Monday, 31 July 2017

Blog No Baap

Fake News Is Everywhere and It Can Hurt Your Brand


Fake news has become a cause du jour.

A hand-wringing, holier-than-thou, accusation-laden, finger-pointing cause.

Yet, let’s be honest…clearly there is 100% fake news out there, as there has always been.

Some of it is propaganda (a la Orwell’s 1984), has no basis in anything, with a desire to disrupt in big and dangerous ways, and the Sherlock Holmeses of the world are immersed in trying to discover the truth about the fake.

Some of it is fake for fake’s sake…often financially driven and with no basis in ideology or desire to effect anything but a bank account.

Some of it is ideological, is focused on specific people or events, seems plausible and is targeted towards advancing a cause.

The issue is neither right nor left wing, old or new media, digital vs analog…it is simply about what we as listeners or readers or watchers are ready to believe and open to accept.

If we are truly honest and open, the single biggest contention is that my fake news might actually be your truth…Read The New York Times everyday…whatever your politics… and I guarantee that no matter your view, this point will be made.

Frankly, therefore, I don’t believe that Facebook or Google can control fake news the way they need to or control hatred and terrorism, racism and religious bias, homophobia, hurtful pornography and anything else that is abhorrent to our, yes, view of people being created equal and having the right to pursue happiness, if you will. Knee-jerker alert: Western view? Not so clear, but in any case, the companies in question are…so if you use them, you are subject to the rule.

As I have written before, we are our own enemy here. We need to educate ourselves and our children and grandchildren in how to think, understand, parse, judge and otherwise separate truth from half-truth and outright fiction.

And it seems that the FTC (Federal Trade Commission of the United States) has, maybe inadvertently, entered the fray with what I consider to be an important salvo in limiting “fake news.”

The celebrity endorsement has, I imagine, been a part of our human experience, since…well…people looked to see who made Moses’ sandals, Arthur’s sword or Abe Lincoln’s stovepipe hat.

In the UK, having the stamp of supplier to the Royal Family has always been a verifiable source of celebrity endorsement, and of course, we know that sports teams and athletes get paid huge sums to endorse and wear products.

And throughout the ages, no doubt, there have been famous…true…stories of celebrities…who advertising and WOM identified with specific products, services, restaurants, hotels, cars…whatever…getting caught out when they were seen drinking another cola, driving a different brand of car, wearing another type of athletic shoe…you get the point and know what I mean.

Back to the FTC:

The FTC is cracking down on “influencers” — pop stars, athletes and musicians who promote products on social media without disclosing that they are being paid for their endorsements.

The FTC said Wednesday it had sent some 90 warning letters to influencers and marketers reminding them that they must “clearly and conspicuously disclose their relationship to brands” when paid to promote them on Instagram or other social media.

It marked the first time the FTC has specifically warned the celebrities themselves.

The warnings come in response to a complaint filed last September by Public Citizen and three affiliated watchdog organizations that asked the federal agency to investigate ties between 113 influencers and their products for possible noncompliance with disclosure regulations.

“The ‘influencer’ industry on Instagram represents one of the most prominent and ethically egregious violations of FTC policy,” said the complaint filed by the watchdog groups.

Cosmetics and beauty companies appeared to be among the worst offenders, Public Citizen said in its complaint, but it also questioned fashion houses, footwear makers, alcoholic beverages and energy drinks.

The targets of the complaint included such boldface names Kardashian, Rihanna, Victoria Beckham, Vanessa Hudgens, Lindsay Lohan and Jenny McCarthy.

Fake news?

I’d say so.

The rules are very specific and were put in place to make sure that as we ogled their Instagram, Snapchat and Facebook posts, we would know who was paid and who wasn’t.

Over the past five years – the length of time since the last update – the FTC has issued warnings, but has not taken any real action against brands that have violated their guidelines.

This update, however, may be an indication that they’re going to stop simply slapping wrists and start truly cracking down. And an ominous statement issued by the FTC may confirm this suspicion: “We have given guidance. You are all on notice.”

Read carefully, this is, in fact, fake news as bad and potentially damaging as any. From AdAge:

Snapchat star DJ Khaled raves about Ciroc vodka. Fashion lifestyle blogger Cara Loren Van Brocklin posts a selfie with PCA Skin sunscreen. Internet personality iJustine posts Instagrams from an Intel event. Missing from their messages: any indication about whether they’ve been paid. This uptick in celebrities peddling brand messages on their personal accounts, light on explicit disclosure, has not gone unnoticed by the U.S. government. The Federal Trade Commission is planning to get tougher: Users need to be clear when they’re getting paid to promote something, and hashtags like #ad, #sp, #sponsored — common forms of identification — are not always enough. The agency will be putting the onus on the advertisers to make sure they comply, according to Michael Ostheimer, a deputy in the FTC’s Ad Practices Division. It’s a move that could make the posts seem less authentic, reducing their impact.

