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Killexams : IBM Administration candidate - BingNews https://killexams.com/pass4sure/exam-detail/000-221 Search results Killexams : IBM Administration candidate - BingNews https://killexams.com/pass4sure/exam-detail/000-221 https://killexams.com/exam_list/IBM Killexams : Canadian Party of Quebec announces second slate of candidates

The Canadian Party of Quebec has announced a second slate of candidates for the Oct. 3 provincial election.

“We are building a solid team to build a better Quebec," said CaPQ leader Colin Standish. "Talented, passionate and principled Quebecers from all walks of life continue to come forward to stand as candidates. “We call on talented Quebecers to help us build a team that all Quebecers can be proud to vote for this coming October. The Canadian Party of Quebec are going to win seats and be a voice for the voiceless in the National Assembly. We will stand up for human rights, civil liberties and the Canadian Constitution, while opposing Bills 21, 40 and 96."

The candidates are:

• Scott Kilbride - Verdun, an "IT professional who began his career at IBM, and has spent the past 22 years at Selwyn House School as a computer technician and Network Administrator, overseeing the daily operations of the entire school network."

• David Hamelin-Schuilenburg - Vaudreuil. The candidate "works in public safety, and has experience with Transport Canada and a Communications Officer for Emergency Services Operations in Quebec. Dave has a wealth of political experience and previously lived in the United States, has held elected office and worked on President Obama’s campaigns in Pennsylvania."

• Donna Pinel - La Piniere. The candidate is a "former Commissioner on the Riverside School Board. She attended Champlain College - Saint-Lambert and works as an Office Manager at AstroNova Inc."

Mon, 01 Aug 2022 02:30:00 -0500 en text/html https://www.thesuburban.com/news/city_news/canadian-party-of-quebec-announces-second-slate-of-candidates/article_25fb6b50-f732-5f36-83f0-6c32d67122d3.html
Killexams : Get to Know Jimmy Tsang, Pondurance VP of Marketing

The post Get to Know Jimmy Tsang, Pondurance VP of Marketing appeared first on Pondurance.

*** This is a Security Bloggers Network syndicated blog from Blog | Pondurance authored by Pondurance. Read the original post at: https://www.pondurance.com/blog/jimmy-tsang-vp-marketing/

Tue, 02 Aug 2022 00:00:00 -0500 by Pondurance on August 2, 2022 en-US text/html https://securityboulevard.com/2022/08/get-to-know-jimmy-tsang-pondurance-vp-of-marketing%EF%BF%BC/ Killexams : Network Specialist

ItJob met ID 469402 niet gevonden.

Request ID: Twk-eun-web2_240.8.2_521111_62f2617a355975.84367334
Thu, 30 Jun 2022 06:29:00 -0500 NL text/html https://tweakers.net/carriere/it-banen/469402/network-specialist-amsterdam-kyndryl
Killexams : Driver Management Nominates Three Highly-Qualified, Independent Candidates for Election to Codorus Valley Bancorp’s Board of Directors

Driver Management Company LLC (together with its affiliates, “Driver” or “we”), the beneficial owner of 6.72% of the outstanding shares of Codorus Valley Bancorp, Inc. (NASDAQ: CVLY) (“Codorus Valley” or the “Company”), today issued a statement regarding its decision to nominate three highly-qualified and independent candidates for election to the Company's Board of Directors (the "Board") at the 2022 Annual Meeting of Shareholders (the "Annual Meeting").

Abbott Cooper, Driver’s founder and managing member, commented:

“Like many shareholders, we are unhappy with Codorus Valley’s long-term underperformance. While Larry Miller was, in our opinion, a terrible Chief Executive Officer, simply replacing him with Craig Kauffman is not the answer. Mr. Kauffman has never been a CEO and brings limited experience as the officer of a public company. In our view, he has failed to communicate a viable plan to deliver value to long-suffering shareholders or acknowledge our concerns and, if the fourth quarter is any indication, Mr. Kauffman may prove to be even worse than Mr. Miller at creating shareholder value.

To state what we think should be obvious, Codorus Valley is a public company owned by its shareholders and we believe the current Board lacks the ownership mentality necessary to overturn years of financial underperformance and explore all avenues to value creation without bias. We seriously question the process that led to Mr. Kauffman being named CEO of the Company since it appears that he does not understand shareholder expectations or has a focus on creating shareholder value. Unlike the current Board, we do not think Mr. Kauffman “deserves” to be CEO simply due to his loyalty to Mr. Miller. To suggest that it is Mr. Kauffman’s “turn” to be CEO is offensive and we believe it reflects a fundamental disregard for shareholder value.

Under Mr. Kauffman’s leadership thus far, Codorus Valley’s performance has gone from bad to worse. We think that the 0.46% return on average assets and 5.46% return on average equity reported by the Company for the fourth quarter are simply unacceptable and indicative of fundamental problems that will not be solved by replacing Mr. Miller with his understudy. Put simply, the status quo (which Mr. Kauffman represents) isn’t working for Codorus Valley. We believe our nominees will bring the right perspectives and experience to a Board that appears more focused on rewarding management for poor performance than creating shareholder value.

Since June 2021, we have tried to engage the Board in a candid and frank discussion regarding Codorus Valley’s performance and prospects. Rather than participate in serious discussions, the Board and Mr. Kauffman seem to prefer pointless conversations about vague, aspirational plans untethered to actual performance. In addition, despite our many requests, the Board has categorically refused to provide any information regarding executive compensation arrangements that we believe clearly create a conflict of interest between management and shareholders and were adopted without the requisite care. At this point, we feel compelled to nominate candidates who we believe can be agents of change in the boardroom and help unlock the significant value trapped within Codorus Valley's underperforming shares.”

Our nominees are:

Aashish R. Kamat

Mr. Kamat holds audit and accounting expertise with extensive executive experience in banking and capital markets. Mr. Kamat is a Senior Advisor and former Co-Managing Partner at GCC Asia Growth Fund Limited, a small-cap investment vehicle. Previously, Mr. Kamat served as Chief Executive Officer and Country Head of the India division of UBS Group AG (NYSE: UBS). Earlier in his career, Mr. Kamat also held roles at JPMorgan Chase & Co. (NYSE: JPM), Bank of America Corporation (NYSE: BAC) and Coopers & Lybrand LLP (n/k/a PricewaterhouseCoopers LLP). Mr. Kamat is a Certified Public Accountant and holds a B.A. in Accounting and Finance from Franklin & Marshall College.

John E. Kiernan

Mr. Kiernan possesses significant public company executive experience and capital markets expertise. Mr. Kiernan currently serves as the Chief Executive Officer, President and director of Alico, Inc. (NASDAQ: ALCO), the largest citrus producer in the U.S. Previously, Mr. Kiernan worked at International Business Machines Corporation (NYSE: IBM), Susquehanna International Group, LLP and Bear Stearns Companies, Inc. (formerly NYSE: BSC). He holds a B.A. in Finance and History, summa cum laude, from Saint Vincent College, a J.D. from the University of Virginia School of Law and an M.B.A. from the University of Virginia Darden Graduate School of Business Administration.

A. Dwight Utz

Mr. Utz has more than four decades of banking sector experience and an unparalleled understanding of the Company's operations. Mr. Utz previously served as Chief Operating Officer and Executive Vice President of Codorus Valley Bancorp., Inc. (NYSE: CVLY) and President, Chief Executive Officer and Chief Operating Officer of its subsidiary PeoplesBank. Earlier in his career, Mr. Utz worked at VantageSouth Bancshares, Inc. (formerly NYSE: VSB) and East Carolina Bancorp, Inc. (formerly NYSE MKT: ECBE). Mr. Utz received an Associate’s Degree in Business Administration from Central Penn College and a Graduate Degree from the University of Delaware, Stonier Graduate School of Banking.

About Driver Management Company

Driver employs a valued-oriented, event-driven investment strategy that focuses exclusively on equities in the U.S. banking sector. The firm’s leadership has decades of experience advising and engaging with bank management teams and boards of directors on strategies for enhancing shareholder value. For information, visit www.drivermanagementcompany.com.

