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  • IHRIM's Latest Workforce Solutions Review Focuses on Risk!

    - by Jay Richey, HCM Product Marketing
    IHRIM's latest edition of the Workforce Solution's Review magazine (in print and online) has some really compelling features and articles focused on HCM risk and compliance management.  Check out this line-up and sign up if you aren't already a member.  It's well worth it.  http://www.ihrimpublications.com/WSR_about.php Three to Watch: HR's Growing Compliance Responsibilities for Data Security, Genetic Nondiscrimination, and Anti-Bribery Laws     By W. Scott Blackmer and Richard Santalesa, InfoLawGroup, LLP Global HR and International Background Check Best Practices     By Terry Corley, Aletheia Consulting Group Compliance: Old Wine in New Wineskins?     By Ursula Christina Fellberg, Ph.D., UCF-StrategieBeraterin Join the HR/HR technology professionals who have subscribed for so many years to IHRIM’s publications and become a reader today by visiting  http://www.ihrimpublications.com/amember/signup.php.  

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  • Add centered text to the middle of a <hr/>-like line

    - by Brian M. Hunt
    I'm wondering what options one has in xhtml 1.0 strict to create a line on both sides of text like-so: Section one ----------------------- Next section ----------------------- Section two I've thought of doing some fancy things like this: <div style="float:left; width: 44%;"><hr/></div> <div style="float:right; width: 44%;"><hr/></div> Next section Or alternatively, because the above has problems with alignment (both vertical and horizontal): <table><tr> <td style="width:47%"><hr/></td> <td style="vertical-align:middle; text-align: center">Next section</td> <td style="width:47%"><hr/></td> </tr></table> However both options feel 'fudgy', and I'd be much obliged if you happened to have seen this before and know of an elegant solution. Thank you for reading. Brian

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  • Why won't the vertical margins between <p> and <hr> collapse in IE7

    - by Nicolas
    Hello all, Perhaps I am missing something, but I can't explain this from any IE bug I know of. Why in this example do the margins of the <p> and <hr> elements collapse as expected in standards compliant browsers (i.e. FF3, IE8, etc) but not in IE7 (including IE8 compatibility mode)? <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"> <html xmlns="http://www.w3.org/1999/xhtml" xml:lang="en" > <head> <title>IE7 Box Model</title> <style type="text/css"> p { border: 1px solid #00f; background-color: #fefecb; margin: 20x 0 20px 0; } hr { margin: 20px 0 20px 0; } </style> </head> <body> <p> box 1 </p> <hr /> <p> box 2 </p> <hr /> <p> box 3 </p> </body> </html>

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  • Hr Tag in IE - remove border

    - by Wayne
    In other browsers except IE7 and lower the hr displays a border around the hr tag which I don't want it to. <!--[if lte IE 7]> <style type="text/css"> hr { margin: -3px 0 0 0; padding: 0; height: 19px; border: none; outline: none; background: url("img/split.png") center no-repeat; } </style> <![endif]--> I've tried this solution, but it still appears to have a border around it. It looks like this: How do I get rid of it?

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  • Drupal on IIS 7 (PHP FastCGI) produces blank every 1 hr

    - by Morron
    Hi, I have Drupal running on IIS 7 with PHP Fast CGI installed. The FastCGI setting: http://img709.imageshack.us/img709/1748/fastcgisetting.jpg hxxp://img404.imageshack.us/img404/5837/fastcgisetting2.jpg I have Drupal running on isolated AppPool with default setting when I created the AppPool: hxxp://img716.imageshack.us/img716/5444/fastcgisetting3.jpg The problem is that after 1 hr or so If I browse to hxxp://localhost , there's nothing but only the blank page until IIS 7 is restarted. I think this has to do with PHP Process Recycling Behavior or other things that I'm not sure about. Can you show what's the cause of the problem?

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  • Why We Should Learn to Stop Worrying and Love Millennials

