0Shares0000LONDON, July 17- Arsenal completed their swoop for France defender Mathieu Debuchy from Newcastle United on Thursday in a deal reported to be worth around 15 million euros.Debuchy has been a long-term target for Arsene Wenger and the Gunners’ manager finally got his man as the right-back put pen to paper on a long-term contract. The 28-year-old, who was part of the French squad which reached the World Cup quarter-finals, is the ideal replacement for compatriot Bacary Sagna, who left Arsenal to join Premier League Manchester City on a free transfer last month.Debuchy, who is reported to have cost the Gunners around £12 million ($20.5 million, 15.1 million euros), becomes Arsenal’s second signing since the end of last season following the £30 million arrival of Chile winger Alexis Sanchez from Barcelona.“We are delighted to welcome Mathieu Debuchy to Arsenal,” Wenger told the club’s website.“He has shown he can perform at the highest level with his club sides and also for France.“He is a quality defender who has good Premier League experience and I’m confident he will fit in very well with us.”Debuchy featured 46 times during an 18-month spell at Newcastle after spending the first nine years of his career with French side Lille.He helped Lille to a league and cup double in 2010-11.His performances also earned him his international debut against Albania in October 2011 and he now has 25 caps for France.Debuchy will join up with his new team-mates soon for pre-season preparations and is expected to make his debut at the Emirates Cup in the first weekend of August.He admitted playing in the Champions League was a major incentive to join Arsenal.“I’m very proud to be joining a great club like Arsenal and to wear its colours, it’s one of the biggest clubs in the whole world,” Debuchy said.“I’m looking forward to working with Arsene Wenger and to helping the team build on last season’s FA Cup success.“Playing again in the Champions League is a big excitement for me and I will do my best to help Arsenal compete for trophies.”0Shares0000(Visited 1 times, 1 visits today)
FORT ST. JOHN, B.C. – Though the number of workers at the Site C dam project broke 2,000 for the first in January, only 2,123 of the 2,124 workers were from Canada.BC Hydro confirmed that one of the mage project’s workers was hired through the Temporary Foreign Worker program subject to the Labour Market Impact Assessment process. BC Hydro spokesperson Dave Conway said that the worker is the first to be hired under the TFW program that is working on the project. Conway explained that Peace River Hydro Partners began the Labour Market Impact Assessment after the company was unable to recruit from within Canada for the position.Conway says that the worker in question is overseeing the construction of a roller-compacted concrete buttress, which uses a different technique that normal concrete. According to Conway, the worker has previously overseen the construction of a 90 metre RCC dam in Australia, and has also studied the construction techniques with a number of dams overseas. “This individual has a very specific skillset, and very extensive experience on this, and the role is critical,” said Conway. “It’s a critical job.”- Advertisement -Josh Towsley with the International Union of Operating Engineers Local 115 says that many of his union’s members have worked with roller-compacted concrete before, and that he refutes BC Hydro’s claim that the skillset needed is all that specialised. Towsley added that he feels that the Temporary Foreign Worker program should require employers, if they are not able to directly hire to fill a vacancy, should have to seek out subcontractors before applying to hire foreigners.
By Wayne Cascio, Ph.D., Professor and Robert H. Reynolds Chair in Global Leadership, University of ColoradoIt seems to be a law of nature, inflexible and inexorable, that those who will not risk cannot win.- John Paul JonesParadoxically, one of the unfortunate byproducts of employment downsizing—a phenomenon that seems to continue unabated in both good and bad economic times—is that surviving employees become narrow-minded, risk-averse and self-absorbed. This happens at the very time when organizations need their employees to take risks in order to develop new products and services, to penetrate new markets, and to serve their customers better. Yet the term “risk” has come to imply a bad outcome. It may be more prudent, however, to rethink the concept of risk in light of two other considerations: uncertainty and opportunity.Uncertainty is the degree to which we are unsure about whether an outcome will occur and its consequences, good or bad. Risk refers to an undesirable outcome and its consequences. Finally, opportunity refers to a desirable outcome and its consequences. A prudent approach to human capital risk requires carefully distinguishing these three ideas. Uncertainty is not necessarily a bad thing, but it depends on the balance between downside risk and upside opportunity.HR Strategy and the Two Faces of RiskHR strategy refers to the processes, decisions and choices organizations make regarding how they manage their people. Indeed, a firm’s competitive strategy and its HR strategy are interdependent. Both require a prudent and balanced approach to risk. HR strategy must optimally balance risk-taking and risk-mitigation, in line with an organization’s competitive strategy and the role of human capital within that strategy. HR strategy requires a focus on planned major changes in an organization and on critical issues such as the following:What are the HR implications of our proposed organizational strategy?What are some possible external constraints and requirements?What are the implications for management practices, management development and management succession?What can be done in the short term to prepare for longer-term needs? The Chinese characters for “risk” depict “danger” and also “opportunity.” We might call these the two faces of risk. Human capital risks reflect the uncertainty arising from changes in a wide range of workforce and people-management issues that affect a company’s ability to meet its strategic and operating objectives. They include issues such as talent management and succession planning, ethics and tone at the