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Savvy companies understand the competitive value of talented people and spend considerable time identifying and recruiting high-caliber individuals wherever they can be found. The trouble is that too many companies pay too little attention to allocating their internal talent resources effectively. Few companies use talented people in a competitively advantageous way—by maximizing their visibility and mobility and creating work experiences that help them feed and develop their expertise. Many a frustrated manager has searched in vain for the right person for a particular job, knowing that he or she works somewhere in the company. And many talented people have had the experience of getting stuck in a dead-end corner of a company, never finding the right experiences and challenges to grow, and, finally, bailing out.1
In a modern, networked, and knowledge-based business environment, intangible assets (such as skills, reputations, and relationships) generate the highest value. Effective resource allocation means unleashing the value of talent by mobilizing talented people for the best opportunities—including, in particular, opportunities to become even more developed by finding work that creates distinctive new skills and knowledge.
As global markets become more dynamic and competitive, companies will need to deploy talent even more flexibly across broader swaths of the organization. Since management must develop and execute value-creating initiatives so quickly, talent is becoming more critical to corporate performance, specific needs for talent are more unpredictable, and companies must develop talent more rapidly than ever.
Research demonstrates that companies with enlightened talent-management policies have higher returns on sales, investments, assets, and equity.2 But most large companies aren't set up to allocate talent easily across the traditional organizational silos that stand as their most prominent structural feature. By offering and transacting job rotations and arranging development opportunities for talented workers, managers may foster talent management within particular corporate silos. But this approach fails when, as now happens more and more often, a company seeks to achieve talent synergies across the breadth of its operations.
Fortunately, some of the largest and most talent-driven companies are beginning to shatter the old orthodoxies. By developing internal talent market-places, these companies are giving managers the best opportunity to mobilize the talent they need for success while giving the most talented people better opportunities to utilize and develop that talent. Like knowledge markets,3 talent markets become strong by leveraging individual self-interest to drive enterprise-wide collaboration rather than by relying on top-down mandates to rotate jobs. The goal isn't simply to clear the market but to help a company get its work done more effectively and to increase the value and allegiance of talented workers by expanding their company-specific knowledge. Many of these companies also find that allocating talent effectively can make an enormous difference to important outcomes, such as profit per employee.4
Stuck in silos
Most companies typically allocate roles through personal connections and transactions between individual bosses and individual employees or within small groups. Managers find it difficult to know who among a company's talented workers would be the best person for an available position; ditto for talented people who want to know what opportunities exist around the company and whom they might like to work with.
Some people thrive in such settings. But for many talented workers seeking personal-development opportunities, this approach resembles trying to fit square pegs in round holes. They might develop more appropriately in opportunities outside the silo they work in, but companies aren't set up to allocate talent easily across broader segments. Managers, for their part, may be forced to choose among a small talent pool of people whose skills and experiences aren't right for the job.
This predicament is a common one because most companies have traditionally spent most of their energy improving the quantity and quality of their line-management talent as opposed to other types of professional employees. Companies focus the greater part of their efforts on helping managers move up the line-management hierarchy and become better general managers. They usually spend less time developing the people who have the talent required to cultivate distinctive client relationships, to tailor products for distribution channels, or to negotiate superior contracts with suppliers. The rewards of line management motivate talented people to seek line opportunities over professional ones.
Using this approach—one built from a paternalistic, hierarchical mind-set—senior managers or human-resources (HR) departments are expected to create opportunities for the most talented people through formal job rotations and career-development policies. It may foster talent management within a particular silo, but when resources and synergies across silos are required, the conventional company is hamstrung. Some of its people may have specific knowledge but lack breadth. Others may have the requisite knowledge but lack project-management skills (or vice versa). Since the company's employees were hired for conventional work, they may not have sufficient intrinsic skills—personal leadership, creativity, or even raw intellect—to do the job. Frustration runs high, since employees who don't want an assignment may get it, while those who might want it are either unaware of the opportunity or not invited to apply.
Some companies have tried to use the corporate HR office to hire, train, and promote talent as "corporate property." Such efforts not only are generally restricted to a few hundred people (even in large companies) but also usually develop people for specific functions, not broad roles. Employees with diverse skills (for example, project management), knowledge (such as familiarity with China), or entrepreneurial, self-directed instincts are often neglected. Anyone handpicked for such a program must usually relocate frequently, which discourages many talented people.
The fact is that such traditional hierarchical models, which "push" resources to where companies deem them to be needed most, are proving much less efficient in deploying and developing talent and should be replaced by approaches that instead "pull" knowledge and talent.5 A marketplace—a talent marketplace—is one such effective device for managing talent in today's increasingly fluid business environment.
Talent marketplaces
Law firms and other professional-services groups, academia, and R&D units often have informal talent marketplaces where senior people try to find the best junior employees and the best junior employees can choose the most attractive assignments. These marketplaces generally follow informal rules of conduct and work best when the market members are fewer than 100 and know one another.
In the complex corporate world, which involves thousands of professionals and managers, the best approach is formalizing the talent marketplace—that is, a managed marketplace created to bind the interests of individuals to the interests of the company. A formal talent marketplace doesn't come into existence naturally; a company must invest in it to ensure that it makes a fair exchange of value to both parties in a transaction—otherwise, it will fail. Formal talent marketplaces can develop around functional areas or managerial roles. Large companies with a formal talent marketplace include American Express and IBM.
Conditions for success
A talent marketplace isn't for all types of employees. The majority of those at most companies are workers in the traditional sense: individuals who have skills that are largely interchangeable and can be managed adequately through line supervision. These employees might operate a large bank's call center, work in a big-box retailer, or drive a truck for a logistics provider—jobs where the work is tightly managed to specified processes. For such employees, the traditional line-driven approaches still work. Talent marketplaces also may not be necessary for smaller companies and for companies that are less global and have fewer organizational silos, because these types of organizations find it easier to allocate talent effectively.
Talent markets are most appropriate for large (and growing), complex, and talent-driven companies—companies with a significant proportion of their employees engaged in the complex, judgment-based work that economists call "tacit" interactions (see "Competitive advantage from better interactions," in the current issue). Even in these companies, talent market-places may be most appropriate in limited arenas (for example, functional groups such as product design or software engineering). And they are most appropriate for junior and midlevel talent, not for a company's most senior leadership, where a highly intermediated process is more appropriate for matching talent to roles.
Talent markets in action
How might talent market transactions work? First of all, any marketplace must define what is being traded, how it is priced, and the operating protocols and standards. To facilitate exchanges, a formal talent marketplace also needs "market makers": usually central human-resources staff in the case of managers, or staff assigned to help a formal network executive (who might head, say, a center for software design) in the case of specialized professional talent.
Market makers must be allowed to show each party confidential information (such as performance reviews) related to an assignment. This requirement protects the interests of both job seeker and would-be employer, facilitates "contracting" for assignments by the parties involved, and ensures that the terms of the "contracts" are honored after the fact.
A certain global corporation has such a company-wide talent marketplace, which focuses on employees from lower management to vice president (Exhibit 1). The process begins when all open opportunities are posted on an internal Web site for a minimum of one or two weeks. The description summarizes the assignment and notes whether it is a full- or part-time one. It also specifies its duration, location, salary and job band, and title; important characteristics of the person who will fill the role; its educational and experience requirements; and other factors.
How do you design a talent market?
Employees who have fulfilled the time commitment in their current job contracts can apply for a new job by using the online system to submit an application that responds to the requirements in the job description. The manager of the employment opportunity can also search an electronic database for candidates who haven't applied.
The manager of the new position screens applications and chooses a subset of the group to interview. An HR professional helps with the screening and ensures that the manager has a balanced group of candidates. In the end, the manager informs all of them of the decision. The winner, of course, receives a contract, which specifies the minimum time he or she is required to hold the assignment before applying for a new position. This matching process is more automated for lower job bands and more intermediated for senior roles (Exhibit 2).
The matching process is more or less automated.
Three important design features further support this talent marketplace. First, performance evaluations, which are conducted across the company, have several standardized components that promote comparisons among candidates. To help the market function smoothly, jobs have minimum time commitments (usually one year for lower-level managers and three for vice presidents) to ensure that managers don't have to scramble to fill positions before the people who hold them have finished the job. Finally, enterprise-wide standards (such as salary bands) are defined for all levels, from entry through senior leadership, thus facilitating comparisons across the company.
Breaking with tradition
The differences between such a formal talent marketplace and more traditional approaches to talent management are considerable (Exhibit 3). A formal talent marketplace makes employees (rather than line managers or HR professionals) responsible for managing the greater part of their careers. Second, it explodes the idea that senior managers "own" talent. In a talent marketplace, employees are "restricted free agents" (the restrictions define, for example, pay grades and terms of service). They are expected to find the best opportunities for themselves, and the market opens up a nonprice-based competition across a range of candidates and job alternatives.
A formal talent marketplace enables employees to manage their own careers.
Furthermore, a talent marketplace formalizes the terms of employment—that is, the role, its duration, the place of work, travel, job options available upon successful completion, and so forth. It does so by making the terms more formal than a mere handshake and by making the protocols around the contract formal and explicit. Finally, it dispenses with two-party contract negotiations and instead uses the HR "broker" to protect confidences, promote the interests of both parties, and ensure compliance with the terms of the contract.
To make the market work, both parties must understand what they are trading. The skills and performance of employees should therefore be rated over time through standardized performance evaluations and job brackets. Consistent definitions of roles and qualifications are also an essential requirement for making a talent marketplace work. Such definitions, long used by the US military and other such organizations, make it possible to form units rapidly, consisting of individuals drawn from various parts of the country with exactly the right mix of skills and job grades (Exhibit 4). Unlike military personnel, of course, employees in a talent marketplace can reject assignments. What is similar, though, is the fact that it requires a central database that provides for the categorization of each employee's qualifications, skills, and performance ratings, all of which can be divulged only if parties begin serious negotiations.
The US Army consistently defines roles and qualifications.
As in any market, demand ebbs and flows in a talent marketplace. The task of putting a price on talent, however, needs to be quite different from what it is in normal markets. Talent is a resource that has alternative uses and, unlike knowledge, must be allocated, since a talented person's time is finite, while knowledge can be shared by everyone simultaneously.
A marketplace usually employs prices to determine where resources are best allocated. The objective of a business, however, is to maximize profits per worker rather than wages per worker. It therefore makes no sense for a company to let talented employees sell their services to the highest bidder. In fact, a talent market shouldn't provide for explicit internal price competition. Rather, pay must be established through enterprise-wide pay-for-performance standards, such as job or salary bands set by a central HR function. This approach bases internal competition for talent on the nature of assignments, the opportunities they provide for growth, their duration, and the personal contacts they offer, not on the money involved. It also gives senior managers who have a reputation as mentors and as good people to work with an advantage in attracting talent.
An additional alternative for pricing talent is common among professional firms—particularly for jobs where assignments are temporary: per diems set at the estimated opportunity cost of deploying the talent elsewhere. If, for example, you pay someone $500 a day, that person's per diem could be $2,000 a day, with the difference covering days unemployed, the cost of supporting the professional, overhead, and profits. Executives who negotiate work with clients that can cover the per diems receive the talent needed to undertake it; executives who can't recover the per diem have to forgo serving the client.
The advantage of an opportunity-based way of pricing talent is to recognize its value (or the opportunity to profit from deploying it) more than the wages paid to employees.
Benefits and challenges
Self-directed, talented people benefit considerably from such a market: the more talented they are, the greater the demand for their services and the better their opportunities will be. Highly talented people are less likely to be blocked by less talented bosses taking credit for their work. Better opportunities also ensure that job experiences challenge these employees, who in the process develop more quickly. Broadening their exposure to the organization also helps them to develop a more extensive network of contacts to share reputations and information. Such self-directed and talented people are the very ones an enterprise is most at risk of losing, since they are the most likely to be actively testing external talent markets to find more attractive opportunities.
At the same time, senior people who are pursuing important opportunities will have a greater pool of talent to draw upon, with a more diverse range of skills to tap. People who acquire reputations for developing talent will have a greater likelihood of attracting more and better job applicants, while "people eaters" will have trouble. But the real beneficiary is the company, which wins by getting far better matches between its job opportunities and its most talented people and by gaining far greater transparency into shortages and excess supplies of talent.
Of course, talent marketplaces also present challenges. In companies with well-established organizational silos, the cultural changes will be enormous. Here, a talent marketplace may be only part of an effort to integrate more broadly. Some companies may need separate marketplaces for different skill sets (for instance, one for project managers and one for industrial engineers). Other companies, particularly those that already view talent as corporate rather than business unit property, will find the transition to talent marketplaces much more natural for all. Making sure that the right infrastructure of brokers, standardized performance reviews, and protocols exists is no small task. But for the right companies, the benefits can easily outweigh the costs. Given an opportunity to develop and hone skills, top talent will be more likely to stay in the company. Talented people who have a broad base of experience specific to it can grow into its future leaders.
A talent marketplace can't be built easily on the foundations of traditional, siloed organizational structures. But for large, growing, and complex companies that know talented individuals may be their most powerful competitive asset, talent markets represent the cutting edge of resource allocation.
This article is adapted from "Mobilizing Minds: Creating Wealth from Talent in the 21st-Century Organization," a book by McKinsey partners Lowell Bryan and Claudia Joyce. These Quarterly articles are also based on their research:


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Public may submit events for inclusion on our event calendar. Events must be held in the region served by the Stayton Sublimity Chamber OR events affliated with their local members. They must be open to the public. Only Chamber members may submit events related to their business. For questions call the Chamber office at 503-769-3464. To submit an event click Submit New Event below.
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March 11, 2023

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The Orange of Syracuse University love their school and want the world to know it. Those who brave the northern winters are rewarded with a choice of around 200 majors and 100 minors, and one of Syracuse's greatest strengths is "the distinct tracks students can take within each of the professional schools." There is so much to do with your education and it can be as specific or broad as you would like," says one student. "If you put in the work…it can make a world of a difference to your college experience." The school does a good job of being cohesive for its size, and "there is a sense of connection between all years of study." Alumni form an "everlasting network between Syracuse students" and the school has a "big reach" for a relatively tucked away school: "There is somebody from Syracuse everywhere you look." On top of the alumni, the school provides "ample amounts of resources in regard to finding jobs or applying to graduate programs," which "makes looking for that next step easy and not so intimidating."
Professors are "very intelligent and qualified individuals who have a strong base in what they teach," and are here "as a tool to enhance your knowledge and to help in any way possible." In general education classes, professors are "attentive and aware that students of varying interests and backgrounds are enrolled in the 101level class and adjust teaching strategies accordingly." They are "quick to respond to emails," and "always open to meeting with you if you need help with anything, academic or personal." Professors typically "do justice to both sides of various arguments" and classroom discussions don't feel biased.


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Here, we have calculated the local time in Pacific Standard Time based on the given time of 12:00 pm in Central European Time. Our precise algorithm takes into account various factors, such as daylight saving time and the specific offset between the two time zones, to provide you with an accurate conversion.
Before the establishment of standardized time zones, local times were determined by each city's own solar noon (the time when the Sun is at its highest point in the sky).
By following these steps, you can convert the time between Central European Time and Pacific Standard Time accurately. However, if you prefer a hassle-free way to find the time in another part of the world, feel free to use our Time Zone Conversion Calculator on the directory page.
Central European Time (CET) is the time zone used in many parts of Europe, including cities like Berlin and Paris. It is 1 hour ahead of UTC during standard time and 2 hours ahead during daylight saving time.
Pacific Standard Time (PST) is the time zone followed by the western part of the United States, including cities like Los Angeles and San Francisco. It is 8 hours behind UTC during standard time and 7 hours behind during daylight saving time.


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Hating me wont make you pretty DTF transfer I29
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Pacifier Sage Green
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A lightweight chevron design quilt with a cotton feel - a great neutral base for building up a gorgeous spread.
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Hypertherm SWIRL RING 100A PMX1650 HY220051 EA
Hassle-free processes, in-depth expertise and on-time delivery of products and services means end-to-end management that makes your job easier.
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Two former U.S. Army sergeants are among those facing charges in connection with an alleged international hit squad after their extradition from Thailand in a case the prosecuting U.S. attorney says reads like a Tom Clancy novel.
Joseph Manuel Hunter, 48, nicknamed "Rambo," was arrested by Thai authorities after a sting operation led by the U.S. Drug Enforcement Administration, along with Timothy Vamvakias and at least three others on the resort island of Phuket on Thursday.
Accomplices Dennis Gogel and Michael Filter are from Germany, according to The Associated Press. Another alleged accomplice, Slawomir Soborski, is from Poland. All are former soldiers, according to the charges filed in New York.
Hunter, who was a sergeant first class when he left the Army, had served as an air-assault and airborne-infantry squad leader, a sniper instructor and a drill sergeant, the charges say. Vamvakias attained the rank of sergeant after having served in South Korea and Puerto Rico. Both left the Army in 2004.
Since then, the charging documents say, "Hunter has acted as a 'contract killer'; for pay, he has succeeded in arranging for the murder of a number of people."
The charges say the defendants "joined a conspiracy to import large volumes of cocaine into the United States. As part of this conspiracy, the defendants put their military skills to use."
In a statement, Manhattan U.S. Attorney Preet Bharara called the alleged plot "bone chilling" and said the "indictment read like they were ripped from the pages of a Tom Clancy novel."
"The charges tell a tale of an international band of mercenary marksmen who enlisted their elite military training to serve as hired guns for evil ends," Bharara said.
Informants working for the DEA posed as Colombian cartel members purporting to hire Hunter and two others for $700,000 for two killings. Hunter was to get an additional $100,000 "for his leadership role," according to the indictment.
The AP says:
"In late 2012, according to the indictment, Hunter 'collected resumes via email for prospective members of the security team.'
"Hunter told the informants that 'he himself had previously done "bonus jobs" ' — code for contract killings, and that his team 'wanted to do as much "bonus work" as possible,' according to the indictment.
"Hunter and his accomplices were 'willing and eager to take cold hard cash to commit the cold-blooded murders of a DEA agent and an informant,' Bharara said. 'Thanks to the determined, skillful and intrepid efforts of the DEA's Special Operations Division, an international hit team has been neutralized by agents working on four continents.' "
Copyright 2021 NPR. To see more, visit https://www.npr.org.