    - by HCM-Oracle
    By Christine Mellon Much is said and written about the new generations of employees entering our workforce, as though they are a strange specimen, a mysterious life form to be “figured out,” accommodated and engaged – at a safe distance, of course.  At its worst, this talk takes a critical and disapproving tone, with baby boomer employees adamantly refusing to validate this new breed of worker, let alone determine how to help them succeed and achieve their potential.   The irony of our baby-boomer resentments and suspicions is that they belie the fact that we created the very vision that younger employees are striving to achieve.  From our frustrations with empty careers that did not fulfill us, from our opposition to “the man,” from our sharp memories of our parents’ toiling for 30 years just for the right to retire, from the simple desire not to live our lives in a state of invisibility, came the seeds of hope for something better. One characteristic of Millennial workers that grew from these seeds is the desire to experience as much as possible.  They are the “Experiential Employee”, with a passion for growing in diverse ways and expanding personal and professional horizons.  Rather than rooting themselves in a single company for a career, or even in a single career path, these employees are committed to building a broad portfolio of experiences and capabilities that will enable them to make a difference and to leave a mark of significance in the world.  How much richer is the organization that nurtures and leverages this inclination?  Our curmudgeonly ways must be surrendered and our focus redirected toward building the next generation of talent ecosystems, if we are to optimize what future generations have to offer.   Accelerating Professional Development In spite of our Boomer grumblings about Millennials’ “unrealistic” expectations, the truth is that we have a well-matched set of circumstances.  We have executives-in-waiting who want to learn quickly and a concurrent, urgent need to ramp up their development time, based on anticipated high levels of retirement in the next 10+ years.  Since we need to rapidly skill up these heirs to the corporate kingdom, isn’t it a fortunate coincidence that they are hungry to learn, develop and move fluidly throughout our organizations??  So our challenge now is to efficiently operationalize the wisdom we have acquired about effective learning and development.   We have already evolved from classroom-based models to diverse instructional methods.  The next step is to find the best approaches to help younger employees learn quickly and apply new learnings in an impactful way.   Creating temporary or even permanent functional partnerships among Millennial employees is one way to maximize outcomes.  This might take the form of 2 or more employees owning aspects of what once fell under a single role.  While one might argue this would mean duplication of resources, it could be a short term cost while employees come up to speed.  And the potential benefits would be numerous:  leveraging and validating the inherent sense of community of new generations, creating cross-functional skills with broad applicability, yielding additional perspectives and approaches to traditional work outcomes, and accelerating the performance curve for incumbents through Cooperative Learning (Johnson, D. and Johnson R., 1989, 1999).  This well-researched teaching strategy, where students support each other in the absorption and application of new information, has been shown to deliver faster, more efficient learning, and greater retention. Alternately, perhaps short term contracts with exiting retirees, or former retirees, to help facilitate the development of following generations may have merit.  Again, a short term cost, certainly.  However, the gains realized in shortening the learning curve, and strengthening engagement are substantial and lasting. Ultimately, there needs to be creative thinking applied for each organization on how to accelerate the capabilities of our future leaders in unique ways that mesh with current culture. The manner in which performance is evaluated must finally shift as well.  Employees will need to be assessed on how well they have developed key skills and capabilities vs. end-to-end mastery of functional positions they have no interest in keeping for an entire career. As we become more comfortable in placing greater and greater weight on competencies vs. tasks, we will realize increased organizational agility via this new generation of workers, which will be further enhanced by their natural flexibility and appetite for change. Revisiting Succession  For many years, organizations have failed to deliver desired succession planning outcomes.  According to CEB’s 2013 research, only 28% of current leaders were pre-identified in a succession plan. These disappointing results, along with the entrance of the experiential, Millennial employee into the workforce, may just provide the needed impetus for HR to reinvent succession processes.   We have recognized that the best professional development efforts are not always linear, and the time has come to fully adopt this philosophy in regard to succession as well.  Paths to specific organizational roles will not look the same for newer generations who seek out unique learning opportunities, without consideration of a singular career destination.  Rather than charting particular jobs as precursors for key positions, the experiences and skills behind what makes an incumbent successful must become essential in succession mapping.  And the multitude of ways in which those experiences and skills may be acquired must be factored into the process, along with the individual employee’s level of learning agility. While this may seem daunting, it is necessary and long overdue.  We have talked about the criticality of competency-based succession, however, we have not lived up to our own rhetoric.  Many Boomers have experienced the same frustration in our careers; knowing we are capable of shining in a particular role, but being denied the opportunity due to how our career history lined up, on paper, with documented job requirements.  These requirements usually emphasized past jobs/titles and specific tasks, versus capabilities, drive and willingness (let alone determination) to learn new things.  How satisfying would it be for us to leave a legacy where such narrow thinking no longer applies and potential is amplified? Realizing Diversity Another bloom from the seeds we Boomers have tried to plant over the past decades is a completely evolved view of diversity.  Millennial employees assume a diverse workforce, and are startled by anything less.  Their social tolerance, nurtured by wide and diverse networks, is unprecedented.  College graduates expect a similar landscape in the “real world” to what they experienced throughout their lives.  They appreciate and seek out divergent points of view and experiences without needing any persuasion.  The face of our U.S. workforce will likely see dramatic change as Millennials apply their fresh take on hiring and building strong teams, with an inherent sense of inclusion.  This wonderful aspect of the Millennial wave should be celebrated and strongly encouraged, as it is the fulfillment of our own aspirations. Future Perfect The Experiential Employee is operating more as a free agent than a long term player, and their commitment will essentially last as long as meaningful organizational culture and personal/professional opportunities keep their interest.  As Boomers, we have laid the foundation for this new, spirited employment attitude, and we should take pride in knowing that.  Generations to come will challenge organizations to excel in how they identify, manage and nurture talent. Let’s support and revel in the future that we’ve helped invent, rather than lament what we think has been lost.  After all, the future is always connected to the past.  And as so eloquently phrased by Antoine Lavoisier, French nobleman, chemist and politico:  “Nothing is Lost, Nothing is Created, and Everything is Transformed.” Christine has over 25 years of diverse HR experience.  She has held HR consulting and corporate roles, including CHRO positions for Echostar in Denver, a 6,000+ employee global engineering firm, and Aepona, a startup software firm, successfully acquired by Intel. Christine is a resource to Oracle clients, to assist in Human Capital Management strategy development and implementation, compensation practices, talent development initiatives, employee engagement, global HR management, and integrated HR systems and processes that support the full employee lifecycle. 

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  • UV Atlas Generation and Seam Removal

