Categories
Remote Jobs

Lights! Camera! Action! How to ace your video interview and get the job offer – CNBC

When it comes to interviewing for a job, it’s a whole new world these days.

In-person meetings are gone, replaced by virtual ones.

“Due to the [coronavirus] pandemic, when things shifted overnight a few months ago, everyone shifted to Zoom or video chats or online interviews,” said Vicki Salemi, a career expert with jobs site Monster.

“We don’t see that changing for the foreseeable future.”

While the country is reopening and businesses are starting to get back on their feet, Covid-19 cases are rising in more than 30 states. Texas, Florida, California and Washington are rolling back some of their states’ reopening plans.

More from Invest in You:
These 5 remote jobs pay more than $60,000 a year
Six strategies to help recent college grads find work right now
5 jobs with six-figure salaries that let you work from home

All of this means you should sharpen your virtual interview skills, especially since the U.S. is in a recession.

“Acing your virtual interview has never been more important,” said career expert Sarah Stoddard at Glassdoor.

“With recent job declines around the country, there are more people looking for jobs than ever.”

The unemployment rate, which was just 3.5% in February, was 13.3% in May. June’s job report will be released on Thursday.

Here are some tips to help you make a good impression and land the job.

Do your homework

Whether the interview is virtual or not, preparation is key. That means do your research on the company.

“You’re going to look at the company’s social media feeds, find out their values,” Salemi said. “Google the people you’re interviewing with.”

Glassdoor also has reviews on the work environment from former and current employees.

Additionally, be prepared to answer interview questions such as, “Why should I hire you?,” “What is your biggest strength?” and “What is your biggest weakness?”

You’ll also get a chance to ask questions, so have them ready in advance.

“You are interviewing them, too,” Salemi said.

“Ask them questions about their current situation: Is everyone working from home? When are they going back into the office? What are the company’s plans for the rest of the year?”

Dress the part

With the camera only seeing you from the waist up, you may want to be all business on top and comfy sweats on the bottom. That would be a mistake.

“Wear an interview suit with matching pants and not shorts,” Salemi said.

“If the doorbell rings or if someone opens the door, you need to make sure you are looking pristine from head to toe.”

Location, location, location

Delmaine Donson

Before you start the interview, make sure your setup is in the right place. Find a quiet spot in your home with no distractions and tell your family or roommates that you don’t want to be interrupted.

Lighting is also important. You need to be seen, without shadows. Try not to sit in front of a window. You can also get special lighting, like a ring light, to set up behind the device.

Also, don’t forget about what’s behind you. Sit in front of something simple, neat and professional, like a wall or a bookcase.

Check your tech

Ensure that you have a strong internet signal so that you don’t drop the call, as well as ample power for your device. Familiarize yourself with the video technology that will be used for the interview so that you can get comfortable with it in advance.

Also, set up the device, whether it is a laptop, tablet or smartphone, at the right height so that the lens is at eye level.

Practice

Write down potential interview questions and then practice those on a video call with a friend or family member.

Ask for feedback, so that when it is time for the interview, you have already responded to the questions a couple of times, Stoddard said.

Treat it like an in-office meeting

PhotoAlto/Eric Audras

When it comes time for the interview, treat it like you were going into the office. That means arriving early so that you are the first to join the call. That will also allow you to have some time to mentally prepare, said Salemi.

Try to block out and eliminate distractions. That includes putting your phone on airplane mode, if you aren’t using it for the call.

“When you have a job interview in an office, your phone is off,” Salemi said.

“You are 100% present, focused, in the moment and ready to ace it,” she added. “Treat this with the same importance.”

Acing your virtual interview has never been more important. With recent job declines around the country, there are more people looking for jobs than ever.

Sarah Stoddard

career expert at Glassdoor

While you can’t hand over a physical copy of your resume, as you would in an in-office setting, try to get the email of your interviewer in advance and send them your resume and cover letter so that they have the materials in front of them during the interview, Stoddard suggested.

Watch your body language

What’s lost in a virtual interview is the natural building of rapport that can happen in-person.

That’s why it’s really important to maintain eye contact the entire time, which means looking directly into the camera and not at the screen. It may be tough, but putting a sticky note with an arrow pointing to the camera lens can help, Salemi suggested.

“You can still build rapport with the interviewer,” she said.

“Allow yourself to sit, pause, breathe, articulate your thoughts and speak while making eye contact.”

It’s also not lost on the interviewer if your eyes are elsewhere.

“People can tell when you’re looking around on your screen and around the room,” added Stoddard.

“The more focused you can be in the interview and the more engaged you can be, the better.”

Also, check the rest of your body language. That means sit up straight and not fidgeting.

Say thanks

Categories
Work from Home

Five Networking Keys to Successful Working from Home – Network World

The current crisis has put a spotlight on a tried-and-true networking paradigm: working from home. But despite the typical bandwagon claims, it turns out that effective remote or teleworker connectivity solutions have their own unique set of requirements that can only be satisfied with a broad range of products and services drawn from remote, branch, and campus networking solutions delivering secure access to IT resources from the edge to the data center to the cloud.

Based on Aruba’s extensive experience in enabling remote and home office networking, there are five key components of an effective and productive work-from-home solution that highlight the differences between consumer and enterprise-grade solutions.