top, regulatory compliance, pay and performance alignment, and employee training and development. The global accounting firm Ernst & Young described four broad categories of such risks—strategic, operational, compliance and financial—and characterized HR risks as “one of the key business risks of our time.” To date, the dominant approach to such risks has focused on risk mitigation (emphasizing danger), not risk optimization (emphasizing opportunity). HR practitioners and academics have generally not adopted systematic approaches to optimizing human capital risks. Consider five keyHR risks that many organizations face:What is the risk that we do not attract or retain the right talent to achieve our strategic targets?What are the underlying assumptions about human capital in our business forecasts (are we assuming adequate internal and external supplies)?What is the risk that our company culture does not support our strategic intent?Which HR policies, programs and practices pose potential risks? How do we manage them?How do we ensure that assessing and managing human capital risk is not an HR-only exercise?Prudent HR Risk Taking: An ExampleWhat might prudent HR risk taking look like? Workforce analytics can help. Workforce analytics is fact-based decision-making. As an example, consider global engineering company CH2M Hill, headquartered in Denver, Colo. The company was facing an increasing voluntary employee turnover rate, especially among female engineers, and it needed to identify the causes and consequences to operations in different parts of the world.It began by “crowdsourcing” ideas from its current cadre of managers and nonmanagers about why people leave the company. It generated 78 possible hypotheses, and narrowed that list to 30 hypotheses based on the availability of data, the integrity of the data generated, and the ability to generate actions based on evidence-based findings. The master data file contained 472 variables of interest. Using logistic regression (where the dependent variable is binary in nature, such as “stay” versus “leave”), the company identified seven variables that predicted the likelihood that an engineer would leave, with a corrected R2 value of 0.34 that yielded an 80% hit rate on classifying retentions and a 60% hit rate on classifying resignations. The model was derived on the basis of data from 2012, tested on data from 2011 and validated on data from 2013. For proprietary reasons, the company does not disclose the actual seven items in its prediction model. In using its prediction model, CH2M Hill generated “risk-retention” scores by geography and used “heat mapping” to show results graphically. It then prioritized retention risks by business groups, critical job families, demographic categories and years of service. It also used “what-if” simulations as an aid in annual merit-raise planning. The company was able to generate a “risk-retention” score for each employee and to subdivide the overall employee population by geographic region, country, critical job family, gender, age, ethnicity, job-performance category and pay-grade band. This powerful model allowed CH2M Hill to manage voluntary turnover more strategically and to give managers an “early-warning” system that might allow them to take actions in a timely manner to prevent some of the voluntary turnover from ever occurring. Of course, the company could have done nothing and simply accepted its voluntary employee turnover rate as “industry average” and a cost of doing business. It would have risked—and gained—nothing. In managing employee turnover strategically, consider three kinds of circumstances where it might make sense to increase employee turnover: (1) the fully loaded costs (separation, replacement and training) of employee turnover are low, and reducing turnover saves little; (2) those leaving are much less valuable than their replacements; and (3) there is certainty about the availability or quality of the replacements. Sometimes one or more of these considerations outweigh others. For example, during the Great Recession as many as 70% of the firms that were laying off employees also added new ones in the same year! They did so because even though the direct costs of downsizing are high (as much as $100,000 per high-tech worker in the U.S. and Europe), those leaving were seen as less valuable than their replacements, because the replacements possessed skills that organizations would need going forward to execute their business strategies. In short, organizations ushered out the back door employees with yesterday’s skills, while at the same time welcoming in the front door those with tomorrow’s skills.Conversely, it makes sense to decrease the costs of employee turnover under the following three conditions: (1) when the fully loaded costs (separation, replacement and training) of employee turnover are high, and reducing turnover (particularly in mission-critical positions) can save those costs; (2) those leaving are much more valuable than their replacements; and (3) there is considerable uncertainty about the availability or quality of replacements.Getting Started: An Action PlanAs a simple framework that might help HR professionals get started in this area, consider identifying and then prioritizing each HR risk that your organization might face. To do this, consider just two dimensions, likelihood and impact. Describe each of these dimensions in terms of a three- or five-point Likert-type scale. Next, with respect to each potential HR risk that you have identified, answer the following questions:1. Is it relevant to your organization?2. Might it have a material impact on your organization?3. If relevant and material, is it an enduring risk?4. If relevant, material and enduring, is it addressable?Here is the message to convey to decision-makers: Focus where it matters most!This Perspectives article appears in the SHRM Research Report Business and Human Capital Challenges Today and in the Future available at www.shrm.org/surveys. Cascio, W. F., & Boudreau, J. W. (2012). Short Introduction to Strategic Human Resource Management. Cambridge, UK: Cambridge University Press.  Ernst & Young. (2008). 2008 Global HR Risk: From the danger zone to the value zone:Accelerating business improvement by navigating HR risk. London, UK: Author.