“We’ve been interested in deceptive endorsements for decades and this is a new way in which they are appearing,” he said. “We believe consumers put stock in endorsements and we want to make sure they are not being deceived.”

And of course, despite the hard work at making it look so real and organic there is always the f***up. From Digiday:

Influencer marketing continues to heat up on Instagram thanks to the platform’s new algorithm that rewards brands’ relationships with social media stars. But brands and the influencers themselves often run into problems in the still-nascent area thanks to miscommunication, inexperience and conflicting objectives. There are even instances in which influencers simply copy and paste marketing instructions from the brands that they represent.

Make no mistake…if you are concerned about fake news, if you are a brand or a media outlet that has made the commitment to pull ads or limit distribution because of your commitment to your consumers and you aren’t paying attention to this form of fakery, we will never solve the problem.

An ad is an ad. We get the context. Suggesting that some celeb endorses something, simply because they love it and want to share that love is fake news at its worst.

Bottom line?

As Orson Welles once said: “Fake is as old as the Eden tree”.

We need to work at it. Invest the time in fixing what we can and teaching critical thinking for the parts we can’t…

We need to put value on truth. Because as Thomas Paine said, “What we obtain too cheaply, we esteem too lightly.” Or as we might articulate it in our time:

“If the price is very cheap then it’s almost certainly a fake.” – David Russell

If we don’t take the time
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Sunday, 30 July 2017

Blog No Baap

Learn a language while you wait for WiFi


CSAIL tool integrates with email and web browsers to harness micro-moments.

Hyper-connectivity has changed the way we communicate, wait, and productively use our time. Even in a world of 5G wireless and “instant” messaging, there are countless moments throughout the day when we’re waiting for messages, texts, and Snapchats to refresh. But our frustrations with waiting a few extra seconds for our emails to push through doesn’t mean we have to simply stand by.

To help us make the most of these “micro-moments,” researchers from MIT’s Computer Science and Artificial Intelligence Laboratory (CSAIL) have developed a series of apps called “WaitSuite” that test you on vocabulary words during idle moments, like when you’re waiting for an instant message or for your phone to connect to WiFi.

Building on micro-learning apps like Duolingo, WaitSuite aims to leverage moments when a person wouldn’t otherwise be doing anything — a practice that its developers call “wait-learning.”

“With stand-alone apps, it can be inconvenient to have to separately open them up to do a learning task,” says MIT PhD student Carrie Cai, who leads the project. “WaitSuite is embedded directly into your existing tasks, so that you can easily learn without leaving what you were already doing.”

WaitSuite covers five common daily tasks: waiting for WiFi to connect, emails to push through, instant messages to be received, an elevator to come, or content on your phone to load. When using the system’s instant messaging app “WaitChatter,” users learned about four new words per day, or 57 words over just two weeks.

Ironically, Cai found that the system actually enabled users to better focus on their primary tasks, since they were less likely to check social media or otherwise leave their app.

WaitSuite was developed in collaboration with MIT Professor Rob Miller and former MIT student Anji Ren. A paper on the system will be presented at ACM’s CHI Conference on Human Factors in Computing Systems next month in Colorado. 

Among WaitSuite’s apps include “WiFiLearner,” which gives users a learning prompt when it detects that their computer is seeking a WiFi connection. Meanwhile, “ElevatorLearner” automatically detects when a person is near an elevator by sensing Bluetooth iBeacons, and then sends users a vocabulary word to translate.

Though the team used WaitSuite to teach vocabulary, Cai says that it could also be used for learning things like math, medical terms, or legal jargon.

“The vast majority of people made use of multiple kinds of waiting within WaitSuite,” says Cai. “By enabling wait-learning during diverse waiting scenarios, WaitSuite gave people more opportunities to learn and practice vocabulary words.”

Still, some types of waiting were more effective than others, making the “switch time” a key factor. For example, users liked that with “ElevatorLearner,” wait time was typically 50 seconds and opening the flashcard app took 10 seconds, leaving free leftover time. For others, doing a flashcard while waiting for WiFi didn’t seem worth it if the WiFi connected quickly, but those with slow WiFi felt that doing a flashcard made waiting less frustrating.

In the future, the team hopes to test other formats for micro-learning, like audio for on-the-go users. They even picture having the app remind users to practice mindfulness to avoid reaching for our phones in moments of impatience, boredom, or frustration.

“This work is really interesting because it looks to help people make use of all the small bits of wasted time they have every day” says Jaime Teevan, a principal researcher at Microsoft who was not involved in the paper. "I also like how it takes into account a person’s state of mind by, for example, giving terms to learn that relate to the conversations they are having."
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Saturday, 29 July 2017

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Proud moment for India: ISRO will soon be able to launch four-ton class of satellites


ISRO plans to undertake next month the first developmental flight of a "game-changer" rocket capable of launching four-ton class of satellites from Sriharikota spaceport, says its Chairman A S Kiran Kumar.

