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  • After-meeting Free Pizza Social is back to Fladotnet's West Palm Beach .Net User Group

    - by Sam Abraham
    Sherlock Staffing is bringing back the free Pizza/Soda after-meeting social to Fladotnet's West Palm Beach .Net User Group. Group members will have ample time to network and share experiences while enjoying pizza and soda after each meeting. Alex Funkhouser, Sherlock Staffing's President and Chief Talent Agent, is a continuous supporter of the .Net community with Sherlock Staffing maintaining a strong presence in every user group and quickly stepping-in as sponsors to meet any arising community need. In addition to providing the Free Pizza and Soda, Sherlock Staffing will also maintain on-site presence to bring to members of the West Palm Beach .Net User Group the latest insider view on the Job Market and keep the group posted with available opportunities. Alex can be reached at: [email protected]. Check out Sherlock Staffing's Website at: http://www.sherstaff.com About Sherlock Staffing SherStaff is the premier staffing and consulting source for technical talent in Florida and beyond. The company provides recruiting and consulting services to both Fortune 1000 companies and to job candidates in a wide range of technology areas of expertise including the Microsoft Technologies, Oracle, WebSphere, Java/J2EE, and open source/Linux based technologies.  The primary focus is recruiting application developers, network engineers and database administrators. The company prides itself on the long term relationships established with both employers and employees to ensure placement of the best quality candidates in the top quality jobs.

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  • Programming Practice/Test Contest?

    - by Emmanuel
    My situation: I'm on a programming team, and this year, we want to weed out the weak link by making a competition to get the best coder from our group of candidates. Focus is on IEEExtreme-like contests. What I've done: I've been trying already for 2 weeks to get a practice or test site, like UVa or codechef. The plan after I find one: Send them (the candidates) a list of direct links to the problems (making them the "contest's problem list) get them to email me their correct answers' code at the time the judge says they have solved it and accept the fastest one into the team. Issues: We had practiced on UVa already (on programming challenges too), so our former teammate (which will be in the candidate group) already has an advantage if we used it. Codechef has all it's answers public, and since it shows the latest ones it will be extremely hard to verify if the answer was copied. And I've found other sites, like SPOJ, but they share at least some problems with codechef, making them inherit the issue of Codechef So, what alternatives do you think there are? Any site that may work? Any place to get all stuff to set up a Mooshak or similar contest (as in the stuff to get the problems, instructions to set up the server itself are easy to google)? Any other idea?

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  • How Do I Log Into CertView?

    - by Brandye Barrington
    On November 15, 2012, Oracle Certification exam results became available directly from Oracle's certification portal, CertView. This change requires candidates to authenticate their CertView accounts before being able to access their exam results. The Oracle Certification team has developed a series of videos to help candidates through this new process.  Check back often as we will be highlighting these videos over the coming weeks. You can find all the information you will need on this new process along with relevant questions and answers on our website. As always, you can contact Oracle Certification Support if you need assistance. YOUR QUESTIONS ANSWERED More Information FAQ: Receiving Exam Scores FAQ: How To Get Exam Results FAQ: Accessing Exam Results in CertView FAQ: How Will I Know When My Exam Results Are Available? FAQ: What If I Don't Get An Exam Results Email Alert? FAQ: How To Download and Print Exam Score Reports FAQ: What If I Think My Exam Results Are Wrong In CertView? FAQ: Is Oracle Changing The Way That Exams Are Scored?

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  • The Talent Behind Customer Experience

