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2013/06/24

49 Benefits Of Hiring An Experienced Skilled Worker


By hiring more experienced employee, you lower costs of the company car insurance, you lower your health related expenses, and a lots more:
1   Wisdom and Intelligence
2   Maturity to make sound decisions
3   Ability to assume responsibility sooner because less training is required.
4   Ability to assess, identify and act upon situations with colleagues, customers better because of knowledge from  experience in life and work. Not learned in classroom
5    Make good mentors and coaches in their fields of experience
 You do not lose 2 hours of productivity time per day for texting
7     Less arrogant
8     Valuable long-term relationships and industry contacts built over the years
9     Can provide objective advice to younger managers because he/she isn’t trying to climb the corporate ladder.
10. Less DRAMA
11 Understands the value of “Teamwork” and can work as an individual as well.
12. Real arguments instead of duhh-reactions.
13. Usually able to “make do” when necessary – cobble something good out of odd and unmatched parts. Think school pageant costumes on a moments notice.
14. Older workers are able to speak and write in complete sentences, with correct English. This is helpful in writing and speaking with customers, as well as internal reports.
15. Less expensive car insurance.
16. Able to advise younger manager without threatening his/her position.
17. Given previous experience, better able to separate wheat from chaff; what is critical and what is not.
18. [Hopefully] thinks before commenting, thereby providing a calming influence, easing workplace stress.
19. Experience, experience, experience… nothing beats experience! Not only in our professional field, but in personal relationships, dealing with all types of personalities we’ve interacted with throughout our careers.
20. Not afraid to roll up your sleeves and do whatever it takes to get the job done
21. Older workers, or at least this one, are less likely to take a job that they will absolutely hate, therefore increasing the likelihood they will remain in the position. Worker loyalty is not dead, it is simply better seasoned.
22. A more experienced employee understands with greater depth and clarity the true risks and rewards that accompany certain tactics and strategies, with a lower risk of repeating the negative aspects of history.
23. Experienced employees also know how to navigate an organization and gain traction for the most valuable and rewarding ideas in a diplomatic manner so as to gain support in a positive way. It is hard to teach these skills. They must be learned on the job.
24. Less maintenance for their manager
25. The ability to take constructive criticism constructively without the drama.
26.     The ability from life experience and travels to relate to different cultures and accept others of different background and beliefs.
27.     We are progressive – blending new technology with life wisdom
28.     Minimal learning curve.
29.     The older — mature — employees avoid office politics, which can be a time-wasting energy drainer in the dynamics of any office.
30.     Mature workers also accept a job with the intent of staying with it, as opposed to too many younger workers today who treat it like a marriage (“If I don’t like it I’ll quit.”)
31.     The value of the law of the harvest that includes, seeding, nurturing, cultivating, protecting and finally harvesting and storage for the future and new crops. This law applies in any industry, organization and job. The seasoned worker will know how to make each step work. The new worker still needs the mentoring.
32.     Knowing the value of learning from past mistakes, and assimilating that into future work decisions.
33.     Having the ability to see the short and long-term effects of various decisions
34.     Appreciate the fact that EVERY interaction I have with anyone can lead to a possible connection, job, assistance, etc., later.
35. The ability to develop lasting collaborative relationships with all levels in an organisation.
36. Older employees have a greater value of time and know how to prioritize tasks.
37. We are not distracted by the bar, or the nightclub, or the latest romance gone wrong.
38. We consider our work a duty and of prime importance in our life, we understand the meaning of loyalty, good ethical behavior comes naturally, we have a sense of duty.
39. Young people are still looking for the best opportunity, whereas older workers understand by a certain age ‘you should have a lot more focus on keeping to a reasonable standard of living
40. Have seen the ups and downs of markets
41. They have already learned how to manage stress.
42. Are willing to stay on task or at the jobsite until the work is done. Determined.
43. Understand a responsible work ethic and appreciate continual learning opportunities as a way to add to skills.
44. Older workers know their areas of expertise and are confident in them.
45. Older workers are not as likely to job-hop or job-shop.
46. Arrives on time and usually before starting time; Leaves after quitting time; Spends less time watching the clock
47. Have lower Health Care costs.
48. Technical issues are not intimidating – we have learned how to dig into the problems and find meaningful long-term solutions.
49. We know when to compromise and when to push. We have learned the techniques needed to find balance in tough situations.