CERTAIN INFORMATION CONCERNING THE PARTICIPANTS

Driver Management Company LLC, together with the other participants named herein (collectively, “Driver”), intends to file a preliminary proxy statement and accompanying WHITE proxy card with the Securities and Exchange Commission to be used to solicit votes for the election of its slate of highly-qualified director nominees at the 2022 annual meeting of shareholders of Codorus Valley Bancorp, Inc., a Pennsylvania Company (the “Company”).

DRIVER STRONGLY ADVISES ALL SHAREHOLDERS OF THE COMPANY TO READ THE PROXY STATEMENT AND OTHER PROXY MATERIALS AS THEY BECOME AVAILABLE BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION. SUCH PROXY MATERIALS WILL BE AVAILABLE AT NO CHARGE ON THE SEC’S WEB SITE AT HTTP://WWW.SEC.GOV. IN ADDITION, THE PARTICIPANTS IN THIS PROXY SOLICITATION WILL PROVIDE COPIES OF THE PROXY STATEMENT WITHOUT CHARGE, WHEN AVAILABLE, UPON REQUEST. REQUESTS FOR COPIES SHOULD BE DIRECTED TO THE PARTICIPANTS’ PROXY SOLICITOR.

The participants in the proxy solicitation are anticipated to be Driver Management Company LLC (“Driver Management”), Driver Opportunity Partners I LP (“Driver Opportunity”), J. Abbott R. Cooper, Aashish Kamat, John E. Kiernan and A. Dwight Utz.

As of the date hereof, the participants in the proxy solicitation beneficially own in the aggregate 640,880 shares of Common Stock, par value $2.50 per share, of the Company (the “Common Stock”). As of the date hereof, Driver Opportunity beneficially owns directly 640,880 shares of Common Stock, including 1,000 shares held in record name. As the general partner of Driver Opportunity, Driver Management may be deemed to beneficially own the shares of Common Stock directly beneficially owned by Driver Opportunity. Mr. Cooper, as the Managing Member of Driver Management, may be deemed to beneficially own the shares of Common Stock directly beneficially owned by Driver Opportunity. As of the date hereof, none of Messrs. Kamat, Kiernan or Utz own beneficially or of record any securities of the Company.

Wed, 02 Feb 2022 03:23:00 -0600 en-CA text/html https://www.theglobeandmail.com/investing/markets/stocks/IBM-N/pressreleases/7161420/
Killexams : YSU and IBM forge training partnership

YOUNGSTOWN — Youngstown State University and IBM are launching YSU’s Workforce Accelerator, designed to create a series of pre-apprenticeship programs positioning students and others to obtain needed skills for careers of the future.

The program is both for career track and non-career track students, as well as those simply needing to update their skills for specific job opportunities.

The IBM-designed initiative will provide self-paced pre-apprenticeship training and apprenticeship programs in which local companies can train area workers in fields such as software engineering, data science, analytics, cybersecurity and main frame systems administration.

YSU President Jim Tressel emphasized the new program is designed to help fill the skills gaps that exist in the marketplace, especially when companies need employees with varying levels of technical experience.

According to a 2018 World Economic report, artificial intelligence alone is expected to create more than 130 million new jobs in 2022.

To keep pace, over the next three years close to 12 million workers in the U.S. may need to be retrained or reskilled because of artificial technology and intelligent automation, according to the 2019 IBM Institute of Business Value report

“Workforce Accelerator will be available for YSU students requiring technical skills, general studies students trying to figure out what they want to do, former students that did not finish, people in the midst of changing their careers and those that had been laid off or are in between jobs,” Tressel said. “The pre-apprenticeship brings people that may have limited experience together with companies willing to train them in skills they need.”

“This will be a great opportunity for people looking for a new direction,” he said. “The use of emerging technologies such as artificial intelligence, cloud computing, data science and security is rapidly growing.”

The university is putting together a founding group of four to six companies that will provide apprenticeship jobs for candidates. The names of the founding member companies are expected to be announced later.

YSU will serve as a registered apprenticeship program sponsor and help local companies access apprenticeship training and incentives. It will provide support to employers looking to hire apprentices.

Tim Wood, a vice president with IBM’s Global Business Services, said the program is not only for those interested in technical careers, but in health care, agriculture and other career paths where having some technical experience is beneficial.

“There are more than 6 million U.S. jobs that cannot be filled because there are not enough candidates with the skills required to fill them,” Wood said. “There is a need for public and private organizations to work together in training people for these new collar jobs.”

Wood said that 85 percent of the jobs that will be available in 2030 have not been created yet.

“There will be a continuing need for education,” he said. “We have to assure that colleges, universities and educational institutions are aligning their programs to the needs of business. IBM has to work to get people prepared for the jobs of the future.”

IBM and YSU officials are still working out the details of how the program will operate.

rsmith@tribtoday.com

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Thu, 14 Nov 2019 01:51:00 -0600 en-US text/html https://www.vindy.com/news/local-news/2019/11/ysu-and-ibm-forge-training-partnership/
Killexams : The autism advantage - why businesses are hiring autistic people

Autism is known as a spectrum disorder because every autistic person is different, with unique strengths and challenges.

Varney says many autistic people experienced education as a system that focused on these challenges, which can include social difficulties and anxiety.

Many autistic children found education focused on their deficits rather than their strengths.Credit:Rodger Cummins

He is pleased this is changing, with recent reforms embracing autistic students’ strengths.

But the unemployment rate of autistic people remains disturbingly high. ABS data from 2018 shows 34.1 per cent of autistic people are unemployed – three times higher than that of people with any type of disability and almost eight times that of those without a disability.

“A lot of the time people hear that someone’s autistic and they assume incompetence,” says Varney, who was this week appointed the chair of the Victorian Disability Advisory Council.

“But we have unique strengths, specifically hyper focus, great creativity, and we can think outside the box, which is a great asset in workplaces.”

In Israel, the defence force has a specialist intelligence unit made up exclusively of autistic soldiers, whose skills are deployed in analysing, interpreting and understanding satellite images and maps.

Locally, organisations that actively recruit autistic talent include software giant SAP, Westpac, IBM, ANZ, the Australian Tax Office, Telstra, NAB and PricewaterhouseCoopers.

Chris Pedron is a junior data analyst at Australian Spatial Analytics, a social enterprise that says on its website “neurodiversity is our advantage – our team is simply faster and more precise at data processing”.

He was hired after an informal chat. (Australian Spatial Analytics also often provides interview questions 48 hours in advance.)

Pedron says the traditional recruitment process can work against autistic people because there are a lot of unwritten social cues, such as body language, which he doesn’t always pick up on.

Australian Spatial Analytics founder Geoff Smith (right) with data analyst Chris Pedron.Credit:Glenn Hunt

“If I’m going in and I’m acting a bit physically standoffish, I’ve got my arms crossed or something, it’s not that I’m not wanting to be there, it’s just that new social interaction is something that causes anxiety.”

Pedron also finds eye contact uncomfortable and has had to train himself over the years to concentrate on a point on someone’s face.

Australian Spatial Analytics addresses a skills shortage by delivering a range of data services that were traditionally outsourced offshore.

Projects include digital farm maps for the grazing industry, technical documentation for large infrastructure and map creation for land administration.

Pedron has always found it easy to map things out in his head. “A lot of the work done here at ASA is geospatial so having autistic people with a very visual mindset is very much an advantage for this particular job.”

Pedron listens to music on headphones in the office, which helps him concentrate, and stops him from being distracted. He says the simpler and clearer the instructions, the easier it is for him to understand. “The less I have to read between the lines to understand what is required of me the better.”

Australian Spatial Analytics is one of three jobs-focused social enterprises launched by Queensland charity White Box Enterprises.

It has grown from three to 80 employees in 18 months and – thanks to philanthropist Naomi Milgrom, who has provided office space in Cremorne – has this year expanded to Melbourne, enabling Australian Spatial Analytics to create 50 roles for Victorians by the end of the year.

Chief executive Geoff Smith hopes they are at the front of a wave of employers recognising that hiring autistic people can make good business sense.