    - by P. Avery
    I'm generating light maps for scene mesh objects using DirectX's UV Atlas Tool( D3DXUVAtlasCreate() ). I've succeeded in generating an atlas, however, when I try to render the mesh object using the atlas the seams are visible on the mesh. Below are images of a lightmap generated for a cube. Here is the code I use to generate a uv atlas for a cube: struct sVertexPosNormTex { D3DXVECTOR3 vPos, vNorm; D3DXVECTOR2 vUV; sVertexPosNormTex(){} sVertexPosNormTex( D3DXVECTOR3 v, D3DXVECTOR3 n, D3DXVECTOR2 uv ) { vPos = v; vNorm = n; vUV = uv; } ~sVertexPosNormTex() { } }; // create a light map texture to fill programatically hr = D3DXCreateTexture( pd3dDevice, 128, 128, 1, 0, D3DFMT_A8R8G8B8, D3DPOOL_MANAGED, &pLightmap ); if( FAILED( hr ) ) { DebugStringDX( "Main", "Failed to D3DXCreateTexture( lightmap )", __LINE__, hr ); return hr; } // get the zero level surface from the texture IDirect3DSurface9 *pS = NULL; pLightmap->GetSurfaceLevel( 0, &pS ); // clear surface pd3dDevice->ColorFill( pS, NULL, D3DCOLOR_XRGB( 0, 0, 0 ) ); // load a sample mesh DWORD dwcMaterials = 0; LPD3DXBUFFER pMaterialBuffer = NULL; V_RETURN( D3DXLoadMeshFromX( L"cube3.x", D3DXMESH_MANAGED, pd3dDevice, &pAdjacency, &pMaterialBuffer, NULL, &dwcMaterials, &g_pMesh ) ); // generate adjacency DWORD *pdwAdjacency = new DWORD[ 3 * g_pMesh->GetNumFaces() ]; g_pMesh->GenerateAdjacency( 1e-6f, pdwAdjacency ); // create light map coordinates LPD3DXMESH pMesh = NULL; LPD3DXBUFFER pFacePartitioning = NULL, pVertexRemapArray = NULL; FLOAT resultStretch = 0; UINT numCharts = 0; hr = D3DXUVAtlasCreate( g_pMesh, 0, 0, 128, 128, 3.5f, 0, pdwAdjacency, NULL, NULL, NULL, NULL, NULL, 0, &pMesh, &pFacePartitioning, &pVertexRemapArray, &resultStretch, &numCharts ); if( SUCCEEDED( hr ) ) { // release and set mesh SAFE_RELEASE( g_pMesh ); g_pMesh = pMesh; // write mesh to file hr = D3DXSaveMeshToX( L"cube4.x", g_pMesh, 0, ( const D3DXMATERIAL* )pMaterialBuffer->GetBufferPointer(), NULL, dwcMaterials, D3DXF_FILEFORMAT_TEXT ); if( FAILED( hr ) ) { DebugStringDX( "Main", "Failed to D3DXSaveMeshToX() at OnD3D9CreateDevice()", __LINE__, hr ); } // fill the the light map hr = BuildLightmap( pS, g_pMesh ); if( FAILED( hr ) ) { DebugStringDX( "Main", "Failed to BuildLightmap()", __LINE__, hr ); } } else { DebugStringDX( "Main", "Failed to D3DXUVAtlasCreate() at OnD3D9CreateDevice()", __LINE__, hr ); } SAFE_RELEASE( pS ); SAFE_DELETE_ARRAY( pdwAdjacency ); SAFE_RELEASE( pFacePartitioning ); SAFE_RELEASE( pVertexRemapArray ); SAFE_RELEASE( pMaterialBuffer ); Here is code to fill lightmap texture: HRESULT BuildLightmap( IDirect3DSurface9 *pS, LPD3DXMESH pMesh ) { HRESULT hr = S_OK; // validate lightmap texture surface and mesh if( !pS || !pMesh ) return E_POINTER; // lock the mesh vertex buffer sVertexPosNormTex *pV = NULL; pMesh->LockVertexBuffer( D3DLOCK_READONLY, ( void** )&pV ); // lock the mesh index buffer WORD *pI = NULL; pMesh->LockIndexBuffer( D3DLOCK_READONLY, ( void** )&pI ); // get the lightmap texture surface description D3DSURFACE_DESC desc; pS->GetDesc( &desc ); // lock the surface rect to fill with color data D3DLOCKED_RECT rct; hr = pS->LockRect( &rct, NULL, 0 ); if( FAILED( hr ) ) { DebugStringDX( "main.cpp:", "Failed to IDirect3DTexture9::LockRect()", __LINE__, hr ); return hr; } // iterate the pixels of the lightmap texture // check each pixel to see if it lies between the uv coordinates of a cube face BYTE *pBuffer = ( BYTE* )rct.pBits; for( UINT y = 0; y < desc.Height; ++y ) { BYTE* pBufferRow = ( BYTE* )pBuffer; for( UINT x = 0; x < desc.Width * 4; x+=4 ) { // determine the pixel's uv coordinate D3DXVECTOR2 p( ( ( float )x / 4.0f ) / ( float )desc.Width + 0.5f / 128.0f, y / ( float )desc.Height + 0.5f / 128.0f ); // for each face of the mesh // check to see if the pixel lies within the face's uv coordinates for( UINT i = 0; i < 3 * pMesh->GetNumFaces(); i +=3 ) { sVertexPosNormTex v[ 3 ]; v[ 0 ] = pV[ pI[ i + 0 ] ]; v[ 1 ] = pV[ pI[ i + 1 ] ]; v[ 2 ] = pV[ pI[ i + 2 ] ]; if( TexcoordIsWithinBounds( v[ 0 ].vUV, v[ 1 ].vUV, v[ 2 ].vUV, p ) ) { // the pixel lies b/t the uv coordinates of a cube face // light contribution functions aren't needed yet //D3DXVECTOR3 vPos = TexcoordToPos( v[ 0 ].vPos, v[ 1 ].vPos, v[ 2 ].vPos, v[ 0 ].vUV, v[ 1 ].vUV, v[ 2 ].vUV, p ); //D3DXVECTOR3 vNormal = v[ 0 ].vNorm; // set the color of this pixel red( for demo ) BYTE ba[] = { 0, 0, 255, 255, }; //ComputeContribution( vPos, vNormal, g_sLight, ba ); // copy the byte array into the light map texture memcpy( ( void* )&pBufferRow[ x ], ( void* )ba, 4 * sizeof( BYTE ) ); } } } // go to next line of the texture pBuffer += rct.Pitch; } // unlock the surface rect pS->UnlockRect(); // unlock mesh vertex and index buffers pMesh->UnlockIndexBuffer(); pMesh->UnlockVertexBuffer(); // write the surface to file hr = D3DXSaveSurfaceToFile( L"LightMap.jpg", D3DXIFF_JPG, pS, NULL, NULL ); if( FAILED( hr ) ) DebugStringDX( "Main.cpp", "Failed to D3DXSaveSurfaceToFile()", __LINE__, hr ); return hr; } bool TexcoordIsWithinBounds( const D3DXVECTOR2 &t0, const D3DXVECTOR2 &t1, const D3DXVECTOR2 &t2, const D3DXVECTOR2 &p ) { // compute vectors D3DXVECTOR2 v0 = t1 - t0, v1 = t2 - t0, v2 = p - t0; float f00 = D3DXVec2Dot( &v0, &v0 ); float f01 = D3DXVec2Dot( &v0, &v1 ); float f02 = D3DXVec2Dot( &v0, &v2 ); float f11 = D3DXVec2Dot( &v1, &v1 ); float f12 = D3DXVec2Dot( &v1, &v2 ); // Compute barycentric coordinates float invDenom = 1 / ( f00 * f11 - f01 * f01 ); float fU = ( f11 * f02 - f01 * f12 ) * invDenom; float fV = ( f00 * f12 - f01 * f02 ) * invDenom; // Check if point is in triangle if( ( fU >= 0 ) && ( fV >= 0 ) && ( fU + fV < 1 ) ) return true; return false; } Screenshot Lightmap I believe the problem comes from the difference between the lightmap uv coordinates and the pixel center coordinates...for example, here are the lightmap uv coordinates( generated by D3DXUVAtlasCreate() ) for a specific face( tri ) within the mesh, keep in mind that I'm using the mesh uv coordinates to write the pixels for the texture: v[ 0 ].uv = D3DXVECTOR2( 0.003581, 0.295631 ); v[ 1 ].uv = D3DXVECTOR2( 0.003581, 0.003581 ); v[ 2 ].uv = D3DXVECTOR2( 0.295631, 0.003581 ); the lightmap texture size is 128 x 128 pixels. The upper-left pixel center coordinates are: float halfPixel = 0.5 / 128 = 0.00390625; D3DXVECTOR2 pixelCenter = D3DXVECTOR2( halfPixel, halfPixel ); will the mapping and sampling of the lightmap texture will require that an offset be taken into account or that the uv coordinates are snapped to the pixel centers..? ...Any ideas on the best way to approach this situation would be appreciated...What are the common practices?

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  • When searching in Outlook, encountered this error "Instant Search encountered a problem while trying