Indian Space Research Organisation plans to undertake next month the first developmental flight of a "game-changer" rocket capable of launching four-ton class of satellites from Sriharikota spaceport, says its Chairman A S Kiran Kumar.

ISRO rockets (launch vehicles) at present have the capability to launch satellites up to 2.2 tons; it depends on international launchers to orbit satellites heavier than that. "Next month, we have scheduled the launch of GSLV-Mk III-D1", Kiran Kumar told PTI.

The Bengaluru-headquartered space agency plans to undertake the second developmental flight within a year. "By the time two developmental flights are over, we will be working towards making more launches so that it (GSLV-Mk III) becomes operational", he said.

ISRO views operationalisation of this rocket as a "game-changer" for it, he said. "Once we build our own four tonne capacity, we will be able to significantly reduce our launch from outside; then we are also looking at building satellites within that four-tonne capacity, so that you can do all the launches within the country," Kiran Kumar said.

The GSLV-Mk III-D1 launcher would carry GSAT-19 satellite which has a mass of 3200 kg. The satellite would carry Ka and Ku band payload along with a Geostationary Radiation Spectrometer (GRASP) payload to monitor and study the nature of the charged particles and influence of space radiation on spacecraft and electronic components.

The satellite would employ advanced spacecraft technologies including bus subsystem experiments in electrical propulsion system, indigenous Li ion battery and indigenous bus bars for power distribution, among others.
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Friday, 28 July 2017

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10 Millennial Personality Traits That HR Managers Can’t Ignore


91% of Millennials expect to stay in their current job for 3 years or less, with 45% of companies reporting higher turnover rates among this group vs. other generations.

They have no problem leaving a job for one that will be more accommodating to their personal values and ambitions, holding these at a premium over career advancement in their current company.While Millennials are ambitious to move up in their careers, loyalty to the organization is not a particularly strong value.

If this is setting off your alarms, you are not the only one. Many hiring managers are concerned with the rapid job turnover of Millennials. You already know the impact of losing an employee after a short time after having invested in their learning and development.

It is critical to understand that Millennials behave differently, and need different types of solutions to stay engaged at work.

Here are 10 key personality traits human resources managers and learning and development professionals should understand when cultivating today’s Millennials to be tomorrow’s business leaders.
1. Millennials Are Motivated by Meaning

What else do they want for career happiness? Millennials are constantly on the lookout for a job that provides more “meaning”. What does “meaning” mean, exactly? Through interviews, Fast Company uncovered that meaningful work allows you to:

Share your gifts
Make an impact in the lives of others
Live your desired quality of life.

Getting these three components to align is the goal, but it’s certainly not easy.

Millennials derive a sense of meaning from helping others, with 84% agreeing with the statement “knowing I am helping to make a positive difference in the world is more important to me than professional recognition.”

Finding meaning in their work isn’t just a “wouldn’t it be nice” factor – it’s fundamental. 77% of Millennials stated that their ability to excel in their job is contingent upon deriving meaning from their work. Unfortunately, less than half report feeling that they actually get this sense of “meaning”. Clearly, the structures currently in place by most organizations to motivate Millennials simply aren’t cutting it.

According to the 2013 Millennial Impact Research Report, organizations will know their message is resonating when Millennials are compelled to share their content. It’s an instant feedback loop that tells organizations what this audience finds interesting and worth disseminating. Sharing, in fact, is a form of indirect advocacy, in that it furthers education about the cause and draws other people to the issue.
2. Millennials Challenge Hierarchical Structures

Millennials aren’t afraid to share their opinions and ideas, nor challenge those of their superiors. This comes not from a disdain for authority, but from the notion that the best possible outcome for the company will come from listening to everybody’s point of view.

They prefer a cross-functional way of working that transcends the constraints of rank, genuinely believing this is better for the business than blindly following orders passed down from the top of the totem pole.
3. Millennials Want a Relationship with Their Boss

Millennials want a manager that they can regard as a mentor, even a friend. They want to feel comfortable asking for feedback and advice, and establishing a rapport of frequent communication.

They work best in companies where they feel they have a “work family”, with coworkers and superiors looking out for them as individuals, not just trying to retain them as a “resource”.
4. Millennials Are Tech Savvy, To Say The Least

Millennials breathe technology – though that may be an understatement… 53% of millennials said they rather get rid of their sense of smell than their digital devices!

These “Digital Natives” grew up playing educational games in middle school and expressing themselves on social media in high school. In the work setting, Millennials don’t just approve of using social media, they insist on it, with 56% saying they would not accept jobs from companies that ban social media.

They disagree with the notion that social media is a productivity-suck, having a keen understanding on the many ways that it can support a company’s business goals. Millennials have a firm grasp on how to use these tools to do things like build relationships, crowdsource solutions, and research information on demand.
5. Millennials Are Open to Change

Millennials don’t agree with doing something a certain way just because that’s how it’s always been done. They recognize that the business and technology landscape is constantly changing, and that our ways of working should change with them.

