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  • Will high reputation in Stack Overflow help to get a good job?

    - by Shamim Hafiz
    In a post, Joel Spolsky mentioned that 5 digit StackOverflow reputation can help you to earn a job paying $100k+. How much of that is real? Would anyone like to share their success in getting high paid job by virtue of their reputations on StackExchange sites? I read somewhere that, a person got Interview offer in Google because a recruiter found his Stackoverflow reputation to be impressive. Anyone else with similar stories?

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  • Will high reputation in Programmers help to get a good job?

    - by Lorenzo
    In reference to this question, do you think that having a high reputation on this site will help to get a good job? Aside silly and humorous questions, on Programmers we can see a lot of high quality theory questions. I think that, if Stack Overflow will eventually evolve in "strictly programming related" (which usually is "strictly coding related"), the questions on Programmers will be much more interesting and meaningful ("Stack Overflow" = "I have this specific coding/implementation issue"; "Programmers" = "Best practices, team shaping, paradigms, CS theory"). So could high reputation on this site help (or at least be a good reference)? And then, more o less than Stack Overflow?

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  • Why my reputation goes down.

    - by Incognito
    I know there was a recalculation and I know how to track the reputation, but seems it not helps. My reputation was about 495 just several hours ago and now it goes down to 295. I have checked there were no down votes. What can be the issue?

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  • Proactive Reputation Management and Your SEO-SEM Company

    Reputation management is often seen as necessary only when a negative publicity attack is under way. While working with an accomplished reputation management company in such circumstances can counter an attack and minimize potential damage, the best results are actually seen when companies start working with a company that will both build and protect their reputation prior to any kind of attack.

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  • What Data structure for Reputation Rules in C# (like stackoverflow)

    - by optician
    I am currently building a system which will have entities that will have scores like reputation etc.. I will have a service that will check for certain rules having been triggered, and will perform certain logic if they are triggered. Previously I have used say an Enum for doing this when I have only had to store an id and a description. public enum ShoppingCratCalculation { PartialCalculation = 1, CompleteCalculation =2 } But in this situation I want to carry more information, such as the modification to reputation, all in one place. I'm essentially asking what data structure would be best suited to storing this information, for each rule in the system. 1. Description = string ("User forgot to write a review") 2. DB id = int (23) 3. Rep score modification = int (-5) Maybe a little class (Rule) with these as properties , and then just a list? Does anyone have any best practice suggestions for this kind of struct?

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  • why is my reputation deducted? [closed]

    - by benjamin button
    hi, yesterday i had a reputation more than 2600. today when i opened the site it suddenly reduced to 1574!!!!. but i am not able to figure out how and why did it get reduced? this question is probably concerned to the administrators or any regular user can present their opinion!. could anybody please tell?

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  • Bug in the reputation points [closed]

    - by harigm
    I have answered the question and I have been voted "2", but the reputation points has not been awarded. http://stackoverflow.com/questions/2711281/naming-convention-for-number-of/2711409#2711409 This is to bring to your notice, if any bug on this. Please check and clarify me about it

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  • Wiki Application With A Reputation System

    - by Christofian
    I'm really impressed with Stack Exchange's concept of reputation (you gain reputation as you post, and the more you post, the more privileges you get), and I want to apply the concept to a wiki that I am building. Does anyone know of a php wiki that has a concept of privileges/reputation similar to Stack Exchange? I'm not necessarily looking for something identical to SE, I'm just looking for a wiki application that gives users more privileges the more they contribute positively to the wiki (SE has down votes, the wiki should have some way of identifying negative contributions too). The privileges should be category based, so the more active you are in a specific category or page, the more privileges you get for that category. There should also be site wide privileges as well, though those should be harder to access than the category privileges. NOTE: If it is not possible to get category wide privileges and site wide privileges, I will be OK with just category wide privileges or just site wide privileges. I should be able to change the requirements for each privilege, through a administration panel or through editing a file (some wiki applications don't have administration interfaces). Does anyone have a script or a solution that will do this? If the script uses something similar to reputation to determine how much a user has positively contributed to the site, then that is OK too. Please Note: I am looking for a way to rate individual user contributions, not a way to rate the quality of an entire page.

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  • It would be nice to gain reputation in AskUbuntu from helping in Ubuntuforums [migrated]

    - by luchonacho
    I know they are different but also they are very related. By implementing a reputation system in UbuntuForums you could harmonize points here and there. This would integrate both communities and avoid those competitive people to isolate from UbuntuForums (no idea the extent of this but I guess there is some of it). There are tons of questions never solved in UbuntuForums and that means people coming to AskUbuntu. That is plainly inefficient. Since there will not be a centralize system (different owners), why not to integrate them? Certainly, beans are not the proper measure to associate with reputation since you gain beans for anything but UbuntuForums could implement a differentiated system where users "like" one answer if solved they problem. Do you think it would be a good idea? PS: Amazing Askubuntu and reputation are tags not created yet!

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  • Should i worry about company's Reputation before joining it...