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U. High School, Amhi, Ghoghardiha, Amhi, Madhubani information. U. High School admissions info, U. High School fee structure, U. High School ratings, U. High School reviews, U. High School affiliation type, U. High School contact number, U. High School address, U. High School online admission form, U. High School fee details, U. High School admission procedure, U. High School age eligibility criteria, U. High School entrance exam and other top schools in Madhubani.
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The location of U. High School is Amhi, Madhubani. The year of establishment of U. High School is 1962. U. High School is a Co-Educational school. The student teacher ratio of U. High School can be approximated to be 1 teacher for every 93 students. It is a Secondary School (Class 1-10), where lowest class is 1st and highest class is 10th. You can check other important information regarding the school like U. High School fee, their transport facility and other important information that you need to know regarding U. High School admission. Browse below to read everything you need to know about U. High School. Schools Square provides you with the up to date information of every school across India and world.
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The Terms and Conditions prohibit shop owners from setting up or putting into circulation any merchandising articles that infringe the original author, brand or copyrights of a third party. Since a majority of the process is done automatically, sprd.net AG cannot insure that these rights are never infringed by a shop owner. Therefore, sprd.net AG asks all rightful owners that suspect intellectual property rights to let the company know immediately.
Following the Terms and Conditions, Spreadshirt holds the right to immediately delete all content (graphics, logos, text, etc.) that violate the intellectual property rights of an original author, brand or copyright. The shop owner must produce a confirmation of rights to the copyright or rights to use the copyright for every design uploaded. This would require proofing every design before accepted by Spreadshirt and potentially by a third party.
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Surgery to repair a torn (ruptured) Achilles tendon involves making an incision or cut in the back of the leg above the heel to access the torn tendon. The tendon is then sewn back together. Surgery may be delayed for about one week after the rupture to let the swelling go down.
After surgery, a cast or walking boot is usually worn for six to 12 weeks. At first, the cast or boot is positioned to keep the foot pointed downward as the tendon heals. The cast or boot is then adjusted gradually to put the foot in a neutral position (not pointing up or down).
Specific gentle exercises (restricted motion) after surgery can shorten the time needed in rehabilitation.


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Estate planning is not just for those who plan to retire, or the elderly – this process is a crucial issue for anyone who wants to protect their assets and their loved ones. Life insurance is one of the most effective estate planning tools, no matter the size or value of your estate.
You may be in the process of purchasing a home for your family and have only minimal savings or investment accounts, or you may have a substantial estate with many properties, stock accounts, and valuables. In either case, life insurance is can play a critical role in the distribution of your estate when you pass away, in three important ways:
1. Estate Tax.
The government requires that estate tax be paid within nine months of death. Many people are put in a difficult position financially, as they are forced to sell property and assets to cover the tax bill. Retirement accounts may be decimated to pay taxes, incurring a penalty. A life insurance policy can provide relief, and in many cases, allow families to stay in their homes rather than being forced to sell. Every estate is unique, and estate planning and taxation issues should be managed by an estate planning professional or tax expert. These professionals often recommend purchasing a life insurance policy as part of your estate planning process, or you can put a policy in place with the help of a local insurance agent.
2. Support for your loved ones.
You may have an estate plan, with a will, trust, or other tax-saving vehicles. Even with the most careful planning, your loved ones could be facing financial stress while waiting for probate to be completed. In larger estates, the probate process can take years. The tax-free death benefit provides your loved ones with the income they need in the interim, for any mortgage, the costs of education, and the basics of survival.
3. Protect business assets for your heirs.
If you have established a business, you likely hope to pass it on to your loved ones. "Key-person" life insurance policies can be a vital part of ensuring your hard work and dedication are not lost at your death. These life insurance policies are purchased through the business, naming the company as the beneficiary. This type of life insurance provides the funds the company needs during the time of transition after the death of an owner, partner, or top executive.
Life insurance is a critical part of a comprehensive estate plan. Term life insurance policies are typically affordable for young families, and over time, many policies can be upgraded to a whole life policy, an asset that builds equity over time. To plan for your future, and protect the people you love, meet with one of our local insurance agents about what type of life insurance policy will be most beneficial for you and your budget, no matter your age or the value of your estate. We work closely with our clients to identify the ideal life insurance policies to suit you, your family, or your business interests.
Article originally posted on www.insuranceneighbor.com(opens in new tab)


