result of a project you worked on, this questionoffers a great opportunity to share that and explain how you’ve used theskills in practice.“I’m interested in knowing how candidates apply what they’ve learned, not thatthey simply have the knowledge,” says Brooks. With that in mind, you’ll wantto be sure to share how you’ve used the technology tools you’re familiar with.One way to answer this might be:“Last year my employer offered Microsoft 365 certification and I tookadvantage of the opportunity to take the introductory classes. Thiscertification is on cloud computing and MS 365 is a widely used package, so Iwas anxious to add this to my skill set. I was able to immediately apply whatI learned and shared with my boss a couple of recent upgrades where we coulduse the SharePoint component of MS 365 to better connect with our remotelocations. My boss agreed and I was able to transition us over to SharePoint,which saved everyone time and frustration and allowed us to complete everyproject more quickly than before.”“Finishing projects, especially ones with tight deadlines, is a challengeevery IT person faces,” Child says. “I ask this question to learn how thecandidate communicates with stakeholders and internal clients about delays orobstacles. It also gives me a good feel for how they negotiate for more timeor resources.”### How to Answer:This is a good opportunity to show you understand how your work impactsothers. A good option to discuss is a time when you had to juggle yourpriorities and work schedule to keep others from missing their deadlines. Ifyou’re early in your career and don’t have an IT-specific example, a storyfrom another job or a school project works too—as long as it showcases yourcommunication and time management skills.This is another question where you might want to use the STAR Method to shareyour example.A good response might be:“In school, I was assigned a project with three other classmates to create abasic program for automating email reminders that professional services firmscould use with their clients. My role was to contact a dentist’s office, anaccounting office, and a law firm, interview their administrative staff, learnabout their appointment systems, and share findings with my team. They wouldthen design the software interface. I knew their work depended on me gettingthe needs analysis done first. I rearranged my study schedule in order to dothis quickly. However, the law firm that initially agreed to meet with me hadto cancel at the last minute. Given the time it had taken to set up the firstappointments and the time I predicted my analysis would take, I realized thatthis would make it impossible for the rest of my team to make the deadline.“I quickly communicated this to my team and they said that a partial analysiswould help them get started and prevent us from missing the deadline. Icompleted this while looking for another law firm. I asked my team if they hadany connections that might help with this and one team member was able toconnect me with their mother’s law firm so I could get the last interview doneas soon as possible.“After completing the full analysis, I met with my team, shared my analysis,and made myself available as they developed the interface. I was able to thentake prototypes to the firms I’d spoken to and see how they might use the toolwe created for them. By bringing the problem to my team immediately, I wasable to find out what would help them keep things on track, and by asking fortheir help, I was able to find a solution to the original problem more quicklythan if I’d tried to solve it alone.”With this question, hiring managers want to know you understand the supportrole IT plays in assisting business operations. Whether it’s helping design acustomer service tracking system, creating a digital interface that will helpyour company’s purchasing department pay vendors, or assisting your colleagueswith technical issues, you’re expected to have a broad understanding of howyour stakeholders use the tools you help create.### How to Answer:Tell your interviewer how you work with teammates to learn what they do. Sharehow you keep up with broader company goals and the current environment at yourorganization both in terms of challenges and opportunities.“It’s important to me that candidates know how their role fits into the largergoals of the business,” Brooks says. “I listen for candidates to tell me abouttheir internal client relationships and how they work with them to designprocess fixes.”Your response might be like this:“In my current role as a specialist, my internal client group is humanresources. I specifically work with the employee benefits department and amresponsible for collaborating with that team and the various insurancecompanies that provide benefits. Each has different ways of collecting andreporting employee data. My job is to make certain I understand how oursystems capture that data, keep it secure, and make it available to theinsurers. This ensures that HR can smoothly and easily support the staff andkeep organized, accessible records without worrying about security issues andthat employees in other departments get the benefits they need and can easilyfind information on them.”