In 2017, IBM launched a campaign to hire more neurodiverse people.Credit:AP

“Rather than focus on the deficits of the person, focus on the strengths. A quarter of National Disability Insurance Scheme plans name autism as the primary disability, so society has no choice – there’s going to be such a huge number of people who are young and looking for jobs who are autistic. There is a skills shortage as it is, so you need to look at neurodiverse talent.”

In 2017, IBM launched a campaign to hire more neurodiverse (a term that covers a range of conditions including autism, Attention Deficit Hyperactivity Disorder, or ADHD, and dyslexia) candidates.

The initiative was in part inspired by software and data quality engineering services firm Ultranauts, who boasted at an event “they ate IBM’s lunch at testing by using an all-autistic staff”.

The following year Belinda Sheehan, a senior managing consultant at IBM, was tasked with rolling out a pilot at its client innovation centre in Ballarat.

“IBM is very big on inclusivity,” says Sheehan. “And if we don’t have diversity of thought, we won’t have innovation. So those two things go hand in hand.”

Eight things workplaces can do for autistic employees

  • Recruit differently. Send applicants interview questions in advance or use work trials and practical assessments
  • Offer flexible hours
  • Provide noise cancelling headphones and quiet spaces
  • Give clear and direct instructions and feedback 
  • Have mentors or a buddy system
  • Don’t make assumptions about autistic people
  • Provide managers with autism training
  • Partner with autism employment experts

Sheehan worked with Specialisterne Australia, a social enterprise that assists businesses in recruiting and supporting autistic people, to find talent using a non-traditional recruitment process that included a week-long task.

Candidates were asked to work together to find a way for a record shop to connect with customers when the bricks and mortar store was closed due to COVID.

Ten employees were eventually selected. They started in July 2019 and work in roles across IBM, including data analysis, testing, user experience design, data engineering, automation, blockchain and software development. Another eight employees were hired in July 2021.

Sheehan says clients have been delighted with their ideas. “The UX [user experience] designer, for example, comes in with such a different lens. Particularly as we go to artificial intelligence, you need those different thinkers.”

One client said if they had to describe the most valuable contribution to the project in two words it would be “ludicrous speed”. Another said: “automation genius.”

IBM has sought to make the office more inclusive by creating calming, low sensory spaces.

It has formed a business resource group for neurodiverse employees and their allies, with four squads focusing on recruitment, awareness, career advancement and policies and procedures.

And it has hired a neurodiversity coach to work with individuals and managers.

Sheehan says that challenges have included some employees getting frustrated because they did not have enough work.

“These individuals want to come to work and get the work done – they are not going off for a coffee and chatting.”

Increased productivity is a good problem to have, Sheehan says, but as a manager, she needs to come up with ways they can enhance their skills in their downtime.

There have also been difficulties around different communication styles, with staff finding some autistic employees a bit blunt.

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Sheehan encourages all staff to do a neurodiversity 101 training course run by IBM.

“Something may be perceived as rude, but we have to turn that into a positive. It’s good to have someone who is direct, at least we all know what that person is thinking.”

Chris Varney is delighted to see neurodiversity programs in some industries but points out that every autistic person has different interests and abilities.

Some are non-verbal, for example, and not all have the stereotypical autism skills that make them excel at data analysis.

“We’ve seen a big recognition that autistic people are an asset to banks and IT firms, but there’s a lot more work to be done,” Varney says.

“We need to see jobs for a diverse range of autistic people.”

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Fri, 05 Aug 2022 07:00:00 -0500 en text/html https://www.smh.com.au/business/workplace/the-autism-advantage-why-businesses-are-hiring-autistic-people-20220804-p5b767.html
Killexams : The HR Software Market Reinvents Itself

The story is simple and has repeated itself. Just as a cottage industry of online recruitment, learning, and performance management vendors disrupted incumbents in the early 2000s (prompting pushing SAP to pay $3.4 billion for SuccessFactors, Oracle to pay $1.9 billion for Taleo, and IBM to pay more than $1.1 billion for Kenexa), a new set of disruptors are doing it again.

The History: From Talent Management Tools To Integrated Talent Management

First let's look at some history. In the early 2000s, when organizations were using installed HR systems, a cadre of innovative software companies (names like Authoria, Docent, Saba, Softscape, SuccessFactors, and others) built enterprise-class tools to automate talent practices. These systems fell into the categories of applicant tracking systems (ATS), performance management systems (PM) and learning management systems (LMS). Note the use of the word “management” – these tools were focused on automating and managing an enterprise-wide talent processes.

In those days companies typically installed “core HR" systems (e.g. PeopleSoft, SAP, others) and they often ran payroll in house. These HR systems were highly customized, complex, difficult to use, and expensive to maintain. Most were built around client/server architectures, and often came from mainframe heritage.

In the late 1990s as the "war for talent" increased, companies started to snatch up these new talent management systems, focused on automating the processes of recruiting, performance appraisal, and online learning. The talent management market quickly grew, reaching over $2 billion by 2007, and we saw growth rates of double digits year after year.

This was an exciting and innovative period for buyers and investors. Vendors like Authoria, CornerstoneOnDemand, GeoLearning, Learn.com, Softscape, SumTotal, SuccessFactors, Taleo and many others were all growing. As the markets of performance, learning, and recruitment emerged, buyers started to realize that they wanted these standalone systems to fit together. This shifted the market from that of “automated talent management to “integrated talent management suites.”

The idea of “integrated talent management” was everywhere. Companies appointed heads of talent management and senior HR and business leaders started practicing books on the subject (there are now hundreds of books and courses on corporate talent management). I remember early conversations with HR departments and they said "I thought talent management was for Hollywood." It went mainstream.

To help people understand all the software tools Bersin & Associates worked with Bill Kutik to design "shootouts" of these suites at the HR Technology Conference to help people understand what it might be like for performance management, development planning, and other practices to work together. Vendor vision turned into customer demand, and suddenly every HR vendor needed to build a talent management solution.

As vendors grew, the marketplace consolidated (as it always does). SuccessFactors, the pioneer in performance management, built out its recruiting product and later acquired Plateau (a leading LMS provider). Taleo, the pioneer in recruiting, built its performance management product and later acquired Learn.com. ADP acquired Workscape; Ceridian acquired Dayforce; SumTotal acquired GeoLearning, Pathlore, and Softscape; and Kenexa acquired a series of small providers, later to be acquired by IBM. Every HR software company was either buying another vendor or positioning themselves to be sold.

Through strong sales, marketing, and product leadership a few companies became market leaders: SuccessFactors in performance management; Taleo in recruiting; and CornerstoneOnDemand, Saba and SumTotal in learning.

I credit SuccessFactors as the pioneer of this market at the time. This aggressive company popularized the idea of online performance management and heavily pushed the idea of top-down business-aligned goals. (They called their suite "business execution software," conjuring up Jack Welch from GE as a spokesperson). Today, of course, this concept is being totally reinvented, but at that time these concepts were everywhere.

The Shift To Cloud And Core HR

As these vendors grew and the category of integrated talent management became established, cloud computing entered the scene (initially called "on-demand" software). Leveraging this trend, the talent management vendors pointed out that their products were easier to implement than traditional HR software. So they started to compete with core HR providers like Oracle/PeopleSoft, SAP, and ADP. In fact, most big companies buying an integrated talent suite started to ask “why don’t I have all my systems in the cloud, including core HR and payroll?”

 (For those of you not familiar with HR systems, core HRMS and payroll software is dauntingly complex because it has to store all the detailed data about employees, their pay and benefits, compensation history, job history and other essential information. Companies like PeopleSoft, SAP, ADP, and later Workday have invested millions of lines of code in this “system of record” software category.)

Through a bold move by SuccessFactors, this all started to change. SuccessFactors introduced a product called Employee Central, a cloud HR database designed to replace a company's core HRMS. This product, which was little more than an employee directory in its early days, showed buyers they could now buy all their HR software from a talent management company. This move awakened SAP and Oracle (which now owned PeopleSoft), and later helped pave the way for Workday (which was well along with their product plans) to enter the market. (Cornerstone Link, which was just announced this spring, is a similar move in this direction.)