This gives them the reputation of sticking their nose up at the status quo, but with how quickly things are changing – is this really a bad thing?
6. Millennials Are Task (Not Time) Oriented

69% of Millennials say they believe office attendance on a regular basis is unnecessary and 89% prefer to choose when and where they work rather than being placed in a 9-5 position. This is because they measure productivity by work completed, not by time spent in the office.

They see no point in tracking an employee’s “facetime”, finding more importance in the actual value that he or she delivers to the organization. They are comfortable telecommuting and don’t mind working late nights and weekends, while recognizing the importance of taking personal time to recharge, for themselves and for their work.

The ability to be flexible with when and where they do their work allows them to make more room for family and personal pursuits, aspects which they hold in high regard. For this reason, 45% of Millennials will choose a workplace with more flexibility over one with higher pay.
7. Millennials Have a Hunger for Learning

Just because Millennials are out of college, doesn’t mean they want to be done with learning. They are eager to continue expanding their skill sets and amassing knowledge, holding intellectual stimulation as a top factor in workplace motivation.

Beyond understanding how to perform a task – Millennials want to know why. 95% said that they are motivated to work harder when they understand the importance of a particular task within the context of the company’s big-picture goals.

Also, social media is a key channel for learning and information transfer. According to the 2013 Millennial Impact Research Report, Millennials who want constant updates on an organization no longer rely on or return to websites to receive that information. Instead, they use websites first to learn about the organization, and then to connect with its social networks to stay updated. The smoother and more integrated the online experience, the better.
8. Millennials Crave Constant Feedback

80% of Millennials said they want to receive regular feedback from their managers. They don’t want to have to wait for their mid-year review, preferring to receive bite-size feedback more often. They want to have clarity on how they’re doing day-by-day, seeing performance management as an ongoing journey, vs. a one-off event.
9. Millennials Want Recognition

Millennials also expect recognition for their hard work and accomplishments, with 89% saying a reward should be given for a job well done. This isn’t because this generation is needy and self-centered, rather – it’s because they crave indications that their superiors approve of their work. Unlike previous generations, they’re not holding off for the promotions and raises promised down the road – they want to know if they’re being successful today.
10. Millennials (Don’t Just) Want To Have Fun!

Arguably, everyone wants to have fun – but Millennials want and even expect it in the workplace. With their less formal, task-oriented approach to work – they want to be able to have light moments in the workplace. This shouldn’t be confused with laziness or lack of professionalism – indeed, Millennials find business value in bonding with teammates and taking a break for creative inspiration.

Not surprisingly, 90% of Millennials want their workplace to be social and fun, and 88% say that a positive company culture is essential to their dream job.
Next Steps for Learning and Development Professionals

So what does this mean for learning and development professionals? You can start by nailing down the following points for a successful Millennial learning and development plan described in this recent report by PWC:
Provide mentoring and coaching

Millennials respond well to mentoring from more experienced employees. They would like to see their manager as a coach who supports them in their professional development – just keep in mind that they generally prefer to learn by application than by being told what to do.
Set clear targets and offer regular and structured feedback

Millennials welcome and expect detailed, regular feedback. 51% of those questioned said feedback should be given very frequently or continually on the job and only 1% said feedback was not important to them. That’s huge!
Cultivate an environment of continuous learning 

Millennials expect ongoing learning as they enter the workplace and spend a high proportion of their time absorbing new information. 35% said they were attracted to employers who offer excellent training and development programs for this reason and saw it as the top benefit they wanted from an employer.
Invest in learning technology

Millennials respond well to a range of digital learning styles and delivery methods, which might include online learning modules, webinars or interactive game-play. They are innately collaborative and accustomed to learning in teams and by doing.
Offer training in workplace behavior and culture 

Human resources leaders have found that millennials often require training in fundamental workplace behavior and culture. Because they are accustomed to instant responses when they chat with friends via text, they may not realize that older workers do not always treat messages with the same urgency.

By understanding the personality traits outlined above, companies can address the professional values that make this demographic so different from past generations.

Stay tuned for our next post covering more actionable advice on developing training programs for your millennial workforce.
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Wednesday, 26 July 2017

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One Boomer’s Advice To Millennials


With the Millennial Generation now representing nearly 45% of the U.S. workforce, it’s clear we are experiencing a huge cultural shift. And while these younger workers may report to other Millennials, Generation Xers or Baby Boomers, there are certain protocols they should consider as they navigate their careers.

The Baby Boomer generation was largely responsible for launching the technological age we now take for granted. This required that Boomers continually adapted to change in order to stay relevant as the workplace became more technologically mechanized.

Millennials, on the other hand, don’t know life without computers and the Internet. But that doesn’t mean they don’t also need to continually adapt to change. In fact, it may be that their generation has experienced and will continue to experience more and more rapid change than those who preceded them.