“Often, nontechnical coworkers aren’t aware of [all the ways] technology cantransform manual work into something that can be automated,” Brooks says. Sothis question explores your communication skills and ability to help othersunderstand processes and approaches that may be new yet ultimately helpful tothem.### How to Answer:Here’s a great opportunity to use a story or example of how you took a newconcept, explained it to someone else, and saw that they “got it.” Maybe youwere able to put it in simple terms they could understand right away or maybeyou listened carefully to their questions to help you frame the explanation ina way they could best understand. Interviewers want to know you can explaintechnical concepts without using jargon, check for understanding, and gainbuy-in from others.If you don’t have a specific work-related example, borrow a real-life exampleof a time when you did something similar with a friend or family member.You might use this type of response:“When explaining technical concepts to my nontechnical colleagues, I thinkabout how I’d explain this to my dad. He really wanted to set up a website forhis small business, but didn’t have a lot of experience or familiarity withweb design. I helped him get started using a platform that does a lot of thecoding work for you, but he still wanted to understand how things workedbehind the scenes.“For each question, I broke it down using analogies—for example I comparedAPIs to a restaurant menu. When there was still a disconnect, I’d sometimespull up introductory videos explaining a topic and watch them myself to seehow others would explain this same topic. Then I would sit down with him andshow him how things worked on the back end with these explanations in mind.This helped him gain a fuller understanding of what a small business sitecould do and got him excited about the possibilities.”Hiring managers like to see initiative in candidates. With this question,they’re seeking to learn about your motivation and interest in going beyondwhat’s required.### How to Answer:Share not only when you volunteered, or for what, but also why. By explainingyour reasons and motivation for taking on new projects, you’re showing theinterviewer your enthusiasm for learning new things and helping others.“I want self-starters on my team,” Daughtry says. In other words, he likeswhen employees seek out opportunities to grow in their careers. “I like tohear about instances where candidates volunteered to work on technologyprojects not just to help out, but to gain new skills and make newrelationships.”A good response may be like this one:“We have weekly ‘all-hands’ staff meetings with the entire IT department tobrief everyone on existing and upcoming projects. When I recently learned of asoftware upgrade project coming up, I approached the project manager after themeeting to see if I could join on. At my last company, we’d gone through asimilar upgrade, and I had learned a lot and saw this as an opportunity toboth share my experience and learn even more about how to implement this kindof process in a much larger company. I was especially interested because thework was with the sales department, which I hadn’t worked with much up to thatpoint, and I saw it as an opportunity to get a broader exposure to thebusiness.”Conflicts are inevitable at work, and this question explores yourcommunication and problem resolution skills. Brooks likes this questionespecially because it reveals how staffers differentiate work issues frompersonal conflicts.### How to Answer:While we all have a story about working with difficult people, it’s importanthere to share how you de-escalated a situation rather than focusing on who wasright or wrong. It’s never a good look to throw coworkers, bosses, orcompanies under the bus during an interview. So speak more to the concernexpressed by your coworker as opposed to their personality or behavior. It’sOK if you brought in help, just be sure to to share why that was appropriate.Using the STAR method here will make your response clear and specific.You might say:“One of my colleagues was going through a rough time outside of work and theirperformance suffered as a result. We were working together on a project and Iwas responsible for taking our work product directly to the internal clientfor testing. My colleague often was late to meetings and missed deadlines forhis contribution, which left our client frustrated.“I met with my colleague and asked him if there was anything I could to tohelp him succeed while he was dealing with this issue in his personal life. Heacknowledged the issues and explained that he was having things come up at thelast minute that took him away from the office. So I offered to help him byshifting some of the task work around to give him more scheduling flexibility.These changes helped him to improve his performance, kept the project ontrack, and made the internal client happy.”Hiring managers want to hear about your successes and understand what you seeas big wins at work. It’s also a subtle way to learn about your style and seehow you collaborate with others to accomplish things.