    - by Christina McKeon
    Earlier, I wrote about Powerful Data Lessons from the Presidential Election. A key component of the Obama team’s data analysis deserves its own discussion—the people. Recruiters are probably scrambling to find out who those Obama data crunchers are and lure them into corporations. For the Obama team, these data scientists became a secret ingredient that the competition didn’t have. This team of analysts knew how to hear the signal and ignore the noise, how to segment and target its base, and how to model scenarios and revise plans based on what the data told them. The talent was the difference. As you work to transform your organization to be more customer-centric, don’t forget that talent is a critical element. Journey mapping is a good start to understanding how your talent impacts your customer experiences. Part of journey mapping includes documenting the “on-stage” and “back-stage” systems and touchpoints. When mapping this part of your customers’ journey, include the roles and talent behind the employee actions—both customer facing and further upstream from that customer touchpoint. Know what each of these roles does, how well you are retaining people in these areas, and your plans to fill these open positions in the future. To use data scientists as an example, this job will be in high demand over the next 10 years. The workforce is shrinking, and higher education institutions may not be able to turn out trained data scientists as fast as you need them. You don’t want to be caught with a skills deficit, so consider how you can best plan for the future talent you will need. Have your existing employees make their career aspirations known to you now. You may find you already have employees willing to take on roles that drive better customer experiences. Then develop customer experience talent from within your organization through targeted learning programs. If you know that you will need to go outside the organization, build those candidate relationships now. Nurture the candidates you want to hire and partner with universities, colleges, and trade associations so you can increase the number of qualified candidates in your talent pool.

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  • Oracle at the biggest career fair in Germany - Absolventenkongress Cologne

    - by Tim Koekkoek
    On the 28th and 29th of November the annual Absolventenkongress was held in Cologne and Oracle was there! The Absolventenkongress in Cologne is the biggest student and graduate career fair in Germany with around 13,000 people attending every year. Oracle was well presented with Senior Managers, Recruiters and Talent Consultants coming over from Spain, Ireland, Switzerland, the Netherlands and of course Germany. At our stand, candidates from all kinds of backgrounds came to talk to us about their careers and their plans for the future. Being able to talk directly to individuals who could potentially be their next manager, was a great experience for the candidates! Overall the fair has been a highly successful experience for Oracle and we hope to welcome some people we met during the fair soon as new Oracle employees! If you were unable to attend, but you are still interested in joining Oracle, please have a look at our Facebook page and have the chance to win a Meet & Greet with our sales managers in the Potsdam office. For all of our vacancies please have a look at http://campus.oracle.com.

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  • Enablement 2.0 Get Specialized

    - by mseika
    Oracle PartnerNetwork Specialized program is releasing new certifications on our latest products, and partners are invited to be the first candidates.Oracle Taleo Enterprise Cloud Service 2013 Specialization – Now Active!This specialization recognizes partner organizations that are proficient in positioning, selling and implementing Taleo’s Enterprise Talent Management solutions.Taleo's Talent Management Cloud helps organizations attract, develop, motivate and retain human capital to improve performance and drive growth. Oracle’s Taleo Enterprise Cloud Service 2013 Specialization encompasses the following products: Oracle Taleo Performance Management Cloud Service, Oracle Taleo Recruiting Cloud Service and Oracle Taleo Performance Management Cloud Service.Topics covered in this Specialization include: Selling and positioning Taleo’s Talent Management Cloud; Functional and Technical positioning. Implementation tracks are included for Taleo Performance Management Cloud Service, Oracle Taleo Recruiting Cloud Service and Oracle Taleo Performance Management Cloud Service. Oracle partners who achieve this Specialization are differentiated in the marketplace through proven expertise in Oracle Taleo Enterprise Cloud Service.New Certified Implementation Specialist Exam in Production! Oracle Taleo Recruiting Cloud Service 2013 Certified Implementation Specialist (1Z0-474) All Beta exam participants will receive their exam scores as of beginning of July 2013. The successful candidates will receive their certificates starting mid-July 2013. Take the exam now at a near-by Pearson VUE testing center!Contact Us Please direct any inquiries you may have to Oracle Partner Enablement team at [email protected].