    - by Imagineer
    Sometime when searching for certain keyword, I get this error "Instant Search encountered a problem while trying to display search results. Modifying your query may resolve this problem." I have enabled Outlook logging to determine what is the error as suggested by someone in other forum. but I haven't had a clue how to decipher it. 2010.05.11 09:38:10 <<<< Logging Started (level is LTF_TRACE) >>>> 2010.05.11 09:38:10 HELPER::Initialize called 2010.05.11 09:38:10 Initializing: Finding a Transport 2010.05.11 09:38:10 MAPI XP Call: XPProviderInit in EMSMDB.DLL, hr = 0x00000000 2010.05.11 09:38:10 MAPI XP Call: TransportLogon, hr = 0x8004011d 2010.05.11 09:38:10 MAPI XP Call: Shutdown, hr = 0x00000000 2010.05.11 09:38:10 MAPI XP Call: XPProviderInit in EMSMDB.DLL, hr = 0x00000000 2010.05.11 09:38:10 MAPI Status: (-- -- ---/--- -- ---) 2010.05.11 09:38:10 MAPI XP Call: TransportLogon, hr = 0x00000000 2010.05.11 09:38:10 Initializing: Found a transport, Error code = 0x00000000 2010.05.11 09:38:10 MAPI XP Call: AddressTypes, hr = 0x00000000, cAddrs = 4, cUids = 1 2010.05.11 09:38:10 MAPI XP Call: RegisterOptions, hr = 0x00000000, cOptions = 2 2010.05.11 09:38:10 MAPI Status: (IN -- ---/OUT -- ---) 2010.05.11 09:38:10 MAPI XP Call: TransportNotify(BEGIN_IN|BEGIN_OUT), hr = 0x00000000 2010.05.11 09:38:10 HELPER::Initialize done, Error code = 0x00000000 2010.05.11 09:38:10 HELPER::GetCapabilities called, Error code = 0x00000000 2010.05.11 09:38:10 Microsoft Exchange: Synch operation started (flags = 00000031) 2010.05.11 09:38:10 Microsoft Exchange: StartImport(flags = 00000000, max msg = ffffffff): full items 2010.05.11 09:38:10 Microsoft Exchange: UploadItems: 0 messages to send 2010.05.11 09:38:11 Starting the Spooling Cycle 2010.05.11 09:38:11 MAPI Status: (IN fl ---/OUT -- ---) 2010.05.11 09:38:11 MAPI XP Call: FlushQueues, hr = 0x00000000, ulFlushFlags = 0x0000001c 2010.05.11 09:38:11 MAPI XP Call: Poll, hr = 0x00000000, cPollCount = 855 2010.05.11 09:38:11 Progress: Receiving message (message 1 out of 856, size unknown) 2010.05.11 09:38:11 Downloading one message 2010.05.11 09:38:11 Transport tightly coupled with store, download is NOOP 2010.05.11 09:38:11 Downloading done, Error code = 0x8004010f 2010.05.11 09:38:11 MAPI Status: (IN -- ---/OUT -- ---) 2010.05.11 09:38:11 FINISHED MAPI TASK 2010.05.11 09:38:11 Microsoft Exchange: ReportStatus: RSF_COMPLETED, hr = 0x00000000 2010.05.11 09:38:11 Finishing the Spooling Cycle, Error code = 0x00000000 2010.05.11 09:38:11 EXECUTING EndSession MAPI TASK 2010.05.11 09:38:11 Starting the Simplified Transfer Cycle 2010.05.11 09:38:11 MAPI XP Call: Poll, hr = 0x00000000, iMsgsReceived = 0, cPollCount = 855 2010.05.11 09:38:11 Progress: Receiving message (message 1 out of 856, size unknown) 2010.05.11 09:38:11 Downloading one message 2010.05.11 09:38:11 MAPI Status: (IN -- act/OUT -- ---) 2010.05.11 09:38:11 MAPI Status: (IN -- ---/OUT -- ---) 2010.05.11 09:38:11 Downloading done, Error code = 0x8004010f 2010.05.11 09:38:11 Finishing the Spooling Cycle, Error code = 0x00000000 2010.05.11 09:38:11 FINISHED MAPI TASK 2010.05.11 09:38:11 Microsoft Exchange: ReportStatus: RSF_COMPLETED, hr = 0x00000000 2010.05.11 09:38:11 Microsoft Exchange: Synch operation completed 2010.05.11 10:08:15 Microsoft Exchange: Synch operation started (flags = 00000031) 2010.05.11 10:08:15 Microsoft Exchange: StartImport(flags = 00000000, max msg = ffffffff): full items 2010.05.11 10:08:15 Microsoft Exchange: UploadItems: 0 messages to send 2010.05.11 10:08:16 Starting the Spooling Cycle 2010.05.11 10:08:16 MAPI Status: (IN fl ---/OUT -- ---) 2010.05.11 10:08:16 MAPI XP Call: FlushQueues, hr = 0x00000000, ulFlushFlags = 0x0000001c 2010.05.11 10:08:16 MAPI XP Call: Poll, hr = 0x00000000, cPollCount = 858 2010.05.11 10:08:16 Progress: Receiving message (message 1 out of 859, size unknown) 2010.05.11 10:08:16 Downloading one message 2010.05.11 10:08:16 Transport tightly coupled with store, download is NOOP 2010.05.11 10:08:16 Downloading done, Error code = 0x8004010f 2010.05.11 10:08:16 MAPI Status: (IN -- ---/OUT -- ---) 2010.05.11 10:08:16 FINISHED MAPI TASK 2010.05.11 10:08:16 Microsoft Exchange: ReportStatus: RSF_COMPLETED, hr = 0x00000000 2010.05.11 10:08:16 Finishing the Spooling Cycle, Error code = 0x00000000 2010.05.11 10:08:16 EXECUTING EndSession MAPI TASK 2010.05.11 10:08:16 Starting the Simplified Transfer Cycle 2010.05.11 10:08:16 MAPI XP Call: Poll, hr = 0x00000000, iMsgsReceived = 0, cPollCount = 858 2010.05.11 10:08:16 Progress: Receiving message (message 1 out of 859, size unknown) 2010.05.11 10:08:16 Downloading one message 2010.05.11 10:08:16 MAPI Status: (IN -- act/OUT -- ---) 2010.05.11 10:08:16 MAPI Status: (IN -- ---/OUT -- ---) 2010.05.11 10:08:16 Downloading done, Error code = 0x8004010f 2010.05.11 10:08:16 Finishing the Spooling Cycle, Error code = 0x00000000 2010.05.11 10:08:16 FINISHED MAPI TASK 2010.05.11 10:08:16 Microsoft Exchange: ReportStatus: RSF_COMPLETED, hr = 0x00000000 2010.05.11 10:08:16 Microsoft Exchange: Synch operation completed 2010.05.11 10:09:48 HELPER::Uninitialize called 2010.05.11 10:09:48 MAPI Status: (-- -- ---/--- -- ---) 2010.05.11 10:09:48 MAPI XP Call: TransportNotify(END_IN|END_OUT), hr = 0x00000000 2010.05.11 10:09:48 MAPI XP Call: TransportLogoff in EMSMDB.DLL, hr = 0x00000000 2010.05.11 10:09:48 MAPI XP Call: Shutdown, hr = 0x00000000 2010.05.11 10:09:48 Resource manager terminated I'm running Outlook 2007 SP1 in Citrix environment and should be running in Cache Mode. In my Outlook Tools-Options-Search Option, there is nothing under indexing. Any help is greatly appreciated! Thank you.