### How to Answer:Here’s an opportunity for you to toot your horn a bit and show how your workmade a difference. “When I ask this question,” Child says, “I’m curious to seehow their work made a mark on the business. Did they add efficiencies byreducing costs or time associated with the process? It’s a bonus if they seebeyond their project and show how their work was a win for the organization.”A visual aid could come in handy here. If you have one that showcases yourwork, you might want to bring it with you to the interview in case thesituation calls for it. For example, you may have a “before” and “after” of areport you redesigned or screenshots that show how you streamlined an internalscheduling process. (Just make sure you’re not sharing any confidentialinformation.)A good response might sound like this:“I support a field office that developed a special commission schedule fortheir salespeople. Unlike other offices, these employees represent multipleproduct lines with different commission structures. I worked with the officeto create a custom incentive program that pulled data from their sales andassigned different commissions based on which product line was sold. It was acustom program that made it easier for the sales team to predict their monthlycompensation.“The program was a big hit with the manager and her team. The increasedvisibility ended up motivating the sales team to make more sales and earnhigher commissions. It was great to see how my behind-the-scenes work not onlyhelped my colleagues perform better and earn more, but also brought in morerevenue for the company.”IT by nature involves a lot of project planning, testing, and evaluation. Thisquestion is asked to learn about your exposure to project management software,your experience with meeting deadlines, and your process for staying updatedon project status.How to Answer:Share specific project management tools you’ve worked with and how you usethem. You can also share with your interviewer what other strategies you useto work smoothly and productively with your colleagues and supervisors.You might say something like:“We use the Productboard product management software in my current job. Iwasn’t initially familiar with it but was eager to learn a new tool when Istarted. Our team has a brief ‘huddle’ each morning to go over the plan forthe day. This gives me an opportunity to share where I’m at and if I needanything from others or they need anything from me. I’ve become comfortableenough with Productboard that I can quickly check the status of everything inprogress before I go into the huddle so I go in prepared.”Interviewers use this question to see if you’ve done your homework on theirbusiness and the industry. It’s also a check on your interest in the work andthe company’s culture. Basically this question asks: Are you looking for anyjob or do you really want this job at this company?### How to Answer:Be genuine and authentic in your response. This question gives you theopportunity to show what matters to you and how excited you are about the job.So share what you’ve learned in your research and show your interviewer whyyou want to work at their company specifically.How do you do your research? You’ll often find a “media” or “press” tab oncompany websites that share recent news. Another underused source is companyjob listings: What other kinds of jobs are they hiring for beyond the oneyou’re interviewing for? This can tell you about their growth areas. Thecompany’s social media posts are a great source for breaking news and can alsogive you a sense of the kind of culture they have. You can also, of course,check to see if the company has a Muse profile.Your response will be highly specific to the company and what matters to you,but one response may look like this:“I saw on The Muse that you were also hiring for new positions on the WestCoast to support your new operations there. I did some more reading about thenew data center you’re building there and that excites me as I know this meansthere’ll be opportunities to train new teammates. I also learned through aWall Street Journal article that you’re expanding in Mexico as well. I speakSpanish fluently and would be eager to step up and help liaise whenevernecessary.”Read More: 4 Better Ways to Answer “Why Do You Want to Work at This Company?”As demand for remote access to the workplace increases, more companies arelooking to automate processes and make work easier, and career opportunitiesin IT will continue to grow. With the right knowledge and skill set and theappropriate preparation, you’ll be set to ace your next interview and be onyour way to a great new gig.Michael J. Solender spent 25 years in human resources management rolessupporting corporations in retail, manufacturing, and financial servicesindustries. His feature stories have appeared in the New York Times, CharlotteObserver, American City Business Journals, Metropolis Magazine, MinnesotaMagazine and others. You can find his work here: http://michaeljwrites.com/.More from Michael J. Solender