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  • Enablement 2.0 Get Specialized

    - by mseika
    Oracle PartnerNetwork Specialized program is releasing new certifications on our latest products, and partners are invited to be the first candidates.Oracle Taleo Enterprise Cloud Service 2013 Specialization – Now Active!This specialization recognizes partner organizations that are proficient in positioning, selling and implementing Taleo’s Enterprise Talent Management solutions.Taleo's Talent Management Cloud helps organizations attract, develop, motivate and retain human capital to improve performance and drive growth. Oracle’s Taleo Enterprise Cloud Service 2013 Specialization encompasses the following products: Oracle Taleo Performance Management Cloud Service, Oracle Taleo Recruiting Cloud Service and Oracle Taleo Performance Management Cloud Service.Topics covered in this Specialization include: Selling and positioning Taleo’s Talent Management Cloud; Functional and Technical positioning. Implementation tracks are included for Taleo Performance Management Cloud Service, Oracle Taleo Recruiting Cloud Service and Oracle Taleo Performance Management Cloud Service.Oracle partners who achieve this Specialization are differentiated in the marketplace through proven expertise in Oracle Taleo Enterprise Cloud Service.  New Certified Implementation Specialist Exam in Production! Oracle Taleo Recruiting Cloud Service 2013 Certified Implementation Specialist (1Z0-474) All Beta exam participants will receive their exam scores as of beginning of July 2013. The successful candidates will receive their certificates starting mid-July 2013.   Take the exam now at a near-by Pearson VUE testing center!Contact Us Please direct any inquiries you may have to Oracle Partner Enablement team at [email protected].

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  • Enablement 2.0 Get Specialized

    - by mseika
    Oracle PartnerNetwork Specialized program is releasing new certifications on our latest products, and partners are invited to be the first candidates.Oracle Taleo Enterprise Cloud Service 2013 Specialization – Now Active!This specialization recognizes partner organizations that are proficient in positioning, selling and implementing Taleo’s Enterprise Talent Management solutions.Taleo's Talent Management Cloud helps organizations attract, develop, motivate and retain human capital to improve performance and drive growth. Oracle’s Taleo Enterprise Cloud Service 2013 Specialization encompasses the following products: Oracle Taleo Performance Management Cloud Service, Oracle Taleo Recruiting Cloud Service and Oracle Taleo Performance Management Cloud Service.Topics covered in this Specialization include: Selling and positioning Taleo’s Talent Management Cloud; Functional and Technical positioning. Implementation tracks are included for Taleo Performance Management Cloud Service, Oracle Taleo Recruiting Cloud Service and Oracle Taleo Performance Management Cloud Service. Oracle partners who achieve this Specialization are differentiated in the marketplace through proven expertise in Oracle Taleo Enterprise Cloud Service.New Certified Implementation Specialist Exam in Production! Oracle Taleo Recruiting Cloud Service 2013 Certified Implementation Specialist (1Z0-474) All Beta exam participants will receive their exam scores as of beginning of July 2013. The successful candidates will receive their certificates starting mid-July 2013. Take the exam now at a near-by Pearson VUE testing center!Contact Us Please direct any inquiries you may have to Oracle Partner Enablement team at [email protected].

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  • Enablement 2.0 Get Specialized

    - by mseika
    Oracle PartnerNetwork Specialized program is releasing new certifications on our latest products, and partners are invited to be the first candidates.Oracle Taleo Enterprise Cloud Service 2013 Specialization – Now Active!This specialization recognizes partner organizations that are proficient in positioning, selling and implementing Taleo’s Enterprise Talent Management solutions.Taleo's Talent Management Cloud helps organizations attract, develop, motivate and retain human capital to improve performance and drive growth. Oracle’s Taleo Enterprise Cloud Service 2013 Specialization encompasses the following products: Oracle Taleo Performance Management Cloud Service, Oracle Taleo Recruiting Cloud Service and Oracle Taleo Performance Management Cloud Service. Topics covered in this Specialization include: Selling and positioning Taleo’s Talent Management Cloud; Functional and Technical positioning. Implementation tracks are included for Taleo Performance Management Cloud Service, Oracle Taleo Recruiting Cloud Service and Oracle Taleo Performance Management Cloud Service.Oracle partners who achieve this Specialization are differentiated in the marketplace through proven expertise in Oracle Taleo Enterprise Cloud Service.New Certified Implementation Specialist Exam in Production! Oracle Taleo Recruiting Cloud Service 2013 Certified Implementation Specialist (1Z0-474) All Beta exam participants will receive their exam scores as of beginning of July 2013. The successful candidates will receive their certificates starting mid-July 2013. Take the exam now at a near-by Pearson VUE testing center!Contact Us Please direct any inquiries you may have to Oracle Partner Enablement team at [email protected].