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  • Cloud Without Compromise – Oracle Fusion HCM

    - by Jay Richey, HCM Product Marketing
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} We’ve all heard about the cloud, and many HR organizations have already launched cloud initiatives. But too many cloud HCM vendors can’t deliver on their promise to lower costs, reduce risk and improve efficiency. When only 5% of CEOs are satisfied with HR*, something needs to change. Only Oracle delivers the promise of the cloud in deployment models tailored to your needs – giving you cloud without compromise. Oracle Fusion HCM provides a unified system with all the analytics and reporting tools you need. Join us for an engaging and insightful webcast this Wednesday, November 16th, at 9am Pacific to learn more about how Oracle Fusion HCM can fulfill your promise. http://www.oracle.com/us/dm/sev100018463-wwmk11040178mpp002-521274.html

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  • Unable to add FromName to e-mail using cdosys in SQL Server 2008

    - by Alex Andronov
    I have a piece of cdosys code which runs correctly and generates e-mail with my SQL Server 2008 server talking to a MS Exchange 2003 Server. However the from name is not appearing on the e-mails when they arrive. Is there a fault in the code is it not possible this way? Thanks in advance usp_send_cdosysmail @from varchar(500), @to text, @bcc text , @subject varchar(1000), @body text , @smtpserver varchar(25), @bodytype varchar(10) as declare @imsg int declare @hr int declare @source varchar(255) declare @description varchar(500) declare @output varchar(8000) exec @hr = sp_oacreate 'cdo.message', @imsg out exec @hr = sp_oasetproperty @imsg, 'configuration.fields("http://schemas.microsoft.com/cdo/configuration/sendusing").value','2' exec @hr = sp_oasetproperty @imsg, 'configuration.fields("http://schemas.microsoft.com/cdo/configuration/smtpserver").value', @smtpserver exec @hr = sp_oamethod @imsg, 'configuration.fields.update', null exec @hr = sp_oasetproperty @imsg, 'to', @to exec @hr = sp_oasetproperty @imsg, 'bcc', @bcc exec @hr = sp_oasetproperty @imsg, 'from', @from exec @hr = sp_oasetproperty @imsg, 'fromname','A From Name' exec @hr = sp_oasetproperty @imsg, 'subject', @subject -- if you are using html e-mail, use 'htmlbody' instead of 'textbody'. exec @hr = sp_oasetproperty @imsg, @bodytype, @body exec @hr = sp_oamethod @imsg, 'send', null -- sample error handling. if @hr <>0 select @hr begin exec @hr = sp_oageterrorinfo null, @source out, @description out if @hr = 0 begin select @output = ' source: ' + @source print @output select @output = ' description: ' + @description print @output end else begin print ' sp_oageterrorinfo failed.' return end end exec @hr = sp_oadestroy @imsg

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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  • Qt4.6: QTextDocument <HR> tag prints only very thin, almost invisible hair lines

    - by hurikhan77
    When printing a QTextDocument with doc->print() I almost cannot see the horizontal rules inserted by <hr>. When printing to PDF these are clearly visible. But when printed to a printer these lines are very very thin lines, almost invisible on the paper. How do I fix this? I currently helped myself by inserting an <img> with a black pixel but this is very cumbersome as I have to exactly figure out the proper pixel width by trial and error.

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  • Catch the Replay! Steve Miranda on The Bill Kutik Radio Show®

    - by Jay Richey, HCM Product Marketing
    Steve Miranda, Senior Vice President for Oracle Fusion Development, was the guest star on this past Wednesday's The Bill Kutik Radio Show®.  Catch the replay or download to iTunes to hear Bill's hard-hitting questions and Steve's candid answers.  http://www.knowledgeinfusion.com/ondemand/docs/DOC-9903 Produced by Knowledge Infusion and hosted by independent industry analyst Bill Kutik, the bi-weekly interview show provides leading HR business content and insight into up-to-the-minute trends.

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  • The Internet of Things Is Really the Internet of People

    - by HCM-Oracle
    By Mark Hurd - Originally Posted on LinkedIn As I speak with CEOs around the world, our conversations invariably come down to this central question: Can we change our corporate cultures and the ways we train and reward our people as rapidly as new technology is changing the work we do, the products we make and how we engage with customers? It’s a critical consideration given today’s pace of disruption, which already is straining traditional management models and HR strategies. Winning companies will bring innovation and vision to their employees and partners by attracting people who will thrive in this emerging world of relentless data, predictive analytics and unlimited what-if scenarios. So, where are we going to find employees who are as familiar with complex data as I am with orderly financial statements and business plans? I’m not just talking about high-end data scientists who most certainly will sit at or near the top of the new decision-making pyramid. Global organizations will need creative and motivated people who will devote their time to manipulating, reviewing, analyzing, sorting and reshaping data to drive business and delight customers. This might seem evident, but my conversations with business people across the globe indicate that only a small number of companies get it. In the past few years, executives have been busy keeping pace with seismic upheavals, including the rise of social customer engagement, the rapid acceleration of product-development cycles and the relentless move to mobile-first. But all of that, I think, is the start of an uphill climb to the top of a roller-coaster. Today, about 10 billion devices across the globe are connected to the Internet. In a couple of years, that number will probably double, and not because we will have bought 10 billion more computers, smart phones and tablets. This unprecedented explosion of Big Data is being triggered by the Internet of Things, which is another way of saying that the numerous intelligent devices touching our everyday lives are all becoming interconnected. Home appliances, food, industrial equipment, pets, pharmaceutical products, pallets, cars, luggage, packaged goods, athletic equipment, even clothing will be streaming data. Some data will provide important information about how to run our businesses and lead healthier lives. Much of it will be extraneous. How does a CEO cope with this unimaginable volume and velocity of data, much less harness it to excite and delight customers? Here are three things CEOs must do to tackle this challenge: 1) Take care of your employees, take care of your customers. Larry Ellison recently noted that the two most important priorities for any CEO today revolve around people: Taking care of your employees and taking care of your customers. Companies in today’s hypercompetitive business environment simply won’t be able to survive unless they’ve got world-class people at all levels of the organization. CEOs must demonstrate a commitment to employees by becoming champions for HR systems that empower every employee to fully understand his or her job, how it ties into the corporate framework, what’s expected of them, what training is available, and how they can use an embedded social network to communicate, collaborate and excel. Over the next several years, many of the world’s top industrialized economies will see a turnover in the workforce on an unprecedented scale. Across the United States, Europe, China and Japan, the “baby boomer” generation will be retiring and, by 2020, we’ll see turnovers in those regions ranging from 10 to 30 percent. How will companies replace all that brainpower, experience and know-how? How will CEOs perpetuate the best elements of their corporate cultures in the midst of this profound turnover? The challenge will be daunting, but it can be met with world-class HR technology. As companies begin replacing up to 30 percent of their workforce, they will need thousands of new types of data-native workers to exploit the Internet of Things in the service of the Internet of People. The shift in corporate mindset here can’t be overstated. The CEO has to be at the forefront of this new way of recruiting, training, motivating, aligning and developing truly 21-century talent. 2) Start thinking today about the Internet of People. Some forward-looking companies have begun pursuing the “democratization of data.” This allows more people within a company greater access to data that can help them make better decisions, move more quickly and keep pace with the changing interests and demands of their customers. As a result, we’ve seen organizations flatten out, growing numbers of well-informed people authorized to make decisions without corporate approval and a movement of engagement away from headquarters to the point of contact with the customer. These are profound changes, and I’m a huge proponent. As I think about what the next few years will bring as companies become deluged with unprecedented streams of data, I’m convinced that we’ll need dramatically different organizational structures, decision-making models, risk-management profiles and reward systems. For example, if a car company’s marketing department mines incoming data to determine that customers are shifting rapidly toward neon-green models, how many layers of approval, review, analysis and sign-off will be needed before the factory starts cranking out more neon-green cars? Will we continue to have organizations where too many people are empowered to say “No” and too few are allowed to say “Yes”? If so, how will those companies be able to compete in a world in which customers have more choices, instant access to more information and less loyalty than ever before? That’s why I think CEOs need to begin thinking about this problem right now, not in a year or two when competitors are already reshaping their organizations to match the marketplace’s new realities. 3) Partner with universities to help create a new type of highly skilled workers. Several years ago, universities introduced new undergraduate as well as graduate-level programs in analytics and informatics as the business need for deeper insights into the booming world of data began to explode. Today, as the growth rate of data continues to soar, we know that the Internet of Things will only intensify that growth. Moreover, as Big Data fuels insights that can be shaped into products and services that generate revenue, the demand for data scientists and data specialists will go on unabated. Beyond that top-level expertise, companies are going to need data-native thinkers at all levels of the organization. Where will this new type of worker come from? I think it’s incumbent on the business community to collaborate with universities to develop new curricula designed to turn out graduates who can capitalize on the data-driven world that the Internet of Things is surely going to create. These new workers will create opportunities to help their companies in fields as diverse as product design, customer service, marketing, manufacturing and distribution. They will become innovative leaders in fashioning an entirely new type of workforce and organizational structure optimized to fully exploit the Internet of Things so that it becomes a high-value enabler of the Internet of People. Mark Hurd is President of Oracle Corporation and a member of the company's Board of Directors. He joined Oracle in 2010, bringing more than 30 years of technology industry leadership, computer hardware expertise, and executive management experience to his role with the company. As President, Mr. Hurd oversees the corporate direction and strategy for Oracle's global field operations, including marketing, sales, consulting, alliances and channels, and support. He focuses on strategy, leadership, innovation, and customers.