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techsuch May 9, 2021 0 Comments

work respondents survey private billion companies equity

Future of M&A; Trends Survey#### About the surveyBetween August 20 and September 1, 2020, a Deloitte survey conducted byOnResearch, a market research firm, polled 1,000 US executives—750 at US-headquartered corporations and 250 at US-based private equity firms—to assesscurrent and future M&A plans given uncertainty caused by COVID-19 and currenteconomic conditions. Download the PDF for full response options and questiondetails including which questions were single-select and which includedmultiple response options. All participants in the survey work either for private or public companieswith revenues in excess of $10 million or private equity firms. Theparticipants hold senior ranks (at least director level). Forty-one percent ofall respondents sit in the C-suite. All respondents are involved in M&Aactivity.Respondents represent a variety of industries: technology, consumer, energy,financial services, life sciences and health care, among others. More thanhalf of the corporate respondents (57%) work for privately held companies.Twenty-nine percent work at companies with more than $1 billion in revenue,and 17% work in companies with less than $250 million in revenue.The private equity respondents come from a variety of funds. More than one-third (36%) of respondents work at funds with more than $3 billion in assets.Only 8% work at funds with less than half a billion dollars to invest.

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techsuch May 9, 2021 0 Comments

work remote employees office home working ceo

Remote reckoning: Tech companies face tough trade-offs as WFH becomespermanent realityFacebook’s Arbor Blocks 300 Building in Seattle. (Facebook Photo / Jen Leahy)Fifty percent of Facebook’s workforce could permanently shift to remote workin the next 5-10 years, CEO Mark Zuckerberg told employees on Thursday. It’s astaggering statistic for a company that historically placed a high premium onin-person office culture, and it signals a broader trend in the technologyindustry.“This is probably overdue,” Zuckerberg said. “Over the past few decades,economic growth in the U.S. has been quite concentrated, with major companiesoften hiring in a handful metropolitan areas. That means we’ve been missingout on a lot of talented people just because they happen to live outside amajor hub.”But as Zuckerberg acknowledged, it’s not that simple. And many others in theindustry are coming to the same realization.In the span of a few weeks, the coronavirus pandemic turned a somewhattheoretical debate over the pros and cons of working from home into a global,real-world experiment. Now, as communities across the country begin to re-open, employers are weighing what they’ve learned against the costs ofreturning to office life.The benefits of working from home quickly became evident. Many teams proved tobe just as productive as before the pandemic, particularly in the technologyindustry. Workers are able to handle issues that come up at home in real-time,exercise on their own schedules, and reduce fossil fuel emissions by avoidingcommuting.Those advantages have compelled employers across the technology industry toconsider more flexible work arrangements after the pandemic subsides.However, the trade-offs for those benefits remain an open question, one thatis weighing on leaders across the technology industry, from tech giants tosmall startups. Most agree that pre-pandemic office culture is a thing of thepast. But the next evolution of work will not be as simple as blanket remotework policies. Instead, employers will have to conduct a careful orchestrathat allows employees to work from home equitably without sacrificing theaspects of work that are difficult to replicate digitally.#### ‘The two minutes before and after’Microsoft was one of the first companies to take its tech workforce remote,and unlike many of its peers, the company’s bottom line hasn’t been negativelyimpacted by the pandemic.But Microsoft CEO Satya Nadella is still concerned about the changes to workthat the coronavirus crisis is forcing. He told the New York Times, “[W]hat Imiss is when you walk into a physical meeting, you are talking to the personthat is next to you, you’re able to connect with them for the two minutesbefore and after.”Microsoft CEO Satya Nadella at the company’s Redmond headquarters. (GeekWireFile Photo / Kevin Lisota)Nadella warned about the consequences of embracing telecommuting permanently:“What does burnout look like? What does mental health look like? What doesthat connectivity and the community building look like? One of the things Ifeel is, hey, maybe we are burning some of the social capital we built up inthis phase where we are all working remote. What’s the measure for that?”Despite the drawbacks, the trend toward working remotely long-term is alreadywell underway.Twitter and Square will allow employees to telecommute indefinitely. Zillowand Google are embracing remote work through 2020, while Amazon is making itan option for employees until Oct. 2.One-third of Seattleites plan to work from home for at least the remainder ofthe year, according to an Elucd poll conducted for the city. The shifts areraising alarm bells for restaurants and other businesses in Seattle’s downtownand South Lake Union neighborhoods, which are sleepy without office workerfoot traffic.#### Farewell, office lifeDan GiulianiSeattle-based Volt Athletics has already surrendered its physical office andmoved its 25-person team to remote work at least through 2020.