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How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Which option completes the text below correctly?
A Beijing company has unveiled spectacularly futuristic designs for a pollution-busting, elevated bus
[...] Song Youzhou, the project’s chief engineer, claimed the busses could be produced for 20% of the price of an underground train and rolled out far more quickly since the______infrastructure was relatively simple.
The project has been greeted with ______ in China, where traffic jams have grown as the country ______the United States to become the largest car market on earth in 2009.
However,______over the______ was tempered by the fact that a virtually identical contraption was unveiled at the same expo in 2010 without catching on. Its ______? A Chinese engineer by the name of Song Youzhou.
(Adapted from https://www.ltheguardian.com)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Which option completes the text below correctly?
The story of a sub's last desperate dive
[...] The lost submarine ______ during an expedition______by Find AE1 Limited in December 2017, more than 103 years after it______near the Duke of York Islands in PNG, ending one of Australia’s longest naval mysteries.
Defence Minister Marise Payne said the images collected during the expedition ______ that the boat’s guardrails ______ and hatches appeared to be shut. “These first assessments from the expedition indicate that the AE1 ______ to be in a state for underwater operations."
(Adapted from httpI I : www.defence.gov.au/news)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Based on the text below, answer the next question.
Now Hear This: A Navy Audiologist in the Federated
States of Micronesia
By Mass Communication Specialist 1st Class
Byron C. Linder, Pacific Partnership Public Affairs
Story Number: NNS180326-20 Release Date: 3/26/2018 1:34:00 PM
PACIFIC OCEAN (NNS) - Pacific Partnership, with 2018 marking the 13th iteration of the event, brings together a vast array of personnel from countries including the U.S., United Kingdom, Australia, and Japan. In each demographic, you'll find personnel who are on their first, second, or even third trip to the Federated States of Micronesia (FSM).
But only one participant this year can claim the crown of "most familiar firsthand" with the FSM islands. He is Lt. Matt Thomas, an audiologist stationed at Navy Environmental Preventative Medicine Unit 6 in Pearl Harbor, Hawaii, with 18 years of service in the active duty and Reserves.
This is Thomas' third time to Yap...but ninth overall to Micronesia. He's not a diving enthusiast, exploring the countless reefs under the sea in his off duty time. Nor is this his ninth Pacific Partnership - indeed, it is his first time as part of the mission. Rather, he has made it his focus to bring his specialty of audiology to a place where there is no native support, time and time again.
A native son of El Paso, Texas, and University of Texas graduate, Thomas found himself working for a baseball team and being less than impressed with the "grunt work" the job entailed."During my breaks, I would read, mostly history. I was a history major, and I wanted to work overseas when I got out of college, but l was not doing that. So I put it all together and figured the Navy would be the way to make that happen," Thomas explained.
Thomas pursued a career as a surface warfare officer, but it was during a deployment to Djibouti in 2010 that he began not just a transition from the Reserves to active duty... but to a whole new field.'The medical field was my avenue to go from the Reserves to active duty, and audiology offered me the chance to take the prerequisite courses while I was deployed. I took eight classes that one summer in Djibouti, applied to every school that I could, and got accepted," Thomas recalled, adding he maintained Reserve service while balancing a full-time class schedule.
Navy Environmental Preventative Medicine Unit 6, Thomas' command, has significant operational presence in the area. But it was force of will, he said, that got him to the FSM.
(Abridged from http://www.navy.mil/)
According to the text, it is correct to state that:
I- A comunicação pública é encarregada de tornar a informação disponível ao público e de estabelecer a relação e o diálogo, que são capazes de tornar um serviço desejável e preciso. II- Os serviços oferecidos ao público, como todos os serviços, aspiram à notoriedade e à boa qualidade de sua imagem. O mercado potencial dos usuários interessados não é geralmente muito amplo, o que não justifica aqui o apelo aos técnicos da informação de massa antes de uma troca comunicativa. III- As campanhas de informação sobre as causas sociais ou de natureza humanitária encontram menos dificuldades do que as mobilizações cívicas para serem recebidas pela opinião.
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