Over the ensuing four to five years the HR software market shifted, and categories of core HR and talent management software collapsed.  SAP acquired SuccessFactors and stated its intention to build out an end-to-end cloud-based HRMS, payroll, and talent management suite. Oracle acquired Taleo and SelectMinds, aggressively redesigned PeopleSoft for the cloud, and introduced Oracle HCM. IBM acquired Kenexa (which owned a highly-scalable applicant tracking systems). ADP acquired Workscape; Skillsoft acquired SumTotal (which had previously acquired Softscape, Cybershift, GeoLearning, and MindSolve). And Workday built out its end-to-end solution, expanding its customer base around the world.

Fig 1: Evolution of the HR Software market in the early 2000s

HR In The Cloud: A Transformed Market

While these software companies were combining, cloud computing was becoming well established. Initially companies were nervous about putting their HR data into the hands of vendors, so they resisted the idea.  But over the next few years, as Workday (“built for the cloud”), Oracle, SAP (SuccessFactors), ADP (always was a cloud company), IBM, and others came to market, buyers realized that cloud was the future.

This led to a rapid period of consolidation (from 2011 to today) where buyers started to replace much of their installed HR software with one or more of these integrated cloud systems. Since most of the ERP vendors now offered talent management as well as core HR and payroll, nearly every buyer decided to select an ERP vendor for their core. And newer HRMS and payroll vendors like Ultimate Software, Ceridian, Namely, Zenefits, Infor, Sage and others came to market and went after other market segments.

(Chapter four of the 2014 Deloitte Global Human Capital Trends was entitled “Race to the Cloud,” describing how rapidly companies have been replacing standalone HR software with integrated cloud platforms.)

Today: Cloud HR Suites Predominate, But None Are Perfect

While it now looks possible to buy everything from one vendor, none have every talent management feature with the same level of maturity. And the concepts and practices of talent management keep changing, so these bigger software vendors have had their hands full keeping up with all the features customers want.

(Oracle, for example, continues to revamp their LMS strategy; Workday’s recruitment product is still relatively new and they have yet to launch their LMS; SuccessFactors’s original performance management product is challenged by competitors as well.)

What about the dozens of standalone talent management vendors? Those that were not acquired (Cornerstone, SumTotal, Saba, PeopleFluent, and many others) continue to sell specialized systems, but their market has become smaller. They now typically sell to smaller companies and focus on coexistence with ERP providers, hoping they can stay ahead.

Well, all this is starting to change. A new breed of HR software vendors has arrived - a generation of what I would call "people management systems."

Innovation Arrives: Next Gen Performance Management, Team Collaboration, Feedback, Video, Goal Alignment, Wellness And More

A new cycle of innovation is here.

While cloud-based HR system consolidation was taking place, businesses tell us they have a new set of problems: employee engagement, driving a high performance culture, creating more feedback and development, and designing a more agile, team-centric organization structure.

As I discuss in “The End of Talent Management, while integrated HR systems are a generally good thing (particularly for analytics), companies no longer see “integration” as their biggest business problem. Today our research shows that companies tend to be focused on issues like revamping performance management, building a more agile organization around teams, improving the capabilities of leadership, improving engagement and retention, and creating an employee-centric learning environment. They want to simplify and Excellerate the employee experience, extend their recruitment products onto the social internet, and make HR software much more focused on employee needs.

And there are a number of emerging important HR applications as well: a need to teach the organization how to build and manage teams, facilitate wellness and fitness at work, and provide always-on feedback and pulse engagement surveys. Almost none of these features were even imagined in the “integrated talent management” tools designed in the early part of the last decade.

Added to this is the fact that today we don’t really use the “web” like we used to. Today people interact with technology through a growing generation of mobile apps. These apps, unlike cloud-based browser applications, can take advantage of location, sounds, and a wide range of new sensors (many of which we will be wearing), making the HR applications of only a few years ago seem old-fashioned and uninteresting. We call this new world of apps, driven by gamification and design thinking, “Digital HR.”

One of our clients, for example, developed a new mobile workforce management application that automatically clocks an employee into a retail location when they walk into a store. Another has developed an onboarding app that continues for the employees’ first 9 months on the job, providing video learning, people to meet, activities to complete, and fun games to participate in throughout their development process.

To be blunt, one could argue that much of the focus on “integrated talent management” over the last 15 years was focused on making HR tools easier for HR people to use, not more useful to employees. Today we want HR technology that delivers a great employee experience and makes our work-life more productive and interesting. We want our HR tools to feel more like Facebook, Twitter, and YouTube and less like training and performance administration.

One of the Digital HR apps at Deloitte is called “spaces,” which lets a consultant find a desk or office in any city in the world, find our peers who are located in the same location, and communicate with peers – all through a mobile phone.

This shift from “cloud” to “mobile” is disruptive. Just as vendors struggled (and some failed) to move from licensed software to cloud architectures, so will we see a new breed of mobile apps disrupt many incumbents again. An “all-mobile” HR platform is now possible, and this kind of solution will likely be very different. Video will be embedded in real-time, the apps will use gamification (points, authority credits, challenges), analytics will be embedded through recommendations and suggestions, and the application will behave differently based on our location and even heartbeat. (I do believe wearables will enter the HR domain quickly, and companies like FitBit, VirginPulse and Limeaid are making this happen today.)

One of our clients recently built an “all-mobile” HR platform which includes vacation planning, employee directory, time tracking, expense management, and virtually everything else their core HR system does. This app is so compelling that more than 20,000 employees downloaded it the first week, making it the most successful HR application the company has ever built.

The look of these apps has radically changed as well, forcing incumbent vendors to rethink their systems. In the old world of applications we had menus, drop downs, tables, panels, and dashboards to help us manage people practices. Today we build apps that let us swipe, pinch, scan, and scroll. Most provide an “activity stream” to show us what other people are doing, they embed video everywhere, and they are graphically stunning and visually exciting.

The mobile experience is slowly “eating” the browser experience: more than 40% of job candidates try to apply through their phones, and more than 60% of all online video is now consumed on mobile devices (Kleiner Perkins Internet Trends). The next generation of corporate learning systems, for example, could look more like BuzzFeed and YouTube and less like a course catalog.)

Think also about the potential for sensors. Our phone knows where we are, how many steps we took, and soon even our voice, heartbeat, and how we feel. (Lots of sleep aid apps now listen to your breathing, for example, and coach you on new positions and techniques to help you sleep).

We recently wrote about the potential for sociometric badges in the article “IoT meets the Quantified Employee.” You can use information about employee tone of voice and motion to understand what causes stress at work, creating a “mood meter” to help you rearrange the office, make meetings better, and identify leadership behaviors that Excellerate engagement. Imagine an employee application that coaches you on management and leadership style, helps you stay relaxed and fit at work, and rates meetings based on their usefulness. All these ideas are now possible.

As this shift accelerates, we can expect incumbent HR vendors to adapt. Oracle, SAP, Workday, ADP, Ceridian, Infor, Ultimate Software, Cornerstone, and most other vendors are now laser focused on mobile versions of their platforms (Workday and SAP now build on mobile first). But are they really designing software that's different? In many cases, no. In most cases (with some exceptions) they are mobile implementations of the web-based systems they spent hundreds of millions of dollars building. So there is lots of room for innovation.

This, of course, has opened the door for disruptive startups. Today there are hundreds of small vendors building new tools to make work better (most are led by technologists who never worked in HR). Many start with a new idea (ie. Team goal management), and then realize that there is a huge domain of HR experience they need to tap into. They are fresh creative thinkers and they are bringing amazing innovation into the marketplace.

Consider the world of recruiting, for example. Many of us who have been in this market for years thought the applicant tracking systems (ATS) market was kind of "done." Well companies like Greenhouse, Lever, SmartRecruiters, and dozens of others are now reinventing the space from scratch – leveraging integrated social tools, video interview technology, and new tools for referral marketing and analytics to reinvent recruitment platforms. Similar vendors are focused on performance and goal management, learning and skills management, social rewards and recognition, and wellness.

So just as the talent management vendors disrupted the ERP vendors in the early 2000s, and were later combined into larger companies, the same thing is happening again - this time led by mobile-first, young new companies that focus on technologies like feedback, video, integrated analytics, and gaming.