“I have historically been resistant to working remote and would never havemade this decision had we not been forced to experiment with remote work dueto the pandemic,” said Dan Giuliani, CEO of the high-tech fitness platform.The safety precautions that any return to office life would require — likemasks and social distancing — made the prospect less appealing to VoltAthletics. Giuliani also predicts office rents will come down as companies gounder or shift teams to remote work long-term. If Volt decides an in-personpresence makes more sense down the line, he anticipates more affordableoptions will be available.Some companies have found the shift to be a money saver at a time of financialduress.Jargon CEO Milkana Brace. (Jargon Photo)“The savings from office space, and other cuts, have enabled us to keep theteam intact while substantially lowering our burn,” said Jargon CEO MilkanaBrace, who canceled the startup’s Seattle lease in mid-March. “I can see afuture, health concerns aside, where we meet as a team once [a] week butotherwise continue to work remotely. We’re monitoring team productivity andpersonal wellness closely as the novelty of working remotely wears off andlonger-term impacts become clearer.”But Zuckerberg said Thursday that he doesn’t expect the partial shift totelecommuting to be a big cost-saver for Facebook, despite plans to pay lowersalaries in less competitive talent markets.“The cost of supporting remote workers has generally offset the real estateand other costs of supporting people in the office,” he said on a call withemployees that was live-streamed on Facebook. “There are just different costshere. Remote workers need different benefits in some cases, including thingslike more tooling to make their offices work at home.”#### Covering home-office expensesSeattle-based Uplevel made that tooling a priority as soon as its leaders madethe decision to stay remote at least through 2020. Uplevel is allowingemployees to expense whatever they need to create their home offices. Thestartup sent care packages to employees with plants, puzzles, snacks, andoffice supplies. Uplevel also delivered everyone’s desk belongings to theirhomes.Uplevel VP of Marketing Jori Saeger. (Uplevel Photo)“We are helping our employees reimagine what [it] looks like for them to maketheir home environments as comfortable and productive as possible,” saidUplevel VP of marketing Jori Saeger.Meetings at Uplevel are barred from 12-1:30 p.m. to ensure everyone has timefor a lunch break. A minimum of 10 minutes is required between Zoom meetings.On Fridays, employees can expense lunch delivery and teams play games onlinetogether to stay connected.Uplevel provides a productivity dashboard to help companies understand logjamsand inefficiencies on their engineering teams. The company has adjusted itsproduct to provide customers with data on how work has changed since theoutset of the pandemic.Investors see opportunity for tech companies, like Uplevel, to improve theremote experience for workers and employers. Demand could also surge formeeting and collaboration spaces that are not used every day.While there is certainly room for innovation in the telecommuting space, manyin the tech industry worry there is no substitute for in-person mentorship andnetworking. Facebook polled employees on their work preferences and while 40%said they were very or somewhat interested in working from home permanently,the preference favored more tenured workers over junior ones.Workdays appear to be longer and more meeting-intensive when teams aredistributed. The overall number of meetings scheduled has gone up 7-10% sincethe start of the pandemic, Recode reports. Microsoft crunched the numbers onusage of its Teams video collaboration software and found the average timefrom first usage to last has increased by an hour.The pros and cons of widespread remote work are emerging in real-time — andit’s not a perfect experiment. The pandemic forced knowledge workers aroundthe world into entirely remote, often isolated, work arrangements overnight.And the shift is occurring during a period of high anxiety and uncertainty.“The situation in which we are all working remote is not a normal situation,”said Kieran Snyder, CEO of Textio, a Seattle startup that uses AI to augmentwriting. “Everybody’s carrying so much more stress. If it’s a differencebetween choosing to work at home today, but then you still head to the gym,you head to the grocery store, you go see your friends at night for dinner,[it’s] really different than what’s happening right now where everyone’strapped in their homes.”#### Striking the right balanceAs economies start to re-open, the big question is where do we go from here?A return to 9-5 office life may not be on the horizon anytime soon, butleaders like Nadella and Zuckerberg don’t see entirely remote work as thefuture either. Nadella told The New York Times that would be “replacing onedogma with another dogma.”Tech workers seem to agree. About 60% of Facebook employees surveyed didn’task to work entirely remotely or return to the office full-time. Instead, theywant a mix of both, the flexibility to choose.Textio CEO Kieran SnyderSnyder expects to give employees that choice when the crisis wanes.“We already had a situation where people could work from home once a week ifthey wanted to,” she said. “But I won’t be surprised if we leave it more inthe employees’ hands as to how often they want to be in the office.”Striking the right balance could lead to more equity in tech, allowing workingparents to do school pick-up while supporting new hires with in-personmentorship. It could also open up opportunity in communities across thecountry that have been historically left behind by the digital revolutionclustered in a handful of coastal tech hubs.“I want us to live in a country where people can have access to opportunity,no matter where they choose to live, and I think that enabling more remotework is going to be very positive on that front toward creating more broad-based economic prosperity,” Zuckerberg said. “Hopefully, a more sustainablesocial and political climate, as well, if opportunity can be shared morebroadly.”