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Before you start, however, I would like to bring your attention to this important point. You may already be aware of these facts. I did; so it is reasonable to believe that a vast majority would as well. Under no circumstances I am claiming these to be ground breaking or awe-inspiring. If you are already familiar with this specific knowledge, I am not at all surprised. Please feel free to skip. For those who read on, I hope you found these helpful and will take a moment to write to me how you felt.
Part 1: Myth of Commit Causing Buffer to be Flushed to the Disk
Consider a scenario: In the EMP table I updated my salary from 1000 to 2000; and committed immediately. The very instance after I issued commit, if I check the datafile on the disk of the tablespace where this table is located, which value should I see – 1000 or 2000? (Remember, the value was committed)
Did you answer 2000 (perhaps because it was committed)? If so, then consider a normal application where commits are issued up to tens of thousands of times every minute. In a traditional database the weakest link in the chain is always I/O. If Oracle issued an update of the datafile every time someone commits, it would grind to a halt.
Did you answer 1000? Well, in that case, consider a case when the instance crashes. The datafile would have had 1000; not 2000 – the value that was committed. In such a case the instance must bring back the value committed (2000, in this case) to the datafile. How?
Let's examine a different scenario. Suppose I did not issue a commit after the update (perhaps I was not sure of the implication of giving myself a pay hike or perhaps I had pang of conscience). I left the session as is and left for the day. The next day I was sick and didn't come to work. 24 hours passed since I updated the record. At that point, if someone reads the datafile, what value would they see – 1000 or 2000?
Did you answer 1000 – a logical choice since the read consistency model of Oracle Database guarantees that the other sessions will see the pre-change data for the un-committed transactions?
Question #3 in this scenario: if you check the redo log file (not the datafile), what value will you find there – 1000 or 2000? Remember, it has not been committed. Did you answer 1000? It sort of makes sense; the changes are not committed so there is no reason for them to be in the redo log file, which is a very important part of the recovery process. If you answered 2000, then how would you explain the recovery process? In case of instance failure, the recovery must read the redo log file and since the transaction was not committed, it must roll the vale back to the previous – 1000. How would it do that if the redo log file contains 2000, not 1000?
The answers, if you can't wait any longer: 1000 for the first question, 2000 for the second and 2000 for the third. How so? Please read on.
To understand the mechanics of the process, let's go over the buffer management process of the Oracle database. It's a rudimentary detail but is quite vital in the path to understand the myth here. Consider a very small table in an equally small tablespace we created:
SQL> create tablespace testts datafile '/tmp/testts_01.dbf' size 1M; SQL> create table mythbuster1 (col1 varchar2(200)) tablespace testts;
Insert a row:
SQL> insert into mythbuster1 values ('ORIGINAL_VALUE'); SQL> Commit;
Shutdown and restart the database so that the buffer cache is completely devoid of this table. You can also issue ALTER SYSTEM FLUSH BUFFER_CACHE; but I want to make sure all traces of this table (and value of the column inside) vanish from all memory areas – buffer cache, shared pool, PGA, whatever. You can now check the presence of the value in the datafile:
$ strings /tmp/testts_01.dbf }|{z -N?pD112D2 TESTTS 1j) w>! ORIGINAL_VALUE
The value is right there. Now suppose a user issues a statement like this from SQL*Plus:
SQL> select * from mythbuster1;
Oracle creates a process – called "server process" – on behalf of this user session to service the request from the session. This process is named, in unix and like OS'es, oracle
$ ps -aef|grep sqlplus oracle 14257 14214 0 13:42 pts/2 00:00:00 sqlplus as sysdba $ ps -aef | grep 14257 oracle 14257 14214 0 13:42 pts/2 00:00:00 sqlplus as sysdba oracle 14258 14257 0 13:42 ? 00:00:00 oracleD112D2 DESCRIPTION=(LOCAL=YES)(ADDRESS=(PROTOCOL=beq)))The process 14258 is the server process. The SQL*Plus process is known as the user process which can be any process a user executes such as a Java program, a Pro*C code, a TOAD session and so on. It's the server process that handles all the interaction with the Oracle database; not the user process. This is why Oracle database interaction is said to be based on a Two Task Architecture; there are always two tasks – the user task that a regular user has written and the server task that performs the database operations. This is an important concept established during the early foundations of the Oracle database to protect the database from errant code in the user task introduced either maliciously or inadvertently.
The server process then identifies the block the row exists in. Since the database instance just came up the buffer cache is empty and the block will not be found. Therefore the server process issues a read call from the datafile for that specific block. The block is read from the disk to the buffer cache. Until the loading of the block from the disk to the buffer cache is complete, the session waits with the event – db file scattered read. In this very case the session issues a full table scan. Had it performed an index scan, the session would have waited with the event db file sequential read. [I know, I know – it seems to defy conventional logic a little bit. I would have assumed index scan to be named scattered reads and full table scans to be sequential].
Now, suppose the session issues the statement:
SQL> update mythbuster1 set col1 = 'CHANGED_VALUE';And commits:
SQL> commit;
$ strings /tmp/testts_01.dbf }|{z -N?pD112D2 TESTTS 1j) w>! ORIGINAL_VALUE
The datafile gets updated by a process known as Database Writer (a.k.a. Database Buffer Writer). It's named DBW0. Actually, there may be more than one such process and they are named DBW0, DBW1, etc. – more conveniently addressed as DBWn. For the purpose of the discussion here, let's assume only one process – DBW0. It has only one responsibility – to update the datafile with the most up to date buffers from the buffer caches. [Note: I used buffer caches – plural. This is not a typo. There may be more than one buffer cache in the database – keep, recycle, default and other block sizes – but that's for another day]. The buffer that has been updated is known as a dirty buffer since its contents are different from the block on the disk. DBW0 process writes the contents of the buffer to the disk – making it clean again.
But the big question is when DBW0 writes the dirty buffer to the disk? Ah, that's the very question we are pondering over here. There are several "triggering" events that cause DBW0 to copy the buffers to the disk – also called flushing of the buffers. By the way, DBW0 is a lazy process; it does not flush buffers by itself or on a regular basis. It sleeps most of the time and must be woken up by another process to perform its duties. One such watchdog process is called the Checkpoint (you can check its existence by ps -aef | grep ckpt in Unix systems). Checkpoint actually does not perform the flushing (also called checkpointing activity); but calls the DBW0 process to do it. How often does Checkpoint process perform a checkpoint? It depends on various conditions – the biggest of all is the MTTR setting, which we will cover later in a different installment.
Next. let's examine a different scenario. Drop the table, create the table again, recycle the database to remove all buffers of the table and then perform the update; but do not commit. Then flush the buffers from the cache to the disk. You can also trigger a checkpointing activity manually instead of waiting for the checkpoint process. Here is how to do it:
SQL> alter system checkpoint;After that statement completes, check the presence of the values in the datafile again:
$ strings /tmp/testts_01.dbf }|{z -N?pD112D2 TESTTS 1j) w>! CHANGED_VALUE, ORIGINAL_VALUEThe old value is still there; but that is an artifact; it will eventually be gone. The new value is updated in the datafile. But do you remember a very important fact – the transaction is still not committed? In a different session, if you check the data in COL1 column, you will see the value ORIGINAL_VALUE. Where does Oracle get that value from? It gets that value from the Undo Segments in the Undo Tablespace. The undo tablespace contains the pre-change value.
Well, now you may wonder how on earth the server process knows that the data is uncommitted and therefore the undo segment is to be checked. Good question. Let me add yet another wrinkle to it – the datafile contains the new value; not the old one. How does Oracle even know to return which rows pre-change? It gets that information from the header of the block where the transactions are recorded – called Transaction Table – or, a little bit differently: Interested Transaction List (ITL). I will cover that in detail in a future installment of this series. For the time being, please bear in mind that the block header holds that information. When the server process accesses the buffer (or the block on the disk) to get the column value, it accesses the transaction table, sees that there is an uncommitted transaction against it and gets the undo information from there. Finally it creates a different copy of the buffer as it would have looked like had the update statement not been issued. This process is called Consistent Read (CR) Processing.
Now back to our original discussion. Since DBW0 does not immediately flush the buffers to the datafile, it makes datafile inconsistent with the committed data. Won't that compromise the recovery process? What would happen when the instance crashes before the flushing has occurred? Since the transaction was previously committed, the recovery should update the datafile. Where does that information come from? Undo tablespace? No; undo tablespace is also another datafile; it gets flushed in the same manner; so it may not have those values. Besides it may not even contain the new value.
Redo Stream
This is where the other leg of the database's guarantee of the committed transaction comes in. When the changes occur in the table, Oracle also records the information in another pool in the memory called Log Buffer. Compared to buffer caches, which could be several terabytes; this buffer is tiny – often just a few MBs. The update statement records the pre and post change values to the log buffer (not to the log file, mind you). But the log buffer is just an area of memory; it also goes away when the instance crashes. So how does Oracle use the information to protect the committed data?
This is where the redo log files (a.k.a. online redo logs) come into picture. When the session commits, the contents of the log buffer are flushed to the redo log files. Until the flushing is completed, the session waits with various wait events depending on conditions, the majority of which are "log file sync" and "log file parallel write". But does the log buffer flushing occur only when a commit occurs? No. There are other triggering events as well:
(1) When one third of the log buffer is full
(2) When 1 MB of log buffer is written
(3) Every three seconds
There are other events as well; but these are the major ones. Since commit statement flushes the log buffer to the redo log file, even if the instance crashes the information is stored in the redo log file and can be easily read by the instance recovery processes. In case of a RAC database, a single instance may have crashed. The instance recovery is done by one of the surviving instances. But it must read the redo entries of the crashed instance to reconstruct the blocks on the disk. This is why the redo log files, although for only one instance, must be visible to all nodes.
Even if the commit is not issued, the other triggering events flush the contents of the log buffer to the redo log files as well. The presence of the redo entries on the redo log files is independent of the commit. From the previous discussion you learned that the checkpoint flushes the buffers from the cache to the disk, regardless of the issuance of the commit statement. Therefore, these are the interesting possibilities after a session updates the data (which is updated in the buffer cache):
Scenario | Session committed? | Log Buffer Flushed | Checkpoint Occurred | Datafile Updated | Redo Log Updated | Comment |
1 | No | No | No | No | No | |
2 | No | Yes | No | No | Yes | |
3 | No | No | Yes | Yes | No | |
4 | No | Yes | Yes | Yes | Yes | |
5 | Yes | Yes | No | No | Yes | Commit will force a redo log flush |
6 | Yes | Yes | Yes | Yes | Yes |
Looking at the table above you may see some interesting conundrums – redo log has the changed data but datafile does not and vice versa. How does Oracle know when and what exactly to recover since the presence of record in the redo log file is not a guarantee that the data was committed?
To address that issue, Oracle places a special "marker", called a Commit Marker in the redo stream which goes into the redo log buffer. When instance recovery is required, Oracle doesn't just recover anything that is present in the redo log buffer; it looks for a commit marker. If one is not found, then the changes are deemed to be uncommitted; and therefore Oracle rolls them back. If the changes are not found in the redo log, then the changes are uncommitted – guaranteed (remember, a commit will definitely flush the log buffer to redo). In that case Oracle rolls them back from the datafiles – a process known as rolling back. When the changes are found in redo log (along with the commit marker) but no corresponding changes in the datafile (scenario #5), Oracle will apply the changes to the datafile from the redo entries – a process known as roll forward. Recovery consists of both rolling back and forward.
To put it all together, here is a rough algorithm for the actions of the recovery process:
Read the redo log entries starting with the oldest one
Check the SCN number of the change
Look for the commit marker. If the commit marker is found, then data has been committed.
If found, then look for the changes in the datafile (via the SCN number)
Change has been reflected in the datafile?
If yes, then move on
If no, then apply the changes to the datafile (roll forward)
If not found, then the data is uncommitted. Look for the changes in the datafile.
Change found in datafile?
If no, then move on
If yes, then update the datafile with the pre-change data (rollback)
Let me reiterate some of the lessons from this installment.
(1) Data buffers are flushed to the disk from the buffer cache independently of the commit statement. Commit does not flush the buffers to the disk.
(2) If the buffer is modified in the buffer cache but not yet flushed to the disk, it is known as a dirty buffer.
(3) If a buffer is clean (i.e. not dirty), it does not mean that the data changes have been committed.
(4) When a commit occurs, the log buffer (not the buffer cache) is flushed to the disk
(5) Log buffer may already have been flushed to the disk due to other triggering events. So if a change in found in the redo log file, the change is not necessarily commited.
(6) A commit statement puts a special "commit marker" on the redo log, which is the guarantee of a commit.
(7) The frequency of the flushing of the buffer cache to the datafiles is controlled by the MTTR setting and whether free buffers are needed in the cache due to incoming blocks from the datafiles.
How do you use this information? There are several things for you to consider:
(1) The more you commit, the more log buffer will be flushed, not very good for I/O.
(2) The more aggressive the MTTR target is, the less time it will take if the instance crashes, but the more the frequency of flushing to the datafile will be as well – causing I/O
(3) The MTTR target has nothing to do with commit frequency; they are two independent activities. So, reducing commit frequency will not cause a reduction in flushing frequency.
(4) If your buffer size is small, there will be more the need to flush
(5) Exactly how small is "small"? There is no fixed formula; it depends on how much of the data in the buffer cache is updated.
I hope you enjoyed this installment of "100 Things …". In the future installments I will explain some of the other nuances of the Oracle database that you may not have been aware of. As always, I will highly appreciate if you could drop me a line telling me your feedback – good, bad and anything inbetwen.


