FacebookTwitterEmailPrintFriendly分享A researcher at UAF has noticed data that might indicate salmon sharks are partially to blame for king salmon decline in the Bering Sea; a local biologist is skeptical but says it’s a worthwhile question. Homer’s Ken Goldman is a Commercial Fisheries Biologist who has studied sharks for over 30 years and said from what he’s read, Seitz’s hypothesis was from a small amount of fish. We asked if more sharks have been seen in the Cook Inlet region and he said they are a largely migratory fish and often follow the trends in pink salmon runs. His interest in it stems from the fact that discussion of the mortality of salmon in the ocean has mostly ignored the large adult stage. Assistant Professor at the UAF School of Fisheries Andrew Seitz noticed unusual temperature readings on tagged fish that indicated the shark, which has a rare ability to keep its body core warm. UAF’s Seitz said sharks eating large kings could be a factor in declines but it is to early to tell.
As automation and digitalization continuously reinvent work, employers and employees alike face the urgent challenge of keeping up with ever-shifting skill requirements. Doing so effectively in an endlessly evolving workplace, however, requires that organizations move from episodic corporate training to continuous, on-demand learning.It’s a formidable challenge. According to the World Economic Forum (WEF), by 2022, no less than 54 percent of all employees will require significant re- and upskilling. Of these, about 35 percent are expected to require additional training of up to six months.To keep pace with changing skill requirements, HR leaders must understand the changing nature of work.Today, work is being deconstructed into elemental tasks. These tasks are deployed to the optimal source of work (automation, alliances, gig talent, etc.) and the remaining and new tasks are reconstructed into reinvented jobs. For this reason, HR needs to make continuous reinvention of work a core capability – and set the stage for continuous learning.How prepared are HR leaders and their organizations to respond to this challenge? Findings from a global joint research initiative between HR People + Strategy and Willis Towers Watson on the evolving role of the chief people officer (CPO) reveal a gap between HR executives’ awareness of this issue and their readiness to implement continuous learning across their organizations. Almost all participants (94 percent) in a series of CPO focus groups indicated that in order to handle the changing nature of work, it’s become a priority to move from episodic training to perpetual reskilling. Yet only 18 percent indicate they are prepared to truly drive significant reskilling of the workforce.Our study uncovered five critical steps that will help HR leaders pivot from episodic training to continuous learning:Move to a skills-based talent architecture. It’s time to transition from traditional career ladders based on fixed jobs to reskilling pathways based on tasks and reinvented jobs. Moving to a skills-based talent architecture, which requires mapping skills to tasks and jobs, will be critical to ensuring that talent remains relevant. CPOs as well as other senior leaders need to stop thinking about headcounts and number of employees and start thinking about skills and skill pools.Ensure learning is ongoing and part of the business plan. HR leaders must integrate learning and reskilling into everyday workplace activities in an ongoing –rather than episodic – manner. In this context, it will be important to promote self-motivation and encourage talent to seek out experiences that will help them grow and thrive.Build a talent pool for the future. Organizations have begun hiring and training people in specific skill areas in anticipation of future needs, that is, before jobs are even available. For instance, United Rentals hires people out of high school and college in this way and finds that this approach reduces ramp-up time when jobs do become available. To ensure access to critical skills at all times, the HR leader must cultivate diverse work relationships and partner with various collaborators, or risk finding themselves at a competitive disadvantageTake a multipronged approach. It’s important to provide transparent and multidimensional development opportunities. CPOs need a multipronged approach to understanding the organization’s learning needs and developing paths for continuous learning.Engage in ongoing conversations with business leaders to understand how skill capabilities align to evolving business needs and develop learning modules to bridge growing skill gaps.Develop learning paths based on an individual’s learning objectives and build on their current skills and previous experience. Because individuals have different learning styles it’s important to provide learning content in a range of formats and media, including mobile. Learning options can include videos, podcasts, virtual/augmented reality, online and in-person courses. Organizations may also seek out external learning partners ranging from community colleges to online course providers such as Coursera or Udacity. Establish manager involvement and organizational support; establishing continuous learning as a priority for the leadership and the company is essential for making it a reality. Seventy-five percent of employees report that they would take a course suggested by their manager. CPOs need to empower managers to monitor employee progress against goals and ensure that learning activities are bridging skills gaps.Ensure continuous learning is at the heart of the new deal. Skills are the new currency of the labor market. CPOs must put continuous learning and reskilling at the heart of their organization’s employment deal to attract and retain the critical talent needed to succeed in the new world of work.Going forward, an organization’s competitive advantage will come from ensuring the continued competitiveness of its workforce. At the same time, security for the individual will come from preparing for opportunity, wherever it might be, and remaining relevant in a world of shifting skills premiums. It is the role of the CPO to bring the organization and talent together in a mutual commitment to continuous learning and reskilling, enabling talent to thrive and the organization to prosper.About the study: HR People + Strategy (HRPS), the Society for Human Resource Management’s Executive Network and Willis