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  • MySQL documentation writer wanted

    - by stefanhinz
    As MySQL is thriving and growing, we're looking for an experienced technical writer located in Europe or North America to join the MySQL documentation team.For this job, we need the best and most dedicated people around. You will be part of a geographically distributed documentation team responsible for the technical documentation of all MySQL products. Team members are expected to work independently, requiring discipline and excellent time-management skills as well as the technical facilities to communicate across the Internet.Candidates should be prepared to work intensively with our engineers and support personnel. The overall team is highly distributed across different geographies and time zones. Our source format is DocBook XML. We're not just writing documentation, but also handling publication. This means you should be familiar with DocBook, and willing to learn our publication infrastructure.Candidates should therefore be interested not just in writing but also in the technical aspects of publishing documentation. Regarding your initial areas of authoring, those would be MySQL Cluster, MySQL Enterprise Monitor and Backup, and various parts of the MySQL server documentation (also known as the MySQL Reference Manual). This means you should be familiar with MySQL in general, and preferably also with MySQL Cluster and the MySQL Enterprise offerings.Other qualifications: Native English speaker 3 or more years previous experience in writing software documentation Excellent written and oral communication skills Ability to provide (online) samples of your work, e.g. books or articles Curiosity to learn new technologies Familiarity with distributed working environments and versioning systems such as SVN Comfortable with working on multiple operating systems, particularly Windows, Mac OS X, and Linux Ability to administer own workstations and test environment If you're interested, contact me under [email protected].