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Teaching Marine Sniper
The Marine Sniper lesson plan contains a variety of teaching materials that cater to all learning styles. Inside you'll find 30 Daily Lessons, 20 Fun Activities, 180 Multiple Choice Questions, 60 Short Essay Questions, 20 Essay Questions, Quizzes/Homework Assignments, Tests, and more. The lessons and activities will help students gain an intimate understanding of the text, while the tests and quizzes will help you evaluate how well the students have grasped the material. View a free sample
Target Grade: 7th-12th (Middle School and High School)
Length of Lesson Plan: Approximately 84 pages. Page count is estimated at 300 words per page. Length will vary depending on format viewed.
Browse The Marine Sniper Lesson Plan:
Full Lesson Plan Overview
Completely Customizable!
The Marine Sniper lesson plan is downloadable in PDF and Word. The Word file is viewable with any PC or Mac and can be further adjusted if you want to mix questions around and/or add your own headers for things like "Name," "Period," and "Date." The Word file offers unlimited customizing options so that you can teach in the most efficient manner possible. Once you download the file, it is yours to keep and print for your classroom. View a FREE sample
Lesson Plan Calendars
The Lesson Plan Calendars provide daily suggestions about what to teach. They include detailed descriptions of when to assign reading, homework, in-class work, fun activities, quizzes, tests and more. Use the entire Marine Sniper calendar, or supplement it with your own curriculum ideas. Calendars cover one, two, four, and eight week units. Determine how long your Marine Sniper unit will be, then use one of the calendars provided to plan out your entire lesson.
Chapter Abstracts
Chapter abstracts are short descriptions of events that occur in each chapter of Marine Sniper. They highlight major plot events and detail the important relationships and characteristics of important characters. The Chapter Abstracts can be used to review what the students have read, or to prepare the students for what they will read. Hand the abstracts out in class as a study guide, or use them as a "key" for a class discussion. They are relatively brief, but can serve to be an excellent refresher of Marine Sniper for either a student or teacher.
Character and Object Descriptions
Character and Object Descriptions provide descriptions of the significant characters as well as objects and places in Marine Sniper. These can be printed out and used as an individual study guide for students, a "key" for leading a class discussion, a summary review prior to exams, or a refresher for an educator. The character and object descriptions are also used in some of the quizzes and tests in this lesson plan. The longest descriptions run about 200 words. They become shorter as the importance of the character or object declines.
Daily Lessons
This section of the lesson plan contains 30 Daily Lessons. Daily Lessons each have a specific objective and offer at least three (often more) ways to teach that objective. Lessons include classroom discussions, group and partner activities, in-class handouts, individual writing assignments, at least one homework assignment, class participation exercises and other ways to teach students about Marine Sniper in a classroom setting. You can combine daily lessons or use the ideas within them to create your own unique curriculum. They vary greatly from day to day and offer an array of creative ideas that provide many options for an educator.
Fun Classroom Activities
Fun Classroom Activities differ from Daily Lessons because they make "fun" a priority. The 20 enjoyable, interactive classroom activities that are included will help students understand Marine Sniper in fun and entertaining ways. Fun Classroom Activities include group projects, games, critical thinking activities, brainstorming sessions, writing poems, drawing or sketching, and countless other creative exercises. Many of the activities encourage students to interact with each other, be creative and think "outside of the box," and ultimately grasp key concepts from the text by "doing" rather than simply studying. Fun activities are a great way to keep students interested and engaged while still providing a deeper understanding of Marine Sniper and its themes.
Essay Questions/Writing Assignments
These 20 Essay Questions/Writing Assignments can be used as essay questions on a test, or as stand-alone essay topics for a take-home or in-class writing assignment on Marine Sniper. Students should have a full understanding of the unit material in order to answer these questions. They often include multiple parts of the work and ask for a thorough analysis of the overall text. They nearly always require a substantial response. Essay responses are typically expected to be one (or more) page(s) and consist of multiple paragraphs, although it is possible to write answers more briefly. These essays are designed to challenge a student's understanding of the broad points in a work, interactions among the characters, and main points and themes of the text. But, they also cover many of the other issues specific to the work and to the world today.
Short Essay Questions
The 60 Short Essay Questions listed in this section require a one to two sentence answer. They ask students to demonstrate a deeper understanding of Marine Sniper by describing what they've read, rather than just recalling it. The short essay questions evaluate not only whether students have read the material, but also how well they understand and can apply it. They require more thought than multiple choice questions, but are shorter than the essay questions.
Multiple Choice Questions
The 180 Multiple Choice Questions in this lesson plan will test a student's recall and understanding of Marine Sniper. Use these questions for quizzes, homework assignments or tests. The questions are broken out into sections, so they focus on specific chapters within Marine Sniper. This allows you to test and review the book as you proceed through the unit. Typically, there are 5-15 questions per chapter, act or section.
Evaluation Forms
Use the Oral Reading Evaluation Form when students are reading aloud in class. Pass the forms out before you assign reading, so students will know what to expect. You can use the forms to provide general feedback on audibility, pronunciation, articulation, expression and rate of speech. You can use this form to grade students, or simply comment on their progress.
Use the Writing Evaluation Form when you're grading student essays. This will help you establish uniform criteria for grading essays even though students may be writing about different aspects of the material. By following this form you will be able to evaluate the thesis, organization, supporting arguments, paragraph transitions, grammar, spelling, punctuation, etc. of each student's essay.
Quizzes/Homework Assignments
The Quizzes/Homework Assignments are worksheets that can be used in a variety of ways. They pull questions from the multiple choice and short essay sections, the character and object descriptions, and the chapter abstracts to create worksheets that can be used for pop quizzes, in-class assignments and homework. Periodic homework assignments and quizzes are a great way to encourage students to stay on top of their assigned reading. They can also help you determine which concepts and ideas your class grasps and which they need more guidance on. By pulling from the different sections of the lesson plan, quizzes and homework assignments offer a comprehensive review of Marine Sniper in manageable increments that are less substantial than a full blown test.
Use the Test Summary page to determine which pre-made test is most relevant to your students' learning styles. This lesson plan provides both full unit tests and mid-unit tests. You can choose from several tests that include differing combinations of multiple choice questions, short answer questions, short essay questions, full essay questions, character and object matching, etc. Some of the tests are designed to be more difficult than others. Some have essay questions, while others are limited to short-response questions, like multiple choice, matching and short answer questions. If you don't find the combination of questions that best suits your class, you can also create your own test on Marine Sniper.
Create Your Own Quiz or Test
You have the option to Create Your Own Quiz or Test. If you want to integrate questions you've developed for your curriculum with the questions in this lesson plan, or you simply want to create a unique test or quiz from the questions this lesson plan offers, it's easy to do. Cut and paste the information from the Create Your Own Quiz or Test page into a Word document to get started. Scroll through the sections of the lesson plan that most interest you and cut and paste the exact questions you want to use into your new, personalized Marine Sniper lesson plan.