Our initial tests showed Joukuu Web working adequately with an up-to-date version of Firefox. However, in linking up with Google Docs, you need to be careful about whether you’re already signed in with Google while you’re activating Joukuu. The Google account you’re signed in under at that time needs to be the one you intend to use for Google Apps. Otherwise, Joukuu may attempt to link one user’s Google Docs with another user’s Box.net and Dropbox, and editing existing settings in Joukuu is a matter of revoking access and re-establishing it all over again.The new Web app may not only be the missing link in Joukuu’s puzzle. For many users, it may substitute for the stand-alone Joukuu app altogether. Up to now, the firm’s free, entry-level service, Joukuu Lite, gave users a simple access point for seeing and opening files on Box.net and Dropbox (support for Microsoft SkyDrive is forthcoming, the company says), but not completely managing them. Joukuu Web is free as well, but adds functions to create, rename, and delete folders, and to search within folders.By contrast, the Joukuu Plus app, which sells for $59.99, is for Windows users only and adds the drag-and-drop capability that Windows users expect. One can drag files between the System Desktop and the app, and integration with Explorer also means right-clicking a file or document brings up an option for backing up files through Joukuu. The Plus app also serves as a document sync service as well, including the option to synchronize files based on how frequently you use them, thus optimizing your bandwidth consumption.These are nice plusses, but with so much of the service being offered for free, it may soon become time for the company to reconsider its price.For comparison, here’s a video demonstrating the stand-alone Joukuu Plus app.Joukuu’s main business model comes from file sharing and collaboration. For an annual fee starting at $40 per user, up to 9 people may share files (including Google Docs) through Joukuu’s servers in what the firm claims to be a secure environment. For groups up to 99, the per-user fee drops to $35 and Joukuu throws in free Plus apps. A Web Developer’s New Best Friend is the AI Wai… Top Reasons to Go With Managed WordPress Hosting 8 Best WordPress Hosting Solutions on the Market Tags:#cloud#Vendors Related Posts Why Tech Companies Need Simpler Terms of Servic… One of the main principles of cloud storage in the enterprise is that users should not have to know the physical locations of the devices that store their files. They’re all pooled together into one virtual device that’s well replicated and has enormous capacity. Up to now, these conveniences haven’t scaled down to the consumer level. That’s why, when you hear everyday folks ask about where they should keep their files, their questions boil down to, “Whose cloud would you recommend?”It isn’t exactly a cloud if it comes with partitions. Realizing that, a startup from June 2010 called Joukuu has been building a compelling solution: an all-inclusive desktop for users of multiple cloud-based storage platforms, including Box.net and Dropbox. The result is a kind of all-in-one Finder window for all files and documents, including Google Docs documents that you can edit inline.This week, Joukuu is adding to its service with a Web app that requires no client-side installation, and runs from any browser. With Joukuu Web, you manage your Dropbox and Box.net documents from a central location. You can then edit Google Docs elements by linking to them directly (it’s not inline like with the Joukuu native app, but since you’re using the browser anyway, there’s no reason not to link directly to Google). scott fulton
If insight into big data happens faster, big business can too.Learn more at www.intel.com/hadoop or www.cloudera.com/enterprise.Follow Tim Allen on Twitter @TimIntel How Intel® Xeon® processors boosted Cloudera Enterprise* analytics and data management softwareYou already know that the enterprise sector is generating monumental amounts of big data faster than ever. You also know that this big data needs big analytics. But perhaps you’ve not yet fully realized the immense business growth potential these buried gems of insights could deliver. The enterprise needs to not only ask bigger questions of their data, they’ll need the answers faster and faster. Cloudera EnterpriseOpens in a new window*, an industry leader in enterprise data management partnered with Intel in a study of retail big data to ask big questions and deliver quick results.Cloudera Enterprise offers the first unified platform for big data: The Enterprise Data Hub. One place to store, process, and analyze data will assist the enterprise customer in extending the reach of their current infrastructure while enabling an industry-wide adoption of Apache Hadoop* – changing the way companies derive value from their data. Cloudera is a leading educator of data professionals and works with over 900 hardware, software, and services partners to meet customer’s goals for their data. Since Cloudera offers one unified platform, it’s uniquely suited to the way Intel does data center: as one, simplified architecture.Cloudera joined forces with Intel to dig deeper into big data, deriving insights the enterprise can act upon faster than ever. We put the partnership to the test, building an optimal platform to run Cloudera Enterprise CDH5 on the latest Intel Xeon® processor E5-2600 v3 product family, Intel® Ethernet Controllers 10 Gb/40 Gb, and Intel® SSD Data Center Family for PCIe. The next-gen Intel Xeon Processor E5 v3 family, designed to deliver the best combination of performance, built-in capabilities, and affordability, delivered actionable insights up to 2x faster in several cases.View the InfographicOpens in a new window with more results and highlights our BigBench retail queries.