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  • PASS: Bylaw Changes

    - by Bill Graziano
    While you’re reading this, a post should be going up on the PASS blog on the plans to change our bylaws.  You should be able to find our old bylaws, our proposed bylaws and a red-lined version of the changes.  We plan to listen to feedback until March 31st.  At that point we’ll decide whether to vote on these changes or take other action. The executive summary is that we’re adding a restriction to prevent more than two people from the same company on the Board and eliminating the Board’s Officer Appointment Committee to have Officers directly elected by the Board.  This second change better matches how officer elections have been conducted in the past. The Gritty Details Our scope was to change bylaws to match how PASS actually works and tackle a limited set of issues.  Changing the bylaws is hard.  We’ve been working on these changes since the March board meeting last year.  At that meeting we met and talked through the issues we wanted to address.  In years past the Board has tried to come up with language and then we’ve discussed and negotiated to get to the result.  In March, we gave HQ guidance on what we wanted and asked them to come up with a starting point.  Hannes worked on building us an initial set of changes that we could work our way through.  Discussing changes like this over email is difficult wasn’t very productive.  We do a much better job on this at the in-person Board meetings.  Unfortunately there are only 2 or 3 of those a year. In August we met in Nashville and spent time discussing the changes.  That was also the day after we released the slate for the 2010 election. The discussion around that colored what we talked about in terms of these changes.  We talked very briefly at the Summit and again reviewed and revised the changes at the Board meeting in January.  This is the result of those changes and discussions. We made numerous small changes to clean up language and make wording more clear.  We also made two big changes. Director Employment Restrictions The first is that only two people from the same company can serve on the Board at the same time.  The actual language in section VI.3 reads: A maximum of two (2) Directors who are employed by, or who are joint owners or partners in, the same for-profit venture, company, organization, or other legal entity, may concurrently serve on the PASS Board of Directors at any time. The definition of “employed” is at the sole discretion of the Board. And what a mess this turns out to be in practice.  Our membership is a hodgepodge of interlocking relationships.  Let’s say three Board members get together and start a blog service for SQL Server bloggers.  It’s technically for-profit.  Let’s assume it makes $8 in the first year.  Does that trigger this clause?  (Technically yes.)  We had a horrible time trying to write language that covered everything.  All the sample bylaws that we found were just as vague as this. That led to the third clause in this section.  The first sentence reads: The Board of Directors reserves the right, strictly on a case-by-case basis, to overrule the requirements of Section VI.3 by majority decision for any single Director’s conflict of employment. We needed some way to handle the trivial issues and exercise some judgment.  It seems like a public vote is the best way.  This discloses the relationship and gets each Board member on record on the issue.   In practice I think this clause will rarely be used.  I think this entire section will only be invoked for actual employment issues and not for small side projects.  In either case we have the mechanisms in place to handle it in a public, transparent way. That’s the first and third clauses.  The second clause says that if your situation changes and you fall afoul of this restriction you need to notify the Board.  The clause further states that if this new job means a Board members violates the “two-per-company” rule the Board may request their resignation.  The Board can also  allow the person to continue serving with a majority vote.  I think this will also take some judgment.  Consider a person switching jobs that leads to three people from the same company.  I’m very likely to ask for someone to resign if all three are two weeks into a two year term.  I’m unlikely to ask anyone to resign if one is two weeks away from ending their term.  In either case, the decision will be a public vote that we can be held accountable for. One concern that was raised was whether this would affect someone choosing to accept a job.  I think that’s a choice for them to make.  PASS is clearly stating its intent that only two directors from any one organization should serve at any time.  Once these bylaws are approved, this policy should not come as a surprise to any potential or current Board members considering a job change.  This clause isn’t perfect.  The biggest hole is business relationships that aren’t defined above.  Let’s say that two employees from company “X” serve on the Board.  What happens if I accept a full-time consulting contract with that company?  Let’s assume I’m working directly for one of the two existing Board members.  That doesn’t violate section VI.3.  But I think it’s clearly the kind of relationship we’d like to prevent.  Unfortunately that was even harder to write than what we have now.  I fully expect that in the next revision of the bylaws we’ll address this.  It just didn’t make it into this one. Officer Elections The officer election process received a slightly different rewrite.  Our goal was to codify in the bylaws the actual process we used to elect the officers.  The officers are the President, Executive Vice-President (EVP) and Vice-President of Marketing.  The Immediate Past President (IPP) is also an officer but isn’t elected.  The IPP serves in that role for two years after completing their term as President.  We do that for continuity’s sake.  Some organizations have a President-elect that serves for one or two years.  The group that founded PASS chose to have an IPP. When I started on the Board, the Nominating Committee (NomCom) selected the slate for the at-large directors and the slate for the officers.  There was always one candidate for each officer position.  It wasn’t really an election so much as the NomCom decided who the next person would be for each officer position.  Behind the scenes the Board worked to select the best people for the role. In June 2009 that process was changed to bring it line with what actually happens.  