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Generalised algebraic datatype
The GHC Users Guide has a GADTs section.
See also research papers on type systems.
- A short description on generalised algebraic datatypes here as GHC language features.
- Another description with links on the archived Haskell' wiki.
- First-Class Phantom Types by James Cheney and Ralf Hinze
- Stratified type inference for generalized algebraic data types by François Pottier and Yann Régis-Gianas. It contains also a lot of links to other papers on GADTs.
- Simple unification-based type inference for GADTs by Simon Peyton Jones, Dimitrios Vytiniotis, Stephanie Weirich, and Geoffrey Washburn. (Revised April 2006.)
- Translating Generalized Algebraic Data Types to System F written by Martin Sulzmann and Meng Wang. Many other papers. The talk mentions also the notion of phantom type, and existential type, and type witness.
Motivating example
Generalised Algebraic Datatypes (GADTs) are datatypes for which a constructor has a non standard type. Indeed, in type systems incorporating GADTs, there are very few restrictions on the type that the data constructors can take. To show you how this could be useful, we will implement an evaluator for the typed SK calculus. Note that the K combinator is operationally similar to and, similarly, S is similar to the combinator which, in simply typed lambda calculus, have types and Without GADTs we would have to write something like this:
data Term = K | S | Term :@ Term
infixl 6 :@
With GADTs, however, we can have the terms carry around more type information and create more interesting terms, like so:
data Term x where
K :: Term (a -> b -> a)
S :: Term ((a -> b -> c) -> (a -> b) -> a -> c)
(:@) :: Term (a -> b) -> (Term a) -> Term b
infixl 6 :@
now we can write a small step evaluator:
eval::Term a -> Term a
eval (K :@ x :@ y) = x
eval (S :@ x :@ y :@ z) = x :@ z :@ (y :@ z)
eval x = x
Since the types of the so-called object language, being the typed SK calculus, are mimicked by the type system in our meta language, being Haskell, we have a pretty convincing argument that the evaluator won't mangle our types. We say that typing is preserved under evaluation (preservation.) Note that this is an argument and not a proof.
This, however, comes at a price: let's see what happens when you try to convert strings into our object language:
parse "K" = K
parse "S" = S
you'll get a nasty error like so:
Occurs check: cannot construct the infinite type: c = b -> c Expected type: Term ((a -> b -> c) -> (a -> b) -> a -> b -> c) Inferred type: Term ((a -> b -> c) -> (a -> b) -> a -> c) In the definition of `foo': foo "S" = S
One could, however, reason that parse has type: String -> exists a. Term a
, see also Existential type.
Example with lists
here's another, smaller example:
data Empty
data NonEmpty
data List x y where
Nil :: List a Empty
Cons:: a -> List a b -> List a NonEmpty
safeHead:: List x NonEmpty -> x
safeHead (Cons a b) = a
now safeHead can only be applied to non empty lists, and will never evaluate to bottom. This too comes at a cost; consider the function:
silly 0 = Nil
silly 1 = Cons 1 Nil
yields an objection from ghc:
Couldn't match `Empty' against `NonEmpty' Expected type: List a Empty Inferred type: List a NonEmpty In the application `Cons 1 Nil' In the definition of `silly': silly 1 = Cons 1 Nil
Parsing Example
Note that GADTs provide a rather nice platform for embedded domain specific languages. In particular, they allow an EDSL to use Haskell's type system for its own purposes. As a simple example, we might have an EDSL for simple (regexp-like) parsers that looks something like:
data Parser tok a where
Zero :: Parser tok ()
One :: Parser tok ()
Check :: (tok -> Bool) -> Parser tok tok
Satisfy :: ([tok] -> Bool) -> Parser tok [tok]
Push :: tok -> Parser tok a -> Parser tok a
Plus :: Parser tok a -> Parser tok b -> Parser tok (Either a b)
Times :: Parser tok a -> Parser tok b -> Parser tok (a,b)
Star :: Parser tok a -> Parser tok [a]
An evaluator/parser is then straightforward. Below it's written monadically for convenience, but this also means that we could generalise the return type to being in any MonadPlus. Note that an advantage of this representation which we don't show here is that we could also write a function which applies algebraic rules to the structure to try to simplify the parser before running it. (Though if we were really concerned with efficiency, we'd probably also need a couple more primitives.)
parse :: Parser tok a -> [tok] -> Maybe a
-- Zero always fails.
parse Zero ts = mzero
-- One matches only the empty string.
parse One [] = return ()
parse One _ = mzero
-- Check p matches a string with exactly one token t such that p t holds.
parse (Check p) [t] = if p t then return t else mzero
parse (Check p) _ = mzero
-- Satisfy p any string such that p ts holds.
parse (Satisfy p) xs = if p xs then return xs else mzero
-- Push t x matches a string ts when x matches (t:ts).
parse (Push t x) ts = parse x (t:ts)
-- Plus x y matches when either x or y does.
parse (Plus x y) ts = liftM Left (parse x ts) `mplus` liftM Right (parse y ts)
-- Times x y matches the concatenation of x and y.
parse (Times x y) [] = liftM2 (,) (parse x []) (parse y [])
parse (Times x y) (t:ts) =
parse (Times (Push t x) y) ts `mplus`
liftM2 (,) (parse x []) (parse y (t:ts))
-- Star x matches zero or more copies of x.
parse (Star x) [] = return []
parse (Star x) (t:ts) = do
(v,vs) <- parse (Times x (Star x)) (t:ts)
return (v:vs)
Finally, we might define some examples:
token x = Check (== x)
string xs = Satisfy (== xs)
p = Times (token 'a') (token 'b')
p1 = Times (Star (token 'a')) (Star (token 'b'))
p2 = Star p1
blocks :: (Eq tok) => Parser tok [[tok]]
blocks = Star (Satisfy allEqual)
where allEqual xs = and (zipWith (==) xs (drop 1 xs))
evenOdd = Plus (Star (Times (Check even) (Check odd)))
(Star (Times (Check odd) (Check even)))
Testing this in ghci:
*Main> parse p "ab" Just ('a','b') *Main> parse p "ac" Nothing *Main> parse p1 "aaabbbb" Just ("aaa","bbbb") *Main> parse p2 "aaabbbbaabbbbbbbaaabbabab" Just [("aaa","bbbb"),("aa","bbbbbbb"),("aaa","bb"),("a","b"),("a","b")] *Main> :t p2 p2 :: Parser Char [([Char], [Char])] *Main> parse blocks "aaaabbbbbbbbcccccddd" Just ["aaaa","bbbbbbbb","ccccc","ddd"] *Main> parse evenOdd [0..9] Just (Left [(0,1),(2,3),(4,5),(6,7),(8,9)]) *Main> parse evenOdd [1..10] Just (Right [(1,2),(3,4),(5,6),(7,8),(9,10)])
Projects containing GADTs
Papers on HaskellDB describe problems when GADTs can help (but HaskellDB solves these problems with phantom types).
Darcs represents motivating examples for GADTs, too -- and uses them. The motivations are described in David Roundy's FOSDEM slides (Implementing the Darcs Patch Formalism and Verifying It) (see p. 11, 13--14.). The talk mentions also the notions of phantom type, and existential type, and type witness (see p. 15).


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New Job Post Office Assistant - Term In Saskatchewan
Post Office Assistant - Term |
Post Office Assistant - Term
Company : Canada Post - Postes Canada
Salary : $18.44 an hour
Location : Saskatchewan
Full Description
Job Requisition Id: 168315
Business Function: Retail
Primary City: St. Walburg
Province: Saskatchewan
Employment Type: On Call
Employment Status: Temporary
Language Requirement: English Essential
Employee Class and Level: RVSGD11 - Level 1
Salary: $18.44/Hr
Job Closing Date (MM/DD/YYYY): 05/04/2023
All qualified candidates will be considered however preference will be given to Indigenous people (First Nations, Metis or Inuit) or persons with a disability. This is a special measure employment equity initiative and candidates from this group who wish to qualify for preferential consideration must self-identify.
Job Description
If you have ambition, talent and drive, consider a fast-moving career with Canada Post. We are currently seeking an on-call Post Office Assistant who will use a customer-focused approach when providing counter services to customers.
Note: The ideal candidate should reside in the community. Applicants outside the community in which the Post Office is located may be considered as needed.
Job Responsibilities
- Sell postal products and service to the business community and public
- Sort, distribute and process mail into appropriate classifications
- Provide customers with information and forms
- Address delivery and service difficulties to resolve problems thoroughly and quickly
Job Responsibilities (continued)
- High school or provincial equivalency and/or experience in business administration
- Training and/or experience interacting with the public in a retail and/or service environment, including sales and cash transactions
- Understanding of general or post office accounting systems.
- Physically fit to lift mail containers of up to 50 lb, push or pull boxes, sort mail and stand for extended periods of time
- Flexibility to be available for temporary, on-call work
Other Information
Note: The ideal candidate should reside in the community. Applicants within a 50 km radius of the Post Office may be considered as needed.
As part of the selection process selected candidates will be required to complete a security screening process.
Safety Sensitive Positions
This position may be considered a Safety Sensitive position.
Employment Equity
Canada Post will represent Canada's diversity and provide a safe and welcoming workplace that embraces and celebrates our differences. We are committed to employment equity and encourage applications from women, Indigenous People, persons with disabilities and visible minorities.
Disability is defined as a persistent or episodic physical, sensory, or mental health condition and/or functional limitation. Disability includes both visible and hidden conditions and/or limitations that may impact vision, hearing, mobility, flexibility, dexterity, pain, learning, developmental, mental/psychological, and memory.
Conflict of Interest
The Conflict of Interest Policy prohibits employees from hiring, supervising or reporting to, directly or indirectly via the reporting hierarchy, their immediate family or close personal relations. Should you feel that you may be in an actual or potential Conflict of Interest in regard to this job opportunity, you must communicate with the designated Human Resources representative.
Canada Post is committed to providing an inclusive and barrier-free work environment, starting with the hiring process. If you are contacted by Canada Post regarding a job opportunity, please advise if you have any restrictions that need to be accommodated. All information received in relation to accommodation will be kept confidential.
Important Message
Your application must clearly demonstrate how you meet the requirements as Canada Post cannot make assumptions about your education and experience. We thank all those who apply. Only those selected for further consideration will be contacted.
Leadership Behaviours
Decision Making – A champion of the organization who takes calculated risks and makes prudent, common sense decisions about current issues, future opportunities and resource requirements in a timely, well thought out manner, that aligns with the corporation's best interests.
Accountability – An individual who strives for performance excellence and who holds themselves and direct reports accountable for decisions and actions and for learning from mistakes when intended results are not achieved.
Business Orientation – A proactive individual who understands the competitive nature of the business, and is committed to sustaining the business through excellent customer service and new business opportunities.
Execution – A focused and self-motivated individual who acts with a sense of urgency and delivers on time and within budget, by dealing effectively with challenges and ambiguous situations.
Leading People – A compelling communicator and leader who engages, motivates and inspires others to achieve results and who encourages personal growth and finding better ways of doing things.
Our Values
We value diversity as an essential part of who we are as a company, how we operate and how we see our future. We believe that attracting, developing, and retaining people who reflect the diversity of Canada is essential to our success because this matters to all communities and customers we serve.
Canada Post's corporate values reflect the principles, beliefs and aspirations that guide our behaviour and shape our culture.
Safety – We are committed to a safe and healthy environment for all our stakeholders.
Customer – We serve Canadians with pride and passion.
Respect – We treat each other with fairness and respect.
Integrity – We act responsibly and with integrity.
Transformation – We will innovate and transform to win in the marketplace.