    - by Shekhar_Pro
    My question is particularly in context of this Question asked recently on this site. I am a fresh graduate and would soon be applying for jobs. But the above mentioned question has raised concerns for me. Should i care about the company i am going to join. Specially since for me Yahoo is a very reputed corporation and i duly respect it, in fact i would be proud to work for it if given the chance. And the OP of the question was a Senior Software Engineer, i don't think something could have gone so wrong that he feels shame for have worked there. Well i won't like to have this situation in my career. Until now for me the criteria for approaching a company were like - it should have Good, knowledgeable and Experienced team, it should provide me with tasks that will always challenge me to think and learn more, etc. After all a task is task and you do always learn something from it. But in view of mentioned question should i also consider other things... Please give your answers and most importantly an opinion from your own experience.

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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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  • Website badge system

    - by linkyndy
    I am currently working on a widget-based website, built entirely on user socialization. Since a reputation system pays off for attracting users, I decided to implement one of these. Now, I would like to hear some solutions on how should this be implemented the right way (take, for example, Foursquare's badge system). Basically, I need to be able to do the following: have a badges table, where I can add, edit and delete badges; be able to enable and disable a badge; be able to introduce a new badge, but without writing new code - simply give some parameters to the add badge form regarding what should be followed in order for a user to receive a badge; be able to give badges in real time - meaning that whenever a user accomplishes whatever it needs to receive a badge, the system should know immediately to give the badge to that user; also, the system should not be overloaded with "badge listeners" - I believe interrogating each user request with every badge requirements is time consuming; These being said, I would like to hear your opinions on how to implement the right way a badge system (logic, database schema, methods etc.) Thank you very much!

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  • Online Reputation Management - The Basics

    Bad publicity is just a reality of doing business these days, especially for any company that is even moderately in the public eye. With hundreds of television channels, a print media network larger than the entire European Union and the Internet, negative comments are hurled at everyone from the Pope to Oprah.

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  • How Web Optimization Services Work to Increase Your on the Internet Reputation

    SEO is a symbol of search engine optimization and that is the key to success from the enterprise. No site has meaning if it seriously isn't properly promoted. Anytime any web surfer is in look up of any certain merchandise, providers or data he makes use of the easiest method of browsing as a result of search engine optimization and this is habit of many individuals to only search straight into 5 or six major sites for their goal. No person has time to seem directly into 100 pages of internet search engine as there is no need to have when he finds in major pages.

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  • 554 - Sending MTA’s poor reputation

    - by Phil Wilks
    I am running an email server on 77.245.64.44 and have recently started to have problems with remote delivery of emails sent using this server. Only about 5% of recipients are rejecting the emails, but they all share the following common message... Remote host said: 554 Your access to this mail system has been rejected due to the sending MTA's poor reputation. As far as I can tell my server is not on any blacklists, and it is set up correctly (the reverse DNS checks out and so on). I'm not even sure what the "Sending MTA" is, but I assume it's my server. If anyone could shed any light on this I'd really appreciate it! Here's the full bounce message... Could not deliver message to the following recipient(s): Failed Recipient: [email protected] Reason: Remote host said: 554 Your access to this mail system has been rejected due to the sending MTA's poor reputation. If you believe that this failure is in error, please contact the intended recipient via alternate means. -- The header and top 20 lines of the message follows -- Received: from 79-79-156-160.dynamic.dsl.as9105.com [79.79.156.160] by mail.fruityemail.com with SMTP; Thu, 3 Sep 2009 18:15:44 +0100 From: "Phil Wilks" To: Subject: Test Date: Thu, 3 Sep 2009 18:16:10 +0100 Organization: Fruity Solutions Message-ID: MIME-Version: 1.0 Content-Type: multipart/alternative; boundary="----=_NextPart_000_01C2_01CA2CC2.9D9585A0" X-Mailer: Microsoft Office Outlook 12.0 Thread-Index: Acosujo9LId787jBSpS3xifcdmCF5Q== Content-Language: en-gb x-cr-hashedpuzzle: ADYN AzTI BO8c BsNW Cqg/ D10y E0H4 GYjP HZkV Hc9t ICru JPj7 Jd7O Jo7Q JtF2 KVjt;1;YwBoAGEAcgBsAG8AdAB0AGUALgBoAHUAbgB0AC0AZwByAHUAYgBiAGUAQABzAHUAbgBkAGEAeQAtAHQAaQBtAGUAcwAuAGMAbwAuAHUAawA=;Sosha1_v1;7;{F78BB28B-407A-4F86-A12E-7858EB212295};cABoAGkAbABAAGYAcgB1AGkAdAB5AHMAbwBsAHUAdABpAG8AbgBzAC4AYwBvAG0A;Thu, 03 Sep 2009 17:16:08 GMT;VABlAHMAdAA= x-cr-puzzleid: {F78BB28B-407A-4F86-A12E-7858EB212295} This is a multipart message in MIME format. ------=_NextPart_000_01C2_01CA2CC2.9D9585A0 Content-Type: text/plain; charset="us-ascii" Content-Transfer-Encoding: 7bit

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