An Officer Appointment Committee was created that was a subset of the Board.  That committee would take time to interview the candidates and present a slate to the Board for approval.  The majority vote of the Board would determine the officers for the next two years.  In practice the Board itself interviewed the candidates and conducted the elections.  That means it was time to change the bylaws again. Section VII.2 and VII.3 spell out the process used to select the officers.  We use the phrase “Officer Appointment” to separate it from the Director election but the end result is that the Board elects the officers.  Section VII.3 starts: Officers shall be appointed bi-annually by a majority of all the voting members of the Board of Directors. Everything else revolves around that sentence.  We use the word appoint but they truly are elected.  There are details in the bylaws for term limits, minimum requirements for President (1 prior term as an officer), tie breakers and filling vacancies. In practice we will have an election for President, then an election for EVP and then an election for VP Marketing.  That means that losing candidates will be able to fall down the ladder and run for the next open position.  Another point to note is that officers aren’t at-large directors.  That means if a current sitting officer loses all three elections they are off the Board.  Having Board member votes public will help with the transparency of this approach. This process has a number of positive and negatives.  The biggest concern I expect to hear is that our members don’t directly choose the officers.  I’m going to try and list all the positives and negatives of this approach. Many non-profits value continuity and are slower to change than a business.  On the plus side this promotes that.  On the negative side this promotes that.  If we change too slowly the members complain that we aren’t responsive.  If we change too quickly we make mistakes and fail at various things.  We’ve been criticized for both of those lately so I’m not entirely sure where to draw the line.  My rough assumption to this point is that we’re going too slow on governance and too quickly on becoming “more than a Summit.”  This approach creates competition in the officer elections.  If you are an at-large director there is no consequence to losing an election.  If you are an officer the only way to stay on the Board is to win an officer election or an at-large election.  If you are an officer and lose an election you can always run for the next office down.  This makes it very easy for multiple people to contest an election. There is value in a person moving through the officer positions up to the Presidency.  Having the Board select the officers promotes this.  The down side is that it takes a LOT of time to get to the Presidency.  We’ve had good people struggle with burnout.  We’ve had lots of discussion around this.  The process as we’ve described it here makes it possible for someone to move quickly through the ranks but doesn’t prevent people from working their way up through each role. We talked long and hard about having the officers elected by the members.  We had a self-imposed deadline to complete these changes prior to elections this summer. The other challenge was that our original goal was to make the bylaws reflect our actual process rather than create a new one.  I believe we accomplished this goal. We ran out of time to consider this option in the detail it needs.  Having member elections for officers needs a number of problems solved.  We would need a way for candidates to fall through the election.  This is what promotes competition.  Without this few people would risk an election and we’ll be back to one candidate per slot.  We need to do this without having multiple elections.  We may be able to copy what other organizations are doing but I was surprised at how little I could find on other organizations.  We also need a way for people that lose an officer election to win an at-large election.  Otherwise we’ll have very little competition for officers. This brings me to an area that I think we as a Board haven’t done a good job.  We haven’t built a strong process to tell you who is doing a good job and who isn’t.  This is a double-edged sword.  I don’t want to highlight Board members that are failing.  That’s not a good way to get people to volunteer and run for the Board.  But I also need a way let the members make an informed choice about who is doing a good job and would make a good officer.  Encouraging Board members to blog, publishing minutes and making votes public helps in that regard but isn’t the final answer.  I don’t know what the final answer is yet.  I do know that the Board members themselves are uniquely positioned to know which other Board members are doing good work.  They know who speaks up in meetings, who works to build consensus, who has good ideas and who works with the members.  What I Could Do Better I’ve learned a lot writing this about how we communicated with our members.  The next time we revise the bylaws I’d do a few things differently.  The biggest change would be to provide better documentation.  The March 2009 minutes provide a very detailed look into what changes we wanted to make to the bylaws.  Looking back, I’m a little surprised at how closely they matched our final changes and covered the various arguments.  If you just read those you’d get 90% of what we eventually changed.  Nearly everything else was just details around implementation.  I’d also consider publishing a scope document defining exactly what we were doing any why.  I think it really helped that we had a limited, defined goal in mind.  I don’t think we did a good job communicating that goal outside the meeting minutes though. That said, I wish I’d blogged more after the August and January meeting.  I think it would have helped more people to know that this change was coming and to be ready for it. Conclusion These changes address two big concerns that the Board had.  First, it prevents a single organization from dominating the Board.  Second, it codifies and clearly spells out how officers are elected.  This is the process that was previously followed but it was somewhat murky.  These changes bring clarity to this and clearly explain the process the Board will follow. We’re going to listen to feedback until March 31st.  At that time we’ll decide whether to approve these changes.  I’m also assuming that we’ll start another round of changes in the next year or two.  Are there other issues in the bylaws that we should tackle in the future?