Adapting to change should ultimately be seen as a way of being. This is not only true with regard to technological skills, but also business processes and the skills of interpersonal relationships, leadership development, and other soft skills. Lifelong learning requires maintaining curiosity and a beginner’s mind.

With that, I offer a few thoughts on what may be helpful to Millennials as they navigate the workplace not only with outgoing Baby Boomers, but also Generation Xers and their fellow Millennials.
Communication

Communicating effectively requires choosing the appropriate medium and using the correct message. Don’t assume that an emoji-ridden text message will be appropriate when in fact a face-to-face conversation is necessary. And a true conversation requires listening as well as speaking. It demands your full attention to be most effective. While everyone lists “excellent communication skills” on the resume, very few people are truly excellent at it. Make it a practice to continually hone your ability to write, speak and listen effectively.
Collaboration

Unlike previous generations, Millennials have been taught from early on to work and learn in groups. Collaboration is especially valuable in today’s workplace because most of the work is completed by groups of people. These groups are also more diverse and your ability to get along with your coworkers will determine how effective the group is at accomplishing its goals. This will require shared respect, trust, and effective communication. Make it a practice to continually learn how to navigate these relationships effectively.
Accountability

The modern workplace requires more self-reliance and therefore it’s important for you to take responsibility for your career. Accept that no one is going to determine your success or failure more than you are. While you will likely always have a boss, it is up to you to determine the level of direction and support you need in order to succeed at what you do. You need to take responsibility for continually communicating this to your boss. And understand that though you may be used to and feel you require constant feedback for how you’re doing, that may not be a priority or general practice of your boss. Be accountable for what you need to do your job and to advance your career.

Finally, as I’ve learned in my nearly 40 years of work, it is vitally important to stay authentic and live your values. There may be a time when you will need to make a change because where you work or what you do comes in conflict with who you are. Life is short and therefore you should do whatever you need to do to align who you are with what you do. And remember: Love people and use things. Because the opposite never works.
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Tuesday, 25 July 2017

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Quick Start with Gulp

This his article is about how to start with gulp process as a beginner. It is a simple step by step guide to install and start with gulp.
Before we jump into the process, lets get to know a little about Gulp.

What is Gulp?Gulp is a build tool or simply a toolkit which helps to automate your repetitive set of tasks (known as task-runners) in your development work. These tasks can be anything such as compiling CSS preprocessors, JavaScript or image files, building a project and deployment of the files in a separate folder, browser reloading, minification and so on. Basically these development tasks are time consuming or tedious and Gulp does it all for us. We will not get into how all this work as of now but remember it works with package managers and handles front-end tasks.

Getting started with Gulp
1. Install Node.jsAs I mentioned Gulp works with a package manager npm. Node is server side package manager.

First step is to make your environment ready for Gulp. Download Node.js from its site here.

Install with the install wizard. Once you have Node installed, open up your terminal (command or powershell) and check few things. You should be able to type node -v in prompt which should see something like 'v6.10.3' or whatever version you installed. Likewise, you can also detect npm version by typing npm -v in terminal. npm gets installed with Node itself.

2. Install GulpNow, you need to install Gulp globally. Execute this command in the terminal npm install -g gulp. If you have Mac or Linux it will need extra sudo keyword to install Gulp. Once installed, again just check to see its version by typing gulp -v in command line.

This install command uses Node Package Manager (npm) to install Gulp on your system. The -g flag in this command tells npm to install Gulp in global directory allowing you to use the gulp command anywhere and in every project later.

3. Define folder structure
Define a proper folder structure. Here we will assume we have below structure in our working directory.

Suppose you have your HTML site ready, a root folder is "projects", point to this directory in CLI (command line interface). Inside "projects" we have "dev" folder where we have all development files. "depl" folder will store all deployed files. So the final output will be rendered from here.


4. Drive to your working directoryFrom within this directory, run this command npm init. So we are initiating nmp in this "projects" folder. The output should be like below. It renders project name, version and so on, don't worry much about these just hit enter unless you reach the last line as shown in below image.

This process creates package.json file in the same folder. It stores information about the project, like the dev dependencies. In below screen, see 'devDependencies' which indicates it requires gulp.

Once package.json file is crated in your working directory, install gulp for this directory by using following command.
npm install gulp --save-dev



So first time we installed gulp globally and this time locally, just for "projects" directory. When the command has executed, you can see "node_modules" folder created in the "projects" directory created by Gulp. Notice that "node_modules" folder in first screen. Inside "node_modules", you should find another folder called "gulp".

Other two files created are "gulp.env" and "gulp.config" in the root folder.

Almost done! We are all set up to start working with gulp now.

5. Create gulpfile.js and your first taskThis is a configuration file which should lie in the root of your project folder. A basic gulp file looks like this:

You can create this in any editor like a JavaScript file or from CLI type "touch gulpfile.js". This gulpfile wont do anything because we need to write tasks in it yet.