Stefan Baginski
you can click here >> to learn about Stefan, or read more at www.imuswiss.wordpress.com

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2013/06/16

CERN and the Wigner Research Centre for Physics inaugurate CERN data centre’s extension in Budapest, Hungary







Geneva 13 June 2013. CERN1 and the Wigner Research Centre for Physics2 today inaugurated the Hungarian data centre in Budapest, marking the completion of the facility hosting the extension for CERN computing resources. About 500 servers, 20,000 computing cores, and 5.5 Petabytes of storage are already operational at the site. The dedicated and redundant 100 Gbit/s circuits connecting the two sites are functional since February 2013 and are among the first transnational links at this distance. The capacity at Wigner will be remotely managed from CERN, substantially extending the capabilities of the Worldwide LHC Computing Grid (WLCG) Tier-0 activities and bolstering CERN’s infrastructure business continuity.

WLCG’s mission is to provide global computing resources to store, distribute and analyse more than 25 Petabytes of data annually generated by the Large Hadron Collider (LHC). It is a global system organised in tiers, with the central hub being the Tier-0 at CERN. The LHC data are aggregated in the Tier-0, where initial data reconstruction is performed, and a copy is archived to long-term tape storage. The Tier-0 then sends out data to each of the 11 major data centres around the world that form the first level, or Tier-1, via optical-fibre links working at multiples of 10 Gbit/s. Smaller Tier-2 and Tier-3 centres linked over the Internet bring the total number of computer centres involved to over 140 in about 40 countries. WLCG serves a global community of 8,000 scientists working on LHC experiments, allowing them to access distributed computing and data storage facilities seamlessly. Every day WLCG processes more than 1.5 million ‘jobs’, which is equivalent to a single computer running for more than 600 years. High-performance distributed computing enabled physicists to announce on 4 July the discovery of a new particle, which was later on confirmed as being a Higgs boson.

“The experiments’ computing resources needs will increase significantly when the LHC restarts in 2015. Hosting computing equipment at the Wigner Centre to extend CERN’s data centre Tier-0 capabilities is essential for dealing with this expected increase, and to the success of our physics programme. The remote capacity will also contribute to business continuity for the critical systems in case of a major issue on CERN’s site” said CERN Director-General Rolf Heuer. “A number of sciences currently face exponential data growth. This innovative approach with Wigner could point the way for research centres to run their services in the future.”

The CERN Tier-0 data centre extension in Budapest adds up to 2.5 MW capacity to the 3.5 MW IT load of the Geneva data centre, which has already reached its capacity limit. The contract with Wigner started in January 2013 and can carry on for up to seven years. The capacity in Budapest will gradually ramp-up following CERN’s needs. Operating remotely from CERN this capacity helps build knowledge, as well as create expertise and solutions with cloud computing to face big data challenges linked to exponential computing needs in all fields of research.

“The opening of the Wigner Data Centre and the beginning of our IT collaboration is a small step for CERN but a big step for Hungary,” concluded Peter Levai, Director General of the Wigner Research Centre for Physics.



Contacts:

CERN Press Office, press.office@cern.ch

+41 (0) 22 767 34 32

+41 (0) 22 767 21 41



To know more about WLCG:

www.cern.ch/wlcg

www.cern.ch/wlcg//wlcg-google-earth-dashboard



Follow CERN at:

www.cern.ch

www.cern.ch/it

http://twitter.com/cern/

http://www.youtube.com/user/CERNTV

http://www.quantumdiaries.org/

2013/06/15

Risk Advisory Services White Paper



Milliman
May 2010
Enterprise risk management (ERM) is a process of assessing and
responding to all risks, including organizational and systemic risks
that impact the ability of an organization to meet its objectives.
The general activities in a formal ERM process include risk
identification, evaluation, prioritization, treatment, monitoring,
reporting, and integration into strategic decision making and key
business functions. It is important to understand the challenges
organizations face in implementing ERM processes before we
look at the value that a sustainable and repeatable ERM process
can bring.
Companies have traditionally struggled with assessing the business
value of ERM. Competing priorities and business line fatigue after
seemingly endless rounds of assessments from Internal Audit,
Compliance, and even external regulators have contributed to failed
ERM initiatives. In addition, some companies have rushed through
what at many times has been a board-mandated compliance effort
to institutionalize ERM as one-off events rather than implementing a
sustainable and repeatable ERM process.
In many cases, the efforts have been under-resourced
and, for the broader risk evaluation and mitigation
initiatives, have not had buy-in from executive leadership.
Executive sponsorship and involvement stand at the
heart of a successful ERM initiative, without which
many companies have failed in their efforts to implement
an effective ERM process. With so many competing
priorities, companies also struggle in setting aside
appropriate resources to launch and sustain an effective
integrated ERM process.
An ERM process and risk management framework has
to find synergy with the organization’s culture and not
the other way around. Too many times we see a company
wanting to implement what another company is doing with
regard to ERM. Although best practices are an excellent
way to start thinking about ERM, this thought process
should be complemented with a good understanding of
a company’s own unique culture, strategic objectives,
structure, risk management practices, and operations.
There is not one universal solution for ERM. A customized
approach is crucial to finding the maturity level of an
ERM solution that works for a specific company, based on best
practices, extensive research, interviews, and in-depth knowledge
of how an organization operates (see Figure 1). The process has
to be embedded and integral to support the mission, vision, values,
and objectives, and not just a snapshot from a single point in time
or an annual risk assessment report.
Additional reasons for failed ERM initiatives are that a company’s
objectives have not been integrated into performance management
and poor collaboration with other risk processes. Aligning
incentives with risk management efforts can be critical to the
success of an ERM initiative. Incentives reinforce the tone and
culture of the organization and motivate employees to respond; this
could have more positive results than a forced compliance effort. It
is crucial to get buy-in from employees on the benefits of an ERM
program prior to implementation, and there is no more effective way
than through incentives based on actions and expected outcomes
around risk-managed activities. The integration of ERM with key
risk processes such as audit, compliance, and business continuity,
ERM: The Value Proposition
Joanna David-O’Neill
Mark Stephens
5
4
3
2
1
Optimized
Risk-adjusted
corporate
performance
Embedded
Risk management
driving the decision-
making process
Established
Consistent compliance
communication and
accountability
Formalized
Basic compliance
audit and
risk
awareness
Undelveloped
Basic non-compliance
audit failure, risk silos
Fully automate
enterprise risk process
Analyze risks
Quantify risks
Delegate action/controls
Manage and mitigate risks
Approve and assess
risk data centrally
Identify and communicate concerns,
issues, risks, or incidents using one system
Respond to risk or
control surveys
Figure 1:
er
M Maturity Stage
S
Milliman Copyright 2010

Milliman
Risk Advisory Services White Paper
May 2010
ERM: The Value Proposition
2
for example, is also essential to realizing the value of an effective
ERM process. Companies in a higher maturity level (See Figure 1)
are seeing the business value in decision making as a result of the
collaboration of their ERM program with other risk processes.
Milliman’s Risk Advisory Services consults with organizations to
develop an optimal ERM solution that matches with specialized
corporate needs. Some companies have fully resourced ERM
departments, while others have very restricted dedicated internal
resources. Milliman can assist companies with their ERM initiatives
using the following approaches:
Review the current ERM processes and determine the steps
required to raise the maturity level to the desired state.
Design, build, and test a customized ERM process and
framework and develop organizational consensus through
vetting of the initial prototype.
Adapt an outsourced ERM business process model.
Companies wanting to protect against the downside of risks often
reach for ERM as a compliance tool, but the true value of ERM is
recognized when it is integrated into the organization’s culture and
embedded into strategic decision making and business planning.
We see the following as significant benefits that organizations can
achieve if they invest the time and resources to select a suitable
approach to their ERM needs:
Performance management
: Increase certainty of achieving
critical key performance indicators
Capital efficiency
: Align capital more accurately with the risks
being taken and ensure that risks are being suitably rewarded
Stakeholder management
: Better alignment with expectations
of key stakeholders
Operational excellence
: Reduce impact of surprises and boost
the benefits of a well-managed portfolio of risks
Reduction in Total Cost of Risk (TCOR)
: Free up capital to
further invest in growing the business
In February 2010, Standard and Poor’s (S&P) published the
report “Enterprise Risk Management Continues to Show its Value
for North American and Bermudan Insurers,” which links effective
ERM programs to increases in share value and reduced volatility
in earnings. In the report, Howard Rosen, the primary credit
analyst, says in part,
“Although average stock prices declined among all public
multiline insurers in 2008, companies with more advanced
ERM programs experienced smaller stock price reductions.
Those companies whose stock performance was better (i.e.
those whose price declines were smaller) had received higher
ERM scores. On the other hand, those companies whose
stock prices had larger declines had lower ERM scores. This is
consistent with Standard & Poor’s view that more robust ERM
programs are the most valuable in times of more pronounced
stress. Looking at ERM scores relative to stock performance in
2009 reveals a different pattern” (See Figure 2).
Figure 2:
er
M and Share Price
c
hange (Jan. 1-
n
ov. 14, 2008, %)
Excludes mortgage and title insurers. Source: Standard & Poor’s.
© Standard & Poor’s 2010
Rosen continues,
“Companies with Excellent and Strong ERM scores—companies
whose stock prices performed better during the more stressful
2008—still improved during 2009, but didn’t need to perform
as well as companies with lower ERM scores to return to their
pre-2008 levels of performance” (See Figure 3).
Figure 3:
er
M and Share Price
c
hange (Jan. 2-
d
ec. 31, 2009, %)
Excludes mortgage and title insurers. Source: Standard & Poor’s.
© Standard & Poor’s 2010
0
(10)
(20)
(30)
(40)
(50)
(60)
(70)
Excellent ERM
Strong ERM
Adequate ERM
Weak ERM
Share price change, Jan. 1 - Nov. 14, 2008, %
30
25
20
15
5
(5)
(10)
(15)
Excellent ERM
Strong ERM
Adequate ERM
Weak ERM
Share price change, Jan. 2 - Dec. 31, 2009, %
0
10