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techsuch May 9, 2021 0 Comments

work industry government reform home anywhere also

Tech industry can now WFH permanentlyIn a massive reform for thetech industry, which will facilitate permanent ‘work from home’ and ‘work from anywhere’ for the companies, the government has done awaywith most of the registration and compliance requirements.Under the Other Service Provider{OSP) guidelines of the Department of Telecom{DoT), the registration requirement for OSPs has been done away withaltogether and the BPO industry engaged in data related work have been takenout of the ambit of OSP regulations. Also, requirements such as deposit ofbank guarantees, for static IPs, frequent reporting obligations, publicationof network diagram, penal provisious etc. have also been removed. Similarly,several other requirements, which prevents companies from adopting Work fromHome’ and Work from Anywhere’ policies have also been removed, the governmentsaid in a statement on Thursday.Prime Minister Narendra Modi tweeted that the prowess of India’s IT seL1m isrecognised globally and the government is committed to doing everythingpossible to ensure a conducive environment for growth and innovation in India.As per earlier reports, in a bid to fast track not just work from home butlong-term work from anywhere for the $190 billion IT and ITeS industry; theministry of electronics and IT had created an inter-ministerial group whichhas been coordinating with ministries such as telecom,labour and commerce tomake temporary relaxations permanent and also bring in large scale reforms toboost work from home.Ashish Aggarwa1, Head of Publlc Policy atNasscomsaid that the latest DoT guidelines are a bold reform for theIndian BPM/ ITES industry. “Nasscom has worked closely with the government on this and it is to thecredit of the government and specially the DoT who have gone the extra mile toensure that all the requirements of the industry are met. The reforms willgive a tremendously strengthen India as the global BPO outsourcing hub,encourage remote working leading to newer job opportunities in smaller cities,he added.The industry applauded the move with experts such as former Infosys boardmemberTV Mohandas Paicalling it a “Great move by Govt for all citizens” and a “wonderful reform” onTwitter .

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techsuch May 9, 2021 0 Comments