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Applications to convert your ebook from PDB to WBMP:
Comments: 0
This online application can convert to and from different formats. The application lets you convert one or multiple files and select the output format of every file. If you don't have a Convertio account, it allows a maximum file size of 105 MB. If you sign up, the file size limit is increased to 1 GB. Read more »
Online Application


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The Strategy of Content Marketing
The Strategy of Content Marketing
- Free
The Strategy of Content Marketing
About this Course
This course is a partnership between the leading content marketing authority, Copyblogger, and UC Davis Continuing and Professional Education. In this course, you will learn the core strategies content marketers use to acquire and retain customers profitably.
Specifically, you will learn how to develop, organize and implement a content marketing strategy, analyze and measure the effectiveness of content marketing, write compelling copy, use a strategic framework when writing, and build your professional brand and authority through content marketing.
You will also learn how to put the ideas presented to you into action and build your own personal brand through content marketing.


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Tampa to Athens Greece
Dates flexible? Here are the best fares found in the past 48 hours...
Here's why:
We're not the seller.
At KAYAK we don't set the prices, so it's not possible for us to guarantee what other companies are selling.
We compile tonnes of data for you
Our service lets you quickly and easily compare results from hundreds of travel sites at once. In this sense, KAYAK is a search engine and we can't guarantee prices we find.
Why aren't prices accurate 100% of the time?
Prices on airline seats, hotel rooms and car rentals can change frequently. Several people may also be trying to buy the same travel option simultaneously. As a result, you may find, on occasion, that certain prices are no longer available.
If you have more questions or if you have a bad price to report to us,
please send us an and someone from our team will get back to you promptly.


text: A list of all GIP words with their Scrabble and Words with Friends points. You can also find a list of all words that start with GIP. Also commonly searched for are words that end in GIP. Try our five letter words with GIP page if you're playing Wordle-like games or use the New York Times Wordle Solver for finding the NYT Wordle daily answer.


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brilliant minds!
damages issues in hundreds of litigation and dispute matters.
our approach
Consulting WP approaches every client's business as if it were our own. We believe a consulting firm should be more than an advisor. We put ourselves in our clients' shoes, align our incentives with their objectives, and collaborate to unlock the full potential of their business. This builds deep and enjoyable relationships.
The right approach is necessary for the right outcome. Consulting WP approaches work by applying its external knowledge to your organization's internal way of doing work. We know that in order to maximize the potential of success for your company we need to shape our expert advice in a way that applies to your way of doing business. This allows us to create rich relationships with our clients.
Travel and Aviation
Armed with statistical knowledge, technical expertise, and fact based prediction, we allow your business to truly soar.
Business Services
We help you shape and position your business services in a way that enhances the output of your clients.
Consumer Products
We help companies dealing in consumer products create and present products that perfectly blend in with the zeitgeist.
Financial Services
Our financial experts help you analyze financial data, to create a rock steady financial foundation.
Energy and Environment
We work with energy companies to increase their efficiency and eliminate any environmentally harmful practices.
TAX Services
We are a company that offers design and build services for you from initial sketches to the final construction.
Una rete di professionisti al tuo servizio


text:
Hide Preview button
If this option is set to Yes, the Preview button in the view page of a SCORM/AICC Package activity will be hidden.
The student can choose to preview (browse mode) the activity or attempt it in the normal mode.
When a Learning Object is completed in preview (browse) mode, it's marked with browsed icon.