Gritty Bolts force Game 7 MOST READ Winter storm threatens to scramble Thanksgiving travel plans Don’t miss out on the latest news and information. Sports Related Videospowered by AdSparcRead Next LATEST STORIES Cleveland Cavaliers’ Dwyane Wade, center, drives to the basket between Orlando Magic’s Terrence Ross, left, and Evan Fournier, from France, in the first half of an NBA basketball game, Saturday, Oct. 21, 2017, in Cleveland. (AP Photo/Tony Dejak)NEW YORK — Cleveland Cavaliers forward Dwyane Wade has a bruised left knee and won’t play Wednesday night against the Brooklyn Nets.Wade came off the bench and scored 11 points in 19 minutes in Tuesday’s win over the Bulls. It was Wade’s first game with Cleveland’s second unit, and the 35-year-old added four assists and three rebounds as theCavs’ reserves cut into Chicago’s early 14-point lead.ADVERTISEMENT ‘A complete lie:’ Drilon refutes ‘blabbermouth’ Salo’s claims Argentine bishop appears at court hearing on abuse charges Trump to designate Mexican drug cartels as terrorist groups Ethel Booba on hotel’s clarification that ‘kikiam’ is ‘chicken sausage’: ‘Kung di pa pansinin, baka isipin nila ok lang’ View comments Duterte has only scratches on elbow, knee after motorcycle accident — Go PLAY LIST 01:46Duterte has only scratches on elbow, knee after motorcycle accident — Go01:33US Representatives react to Trump impeachment inquiry01:20Trump defends ‘nice’ call with Ukrainian president, attacks Biden02:49Robredo: True leaders perform well despite having ‘uninspiring’ boss02:42PH underwater hockey team aims to make waves in SEA Games01:44Philippines marks anniversary of massacre with calls for justice01:19Fire erupts in Barangay Tatalon in Quezon City01:07Trump talks impeachment while meeting NCAA athletes02:49World-class track facilities installed at NCC for SEA Games Palace: Robredo back to ‘groping with a blind vision’ Coach Tyronn Lue said he didn’t know Wade had banged knees during the game, saying it was just a freak accident and that the knee had swelled up on the flight to New York.Earlier this week, Wade asked Lue to take him out of the starting lineup because he thought it would benefit the team. Lue has been juggling his lineups and rotations while trying to blend new players and deal with injuries.FEATURED STORIESSPORTSSEA Games: Biñan football stadium stands out in preparedness, completionSPORTSPrivate companies step in to help SEA Games hostingSPORTSBoxers Pacquiao, Petecio torchbearers for SEA Games openingStarting point guard Derrick Rose was out for the third straight game with a sprained ankle, with Lue saying he hoped Rose could return Saturday. LeBron James made a rare start at point guard and scored 34 points with 13 assists as the Cavs improved to 3-1. James also tweaked his right ankle.Nets guard D’Angelo Russell was out with a right knee sprain. Coach Kenny Atkinson said the injury wasn’t serious and that the team was being cautious with its 22-year-old leading scorer. No more menthol cigarettes: New ban on tobacco, vape flavors Hotel says PH coach apologized for ‘kikiam for breakfast’ claim