The first task would be:
var gulp = require('gulp');

The require statement tells Node to look into the "node_modules" folder for gulp package. Once the gulp package is located, it assigns its contents to the variable gulp.

We can now begin to write a gulp task with this gulp variable. Lets create a simple task to test. As you might noticed in above screenshot, it has a basic task as,

gulp.task('hello', function() {
console.log('Hello world!');
});

gulp.task – defines a new task with a name. In above case "hello" is a [task-name].

Now run this task in command line to execute. Write gulp hello in terminal. It should return a log that says Hello world!

Gulp provides other additional gulp methods like we used gulp.task above which we may learn in future posts.

Thus we're set up with our first gulp task. Real tasks will be more complex than this though.

A real job starts after all these setup where you need to create some gulp tasks which will automatically preprocess your saas files for example or any other task which you want to automate in development process. The more complex part of gulp, its tasks, and about other files in the root directory will be explained in future posts soon.
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Monday, 24 July 2017

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24-Year-Old CEO Shares His Six Tips For Managing Millennials


When Mike Clum started his video-production company, Clum Creative, he was 18 and was ready to tackle the world. Six years and 15 hires later, the 24-year-old CEO has seen the best and the worst of hiring gen z and millennial employees.

Today he leads a team of gen zers and millennials between the ages of 19 and 27 who work together to create intricate creative videos for mid sized and Fortune 500 corporations.

Here’s a millennial’s view on managing millennials. This 24-year-old CEO has six tips for successfully hiring and leading the up-and-comers of our generation.
1. Craft A Future That Gets Them Excited

Young people come out of college ready to do big things. And while making money is a factor, it’s not the main motivator for most young people when they’re considering joining an organization.

Without mortgages or kids holding them to a specific place or time, young people hit the workforce wanting to join something bigger than themselves. According to Clum, in order to sell them on your organization, you have a paint a clear picture of an exciting future.

From day one, you have to make sure your team clearly understands where your organization is headed, both in the short term and the long term. As a leader, you have to not only create the future plans, but be an expert at communicating them with others.
2. Create Structure

Young people aren’t stupid, and a big vision and bold mission statements aren’t enough in themselves. You need a clear and distinct structure that can be followed day after day, and that will lead to long-term success.

Clum says 5-year targets should stem from annual targets, which should stem from quarterly targets, and so on, all the way down to monthly, weekly and daily targets. Every single person in the organization should clearly see what the next steps are, and how they play a part in building that long-term success.

“For Clum Creative, our structure is an annual business plan which fuels quarterly alignment meetings, coupled with a two short weekly meetings,” he said.

“In these weeklies, we track individual performance data and statistics on all aspects of the business, showing what’s working and what’s not. This data goes into a scorecard where everyone can see clearly how they’re performing and how it affects the overall track to success.”

Clum says this allows them to solve problems simply and takes the guesswork out of what needs to be done. For young people, seeing these numbers helps educate and provide context on what to focus on. When targets are hit each week, it makes the long-term visions even more tangible, because they can see them coming alive in real time.
3. Don’t Just Say Yes Or No — Educate And Give Context

Coming out of school, it’s impossible for a young employee to understand all aspects of your business and how they affect each other. Unless you want mindless drones walking around, you need to be an educator, not just a manager.

“When people bring you ideas or ask you for approvals for purchases, don’t hit them with a rash no or dismiss them,” said Clum. “Instead, take the extra 20 to 30 minutes and ask them questions and try to get their rationale and thoughts out on the table.”

Try to empathize with your employees before giving your thoughts. If the idea is great, let them run with it. If it’s not, continue to ask questions and get to the root of what they are committed to, and coach and probe other ideas that they come up with.

Your job is to facilitate critical thinking, and to educate and empower them to find the right ideas — not to say yes or no.
4. Lead By Example

Young people pick up inconsistencies quickly and dislike inauthenticity in leadership. If you’re going to ask someone to do something, they have to believe you’re willing to do it right along with them.

“Whenever someone on my team isn’t performing, typically it’s not laziness; it’s usually when I’m in ‘boss mode’ and not ‘leader mode,’” says Clum.

“Why should they work hard on a task if they never saw me doing it? There’s rarely respect for my requests when I’m not leading by example. If I ask someone to make 50 cold calls a day, and they’ve never seen me make 10, why should listen to me? Once I got that and shifted my behavior, so did our team. What I found was millennials aren’t lazy, their managers are.”

The key is to instill respect in your requests by being willing to go all in, and do whatever you would ask someone else to do. Lead by example and practice what you preach. If you don’t, the hungry millennial will call you out or walk out.
5. Allow Them To Be Leaders

Young people want to be challenged and prove that they can perform at a higher level. They don’t want to be held back, and this means you have to trust them enough to put them in position to do bigger things.