What's Really New About These Apps?

As I've had the opportunity to watch this new market grow, I've noticed a clear set of new capabilities these apps typically bring to market.

• Feedback is embedded. Every interaction with these apps lets you provide feedback, comments, or suggestions to others. So as management tools, they create a tremendous flow of comments, suggestions, insights, and feedback between people. This data is used for coaching, assessment, skills development, and of course performance management. One of these startups, Zugata, specifically uses feedback for competency management and development purposes.

• They rely on feeds, not panels. In the web-based HR applications we had lots of tabbed panels to find things. These apps built on the user design of Facebook, Instagram, and Twitter. They use vertical feeds to offer vast amounts of real time information to users. This helps make using them dynamic and interesting.

• They use video extensively. All the new learning solutions (including Workday's new LMS, Oracle's new LMS, and the new capabilities in SuccessFactors and SumTotal) assume that video-based learning is the "primary media." New tools like Grovo and Axonify go even further, enabling you to build "microlearning" experiences that tell you just what you want to know.

• Gamification is built in. None of these new systems are games, but they use the concepts of gamification everywhere. BetterWorks has visual cues (a beautiful tree) that tell you how far you are in achieving goals, giving you incentive to use the app more often. Reflektive and others use points and various forms of accumulated credits to encourage you to come back. Globoforce, Limeaid, and VirginPulse and other social recognition tools provide you badges and other cues to make using them more rewarding and fun.

• Analytics is embedded. These new tools don't focus so much on analytics dashboards and reporting tools, rather they use data to suggest or recommend activity in a useful way.

• Behavioral economics has appeared. Rather than tell you "you have a compliance program to finish," they "suggest" what you should do next. Rather than tell you to "travel less" they show how your travel compares with your peers, for example. These are "nudges" rather than "directives."

• They are simple. These new apps are not cluttered up with dozens of buttons and options. They try to do one or two things well. They are minimalist in their design and require no training to learn to use.

Who Are These Disruptive New Vendors?

My experience studying this marketplace and talking with many of these exciting companies is that they fall into a variety of categories. (And let me warn you, these categories are already starting to merge.) The key categories I see are listed below, with a few of the representative vendors (this is by no means a complete list):

Convergence Of Applications Ahead

Just as the integrated talent management market converged into a set of suites, I see the same thing happening again in the team and app-based HR software market. This time the convergence is even more significant.  The big categories coming together are:

1. Performance management.

2. Engagement and feedback.

3. Wellness, fitness.

4. Always-on learning.

5. Social recognition.

Think about the team-centric work environment of today. You are in a meeting, a team-mate makes a great contribution, you provide the person thanks (in the form of feedback) and recognition (in the form of points), the person gets coaching advice from you and others, and when the manager has his "check-in" the social recognition, feedback, and coaching he receives is all available as part of the conversation.

Then, as the individual logs back into his employee app, the system is smart enough to connect him to others with similar interests, shows him videos of experts on the courses in his feedback, and he or she can sign up for developmental training, or even look at open job opportunities based on his or her interest. And along the way the employee wants to maintain his or her fitness and performance so they sign up for walking or step challenges, inviting others from his team.

One client even wants to take these new employee apps and open them up to customers, so customers can provide "feedback" and recognition points directly to employees. Think about the power of this type of performance review!

It's pretty clear to me, working with all these vendors, that the "wellness" marketplace, which focused primarily on programs to reduce insurance costs, is now starting to converge with the marketplace for employee performance and engagement. In today's always-on environment, our ability to "stay well" and maintain a fit attitude and frame of mind, has a huge impact on our engagement and performance. And the organization must take responsibility for building a work environment which facilitates and supports fitness: from exercise to food to work environment to management.

Who Are The New Winners?

In the last major wave of talent management software, companies like SuccessFactors, Taleo, and Cornerstone emerged from the crowd as highly valued ($Billion or more) vendors, while others were acquired or remained small. In this market reinvention, the same thing is likely to happen: some of these companies will grow, some will be acquired, and others will remain small or disappear.

Buyers, investors, and potential employees want to know - who will most likely succeed?

My experience in the HR software market shows that it typically takes four things to succeed.

• First, the winning companies need a management team that really understands how to position, market and sell their product. The HR marketplace is enormous - virtually every company of every size has an HR department, so it is highly competitive and complex. Winning vendors know how to position themselves well, they hire strong and relevant sales teams, and their executives focus on one segment, industry, or geography. Over my 38 years in the technology industry, I've noticed that sales and marketing always seems to win over the "best product."

• Second, the winning vendors will have product strategies that are relevant and expansive. Every one of these market categories is rapidly changing, so the winning vendors have to develop a highly engaging product that is very easy to use, while simultaneously being ready to expand into new areas as the category changes. The recruiting market is a perfect example: since the original development of the applicant tracking system, features like video interviewing, interview management, sourcing management, candidate marketing, and dozens of new "sub applications" have emerged. The most innovative and fast-moving vendors have stayed up and continue to be relevant to clients year after year.

• Third, the winning vendors will also have a scalable technology architecture and experience building real mobile apps. The new world of HR tools will be app-based and employee-centric, so the winning providers will be able to scan into ERP-scale data management while embedding analytics, video, gamification, and the other disruptive technologies mentioned earlier.

• Fourth, I believe winning HR vendors have patient, and enduring management teams. The HR marketplace is intriguing and attractive to many new entrants, but my experience shows that companies have to really learn the market and patiently build a strong brand. Customer service, company culture, and passion play a major part of success in this marketplace, so I always evaluate vendors based on the level of passion and commitment by the leadership team.

Even with these four characteristics, these fast-growing companies have lots of work ahead. While their marketplace seems hot and exciting today, most HR buyers are conservative and want to buy from well established companies. Vendors have to be aggressive about growth, because every one of the markets I mentioned above is filled with passionate, high-energy vendors. And the big vendors in the market (Oracle, SAP, Workday, ADP, Ceridian, Cornerstone, etc.) are all very experienced and are likely to acquire established vendors as soon as they reach a certain size.

What Should Incumbent Vendors Do?

The interesting part of this market evolution is what the bigger vendors will do. One can always imagine a scenario where Oracle, SAP, Workday and others actually build everything they need to compete in these new markets. While this sounds reasonable, the "innovators dilemma” always seems to take over: bigger providers rarely innovate as fast as a startup. So we can safely assume that as some of these vendors grow, many will be acquired by the bigger players.

Platform As A Service (PAAS) Strategies

If you accept the fact that the HR technology market is reinventing itself, what should the big incumbent ERP-like vendors do? Can they possibly build all the engagement, wellness, performance, collaboration, and analytics apps everyone needs? The strategy that might makes sense for some of the larger HR technology vendors (any HR software company with $200M or more of revenue) is to build an "app marketplace" or “platform as a service” solution. These companies would expose programming interfaces (API’s) to their platforms and work with selected application vendors as partners.

Several vendors are now doing this now:  ADP now has its app marketplace, which has more than 100 solutions available. SAP has announced the HANA Cloud Platform and a partner program to encourage apps built on HANA. Cornerstone has now released Cornerstone Edge, its open platform to enable smaller vendors to build apps and surrounding applications. Each of these vendors have thousands of customers, so any application vendor would do well by joining these marketplaces. Oracle, SAP, and Workday have many technology partners as well, but none have gone quite this far yet. I believe if the market goes as expected, such a strategy makes sense. (Look at how effective it has been for Salesforce.com, which now has thousands of business partners built on Salesforce.)

Imagine if you could go to your existing payroll, HRMS, or talent management vendor and find a family of partners selling wellness apps, engagement apps, feedback apps, etc. on their platform. A learning management systems company might want a family of video sharing tools or video authoring tools or contextual learning tools which plug into their platform. This strategy, becoming a "platform" company, is precisely what companies like Facebook, Google, and Twitter have done - and it often ends up making them even bigger and more profitable companies over time. Vendors who can effectively leverage a platform (Cornerstone's new Platform as a Service strategy, called Edge, is an example), have the potential to scale far beyond the resources of their own R&D.