Towers Watson undertook a global research initiative to explore the rapidly changing role of the HR executive in March through August 2019. This research consisted of in-depth interviews with CPOs, CEOs, corporate board members, other C-suite executives and academics, a series of CPO focus groups and a survey of senior business leaders from organizations across a range of sizes, industries and countries. The Future Chief People Officer: Imagine. Invent. Ignite, a comprehensive report based on this work, will be published in December 2019. Readers can also look forward to complementary pieces exploring the key themes and findings, including blog posts, presentations, articles and podcasts.The Authors:Simon King is a senior HR executive with more than 25 years of experience in the Bio-pharmaceutical industry. King started his career in Research and Development at AstraZeneca holding increasingly senior positions culminating in being the Head of HR for Research and Development. In August 2019, he moved to Daiichi-Sankyo, Inc. where he serves as Chief People Officer. Simon has been a volunteer for HR People + Strategy since 2007, lectures at Cornell, and is an active member of the Cornell Center for Advanced Human Resource Studies. This content represents his personal opinions and not those of his employer.Ravin Jesuthasan is an author and Managing Director at Willis Towers Watson. Jesuthasan is a recognized global thought leader and author on the future of work and human capital. He has led numerous research efforts on the global workforce, the emerging digital economy, the rise of artificial intelligence and the transformation of work. Jesuthasan has led numerous research projects for the World Economic Forum including its ground-breaking study; Shaping the Future Implications of Digital Media for Society and the recently launched Creating a Shared Vision for Talent in the 4th Industrial Revolution.  2019 Workplace Learning Report (LinkedIn Learning, 2019)
Johnson Controls has recently introduced the latest version of exacqVision video management system (v8.6), which offers improved video searching and video bookmarking, as well as a host of enhancements that improve the user experience and overall system protection.Thanks to this update, when exacqVision v8.6 is used as part of the Complete Security Solution from the Tyco Security Products brand portfolio, the system can leverage event information from intrusion and access control systems to improve search results and provide a comprehensive security picture. For example, users can now easily search an access control badge number to obtain video of all the doors that a specific employee may have accessed.Another enhancement involves the bookmarking and case management, which is used by organizations to tag and retain important video. The latest version allows users to create a case directly from “Live” view, which includes all cameras that are being actively monitored. This reportedly saves a significant amount of time over the former process which required the user to exit “Live” view and use the Search page to manually identify all cameras and time periods for that specific event. When the user exports the case, it will contain a chronological collection of clips from different cameras showing the suspect.- Sponsor – Those improvements include a significant performance enhancement in camera frame rate rendering and UI additions to display useful status information. Additionally, users can view all partitions of the Complete Security Solution integrated alarm systems along with the status of each zone—all on one screen.As exacqVision’s capabilities increase, so do the cybersecurity measures that are designed to protect a customer’s system, personnel information and enterprise. This release supports the enforcement of complex passwords, locking out users after a specified number of failed login attempts, and gives administrators additional tools to manage user access.Companies looking to enhance their ability to monitor the health of the surveillance environment can now request a free trial of the Enterprise System Manager (ESM), a centralized health monitoring and software updating system that will maximize recorder uptime and reliability.For more information, visit www.exacq.com. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Today YouTube launched a new music video chart, called the YouTube 100. It’s a popularity index that measures “song traffic” for official music videos and user-uploaded videos. YouTube 100 has similarities to other online music charts, such as Ultimate Chart, MTV’s Music Meter and We Are Hunted. However there are two main differences between the YouTube 100 and other online music charts. Firstly, the presence of user-generated and viral music, such as the (in)famous Rebecca Black. Secondly, YouTube’s chart is focused on videos – whereas the others are focused on the music, with the videos (if offered) being supplementary. Perhaps the second is not much of a distinction in the end, because one of the main use cases for YouTube is to listen to music. The presence of 8 music videos in the top 10 YouTube videos of all time is proof enough of that. Let’s check out the new YouTube 100 and see what other trends we can glean. 9 Books That Make Perfect Gifts for Industry Ex… richard macmanus Tags:#music#web#YouTube Related Posts 5 Outdoor Activities for Beating Office Burnout 4 Keys to a Kid-Safe App 12 Unique Gifts for the Hard-to-Shop-for People… The content in YouTube’s music top 10 is somewhat similar to that of Ultimate Chart – and Billboard for that matter. 4 of the top 5 on YouTube are also in the Ultimate Chart’s top 10. That’s almost certainly due to the mainstream popularity of those 4 artists: Jennifer Lopez, Katy Perry, Chris Brown and Bruno Mars. In other words, that music would be at or near the top of any pop music chart.I like the breakdown of the YouTube 100 homepage into different genres, including ones not traditionally seen in music charts: New Age, Stage & Screen, Comedy/Spoken (that one is not actually music, but whatever). Also the events listing, powered by Songkick, is a nice touch.YouTube is planning to archive the charts “for future exploration of original recordings, music memes, and pop hits.”While any top 10 music list featuring Rebecca Black (who is currently #8) is of questionable legitimacy, at least in terms of hipness, YouTube 100 is nevertheless a handy addition to the online music ecosystem.