“Early on, I hired people out of college and I never let them take on important projects because I assumed they were too young and inexperienced to do this,” Clum explained. “And of course, they all either ended up not growing or leaving the company.

“Eventually, as I matured and started to be less selfish on opportunities, I was able to see the amazing potential of the untapped young person. Once I sold myself on my team and actually opened up, people started to take responsibility and create work that was better than mine. The company actually started to grow, customers were happier and things got more fun.”

According to Clum, you should give millennials big and meaningful projects and couple that with your 100% support in making them a success. Look them in the eye and let them know you believe in them, and that they can do it. Sometimes they can’t, but more often than not they’ll crush it.
6. Consistent One-On-Ones

People under 25 have brains that are still maturing. They are still trying to figure out what they want to do with their lives, and even if they are working for you, you can bet they have a voice in the back of their mind asking “Is this really what I want to be doing?”

As a manager, you need to make sure you dialogue with employees on a consistent basis. So, while most performance reviews happen annually or quarterly, as an employer of younger people, you should hold monthly one-on-one performance-review meetings with all your employees.

According to Clum, in these meetings, you should create a casual and open dialogue about how they are doing personally, their thoughts on the workplace and what changes they’d like to see.

Take their feedback seriously and show them you’re willing to implement changes because of what they told you. Set 30-day goals, track their feedback and offer support to help them do what they said they would do. Do this monthly, and you’ll find these meetings creating a much more inviting and open culture for the wandering millennial mind.
Bonus Tip: Millennials Don’t Exist!

At the end of the day, millennials and gen z are just buzzwords, and thinking in generational constructs can be limiting and condescending. While there are some general traits and personas that evolve as humans age, overall we’re very much the same. We all want to be challenged, appreciated and a part of something meaningful.

As a leader, the No. 1 thing to take away is that you shouldn’t treat millennials differently than anyone else. Beef up your management and leadership skills, and make the impossible possible.
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Sunday, 23 July 2017

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What makes IT pros happy? One thing ranks higher than pay

Money alone won’t buy happiness in IT

Coworkers can make or break a good job. For IT pros, it’s all about their peers, managers, and end users.

“I tossed out money as a contributor to happiness a long time ago,” said IT pro Michael Studte. “Although my salary, work hours, and vacation time are important to the equation, I’ve been the happiest in companies where management will listen and take my recommendations seriously, and where I’m able to build a good rapport with my users.”

Spiceworks shared Studte’s comments along with results of its latest survey, which polled IT pros from the U.S. and U.K. on the topic of job satisfaction. 

When it comes to IT pros’ happiness, respondents said the most important factor is the quality of relationships they have with their coworkers. Compensation ranked second, in a tie with stress level.
Spiceworks

Spiceworks’ 2017 IT Job Satisfaction report also finds that company size makes a difference.

IT pros who work at small and midsize businesses are happier and less stressed than those who work at larger companies, Spiceworks says. Roughly 55% of IT pros report being happy in enterprises with more than 1,000 employees, compared to 62% in midsize businesses with 100 to 999 employees and 66% in small companies with fewer than 100 employees.

Stress levels follow a similar pattern: 39% of IT pros in enterprises said they’re highly stressed compared to 30% in SMBs.

At the same time, job satisfaction rises with level of responsibility.

More senior positions come with greater stress than more junior IT roles, but they also yield a greater degree of job satisfaction, Spiceworks says. For example, 54% of IT directors report being highly stressed, while only 44% of IT managers, 28% of network administrators, and 21% of help desk technicians reported the same.

Despite reporting the highest levels of stress, 70% of IT directors also indicated they’re happy in their position. Fewer network administrators (64%), help desk technicians (64%), and IT managers (54%) reported being happy in their positions.

“Although IT directors are the most stressed, they might feel their work is more rewarding because they’re often calling the shots and growing the careers of others, which might offset any decline in overall happiness due to stress,” said Peter Tsai, IT analyst at Spiceworks. “Ultimately, it’s clear happiness in IT is driven by a variety of factors and doesn’t hinge on one single variable like stress or money.”

Spiceworks’ survey was conducted in February and included 853 respondents.
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Saturday, 22 July 2017

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.Net Framework or .Net Core? When to use which


With so many .Net implementations, which should you use? And what do all those new names mean?

It’s been 17 years since Microsoft unveiled its .Net strategy at its Forum 2000 event. Although the resulting marketing blunders led to some confusion about exactly what .Net was—the name turned up on both servers and applications—the underlying development tools become the heart of Microsoft’s engagement with enterprises around the world. .Net has also grown beyond the Windows ecosystem, bringing Microsoft tools and technologies to iOS, Android, and now Linux.

But that growth has led to a new set of questions: Which .Net should I be using—.Net Framework, .Net Standard, Xamarin’s Mono (and the closely related Unity 3D gaming tools), or .Net Core?