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  • Steve Miranda is the Next Guest on The Bill Kutik Radio Show®

    - by Jay Richey, HCM Product Marketing
    Be sure to catch Steve Miranda, Senior Vice President for Oracle Fusion Development, tomorrow on The Bill Kutik Radio Show®.  Bill will be asking the tough questions once again and Steve will be answering.  It is sure to be a lively discussion, with more details on Fusion and Oracle's co-existence strategy with PeopleSoft, E-Business Suite, and JD Edwards HCM applications.  Wednesday, March 28, at noon ET, 9 am PT.  Listen live, afterward to the replay, or download from iTunes. http://www.knowledgeinfusion.com/ondemand/docs/DOC-9903 Produced by Knowledge Infusion and hosted by independent industry analyst Bill Kutik, the bi-weekly interview show provides leading HR business content and insight into up-to-the-minute trends.

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  • Partner Webcast - Rethink HR! Introducing New Fusion HCM - 05 July 2012

    - by Thanos
    Introducing New Cloud Applications from the Leader in Human Capital Management Customers are constantly looking for better ways to manage talent, develop leaders, engage with employees, and strategically plan their workforce. To meet these challenges, you need modern applications that can efficiently deliver analytical insights, collaborative tools, and a personalized user experience. That's why Oracle has rethought the business of HR to provide value to the entire organization—from HR professionals to employees to managers. With Oracle Fusion Human Capital Management, you can: Do things your way with a role-centric user experience that can be personalized to the way you work Know your people better with the most complete HR business intelligence capabilities Work as a team by quickly finding and connecting with peers and experts to deliver concrete results Leverage enterprise-grade software as a service (SaaS) to get up and running fast and securely Our speaker, Csaba Fehér, HCM Senior Sales Consultant, will share how Oracle Fusion Human Capital Management can deliver immediate business value with new techniques and the latest innovations to address your toughest concerns, including how to: Align compensation and performance Organize and calibrate critical talent Predict key workforce trends and risks Delivery FormatThis FREE online LIVE eSeminar will be delivered over the Web. Registrations received less than 24hours prior to start time may not receive confirmation to attend. Duration: 1 hour Register Now! For any questions please contact us at [email protected]

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  • What technology or skillset should I learn today in order to be able to charge $250+ / hr in 2-3 years? [closed]

    - by Ryan Waggoner
    I've been doing PHP freelance development for the last 4-5 years and I'm starting to max out my hourly rate. So in 2010 I decided to transition to a new language. I played with Python and Ruby, but ended up settling on iOS, for three reasons: I'm enjoying the challenge of working on a completely different type of development, instead of another flavor of web development The demand seems higher right now than for Ruby or Python I see iOS developers charging $150 - 250 / hr Whether these reasons are right or wrong, I've been learning iOS for the last year and I'm starting to get more work in that field. I feel confident that in six months (barring any major shifts in the ecosystem), I can be billing iOS work at $150 / hr or more. However, I'm feeling that I should have done this earlier, that I've missed the boat, and that iOS development is going to dry up or get much more commoditized. Whether this is true or not isn't really my question (though feel free to comment). What I want to know is: what should I start learning right now so that I can be ahead of the curve in a couple years when the demand is far outstripping supply? What technologies or skillsets are going to be so heavily in demand in 2-3 years that you'll be able to charge $250 / hr or more and stay busy? These don't have to be new technologies either...the answer could be iOS or COBOL or whatever.

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  • Taking HRMS to the Cloud to Simplify Human Resources Management

    - by HCM-Oracle
    By Anke Mogannam With human capital management (HCM) a top-of-mind issue for executives in every industry, human resources (HR) organizations are poised to have their day in the sun—proving not just their administrative worth but their strategic value as well.  To make good on that promise, however, HR must modernize. Indeed, if HR is to act as an agent of change—providing the swift reallocation of employees  and the rapid absorption of employee data required for enterprises to shift course on a dime—it must first deal with the disruptive change at its own front door. And increasingly, that means choosing the right technology and human resources management system (HRMS) for managing the entire employee lifecycle. Unfortunately, for most organizations, this task has proved easier said than done. This is because while much has been written about advances in HRMS technology, until recently, most of those advances took the form of disparate on-premises solutions designed to serve very specific purposes. Although this may have resulted in key competencies in certain areas, it also meant that processes for core HR functions like payroll and benefits were being carried out in separate systems from those used for talent management, workforce optimization, training, and so on. With no integration—and no single system of record—processes were disconnected, ease of use was impeded, user experience was diminished, and vital data was left untapped.  Today, however, that scenario has begun to change, and end-to-end cloud-based HCM solutions have moved from wished-for innovations to real-life solutions. Why, then, have HR organizations been so slow in adopting them? The answer—it would seem—is, “It’s complicated.” So complicated, in fact, that 45 percent of the respondents to PwC’s “Annual HR Technology Survey” (for 2013) reported having no formal HR software roadmap, and 40 percent stated that they “did not know” whether their organizations would be increasing their use of cloud or software as a service (SaaS) for HR.  Clearly, HR organizations need help sorting through the morass of HR software options confronting them. But just as clearly, there’s an enormous opportunity awaiting those that do. The trick will come in charting a course that allows HR to leverage existing technology while investing in the cloud-based solutions that will deliver the end-to-end processes, easy-to-understand analytics, and superior adaptability required to simplify—and add value to—every aspect of employee management. The Opportunity therefore is to cut costs, drive Innovation, and increase engagement by moving to cloud-based HCM.  Then you will benefit from one Interface, leverage many access points, and  gain at-a-glance insight across your entire workforce. With many legacy on-premises HR systems not being efficient anymore and cloud-based, integrated systems that span the range of HR functions finally reaching maturity, the time is ripe for moving core HR to the cloud. Indeed, for the first time ever there are more HRMS replacement initiatives than HRMS upgrade initiatives under way, and the majority of them involve moving to the cloud per Cedar Crestone’s 2013-2014 HRMS survey. To learn how you can launch your own cloud HCM initiative and begin using HR to power the enterprise, visit Oracle HRMS in the Cloud and Oracle’s new customer 2 cloud program. Anke Mogannam brings more than 16 years of marketing and human capital management experience in the technology industries to her role at Oracle where she is part of the Human Capital Management applications marketing team. In that role, Anke drives content marketing, messaging, go-to-market activities, integrated marketing campaigns, and field enablement. Prior to joining Oracle, Anke held several roles in communications, marketing, HCM product strategy and product management at PeopleSoft, SAP, Workday and Saba. Follow her on Twitter @amogannam