Top Reasons to Go With Managed WordPress Hosting Related Posts Tags:#Government#web Why Tech Companies Need Simpler Terms of Servic… dave copeland A Web Developer’s New Best Friend is the AI Wai… What do the terms “dirty bomb” and “pork” and “gas” have in common?They’re all on a list of words that raise red flags with the government when you use them in a tweet or a Facebook status update. Hubze has released the complete list of terms the Department of Homeland Security is looking for when it monitors your social media activity.So if you tweet that you’re “brute forcing my way onto a crowded Metro subway because the last train got canceled” (words in italics are on the list), you may find yourself on a list of people who used words that Homeland Security calls “Items of Interest,” or IOIs.The list was only released after a long round of legislative posturing. And, for the record, the Department of Homeland Security has told the House Homeland Security Subcommittee on Counter-terrorism and Intelligence it is more interested in tracking what people are saying and not necessarily who is saying it.The monitoring is being done at an expense to taxpayers of about $11 million and extends beyond social networks to comments left on articles and Websites, including Huffington Post and the New York Times, according to Hubze. We’ve asked Homeland Security is ReadWriteWeb is on the list; we’ll update as soon as we hear back from them. 8 Best WordPress Hosting Solutions on the Market
An IRS Appeals officer abused his discretion when he failed to consider the taxpayers’:offer in compromise,proposed installment agreement, andclaim of economic hardship.Meeting With Collection OfficerIn response to a notice of intent to levy, the taxpayers contacted the revenue officer. They submitted an offer in compromise with a collection information statement. They also argued that their health problems and the loss of their home limited their ability to pay.When the revenue officer rejected the offer, the couple appealed. The IRS would not consider an installment agreement if an appeal was pending. So, the couple withdrew their appeal to continue their negotiations with the RO.The couple offered to pay $800 per month and made at least two payments. Also, they tried to get a loan so they would qualify for a streamlined installment agreement. But the IRS filed a tax lien on the same day they applied for the loan.Collection Due Process HearingAfter receiving the lien notice, the taxpayers requested a Collection Due Process hearing. They asked the Appeals officer to review their offer in compromise and proposed installment agreement. They also asked that the AO consider their economic hardship argument.But, the Appeals officer declined to review their offer-in-compromise, or proposed partial-pay installment agreement. He concluded that the taxpayers:did not properly appeal their offer-in-compromise denial, andhad not submitted the necessary financial information for the installment agreement.However, the AO did not consider the financial information the taxpayers provided. And, he did not consider the taxpayer’s medical condition or his disability’s impact on his ability to pay.No Prior Administrative ProceedingA taxpayer can raise a collection issue at a CDP hearing when the issue was not actually considered in a previous proceeding. The taxpayers:only negotiated with the revenue officer, anddid not appeal the RO’s rejection of their offer in compromise.Thus, they never had a prior administrative hearing. Therefore, the taxpayers could request consideration of the same offer in a later CDP hearing on the same tax for the same period.Further, the administrative record did not show that the AO ever consideredthe taxpayers’ financial information,the age of that information, orwhether significant changes had occurred.Finally, there was no evidence that the AO considered the taxpayers’ claim of economic hardship or whether a compromise to promote effective tax administration was appropriate. Thus, it was an abuse of discretion for the AO to neglect to consider the taxpayers’ issues and the case was remanded.J. Loveland, Jr., 151 TC —, No. 7, Dec. 61,279Login to read more tax news on CCH® AnswerConnect or CCH® Intelliconnect®.Not a subscriber? Sign up for a free trial or contact us for a representative.