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  • List of divisors of an integer n (Haskell)

    - by Code-Guru
    I currently have the following function to get the divisors of an integer: -- All divisors of a number divisors :: Integer -> [Integer] divisors 1 = [1] divisors n = firstHalf ++ secondHalf where firstHalf = filter (divides n) (candidates n) secondHalf = filter (\d -> n `div` d /= d) (map (n `div`) (reverse firstHalf)) candidates n = takeWhile (\d -> d * d <= n) [1..n] I ended up adding the filter to secondHalf because a divisor was repeating when n is a square of a prime number. This seems like a very inefficient way to solve this problem. So I have two questions: How do I measure if this really is a bottle neck in my algorithm? And if it is, how do I go about finding a better way to avoid repetitions when n is a square of a prime?

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  • g++ no matching function call error

    - by gufftan
    I've got a compiler error but I can't figure out why. the .hpp: #ifndef _CGERADE_HPP #define _CGERADE_HPP #include "CVektor.hpp" #include <string> class CGerade { protected: CVektor o, rv; public: CGerade(CVektor n_o, CVektor n_rv); CVektor getPoint(float t); string toString(); }; the .cpp: #include "CGerade.hpp" CGerade::CGerade(CVektor n_o, CVektor n_rv) { o = n_o; rv = n_rv.getUnitVector(); } the error message: CGerade.cpp:10: error: no matching function for call to ‘CVektor::CVektor()’ CVektor.hpp:28: note: candidates are: CVektor::CVektor(float, float, float) CVektor.hpp:26: note: CVektor::CVektor(bool, float, float, float) CVektor.hpp:16: note: CVektor::CVektor(const CVektor&) CGerade.cpp:10: error: no matching function for call to ‘CVektor::CVektor()’ CVektor.hpp:28: note: candidates are: CVektor::CVektor(float, float, float) CVektor.hpp:26: note: CVektor::CVektor(bool, float, float, float) CVektor.hpp:16: note: CVektor::CVektor(const CVektor&)

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  • Looking for a few good C# interview problems.

    - by AngryHacker
    I do not want to ask candidates questions, but rather give them several problems to resolve. The reason for this is that I've seen people be excellent with theory, but when confronted by a real world c# issue, just couldn't hack it. These c# problems should be simple enough that it won't take more than 5-20 minutes to resolve, yet complicated enough that I'd be able to weed out candidates that can't code. Right now, I typically ask the applications to reverse a string and remove duplicates from a List. This alone weeds out a large number of people. Any other examples I could use?

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  • Survey: Do you write custom SQL CLR procedures/functions/etc

    - by James Luetkehoelter
    I'm quite curious because despite the great capabilities of writing CLR-based stored procedures to off-load those nasty operations TSQL isn't that great at (like iteration, or complex math), I'm continuing to see a wealth of SQL 2008 databases with complex stored procedures and functions which would make great candidates. The in-house skill to create the CLR code exists as well, but there is flat out resistance to use it. In one scenario I was told "Oh, iteration isn't a problem because we've trained...(read more)

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  • So which null equals this null, that null? maybe this null, or is it this null?

    - by GrumpyOldDBA
    Tuning takes many routes and I get into some interesting situations and often make some exciting finds, see http://sqlblogcasts.com/blogs/grumpyolddba/archive/2010/05/17/just-when-you-thought-it-was-safe.aspx for an example. Today I encountered a multitude of Foreign Key constraints on a table, now FKs are often candidates for indexes and as none of the defined keys had an index it required a closer look. I view foreign key constraints as somewhat of a pain, excessive keys can cause excessive related...(read more)

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  • Any experience on open source database synchronization open source solutions? [on hold]

    - by Boris Pavlovic
    I'm considering few database synchronization open source solutions. The system in need for data synchronization is composed of instances of different types of databases, i.e. heterogeneous system. There are few candidates: Symmetric DS Talend's Data Integration with support for data synchronization Continuent's Tungsteen Replication Daffodil Replicator OS Do you have any real world experience with any of these tools?

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  • Outrageous Work Conditions for a Developer analyst

    - by akjoshi
    Recently came across a job opening sent to me by a HR person on LinkedIn; The service based company is a very big name in IT but the work conditions mentioned in the job description were extremely unusual - I mean who the hell would like to apply for a job where a company wants you to be ready for lifting and transporting of computers, that too on top of extended work hours and weekends. I used to think that JD’s are supposed to encourage candidates to join the company but this one here looks totally...(read more)

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  • Survey: Do you write custom SQL CLR procedures/functions/etc

    - by James Luetkehoelter
    I'm quite curious because despite the great capabilities of writing CLR-based stored procedures to off-load those nasty operations TSQL isn't that great at (like iteration, or complex math), I'm continuing to see a wealth of SQL 2008 databases with complex stored procedures and functions which would make great candidates. The in-house skill to create the CLR code exists as well, but there is flat out resistance to use it. In one scenario I was told "Oh, iteration isn't a problem because we've trained...(read more)

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  • Choosing between two programmers: experience vs. passion

    - by Duke
    I am in a position where I have to hire a programmer and have the option of 2 candidates, the first has experience but he doesn't have a passion for coding and he says so while the second doesn't have the experience but he has the passion, he did well in the interview and is certified. We have the resources to train someone, but I really don't want to blow this process and hire someone who will be disappointing can anyone help me as to how to approach this situation.