Disruption Is Coming: Stay Aware

I believe we are in the early days of this shift, but it is starting to accelerate rapidly. I regularly meet with HR technology buyers and senior HR leaders and they are hungry for compelling new employee-centric solutions. Companies of all sizes are now shopping for new apps for recruitment, sourcing, assessment, feedback, performance, employee engagement, and wellness. So while the new generation of vendors are mostly new, disruption starts now.

Sat, 16 Jul 2022 09:54:00 -0500 Josh Bersin en text/html https://www.forbes.com/sites/joshbersin/2016/07/18/the-hr-software-market-reinvents-itself/ Killexams : IBM acquires Databand to bolster its data observability stack

IBM today announced that it acquired Databand, a startup developing an observability platform for data and machine learning pipelines. Details of the deal weren't disclosed, but Tel Aviv-based Databand had raised $14.5 million prior to the acquisition.

Databand employees will join IBM's data and AI division, with the purchase expected to close on July 27.

In a statement, IBM general manager for data and AI Daniel Hernandez said that folding Databand into IBM's broader portfolio would help the latter's customers better identify and fix data issues including errors, pipeline failures and poor quality. The plan is to expand Databand's observability capabilities for integrations across open source and commercial tools, while allowing customers to have "full flexibility" in running Databand either as a service or a self-hosted subscription.

"Our clients are data-driven enterprises who rely on high-quality, trustworthy data to power their mission-critical processes. When they don't have access to the data they need in any given moment, their business can grind to a halt," Hernandez said.

Hernandez sees Databand complementing IBM's existing observability tools, namely IBM Observability by Instana APM and IBM Watson Studio. For example, he suggests, Databand could alert engineers when the data they're using to power an analytics system is incomplete, triggering Instana to explain where the missing data originated and why the system is failing.

"With the addition of Databand, IBM ... is continuing to provide our clients and partners with the technology they need to deliver trustworthy data and AI at scale," Hernandez added.

Databand was co-founded in 2018 by Josh Benamram, Victor Shafran and Evgeny Shulman. As my colleague Ingrid Lunden wrote in her profile of the company two years ago, Databand crunches various pipeline metadata including logs, runtime info and data profiles, and presents it in a single platform alongside data from other sources like Airflow, Spark and Snowflake. The goal is to provide engineers a view of where bottlenecks or anomalies are appearing and the potential reasons why.

Databand managed to attract notable customers including FanDuel, Agoda and Trax Retail. Accel, Blumberg Capital, Lerer Hippeau, Ubiquity Ventures, Differential Ventures and Bessemer Venture Partners were among the early investors.

"You can’t protect what you can’t see, and when the data platform is ineffective, everyone is impacted – including customers," Benamram said in a statement. "That’s why global brands ... already rely on Databand to remove bad data surprises by detecting and resolving them before they create costly business impacts. Joining IBM will help us scale our software and significantly accelerate our ability to meet the evolving needs of enterprise clients.”

Data observability is a burgeoning -- and perhaps even recession-proof -- market. As the volume of data continues to climb, organizations are struggling to manage the health and quality of their datasets (so the vendor narrative goes). Statista estimates that the sector will increase from $12.98 billion in worth in 2020 to $19.38 billion in 2024, buoyed by the growth of startups like Manta, Monte Carlo, Edge Delta and Cribl. Investors poured over half a billion dollars into observability startups in May alone.

In a press release, IBM notes that Databand is its fifth acquisition in 2022. It continues the buying spree Arvind Krishna kicked off when he became CEO two years ago, focused on companies in AI, automation, cloud and IT.

Wed, 06 Jul 2022 12:48:00 -0500 en-US text/html https://www.yahoo.com/video/ibm-acquires-databand-bolster-data-120025555.html
Killexams : What is Cyber Security and Why is it Important?

A student exploring what cyber security is, holding a tablet and standing in front of large machines at his internship.

In recent years, headlines about cyber security have become increasingly common. Thieves steal customer social security numbers from corporations’ computer systems. Unscrupulous hackers grab passwords and personal information from social media sites or pluck company secrets from the cloud. For companies of all sizes, keeping information safe is a growing concern.

What Is Cyber Security?

Cyber security consists of all the technologies and practices that keep computer systems and electronic data safe. And, in a world where more and more of our business and social lives are online, it’s an enormous and growing field with many types of job roles.

According to the Cyber Security & Infrastructure Security Agency (CISA), "Cyber security is the art of protecting networks, devices and data from unauthorized access or criminal use and the practice of ensuring confidentiality, integrity and availability of information."

What Is Information Security?

Information security is the processes and tools designed and used to protect sensitive business information from modification, disruption, destruction and inspection, according to CISCO.

Information security and cyber security are often confused. According to CISCO, information security is a crucial part of cyber security but is used exclusively to ensure data security.

Everything is connected by computers and the internet now, including communication, entertainment, transportation, shopping, medicine and more. A copious amount of personal information is stored among these various services and apps, which is why information security is critical.

Why Is Cyber Security Increasingly Important?

Getting hacked isn’t just a direct threat to the confidential data companies need. It can also ruin their relationships with customers and even place them in significant legal jeopardy. With new technology, from self-driving cars to internet-enabled home security systems, the dangers of cybercrime become even more serious.

So, it’s no wonder that international research and advisory firm Gartner Inc. predicts worldwide security spending will hit $170 billion in 2022, an 8% increase in just a year.

Jonathan Kamyck with text Jonathan Kamyck“We’re seeing a tremendous demand for cyber security practitioners,” said Jonathan Kamyck, associate dean of cyber security at Southern New Hampshire University (SNHU). “Most businesses, whether they’re large or small, will have an online presence, for example. Some of the things you would do in the old days with a phone call or face-to-face now happen through email or teleconference, and that introduces lots of complicated questions with regard to information.”

These days, the need to protect confidential information is a pressing concern at the highest levels of government and industry. State secrets can be stolen from the other side of the world. Companies whose whole business models depend on control of customer data can find their databases compromised. In just one high-profile 2017 case, personal information for 147.9 million people – about half the United States – was compromised in a breach of credit reporting company Equifax.

What Are Cyber Attacks?

Infographic with the text Common Cyber Attack Threats: Malware, Phising, Ransomware, VirusesA cyber attack is an unwelcomed attempt to steal, expose, alter, disable or destroy information through unauthorized access to computer systems, according to the International Business Machines (IBM).

There are many reasons behind a cyber attack, such as cyber warfare, cyber terrorism and even hacktivists, but these actions fall into three main categories: criminal, political and personal.

Attackers motivated by crime typically seek financial gain through money theft, data theft or business disruption. Similarly, personal attackers include disgruntled current or former employees who will take money or data in an attempt to attack a company's systems.  Socio-political motivated attackers desire attention for their cause, resulting in their attacks being known to the public, and this is a form of hacktivism. Other forms of cyber attacks include espionage, or spying to gain an unfair advantage over the competition, and intellectual challenging.

According to CISA, as of 2021, there is a ransomware attack every 11 seconds – a dramatic rise from every 39 seconds in 2019 (CISA PDF Source). In addition, small businesses are the target of nearly 43% of all cyber attacks, which is up 400%.

The Small Business Association (SBA) reports that small businesses make attractive targets and are typically attacked due to their lack of security infrastructure. The SBA also reports that a majority of small business owners felt their business was vulnerable to an attack. This is because many of these businesses:

  • Can't afford professional IT solutions
  • Have limited time to devote to cyber security
  • Don't know where to begin

What Are Types of Cyber Attacks and Threats?

Here are some of the most common threats among cyber attacks:

  • Malware: Malware, also known as malicious software, is intrusive software developed by cyber criminals to steal data or to damage and destroy computers and computer systems, according to CISCO. Malware has the capability of exfiltrating massive amounts of data. Examples of common malware are viruses, worms, trojan viruses, spyware, adware and ransomware.
  • Phishing: Phishing attacks are the practice of sending fraudulent communications while appearing to be a reputable source, according to CISCO. This is typically performed via email or on the phone. The goal is to steal sensitive information such as financial or login information – or to install malware onto a target's device.
  • Ransomware: Ransomware is a form of malware designed to encrypt files on a target device, rendering those files and the systems they rely on unusable, according to the CISA. Once the system has been encrypted, actors demand ransom in exchange for decryption.
  • Viruses: A virus is a harmful program intended to spread from computer to computer, as well as other connected devices, according to the SBA. The object of a virus is to provide the attacker access to the infected systems. Many viruses pretend to be legitimate applications but then cause damage to the systems, steal data, interrupt services or download additional malware, according to Proofpoint.