work home industry companies new service employees

Permanent ‘Work From Home’ for IT employees now possibleThe government on Thursday announced simplified guidelines for BusinessProcess Outsourcing (BPO) and IT-Enabled Services (ITES) players to reducetheir compliance burden for the industry and facilitate “Work From Home” and“work from anywhere”.According to the government, the new rules for Other Service Providers’(OSPs), which includes BPOs, KPOs, ITEs, call centre among others, wouldremove frequent reporting and other obligations and would create an amicableenvironment for both companies and employees.The new rules do away with registration requirement for OSPs, while the BPOindustry engaged in data-related work has been taken out of the ambit of thesaid regulations. Additionally, under the revamped guidelines, therequirements such as deposit of bank guarantees, the requirement for staticIPs, the publication of network diagram, and penal provisions have also beenremoved.Similarly, several other requirements, which prevented companies from adopting‘Work From Home‘ and ‘Work from Anywhere’ policies have also been removed.Post the announcement, PM Modi tweeted that the prowess of India’s IT sectoris recognised globally and the government is committed to doing everythingpossible to ensure a conducive environment for growth and innovation in India.“Committed to furthering ‘Ease of Doing business’ and making India a tech hub!GoI has significantly simplified Other Service Provider (OSP) guidelines ofthe Telecom Department. Compliance burdens of BPO industry will be greatlyreduced due to this,” PM Modi said.Communications and IT Minister Ravi Shankar Prasad tweeted, “Today@narendramodi Govt has taken a major reform initiative to liberalize theregulatory regime for “Other Service Provider”. This will boost the IT/ ITeS/BPO industry and create a friendly regime for Work from Home in India.”Nasscom termed the move as a bold reform for ITES/BPO players.“These will provide several benefits…India is a global outsourcing hub and thenew guidelines will promote outsourcing at scale, bringing in more work toIndia. With the relaxations in WFH regulations, companies will be able to tapinto talent from small towns and remote parts of the country,” Nasscom SeniorDirector and Public Policy Head Ashish Aggarwal said.Nandan Nilekani, non-executive chairman of Infosys, called Centre’s decision‘Truly a case of dramatic Ease of Business in the digital world’. He added,“The reforms of Other Service Provider regulations for BPO/BPM industry isbreath-taking in its simplicity”.Nasscom President Debjani Ghosh tweeted that the “game-changing reform”signals start of a new chapter for Indian IT and for India as a leading IT hubfor the world.In March, lakhs of employees hurriedly packed their desk and started workingfrom home as coronavirus pandemic leapt across the country. Several IT giantsin the country allowed their staff to work from home to prevent their exposureto the disease. Months have passed, and companies like TCS, Infosys and Wiprohave decided to continue Work from Home for up to 99 per cent of their staff.Another IT firm HCL is considering bringing in 20 per cent of its workforceback to office premises on a rotational basis by December-end. Tech Mahindrasaid that over one-fourth of the company’s employees are already back in theiroffices across the different company locations to date.

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techsuch May 9, 2021 0 Comments