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Wyndham Hotels & Resorts Debuts 21st Brand, Registry Collection Hotels, with Grand Residences Riviera Cancun
World's largest hotel franchising company offers sales and marketing distribution for independent-minded owners and developers of luxury assets
PARSIPPANY, N.J. (June 2, 2021) – Wyndham Hotels & Resorts, the world's largest hotel franchising company with over 8,900 hotels across nearly 95 countries, today unveiled its 21st brand, Registry Collection HotelsSM, adding a luxury offering to the upper end of the Company's growing brand portfolio while further advancing its mission to make hotel travel possible for all.
The launch of Registry Collection Hotels comes at a time when a growing number of independent luxury hotel owners are seeking out proven and established partners to help them recover from the challenges of the global pandemic. Registry Collection Hotels allows these owners to maintain their independent spirit and brand individuality while tapping into the global scale of Wyndham Hotels & Resorts along with its award-winning Wyndham Rewards® loyalty program, helping them to drive more direct bookings at a lower cost of distribution.
"As the hospitality industry continues to rebound, independent luxury hotel owners around the world have approached our development teams seeking sales, marketing and reservations support under a proven and established luxury brand," said Geoff Ballotti, president and CEO, Wyndham Hotels & Resorts. "The creation of Registry Collection Hotels was a natural fit, given Registry's growing global recognition as the world's largest luxury exchange program with over 200 high-end luxury fractional resorts and the continued successful management of that program by our partner Travel + Leisure Co. (formerly Wyndham Destinations). Registry Collection Hotels now fill an important space at the upper end of the Wyndham Hotels & Resorts portfolio, allowing us to very selectively provide support to independent hoteliers around the globe who meet the highest standards of luxury service and accommodations."
Individuality, Elevated
Handpicked to deliver incredible experiences in spectacular destinations, the hallmark of Registry Collection Hotels is the allure of their unmistakable individuality, elevated by thoughtful design and world-class service. From brilliant architectural details paired with serene backdrops to dream-worthy locations, every stay with Registry Collection Hotels is meant to be as unique and indulgent as the hotels themselves.
"We are truly excited about the renewed potential of the global travel, leisure and lifestyle industry, as the world rejoices and reunites after more than a year of lockdowns and restrictions," said Michael Brown, CEO, Travel + Leisure Co. "Experts and travelers are looking forward to exploring again for curated and exclusive experiences around the world. Launch of Registry Collection Hotels is a natural evolution for Wyndham Hotels & Resorts, building on the brand's iconic heritage and global network. As Travel + Leisure Co., the world's leading membership and leisure travel company, with nearly 20 travel brands – including The Registry Collection – we are looking forward to designing a new future for the global leisure industry."
A White Sand Debut in the Mexican Caribbean
Registry Collection Hotels debuts today with the brand's flagship resort, the exclusive 144-room, all-suite, Grand Residences Riviera Cancun. Nestled on a breathtaking white sand beach just moments from the peaceful fishing village of Puerto Morelos, the secluded resort features spacious and inviting Hacienda-style accommodations, BVLGARI® bath products and exceptional amenities such as an oceanfront infinity pool, full-service spa, state of the art-gym, kids club and three gourmet restaurants. The resort is owned and managed by affiliates of the Royal Resorts® group of companies.
Added Ballotti, "Grand Residences Riviera Cancun is a spectacular resort situated in a pristine spot on one of Mexico's most desirable beaches. Beloved by guests the world over for its incredible location, postcard views, and world-class service, we couldn't be more excited to be launching Registry Collection Hotels with one of the region's premier developers and a long-time customer of Travel + Leisure Co., Dr. Kemil A. Rizk."
"From day one, the team at Wyndham has been holistically focused on the needs of our resort, working closely with our team as we collaboratively develop our strategy to announce our flagship affiliation," said Dr. Rizk, president and CEO, Royal Resorts®. "What we value about Wyndham, in addition to their tremendous scale and distribution, is their appreciation for what makes Grand Residences Riviera Cancun unique and their passion for ensuring our individuality is never compromised. The highly esteemed reputation of Wyndham makes us proud to be marking this milestone with them and we look forward to continuing to develop our brand alliance."
Guests of Grand Residences Riviera Cancun enjoy complimentary private premium airport transportation and can partake in a wide variety of on- and off-site activities, including cooking and mixology classes, yoga, snorkeling, bike tours, fishing charters, catamaran cruises and more. The hotel is available for booking starting today at www.registrycollectionhotels.com.
Unlocking The Power of Wyndham
Wyndham Hotels & Resorts has a proven track record of catering to the needs of independent hoteliers, most recently evidenced by the successful launch and robust continued growth of its Trademark Collection® by Wyndham brand. First launched in the summer of 2017, the brand, known for its distinct collection of independent upper midscale and upscale hotels, has since grown its footprint by nearly 75% to now more than 110 hotels across a portfolio spanning North America, Europe, Australia and the Caribbean.
Through Registry Collection Hotels, independent luxury hoteliers are now able to maintain their hotel's unique individuality while benefiting from the power of scale that comes with being part of the world's largest hotel company. Owners receive access to an experienced team of hospitality professionals, as well as an in-depth array of services including strategic sourcing, global sales, revenue management, marketing and distribution, operations support and best-in-class training.
Aspirational Stays through Wyndham Rewards
Registry Collection Hotels is a part of Wyndham Rewards, Wyndham's award-winning guest loyalty program, which for the last three years has been named the number one hotel rewards program by readers of USA Today. With aspirational stay opportunities in some of the world's most desirable destinations, members can earn and redeem points on qualified stays across 21 distinct brands while enjoying a host of perks available exclusively through the program's various member levels. Wyndham Rewards has 87 million enrolled members around the world and is consistently recognized for its overall simplicity, rich redemption portfolio and generous rewards.
About Grand Residences Riviera Cancun
An affiliate of Registry Collection HotelsSM, the 144-all-suite Grand Residences Riviera Cancun debuted on December 7, 2013. Situated in a private enclave between scenic Riviera Maya and bustling Cancun, this exclusive hideaway is ideally located between the world's second largest barrier reef and a tranquil nature preserve. This five-star resort sets a new standard in luxury beachfront living: sprawling suites designed as private residences; gourmet dining; a world-class spa and salon; personalized beach and pool service; and much more. The ideal spot for outdoor adventurers, Grand Residences provides guests with experiences of a lifetime such as snorkeling along the world's longest underground rivers, exploring the historical treasures of ancient Mayan ruins, or simply unwinding on miles of white-sand beaches. For shopping and nightlife, tropical beach hotspot Cancun is only eleven miles away. Grand Residences is owned and managed by affiliates of the Royal Resorts® group of companies, a pioneer in the Mexican Caribbean tourism industry with family-friendly beachfront resorts in Cancun, Puerto Morelos and Riviera Maya. For more information or reservations, call 1.855.381.4340 or visit www.grandresidencesrivieracancun.com.
About Registry Collection Hotels
Get lost in your travels and let Registry Collection HotelsSM meet you there. With thoughtful design, brilliant service and unsurpassed attention to detail, our handpicked hotels and resorts deliver incredible experiences in spectacular destinations around the world. Book your next stay at www.registrycollectionhotels.com or visit www.wyndhamdevelopment.com to learn more about how we're elevating individuality for independent-minded luxury hotel owners and developers around the world. Registry Collection Hotels are affiliated with but separate from The Registry Collection, the world's largest luxury exchange program.
About Wyndham Hotels & Resorts
Wyndham Hotels & Resorts (NYSE: WH) is the world's largest hotel franchising company by the number of properties, with over 8,900 hotels across nearly 95 countries on six continents. Through its network of over 797,000 rooms appealing to the everyday traveler, Wyndham commands a leading presence in the economy and midscale segments of the lodging industry. The Company operates a portfolio of 21 hotel brands, including Super 8®, Days Inn®, Ramada®, Microtel®, La Quinta®, Baymont®, Wingate®, AmericInn®, Hawthorn Suites®, Trademark Collection® and Wyndham®. Wyndham Hotels & Resorts is also a leading provider of hotel management services. The Company's award-winning Wyndham Rewards loyalty program offers 87 million enrolled members the opportunity to redeem points at thousands of hotels, vacation club resorts and vacation rentals globally. For more information, visit www.wyndhamhotels.com.
SOURCE: Wyndham Hotels & Resorts


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Why your brain needs data visualization
The benefits of processing information through pictures
By Analise Polsky, thought leader, SAS Best Practices
According to Research Scientist Andrew McAfee and Professor Erik Brynjolfsson of MIT, the amount of data that crosses the Internet every second is greater than all the data stored in the Internet just 20 years ago. This amounts to exabytes of data being created on a daily basis.
If you tried to picture each individual data value that is being generated just in your company, your head would spin. The human brain is incapable of processing more than one value at a time let alone hundreds, thousands, millions or billions. Yet, information can inform and enlighten your business practices, direction and vision. Fortunately, there is something to help your brain not only imagine your corporate information, but consume it. Enter data visualization.
Data visualization is the representation of data in a pictorial or graphical format. The purpose of data visualization is to simplify data values, promote the understanding of them, and communicate important concepts and ideas. Visualizations are the single easiest way for our brains to receive and interpret large amounts of information. Data visualization gives business users the ability to use information intuitively, without deep technical expertise. Even novice users can create data visualizations that are meaningful, such as pie charts, line graphs, bubble charts and heat maps.
Advanced data visualizations support more in-depth and complex analytics. A visual tier that sits on top of the analytics program lets users view the results of complex algorithmic processing. Not only can they get insight into what's happened, they can forecast what might happen, using rich graphics to quickly derive business actions. The fact is, when people transition from spreadsheets to data visuals, they are able to register the values they are seeing as a whole.
Consider the manufacturing director of product reliability for an international company that produces small motors, like the ones you find in toothbrushes, toys or cell phones. Each year the company makes millions of vibrating cell phone motors. One of the director's principal responsibilities is to determine how reliable the cell phone motors will be with each year of age. If the product's reliability falls short of the standards set forth by the cell phone manufacturers who use the motors, his company could lose major contracts.
A traditional electronic spreadsheet cannot visually represent the amount of data that is collected on the age and reliability of the cell phone motors. In print, the spreadsheets would look like small mountains on the director's desk. In both cases, the director would lose countless hours poring over millions of rows of data, and he would still be none the wiser about his original question of the age of the motor and its reliability.
Data visualization represents the data in a way that the director can easily interpret, saving him time and energy. For example, Figure 2 shows the number of units that correspond to each age (represented by the color gradient) as well as the reliability as the age of a unit increases. In a matter of seconds, he can see that units approaching 10 years of age are approximately 40 percent reliable. This visual simplifies the totality of the data, instantly clarifying what is happening with the reliability of the cell phone motors.
Regardless of his computer expertise, the director can quickly derive meaning from the data that supports his job function. When the visuals are generated only by a technical user, on the other hand, it can leave a lot open for interpretation.
Whether they work at the corporate headquarter or in the field, employees can use data visualization tools to unite around common visuals, inviting new conversations around data usage and decisions. In the long run, this collaboration can save time and help bridge some of the decision gaps between business areas.
Mobile applications for tablets increase the sharing and dissemination of data visuals among business users. Web-based applications unchain us from traditional desktop applications and encourage mobility. Managers, account representatives and executives can all access visual reports and see key performance indicators from anywhere. Having a centralized access point for important reports and indicators minimizes the endless paper and email trails that often result in miscommunication and misinformation.
There is no going back. The flow of data will not shrink in the near future; in fact, it will continue to grow exponentially. Time is doing us no favors, and we may not always have access to or the resources for all the technical experts that we think we need. Today we can use data visualizations and the advanced analytics that supports them to meet these challenges head on.
Analise Polsky is a thought leader on the SAS Best Practices team. The focus of her work is developing and delivering data quality, data stewardship, culture and change management, and data visualization best practices. She has also created training materials for database and application products, which she has presented to a wide variety of clients in multiple languages.
Read More
- See for yourself what data visualization can do for you.
- Return to Analytics Insights.


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Grounded in community and sustained by hope, Charlie's Place offers a warm and calm space where people experiencing homelessness get basic needs met while also finding the resources they need to empower themselves and better their lives. Learn more here.
Interested in volunteering? Charlie's Place volunteers help serve our neighbors experiencing homelessness in the Dupont Circle Community with nutritious meals, case management, health care, clothing, a lending library, and so much more. This is a great opportunity to meet your neighbors, lend your skillset, and connect with other social justice–minded friends. Whether you are interested in volunteering one time, once a month, or every week, we have a volunteer opportunity that is right for you! Sign up here.