2013/06/11

PCtipp.ch: Die 10 besten Neuerungen in iOS 7

PCtipp.ch: Die 10 besten Neuerungen in iOS 7


Multitasking

Der Handgriff ist bestens bekannt: zweimaliges Drücken auf die Home-Taste blendet die zuletzt geöffneten Apps ein, was einen schnellen Wechsel erlaubt. Neu ist, dass nun auch die Fenster zur jeweiligen App angezeigt werden. Besser noch: iOS soll sich merken, wann ein Benutzer eine bestimmte App oder Website verwendet. So werden der Inhalt oder Status-Aktualisierungen bereits vorgängig über Wifi heruntergeladen, damit sie beim nächsten Aufruf sofort zur Verfügung stehen.

Kamera-App

Die neue Kamera-App fotografiert wahlweise quadratisch und bringt einige gelungene Filter mit. Das allein macht sie zwar nicht zu einer Gefahr für Instagram & Co., doch viele Anwender werden jetzt auf eine App von Drittanbietern verzichten können.

Mehrseitige Ordner

Ordner sind in ihrer Aufnahmefähigkeit nicht mehr beschränkt, sondern können den Inhalt auf mehrere Seiten verteilen. Damit wird es möglich, drei Dutzend Fitness-Apps hinter einem einzigen Symbol zu verstecken – zusammen mit den guten Vorsätzen.

Neue Wetter-App

Gibt es etwas Wichtigeres, als das Wetter? Nein. Und gibt es eine schönere Wetter-App, als jene unter iOS 7? Kaum.

CERN and Ars Electronica launch open call for the third Prix Ars Electronica Collide@CERN

 
Geneva/Linz, 3 June 2013. CERN* and Ars Electronica** today launch an open call for artists working in the digital domain to apply for the third Prix Ars Electronica Collide@CERN***. The winner will receive a fully funded residency at CERN and Ars Electronica to create new dimensions in their artistic practice by encounters with the world of science. This is the third year of the collaboration between CERN and Ars Electronica.
“Applying for this residency was just irresistible,” said the sound sculptor Bill Fontana****, winner of last year’s award. “It promised to immerse me into the unknown world of particle physics. As an artist, these experiences into the unknown and unexpected are vital for us – even at 65. You never grown out of this need if you wish to develop as an artist.”
Bill Fontana starts the first part of his residency at CERN this July, and will preview some of the sound pieces he makes there at this year's Ars Electronica Festival, Total Recall – The Evolution of Memory, from 5 September to 9 September.
"After two very successful years of creative collisions between the arts and science with our Collide@CERN programme, we are looking forward to discovering even more extra dimensions in these powerful interactions thanks to our unique and special cultural partnership with Ars Electronica, Linz," said CERN Director General Rolf Heuer.
"Sound is one of the most powerful and immediate senses connected to memory which we have,” said Ars Electronica Director Gerfried Stocker. "So we will be really interested to see what Bill Fontana, one of the world’s most renowned sound sculptors, presents at this year's Ars Electronica Festival, which is dedicated to the evolution of memory. How will Bill use sound to remember the impact CERN has on him? Come and find out."
Last year's Prix Ars Electronica Collide@CERN open call attracted hundreds of entries from 44 countries around the world. This year, like in the others, artists from every field of the arts are encouraged to apply:  architecture and new design, visual arts and sculpture, experimental sound work and music, generative art and film, and social media projects that explore how people relate to science and technology are all welcome. The only proviso is that applicants must use digital techniques in the production and/or the development of their proposed project. The closing date is 26 September 2013 and applicants should submit their entries online, including a short personal-testimony video outlining why they want the award.
"Bill on his 4 day introduction visit to CERN this January created a 24 track recording piece because he was so inspired by his experience here." said Ariane Koek, CERN's cultural specialist. " For a world renowned artist to react like Bill did shows the value of what we are doing. We all can’t wait to discover the next artist whose imagination is going to be blasted by interacting with the new ideas of particle physics and to see what s/he does as a result of the experience. "
Online submissions open June 3 2013 and close September 26 2013: http://collide.aec.at/
 