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  • What do you do when you encounter an idiotic interview question?

    - by Senthil
    I was interviewing with a "too proud of my java skills"-looking person. He asked me "What is your knowledge on Java IO classes.. say.. hash maps?" He asked me to write a piece of java code on paper - instantiate a class and call one of the instance's methods. When I was done, he said my program wouldn't run. After 5 minutes of serious thinking, I gave up and asked why. He said I didn't write a main function so it wouldn't run. ON PAPER. [I am too furious to continue with the stupidity...] Believe me it wasn't trick questions or a psychic or anger management evaluation thing. I can tell from his face, he was proud of these questions. That "developer" was supposed to "judge" the candidates. I can think of several things: Hit him with a chair (which I so desperately wanted to) and walk out. Simply walk out. Ridicule him saying he didn't make sense. Politely let him know that he didn't make sense and go on to try and answer the questions. Don't tell him anything, but simply go on to try and answer the questions. So far, I have tried just 4 and 5. It hasn't helped. Unfortunately many candidates seem to do the same and remain polite but this lets these kind of "developers" just keep ascending up the corporate ladder, gradually getting the capacity to pi** off more and more people. How do you handle these interviewers without bursting your veins? What is the proper way to handle this, yet maintain your reputation if other potential employers were to ever get to know what happened here? Is there anything you can do or should you even try to fix this? P.S. Let me admit that my anger has been amplified many times by the facts: He was smiling like you wouldn't believe. I got so many (20 or so) calls from that company the day before, asking me to come to the interview, that I couldn't do any work that day. I wasted a paid day off.

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  • Choosing between two programmers: experience vs. passion

    - by Duke
    I am in a position where I have to hire a programmer and have the option of 2 candidates, the first has experience but he doesn't have a passion for coding and he says so while the second doesn't have the experience but he has the passion, he did well in the interview and is certified. We have the resources to train someone, but I really don't want to blow this process and hire someone who will be disappointing. Can anyone help me as to how to approach this situation?

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  • My Reference for Amy Lewis

    - by Denise McInerney
    The 2013 election campaign for the PASS Board of Directors is underway. There are seven qualified candidates running this year. They all offer a wealth of experience volunteering for PASS and the SQL Server community. One of these candidates, Amy Lewis, asked me to write a reference for her to include on her candidate application. I have a lot of experience working with Amy and was pleased to provide this reference: I enthusiastically support Amy Lewis as a candidate for the PASS Board of Directors. I have known and worked with Amy in various PASS' volunteer capacities for years, starting when we were both leaders of SIGs (the precursors to the Virtual Chapters.) In that time I have seen Amy grow as a leader, taking on increasing responsibility and developing her leadership skills in the process. From the Program Committee to the BI Virtual Chapter to her local user group's SQL Saturday Amy has demonstrated a capacity to organize and lead volunteers. A successful leader delivers results, and does so in a way that encourages and empowers the people she is working with; Amy embodies this leadership style. As Director for Virtual Chapters I have most recently worked with Amy in her capacity of DW/BI VC Leader. This VC is one of our largest and most active, and Amy's leadership is a key contribution to that success. I was pleased to see that Amy was also thinking about succession and prepared other volunteers to take over the chapter leadership. Amy has shown an understanding of PASS' strategic goals and has focused her volunteer efforts to help us reach those goals. For the past couple of years we have been trying to expand PASS reach and relevance to SQL communities around the world. The VCs are a key vehicle for this expansion. Amy embraced this idea and organized the VC to engage volunteers in Europe & Australia and provide content that could reach SQL professionals in those regions. A second key strategy for PASS is expanding into the data analytics space. Again Amy rose to the occasion helping to shape the program for our first Business Analytics Conference and leveraging the BI VC to promote the event. By all measures I think Amy is prepared to serve on the Board and contribute in a positive way.

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