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  • How to Create Views for All Tables with Oracle SQL Developer

    - by thatjeffsmith
    Got this question over the weekend via a friend and Oracle ACE Director, so I thought I would share the answer here. If you want to quickly generate DDL to create VIEWs for all the tables in your system, the easiest way to do that with SQL Developer is to create a data model. Wait, why would I want to do this? StackOverflow has a few things to say on this subject… So, start with importing a data dictionary. Step One: Open of Create a Model In SQL Developer, go to View – Data Modeler – Browser. Then in the browser panel, expand your design and create a new Relational Model. Step Two: Import your Data Dictionary This is a fancy way of saying, ‘suck objects out of the database into my model’ This will open a wizard to connect, select your schema(s), objects, etc. Once they’re in your model, you’re ready to cook with gas I’m using HR (Human Resources) for this example. You should end up with something that looks like this. Our favorite HR model Now we’re ready to generate the views! Step Three: Auto-generate the Views Go to Tools – Data Modeler – Table to View Wizard. I don’t want all my tables included, and I want to change the naming standard Decide if you want to change the default generated view names By default the views will be created as ‘V_TABLE_NAME.’ If you don’t like the ‘V_’ you can enter your own. You also can reference the object and model name with variables as shown in the screenshot above. I’m going to go with something a little more personal. The views are the little green boxes in the diagram Can’t find your views? They should be grouped together in your diagram. Don’t forget to use the Navigator to easily find and navigate to those model diagram objects! Step Four: Generate the DDL Ok, let’s use the Generate DDL button on the toolbar. Un-check everything but your views If you used a prefix, take advantage of that to create a filter. You might have existing views in your model that you don’t want to include, right? Once you click ‘OK’ the DDL will be generated. -- Generated by Oracle SQL Developer Data Modeler 4.0.0.825 -- at: 2013-11-04 10:26:39 EST -- site: Oracle Database 11g -- type: Oracle Database 11g CREATE OR REPLACE VIEW HR.TJS_BLOG_COUNTRIES ( COUNTRY_ID , COUNTRY_NAME , REGION_ID ) AS SELECT COUNTRY_ID , COUNTRY_NAME , REGION_ID FROM HR.COUNTRIES ; CREATE OR REPLACE VIEW HR.TJS_BLOG_EMPLOYEES ( EMPLOYEE_ID , FIRST_NAME , LAST_NAME , EMAIL , PHONE_NUMBER , HIRE_DATE , JOB_ID , SALARY , COMMISSION_PCT , MANAGER_ID , DEPARTMENT_ID ) AS SELECT EMPLOYEE_ID , FIRST_NAME , LAST_NAME , EMAIL , PHONE_NUMBER , HIRE_DATE , JOB_ID , SALARY , COMMISSION_PCT , MANAGER_ID , DEPARTMENT_ID FROM HR.EMPLOYEES ; CREATE OR REPLACE VIEW HR.TJS_BLOG_JOBS ( JOB_ID , JOB_TITLE , MIN_SALARY , MAX_SALARY ) AS SELECT JOB_ID , JOB_TITLE , MIN_SALARY , MAX_SALARY FROM HR.JOBS ; CREATE OR REPLACE VIEW HR.TJS_BLOG_JOB_HISTORY ( EMPLOYEE_ID , START_DATE , END_DATE , JOB_ID , DEPARTMENT_ID ) AS SELECT EMPLOYEE_ID , START_DATE , END_DATE , JOB_ID , DEPARTMENT_ID FROM HR.JOB_HISTORY ; CREATE OR REPLACE VIEW HR.TJS_BLOG_LOCATIONS ( LOCATION_ID , STREET_ADDRESS , POSTAL_CODE , CITY , STATE_PROVINCE , COUNTRY_ID ) AS SELECT LOCATION_ID , STREET_ADDRESS , POSTAL_CODE , CITY , STATE_PROVINCE , COUNTRY_ID FROM HR.LOCATIONS ; CREATE OR REPLACE VIEW HR.TJS_BLOG_REGIONS ( REGION_ID , REGION_NAME ) AS SELECT REGION_ID , REGION_NAME FROM HR.REGIONS ; -- Oracle SQL Developer Data Modeler Summary Report: -- -- CREATE TABLE 0 -- CREATE INDEX 0 -- ALTER TABLE 0 -- CREATE VIEW 6 -- CREATE PACKAGE 0 -- CREATE PACKAGE BODY 0 -- CREATE PROCEDURE 0 -- CREATE FUNCTION 0 -- CREATE TRIGGER 0 -- ALTER TRIGGER 0 -- CREATE COLLECTION TYPE 0 -- CREATE STRUCTURED TYPE 0 -- CREATE STRUCTURED TYPE BODY 0 -- CREATE CLUSTER 0 -- CREATE CONTEXT 0 -- CREATE DATABASE 0 -- CREATE DIMENSION 0 -- CREATE DIRECTORY 0 -- CREATE DISK GROUP 0 -- CREATE ROLE 0 -- CREATE ROLLBACK SEGMENT 0 -- CREATE SEQUENCE 0 -- CREATE MATERIALIZED VIEW 0 -- CREATE SYNONYM 0 -- CREATE TABLESPACE 0 -- CREATE USER 0 -- -- DROP TABLESPACE 0 -- DROP DATABASE 0 -- -- REDACTION POLICY 0 -- -- ERRORS 0 -- WARNINGS 0 You can then choose to save this to a file or not. This has a few steps, but as the number of tables in your system increases, so does the amount of time this feature can save you!

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  • Discover How to Deliver Measurable Business Value from your HCM Strategy

    - by Jay Richey, HCM Product Marketing
    Join our live Webcast on Wednesday, July 13 to learn how to fine tune your HCM strategy and better utlize your Oracle HCM investment.  In this session you'll learn how to access, analyze and act on information from multiple sources to ensure that all workforce decisions are focused on meeting overall business objectives. Date:Wednesday, July 13, 2011Time:10:00 a.m. PT / 1:00 p.m. ET Register now!