With four sets of libraries and a trio of runtimes, it's harder to choose the foundation for your .Net applications. Recently that question became even more complex because it’s no longer only a choice of the languages you use. That means the future development of the .Net languages is going to diverge, which means some .Net languages won’t be able to run on some .Net environments.

When using .Net, you have to work through much more than languages used. You now also have to work through the .Net runtime you’re targeting. For much of .Net’s history, you’ve only had to deal with one runtime, the .Net Framework. It’s grown with Windows and the rest of Microsoft’s platform, adding new language features and more and more APIs. As a result, it’s now part and parcel of the wider Windows ecosystem, from IoT to the cloud.

But now there’s more choice, as is evident in the new installer for Microsoft’s Visual Studio 2017. When it comes to writing C#, F#, or Visual Basic, there’s now a wide selection of .Net variants and a wider-still selection of platforms for you to target. That’s not a bad development, and making .Net a cross-platform runtime was one of its original aims, though one that initially was lost as Microsoft tried and failed to beat Flash at its own game with Silverlight.

What’s interesting about the Visual Studio installer is the prominence it gives to the latest member of the family, .Net Core. It’s front and center, right there in the Workloads section of the installer when you choose to build ASP.Net web applications or when you want to work with cross-platform applications using containers. Featuring .Net Core is a big commitment to taking familiar Windows development tools into the wider Microsoft ecosystem, especially for the next generation of enterprise applications.
Inside .Net Core

.Net Core is the new kid on the block, and because it’s new, it’s not particularly well understood. Perhaps best considered a radical refactoring of .Net to support cross-platform development, .Net Core has quickly become the heart of much of the .Net Foundation’s open source work. That’s an important feature, one that lets .Net Core respond more quickly to demand for new platforms than other .Net runtimes and libraries can. For example, Samsung is adding it to its Tizen OS, and a recent .Net Core release brought on support for code running on the Raspberry Pi. It’s also the foundation of Universal Windows Platform (UWP) applications built using the .Net languages.

Although .Net Core has many features found on the rest of the .Net platform, it’s focused on delivering console-based server applications. It offers developers tools to build and run command-line applications on Windows, MacOS, and Linux, but it’s also what you use to build ASP.Net Core web applications. Running on Windows Server Nano, .Net Core works with familiar tools to build and run microservices in Windows containers.

Because .Net Core lacks some commonly used .Net features, you’ll likely not use it to run existing workloads. It’s more a tool for building new applications intended to run as part of cloud workloads, or as part of a microservice refactoring of your enterprise monoliths. Recent updates have added support for UWP and for Xamarin Forms, so you can build GUI applications on small devices. This approach will form the basis for Tizen’s .Net support, using .Net Core on mobile Linux devices with Xamarin Forms for the UI.

Because .Net Core is lightweight and fast, it enjoys significant advantages over the more complex .Net Framework. However, because it doesn’t support many familiar libraries and extensions, there’s a learning curve compared to existing .Net development. But that doesn’t mean you must learn .Net from scratch to use .Net Core; you can bring your existing C# and F# language skills to .Net Core development.
What’s this .Net Standard then?

While .Net Core comes with CoreFX, a set of libraries you can install via NuGet as you need them (keeping your code small), .Net Core gains more commonality with the .Net Framework and with Mono if you use it with the .Net Standard libraries. Although these libraries are often referred to as .Net Standard, don’t be confused by the shorthand: This isn’t another runtime.

Confusingly, .Net Standard covers not only the libraries but is the name (actually, “netstandard”) used for a build target in .Net development, for letting you quickly define the libraries you need in your code and having them automatically handled by your IDE and compiler.

As part of the development of .Net, Microsoft standardized the runtime APIs through ECMA, the group responsible for the JavaScript standard. That standardization makes it possible for the same code to target different .Net runtimes, but the ECMA standard doesn’t go far enough. It failed to standardize the base class libraries needed to build more complex applications.

That’s where the .Net Standard library comes in, specifying the APIs that work across all the various .Net implementations, from Windows Phone’s Silverlight to applications running on Azure’s serverless PaaS, from Android and iOS Xamarin code to UWP on HoloLens.

One important point is that different .Net runtimes support different levels of the .Net Standard APIs, so code isn’t as portable as you would like. If you’re building code that needs to run on different versions of .Net, you’ll have to target the lowest common version of the standard libraries. Because libraries are delivered via NuGet, that’s not a problem. You simply need to be careful that you’re targeting the right version of .Net Standard for your choice of devices; note that the lower (and more widely applicable) the version, the fewer the features.

Microsoft’s refactoring of .Net is finally starting to make sense. Once you get over the confusion between .Net Standard (the libraries) and netstandard (the target), decisions become quite simple:
If you’re working on large-scale applications that use much of the .Net ecosystem of workflow and data connection tools, stick with the .Net Framework.

If you’re targeting cloud and mobile—and thinking of cross-platform development—the combination of .Net Core and the .Net standard libraries is for you.
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