Contact:
CERN Press Office
CH - 1211 Geneva 23, Switzerland
Tel: +41 22 767 2141/3432
Fax: +41 22 785 02 47
Press.Office@cern.ch
Ars Electronica press office
+43 (0) 732 7272 38
+43 (0) 732 7272 638
christopher.sonnleitner@aec.at
Further information:
For more information on Bill Fontana, www.resoundings.org

2013/05/30

CERN Council updates European strategy for particle physics

Brussels/Geneva, 30 May 2013. At a special meeting hosted by the European Commission in Brussels today, the CERN Council* formally adopted an update to the European strategy for particle physics. Since the original European strategy was put in place in 2006, particle physics has made considerable progress in elucidating the laws of nature at the most fundamental level. CERN’s Large Hadron Collider (LHC) has begun routine operation, producing its first major results, and the global particle physics landscape has evolved. The updated strategy takes these changes into account, charting a leading role for Europe in this increasingly globalised endeavour. “The strategy we have adopted today recognizes Europe’s strength in depth in particle physics,” said President of the CERN Council, Agnieszka Zalewska. “Europe’s success is built on strong universities and strong national communities working constructively together and coordinating their efforts through the strong European focal point of CERN.” A very important issue for the strategy is preserving and building on the European model for cross-border research. CERN, in close collaboration with research institutions in the CERN Member States and under the guidance of the CERN Council, will coordinate future European engagement with global particle physics projects in other regions. The strategy notes that cross-border collaboration in science, as exemplified by the CERN model, pays dividends for Europe in terms of knowledge, innovation, education and training. Key points of the strategy are that Europe, and the European particle physics community, should: - Exploit its current world-leading facility for particle physics, the LHC, to its full potential over a period of many years, with a series of planned upgrades; - Continue to develop novel techniques leading to ambitious future accelerator projects on a global scale; - Be open to engagement in a range of unique basic physics research projects alongside the LHC; - Be open to collaboration in particle physics projects beyond the European region; - Maintain a healthy base in fundamental physics research, with universities and national laboratories contributing to a strong European focus through CERN; - Continue to invest substantial effort in communication, education and outreach to engage global publics with science. Created in 1954, the European Organization for Nuclear Research (CERN) is governed by the CERN Council. The CERN laboratory near Geneva, which has evolved into a leading example of successful collaboration among nations, is host to a scientific community of over 11000 users representing 100 nationalities. It has made significant contributions to our understanding of the Universe, most recently with the discovery of Higgs bosons, brought major contributions to technological innovation in fields as diverse as medical imaging and information technology, and it has given us the World Wide Web.

The updated strategy is reproduced in full at the back of this brochure. Copies of the strategy are available from the CERN press office: Email: Press.office@cern.ch Tel.: +41 22 767 3432 *The CERN Council is Europe’s strategic body for particle physics research. It was established along with the European Organization for Nuclear research (CERN) in 1954 by a convention signed between 12 Member States. Today, CERN has 20 Member States, two Associate Members in the pre-stage to membership and one Candidate for accession, each of which appoints delegates to the Council. The Council is ultimately responsible for all important decisions relating to CERN; it determines the Organization's policy in scientific, technical and administrative matters, approves the programmes of activities and adopts the budgets. Each Member State has two official delegates, one representing the state’s government administration and the other national scientific interests. Each Member State has a single vote and most decisions require a simple majority, although in practice the Council aims for a consensus as close as possible to unanimity. The Council is advised by a Scientific Policy Committee and a Finance Committee.