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  • Una efficiente gestione del personale: Anche nel pubblico si può

    - by antonella.buonagurio(at)oracle.com
    Le aziende pubbliche in passato erano spesso portate come esempio della cattiva gestione del personale. La riforma Brunetta sta cercando di mettere ordine e chiarezza nei processi, ma gia alcune realtà hanno provveduto a dotarsi di strumenti che permettono una migliore gestione del personale, con molta soddisfazione di azienda e dipendenti. Fra queste va citata l'Amministrazione Provinciale dei Servizi Sanitari (APSS) di Trento che ha scelto le soluzioni Peoplesoft. Il video spiega come

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  • Easy Access a Cornerstone to Fusion Applications HCM User Experience

    - by Jay Richey, HCM Product Marketing
    With Fusion Applications, Oracle fundamentally changes a fragmented, frustrating work situation. Users of Human Capital Management (HCM) software often must bounce around between applications, searching diligently for the right information about employees. They may spend a lot of their time tracking down the data they need to complete a task. Fusion offers a completely different user experience. Read more...

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  • Cannot call SAPI from dll

    - by Quandary
    Question: The below code works fine as long as it is in an executable. It uses the msft (text-to-)speech API (SAPI). But as soon as I put it in a dll and load it with loadlibrary from an executable, it doesn't work. I've also tried to change CoInitialize(NULL); to CoInitializeEx(NULL,COINIT_MULTITHREADED); and I tried with all possible flags ( COINIT_APARTMENTTHREADED, COINIT_MULTITHREADED, COINIT_DISABLE_OLE1DDE, COINIT_SPEED_OVER_MEMORY) But it's always stuck at hr = CoCreateInstance(__uuidof(SpVoice), NULL, CLSCTX_INPROC_SERVER, IID_ISpVoice, (void **) &pVoice); I also tried those flags here: CLSCTX_INPROC_SERVER,CLSCTX_SERVER, CLSCTX_ALL, but nothing seems to help... There are no errors, it doesn't crash, it just sleeps forever at CoCreateInstance... This is the code as single exe (working) #include <windows.h> #include <sapi.h> #include <iostream> #include <cstdlib> int main(int argc, char* argv[]) { ISpVoice * pVoice = NULL; //CoInitializeEx(NULL,COINIT_MULTITHREADED); HRESULT hr = CoInitialize(NULL); if( FAILED(hr) ) { MessageBox(NULL, TEXT("Failed To Initialize"), TEXT("Error"),0); printf("Failed!\n"); char buffer[2000] ; sprintf(buffer, "An error occured: 0x%08X.\n", hr); FILE * pFile = fopen ( "c:\\temp\\CoInitialize_exe.txt" , "w" ); fwrite (buffer , 1 , sizeof(buffer) , pFile ); fclose (pFile); } else { //CoGetClassObject(CLSID_SpVoice, CLSCTX_INPROC_SERVER, NULL, IID_IClassFactory, (void**) &pClsF); //hr = CoGetClassObject(CLSID_SpVoice, CLSCTX_INPROC_SERVER, NULL, IID_IClassFactory, (void**) &pClsF); hr = CoCreateInstance(__uuidof(SpVoice), NULL, CLSCTX_INPROC_SERVER, IID_ISpVoice, (void **) &pVoice); //HRESULT hr = CoCreateInstance(CLSID_SpVoice, NULL, CLSCTX_ALL, IID_ISpVoice, (void **) &pVoice); if( SUCCEEDED( hr ) ) { hr = pVoice->Speak(L"Test Test", 0, NULL); hr = pVoice->Speak(L"This sounds normal <pitch middle = '-10'/> but the pitch drops half way through", SPF_IS_XML, NULL ); pVoice->Release(); pVoice = NULL; } else { MessageBox(NULL, TEXT("Failed To Create a COM instance..."), TEXT("Error"),0); char buffer[2000] ; sprintf(buffer, "An error occured: 0x%08X.\n", hr); FILE * pFile = fopen ( "c:\\temp\\CoCreateInstance_exe.txt" , "w" ); fwrite (buffer , 1 , sizeof(buffer) , pFile ); fclose (pFile); } } CoUninitialize(); return EXIT_SUCCESS; } This is the exe loading the dll (stays forever at printf("trying to create instance.\n"); ) #include <windows.h> #include <sapi.h> #include <iostream> #include <cstdlib> int main(int argc, char* argv[]) { // C:\Windows\System32\Speech\Common\sapi.dll //LoadLibraryA("sapi.dll"); LoadLibraryA("Sapidll2.dll"); return EXIT_SUCCESS; // Frankly, that would be nice... } And this is Sapidll2.dll // dllmain.cpp : Defines the entry point for the DLL application. #include "stdafx.h" #include <iostream> #include <cstdlib> #include <string> #include <windows.h> #include <sapi.h> int init_engine() { ISpVoice * pVoice = NULL; //HRESULT hr = CoInitializeEx(NULL, COINIT_MULTITHREADED); HRESULT hr = CoInitialize(NULL); if(FAILED(hr) ) { MessageBox(NULL, TEXT("Failed To Initialize"), TEXT("Error"), 0); char buffer[2000] ; sprintf(buffer, "An error occured: 0x%08X.\n", hr); FILE * pFile = fopen ( "c:\\temp\\CoInitialize_dll.txt" , "w" ); fwrite (buffer , 1 , strlen(buffer) , pFile ); fclose (pFile); } else { printf("trying to create instance.\n"); //HRESULT hr = CoCreateInstance(CLSID_SpVoice, NULL, CLSCTX_ALL, IID_ISpVoice, (void **) &pVoice); //hr = CoCreateInstance(CLSID_SpVoice, NULL, CLSCTX_ALL, IID_ISpVoice, (void **) &pVoice); //HRESULT hr = CoCreateInstance(__uuidof(ISpVoice), NULL, CLSCTX_INPROC_SERVER, IID_ISpVoice, (void **) &pVoice); HRESULT hr = CoCreateInstance(__uuidof(SpVoice), NULL, CLSCTX_ALL, IID_ISpVoice, (void **) &pVoice); if( SUCCEEDED( hr ) ) { printf("Succeeded\n"); //hr = pVoice->Speak(L"The text to speech engine has been successfully initialized.", 0, NULL); } else { printf("failed\n"); MessageBox(NULL, TEXT("Failed To Create COM instance"), TEXT("Error"), 0); char buffer[2000] ; sprintf(buffer, "An error occured: 0x%08X.\n", hr); FILE * pFile = fopen ( "c:\\temp\\CoCreateInstance_dll.txt" , "w" ); fwrite (buffer , 1 , strlen(buffer) , pFile ); fclose (pFile); } } if(pVoice != NULL) { pVoice->Release(); pVoice = NULL; } CoUninitialize(); return true ; } BOOL APIENTRY DllMain( HMODULE hModule, DWORD ul_reason_for_call, LPVOID lpReserved) { switch (ul_reason_for_call) { case DLL_PROCESS_ATTACH: init_engine(); break; case DLL_THREAD_ATTACH: case DLL_THREAD_DETACH: case DLL_PROCESS_DETACH: break; } return TRUE; }

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