women technology female see tech participation

Why Women Could Be the Alberta Tech Industry’s Secret Weapon – KoleyaKarringtenby Koleya KarringtenWhen I look around at any of the many technology and business events I attend,I’m thrilled to see an incredible number of talented, successful women from awide variety of backgrounds. Not only am I happy to see our tech ecosystembecoming more diverse because I believe it’s ethical and fair, but it gives myfaith in Alberta’s economic future a huge boost. It might sound a littlebiased, coming from a female cleantech entrepreneur – but trust me, there aresome great reasons behind why I think women’s participation in technology isthe game-changer Alberta needs.Things were a little different when I started my journey in clean technologymore than a decade ago with my company, Absolute Combustion. Sure, there werea handful of powerful female leaders in the oil and gas industry, and ascattering of successful women in our innovation ecosystem. But at everyconference I attended, I stood out by a mile. When I sat as panelist, I have ahard time recalling a woman ever taking one of the other chairs. And as ayoung entrepreneur, I felt this aloneness in a visceral way – a sense thatbecause I didn’t really see anyone like me, that maybe I didn’t really belong.“Right now is a great time to be a women in tech, but there’s not enough womenin tech.”Marissa Mayer, former CEO of YahooIn some ways, the blockchain technology industry is even further behind. Justlast year at a conference I partnered in hosting, I could count the number ofwomen on one hand. In my role as the Executive Director of the AlbertaBlockchain Consortium, I might make our corner of the ecosystem seem diverse,but according to one major study by Longhash.com, female participation in theindustry is around just 15%. The few other women and I always joke at eventsthat we’ll know we’ve finally made it when there’s a lineup for the lady’srestroom.It’s easy to see that a big gender divide still exists in tech, and there areurgent reasons why it needs to be taken seriously. I’m occasionally asked thequestion of why diversity so important, and it’s a complex topic with a lot ofnuances. Most people tend to agree that more women in technology would be agood thing, but apart from working to correct the gender gap because it’s thefair thing to do, I think there’s a lack of understanding as to just howtransformative making this leap would be for our country.A large study in 2015 by research firm McKinsey & Company came to a stunningconclusion – that if women achieved parity with men in the workforce, it wouldadd $150 billion to our GDP by just 2026. For a country with slow economicgrowth hovering around 2% a year, and lagging the other developed nations ininnovation, this would be an incredible boost to our fiscal outlook. And ourtechnology sector is one of the highest paid and quickly expanding parts ofour economy, making it a prime area to reap the benefits of gender parity.“The time is long overdue to encourage more women to dream the possibledream.”-Sheryl Sandberg, COO of FacebookI’m a strong believer in meritocracy, and I would never want to be given anopportunity purely based on my gender, and neither would most of the women Iknow. But our uneven female participation in tech isn’t caused by lack ofmerit or talent – it’s about engagement. Women need to see the opportunities,feel a sense of belonging, and be inspired to lean in to one of the mostexciting and high-growth areas of our economy.It’s not about moving unqualified people ahead because they tick boxes on adiversity checklist – but attracting brilliant, creative women into fast-growing fields that need their abilities and contributions. These talentedwomen might otherwise go into relatively crowded industries like finance,academia or medicine, but it’s our technology sector that desperately needsthem. Canada has a massive shortfall in skilled high-tech labour, and we’rewasting time and money on international recruitment when a much moresustainable solution is to tap into our hidden talent pool right here at home.Knowing what the economic cost is to our high-tech gender gap, how do werecruit more women into non-traditional fields? It’s not just aboutrecruitment from other sectors, promoting at post-secondary institutions, orincreasing the visibility of job opportunities. There’s a full life cycle ofengagement that needs to be fostered to get the results that Alberta needs,and it starts with girls.“When we invest in women and girls, we’re investing in the people who investin everybody else”Melinda GatesA few years ago, I met a woman so inspiring that I felt compelled to supporther in anyway I could. While working on my company’s technology partnershipwith the Edmonton International Airport, I was introduced to Kendra Kincade,who came into the male-dominated (and short on labor) field of aviation laterin her career. Seeing the need to start inspiring female participation at ayoung age to help close the gender gap and fill our employment shortfall, shebegan Elevate Aviation, which teaches girls about the amazing possibilitiesoffered by this non-traditional field.These are the programs that make a difference in women’s lives and will driveour economy forward. The benefits of inclusion for women and otherunderrepresented groups can be found across the full spectrum of our society,and will uplift our economy, build a stronger social fabric and help Canadastay competitive on the international stage. I’ve saved the good news forlast. When it comes to women in tech, it’s Alberta’s time to shine.We’re already leading the country in closing the gender gap in technology.Female participation in our companies is twice the national average, accordingto the Alberta Enterprise Corporation. Their landmark study, published in2019, showed that an astounding 30% of our tech firms have a female founder orco-founder. In the blockchain technology industry, where I’m a Director of theCanadian Blockchain Association for Women, I’ve seen a massive increase infemale interest and engagement over the last year.Not only are more women working in tech, but all around me, I see inspiringwomen supporting their communities and promoting our emerging companies at thehead of non-profits and innovation organizations. Technology often getsstereotyped as an industry that can be lacking in relationship development,and this is a key area where our high female participation is differentiatingus from anywhere else in Canada.Ecosystems are the crucial foundation for helping tech companies make thechallenging leap from concept to a real-world, profitable product or service.With our inspiring women leaders helping make connections, build relationshipsand create a welcoming culture, our ecosystems are the best in Canada, and thegrowth in our tech sector is showing it. I’ve made it one of my key prioritiesin 2020 to keep moving the dial on women in technology forward – let’s worktogether to make it happen.Learn more about Elevate Aviation: www.elevateaviation.caLearn more about Koleya Karringten: www.koleya.caShare This:* * *#### More News Articles

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techsuch May 9, 2021 0 Comments