Who Is Behind Cyber Attacks?

Attacks against enterprises can come from a variety of sources such as criminal organizations, state actors and private persons, according to IBM. An easy way to classify these attacks is by outsider versus insider threats.

Outsider or external threats include organized criminals, professional hackers and amateur hackers (like hacktivists).

Insider threats are typically those who have authorized access to a company's assets and abuse them deliberately or accidentally. These threats include employees who are careless of security procedures, disgruntled current or former employees and business partners or clients with system access.

Developing Cyber Awareness

Infographic with the text Good Security Measures: Downloading the latest patches and software updates, Ensuring data is secure, Make sure employees use strong passwordsCyber security awareness month takes place every October and encourages individuals and organizations to own their role in protecting their cyberspace, according to Forbes, although anyone can practice being mindful of cyber security at any time. Awareness of the dangers of browsing the web, checking emails and interacting online in general are all part of developing cyber security awareness.

Cyber security awareness can mean different things to different people depending on their technical knowledge. Ensuring appropriate training is available to individuals is a great way to motivate lasting behavioral changes.

While cyber security awareness is the first step, employees and individuals must embrace and proactively use effective practices both professionally and personally for it to truly be effective, according to Forbes.

Getting started with cyber security awareness is easy, and many resources are readily available on the CISA government website based on your needs. Whether you need formal training or a monthly email with cyber security tips and tricks, any awareness and training can impact behavior and create a positive change in how you view cyber security.

What Are the Types of Cyber Security?

Here are the most common types of cyber security available:

  • Application Security: Application security describes security used by applications to prevent data or code within the app from being stolen or hijacked. These security systems are implemented during application development but are designed to protect the application after deployment, according to VMWare.
  • Cloud Security: Cloud security involves the technology and procedures that secure cloud computing environments against internal and external threats. These security systems are designed to prevent unauthorized access and keep data and applications in the cloud secure from cyber security threats, according to McAfee.
  • Infrastructure Security: Critical infrastructure security describes the physical and cyber systems that are so vital to society that their incapacity would have a debilitating impact on our physical, economic or public health and safety, according to CISA.
  • Internet of Things (IoT) Security: IoT is the concept of connecting any device to the Internet and other connected devices. The IoT is a network of connected things and people, all of which share data about the way they are used and their environments, according to IBM. These devices include appliances, sensors, televisions, routers, printers and countless other home network devices. Securing these devices is important, and according to a study by Bloomberg, security is one of the biggest barriers to widespread IoT adaption.
  • Network Security: Network security is the protection of network infrastructure from unauthorized access, abuse or theft. These security systems involve creating a secure infrastructure for devices, applications and users to work together, according to CISCO.

Do You Need a Degree To Be a Cyber Security Professional?

A cyber security degree provides an opportunity for students to develop skills and a mindset that empowers them to begin a career in securing systems, protecting information assets and managing organizational risks.

Alex Pettito with the text Alex PettitoAlex Petitto ’21 earned his bachelor’s in cyber security. Petitto always wanted to work within the IT sector, and he chose cyber security because it’s an exponentially growing field. He transferred credits from a community college through a U.S. Air Force program and finished his bachelor's in under two years. "It was much quicker than I thought it would be,” he said.

It didn't take long for Petitto to begin exploring his career options. "Even before finishing (my) degree, I … received multiple invites to interview for entry-level positions within the industry and received three job offers," said Petitto. He decided to remain within the Air Force and transfer to a cyber security unit as opposed to joining the private sector.

Petitto said his cyber security degree opened doors for him in the field – “a monumental goal for me," he said. "This degree was a critical first step for breaking into the industry."

Your cyber security degree program can also connect you with experiential learning opportunities to further your growth as a cyber security professional. For example, the annual National Cyber League (NCL) has a competition wherein students from across the U.S. practice real-world cyber security tasks and skills. SNHU recently placed 9th out of over 500 colleges participating in the NCL competition.

Career Opportunity and Salary Potential in Cyber Security

As companies large and small scramble to respond to the growing threats, jobs in the cyber security field are growing fast. The U.S. Bureau of Labor Statistics (BLS) predicts that employment for information security analysts will grow by 33% through 2030. That’s more than twice as fast as the average computer-related occupation and four times as fast as American jobs in general.

To help fill the need for more professionals in the cyber security world, CyberSeek, a project funded by the federal government and supported by industry partners, provides detailed information on the demand for these workers by state. The tool shows that, across the country, there were 180,000 job openings for information security analysts between May 2021 and April 2022, with only 141,000 professionals holding jobs in the role, reflecting an unfilled demand of 39,000 workers.

“There’s a huge shortfall right now in entry-level and midlevel cyber security roles,” Kamyck said. “You’re looking at demand across all business sectors, with companies of all sizes.

CyberSeek lists the following entry-mid-and advanced-level roles available in the field. Average salaries are based on job openings posted between May 2021 and April 2022.

Entry-level Cyber Security Roles

  • Cyber Crime Analyst: Cyber crime analysts make an average salary of $100,000, and common skills necessary for the role include computer forensics, information security and malware engineering.
  • Cyber Security Specialist: Cyber security certified make an average salary of $104,482, and important skills for the role include information security, network security and information assurance.
  • Incident and Intrusion Analyst: Incident analysts make an average salary of $88,226, and common skills needed include project management, network security and intrusion detection.
  • IT Auditor: Information technology auditors make an average salary of $110,000, and common skills for the role include internal auditing and audit planning, accounting and risk assessment.

Mid-level Cyber Security Roles

  • Cyber Security Analyst: Cybersecurity analysts make an average of $107,500, and the top skills required include information security and systems, network security and threat analysis.
  • Cyber Security Consultant: Consultants in cyber security make an average salary of $92,504 and need skills in information security and surveillance, asset protection and security operations.
  • Penetration and Vulnerability Tester: Penetration testers make an average salary of $101,091 and need skills in penetration testing, Java, vulnerability assessment and software development.

Advanced-level Cyber Security Roles

  • Cyber Security Architect: Cyber security architects make an average salary of $159,752, and top skills for the role include software development, network and information security and authentication.
  • Cyber Security Engineer: Cyber security engineers make an average of $117,510 a year and need cryptography, authentication and network security skills.
  • Cyber Security Manager:  Managers in this field earn an average salary of $130,000, and top skills include project management, network security and risk management.

What Does a Cyber Security Professional Do?

Infographic with the text Types of Cyber Security: Application security, cloud security, infastructure security, internet of things (IOT) security, network securityKamyck said cyber security professionals could play a wide range of roles in a modern company. For example, some small businesses may hire a single person to handle all kinds of work protecting data. Others contract with consultants who can offer a variety of targeted services. Meanwhile, larger firms may have whole departments dedicated to protecting information and chasing down threats.

While companies define roles related to information security in a variety of ways, Kamyck said there are some specific tasks that these employees are commonly called on to do. In many cases, they must analyze threats and gather information from a company’s servers, cloud services and employee computers and mobile devices.

“An analyst’s job is to find meaning in all of that data, see what’s concerning,” he said. “Is there a breach? Is someone violating a policy?”

In many cases, Kamyck said, security certified work with other information technology professionals to ensure a company’s systems are secure. That involves not just technical know-how but also people-oriented skills.

But breaches don’t just take the form of someone hacking into a server. They can also involve customer lists sent through unencrypted email, a password written on a sticky note in a cubicle or a company laptop stolen from an employee’s car.

Depending on their specific role, cyber security professionals must also think strategically. In many industries, companies rely on employees having quick access to highly sensitive data, such as medical records or bank account information.

“The goal is to balance the needs of the company or the organization you’re working for with the need to protect the confidentiality of customer data and trade secrets,” Kamyck said.

Kamyck said people who do well in these jobs tend to be curious, competitive and willing to keep learning to stay up to date with rapidly changing technology. The work draws on multidisciplinary knowledge, and people who continue with the work find there are a variety of directions they can take in their careers.

For example, Kamyck said, if you're interested in the business side, you might become a manager or run audits that let companies know where they need to Excellerate to meet compliance. If you love the adversarial part of the job, you might become a penetration tester, essentially an “ethical hacker” who tests for system vulnerabilities by trying to get through them.

How To Get Into Cyber Security

If you’re wondering how to get into cyber security, it’s clear there are many positions out there. The question is how to make sure you’re a good fit for them. According to BLS, most information security analyst jobs require at least a bachelor’s degree in computer science, information assurance, programming or another related field.

In some cases, the work calls for a Master of Business Administration (MBA) in Information Systems. That degree typically takes an additional two years of study and involves both technical and business management courses.

Cyber security job requirements also sometimes include related work experience. Rather than jumping right into the security side of information technology, you can start as a network or computer systems administrator. Depending on the specific cyber security position, employers may have other job requirements. For instance, keeping databases secure might be an ideal job for someone who’s spent time as a database administrator and is also well-versed in security issues.

Aside from work experience and college degrees, some employers also prefer job candidates who have received certifications demonstrating their understanding of best practices in the field. For example, the Certified Information Systems Security Professional (CISSP) credential validates a professional’s general knowledge and abilities in information security. There are also more specific certificates, which can highlight specialized knowledge of computer architecture, engineering or management.

Whatever path new employees in cyber security want to follow, Kamyck said, those who are willing to make an effort to learn the field will find abundant opportunities.

“There’s needs in government. There’s needs in finance. There’s needs in education,” Kamyck said. “There’s a tremendous unfilled need.”

Discover more about SNHU's online cyber security degree: Find out what courses you'll take, skills you'll learn and how to request information about the program.

Nicholas Patterson is a writer at Southern New Hampshire University. Connect with him on LinkedIn.

Wed, 20 Jul 2022 12:00:00 -0500 en text/html https://www.snhu.edu/about-us/newsroom/stem/what-is-cyber-security
Killexams : Why sponsorship — not mentorship — may be the key to helping women advance their careers

Despite more companies presenting diversity and equity at the forefront of their values, women still find themselves underrepresented at the executive level, and are missing out on the compensation and influence that comes with it. 

Less than 11% of senior executives are women among the world’s largest Fortune 500 companies, according to data from marketing communications firm Weber Schandwick — and that trend isn’t likely to change anytime soon. Fewer women held senior and even junior level positions in 2021 than they did in 2019, according to a study by IBM. To make matters worse, IBM also found that only 30% of junior women managers reported having sponsors or mentors, which can prove essential to career advancement. 

Yet mentorship alone won’t make a big enough difference, says Solange Charas, founder and CEO of human capital analytics company HCMoneyball and adjunct professor at Columbia University. Instead, women need to seek out sponsorship, where the sponsor takes responsibility for helping their sponsee get promoted to higher-level positions.

Read more:'Push for diversity at the executive level': A look at DEI and leadership

“A mentor focuses on your personal and professional development, but a sponsor focuses on your career advancement,” says Charas. “Things have to happen in organizations so that women get sponsorships rather than mentorships.”

Charas has researched why women are underrepresented in senior-level leadership in the U.S., along with Rubina F. Malik, a senior assistant professor of business administration at Morehouse College and learning and development advisor at Malik Global Solutions, and Lauren Ledbetter Griffeth, a leadership specialist for the College of Agricultural and Environmental Sciences at the University of Georgia. 

EBN spoke with Charas, Malik and Griffeth to explore why women may be subconsciously holding themselves back from advancement and success, and how sponsorship can open doors in a professional world that is created for men, by men. 

What is the difference between mentorship and sponsorship?
Malik:  Coaching is about development. Mentoring is about guidance. Sponsorship is about pulling someone up and advocating for them. 

Read more:10 best and worst states for women-owned businesses

Charas: It's passive versus active. A sponsor will introduce you to others and promote you.  People that are sponsored usually go farther than people that are simply mentored. But people who are mentors to others don't expect anything in return, whereas people who sponsor expect something in return. It seems men not only implicitly understand that quid pro quo, but they verbalize it. Women may not recognize that there has to be a quid pro quo and they don't offer it to get a sponsor. 

Griffeth: For example, imagine sitting around the table when the candidate walks out of the room of a job interview. The person who is interviewed has someone at that table who is their sponsor. The sponsor would say, ‘You need to hire this person. They're awesome. I have a relationship with them. I've seen their work.’ 

How does gender play a role in the way women approach career advancements? 
Charas: Women tend to skew more towards being focused on the benefit of the collective. You can think about it as the hunter-gatherer difference. Women work in teams, while men remain individually focused even while part of a team. Speaking in broad generalizations is always dangerous, but this is the world we live in. 

Read more:The top 10 CEOs, as rated by women employees

Griffeth: What I’ve noticed is how all these women, who were my peers, have entry-level positions and mid-level positions, but not executive-level positions. A woman who I knew was exceptionally talented, lost a higher-level position because they gave it to a guy who had relationships she didn’t have. When it comes to sponsorship and mentorship, these women were getting mentored to be trained to be in this role, when they really just needed somebody to advocate for them. 

Malik: Women tend to work hard so they can be seen and rewarded, versus asking to be rewarded. I have a friend and peer, and he applied to be a CEO. I thought to myself, ‘But he doesn’t even have CEO experience.’ I say this to him, and he just says, ‘Well, they can say no to me.’ Meanwhile, if I don’t have one little thing, I won’t apply.

How have you seen this mindset reflected in your own lives and the lives of your peers?
Charas: I was a senior executive in a company as head of HR. I saw all the salaries, and I was the only woman on the executive management team of eight people. If you averaged out all of the salaries of the eight people, I got paid 50% of the average. I lived with it. I didn't say anything. 

Malik:  I remember my boss when I was in HR. She fought to have a seat at the [executive] table. It took her over 20 years. 

Griffeth: That’s because HR is usually considered the “woman position” on the executive team too. That’s the executive role we get to do.

In my own field, there are only 14 women who are deans of colleges of agriculture [in the U.S], and 150 positions women could possibly fill. I asked them about critical incidents that influenced their leadership. Women who have survived are extremely tough. They had to prove themselves over and over again. They've gotten multiple advanced degrees. They published 20% more papers than someone else that entered that role. They would cut their hair and not wear makeup because they didn’t want to appear feminine. They even tried to lower their voice tenor. 

What is your advice to women as they work to accelerate their careers?
Charas: We are trying to signal to women that you may have to behave differently in the world until we get more women in senior leadership roles where women can help women — and not because they want something in return. But we can't change the system from the outside.

Read more:20 cities with the smallest and largest gender pay gaps

Personally, I don't think I ever had a sponsor because it's not in my nature to promise something that I don't know for sure that I can deliver. I've always come to relationships asking if this is the right thing to do for everybody involved. But that’s not the same game men are playing. Women need to know how to play the game so that there are enough women that get promoted so that we can change the system.

Malik: We're in a world where there aren’t many women here to pull somebody up. Old white men reach down and pull people from in their community and from people who look like them. More CEOs and higher-ups need to be allies for women. Put them in the spotlight and get them opportunities to be seen. 

Charas: When women are elevated, society is elevated, which means men benefit as well. We need to do this as a partnership and we need men to be our allies. We're not fighting against them. We are fighting for parity. 

What kind of advice do you wish you could have given yourself when you first started your career?
Malik: Ask for what you want and negotiate.

Charas: Don’t dumb yourself down. There's no reason for you to play small because you're a woman. Play big. 

Griffeth: You’re ready. We are questioning ourselves all the time, but you're ready. You have probably prepared, worked harder and gotten yourself farther than you ever could have imagined.

Thu, 14 Jul 2022 17:30:00 -0500 en text/html https://www.benefitnews.com/news/why-sponsorship-is-better-than-mentorship-in-womens-careers
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