  1. Ease of Connectivity:As employees make the sudden shift to working from home, it’s not just about somehow connecting to corporate resources, but how easy it is to do that. Depending on the circumstances, a secure software client may be best for a personal device, but for others it’s new hardware. But no one wants to “read the manual” to set up their access, so automated zero-touch installation is a must.
  2. Performance:Once connected, employees will expect the same level of performance and responsiveness as they enjoy in the office. That typically means more than the consumer-grade connectivity solutions that workers deploy for their home use. Enterprise-grade hardware and software means that the in-home work experience will be the same as in the office.
  3. Reliability:This is the companion point to performance. Enterprise-grade access solutions are built for long-life with enhanced components and extended testing and have anticipated challenges such as interference in their design. It all adds up to five 9’s of uptime that employees have come to expect.
  4. Security:Security is more important than ever given the obvious lack of physical control in a home or remote environment. In-depth zero-trust security includes multiple factor authentication, VPN encryption and traffic segmentation, and consistent, role-based IT access policies that are applied consistently to a user or device no matter how and where they are connected.
  5. Management:Work from home cannot mean “you’re on your own” when a problem shows up. IT needs the same visibility into the remote access network as they have on the corporate campus. It starts with a centralized cloud management solution that tracks, monitors, and ultimately either self-heals or facilitates rapid problem resolution, and includes application testing and network health monitoring from a client perspective.

Specific Solutions that Can Help
Aruba Remote Access Points (RAPs): Extend your network to homes and small offices.

User Experience Insight: Aruba User Experience Insight (UXI) enables IT professionals to conduct remote troubleshooting for employees working from home while still providing vital business services and support.

Aruba Central: Streamline operations and have visibility over all of your remote employees with easy-to-use deployment tools and a single pane of glass. A three-step onboarding wizard, Zero Touch Provisioning, and a mobile app make it easy for employees to set up a device in their home. An intuitive dashboard and reporting capabilities help manage distributed healthcare environments.

For more information, visit Aruba’s Business Continuity and Work From Home solutions page. You can also check out Aruba’s Stay Connected webinar series.

Categories
Affiliate Marketing

Affiliate Marketing : What will be our New Normal? – The Drum

We all know that economic factors are going to impact the way we work our marketing strategies online. A recent report from Rakuten’s research report showed 42% of publishers reported that their web traffic had increased during the pandemic. Brands who are not working actively with affiliates could be missing out on this valuable real estate in their acquisition mix.
For a long time, the performance marketing model has remained stagnant and like technology booms during crises (think Uber, Airbnb) there is going to be a period of innovation that naturally occurs. The past few months has very much been a time to take stock, pivot or reset digital priorities. While brands are looking at what to do now, it’s time to also take stock and consider what the new normal may be. In this article I’ll be exploring what the future could look like for affiliate and performance marketers.

Data and Tech will be Key

Data will provide more insight than it ever did before. Attribution revenue modelling will be impacted by changes in traffic sources and volumes and marketers will consider all of this when planning budgets for 2021 and beyond. It’s my guess that affiliate programs will want to pay for performance a lot harder than they perhaps did in the past because budgets will no doubt be impacted overall. It is going to be critical to make sure that money is being spent exactly where it makes the most impact and an affiliate program can help you leverage that reach during harder times.

Affiliate managers will be spending more time analysing data to see which traffic streams are the most effective in terms of revenue. If affiliate partners aren’t performing or meeting the agreed key performance indicators, deal negotiations will be managed more stringently than before. This places a bigger emphasis on affiliate publishers to focus on their ROI and not just conversion of the customer.

Automation of Tasks

Tech stack and SaaS companies are springing up all over the place. We have had time to realise that technology can help us with the administration tasks we may previously have been happy spending a few hours on end completing in the past.

Productivity will need to be stringently measured especially in a remote working climate.
Affiliate Managers can automate a lot more of the mundane tasks using apps and products that sit outside the traditional affiliate tracking solutions and CRM tools we currently use. As a result, affiliate managers will now have more time to nurture relationships and build on results as well as create new opportunities for promotions that speak to their customers and convert them better too.

This extra time also means affiliates will play a bigger role in audience segmentation and monitoring. Affiliates always have their ear to the ground; they are agile and reactive and using them to get insightful feedback on your customer behaviours and trends can be of great benefit to brands and their budgets. Smaller merchants who value innovation might jump onto this and leverage that expertise to get early market reach as buyer behaviours will change as we move out of COVID-19.

More Events and Networking Opportunities

What we have discovered from remote working and the increasing use of technology is that location knows no bounds. With an increasing number of summits, and networking events being hosted online – I anticipate this continuing. Affiliates have become used to being able to network and build relationships digitally, and although events organisers will of course be once again opening up conferences, awards ceremonies and face-to-face events – I certainly expect more of these digital summits to continue. Self lead learning is going to be popular, so I expect to see a lot of new people try their hand at becoming an affiliate even in the simplest form.
Collaboration will open up new opportunities and we may see some affiliate consolidation and mergers taking place to cement market positioning. This will also impact your pricing and terms negotiations so putting good deals in place could protect you for the long-term changes that may occur.

Affiliate Disruption leads to training and development – it’s an ongoing skill

Businesses will invest in affiliate disruption again – like in the past affiliates were cuckolded to prevent brand cannibalisation on Search and PPC smaller businesses may outsource again to affiliates who are experts in this field to work more openly together and marginalise competitors.

Like I’ve explained before – the market forces that drive the growth in this channel are enabling it to grow at a much faster rate than other digital channels. This means hiring more staff to accommodate the program growth and that leads me to talk about training. Companies may realise that affiliate management is a skill and it is learned on the job.

To be really good at affiliate marketing, it requires ongoing education to remain at the forefront of this channel. Like with SEO and complex algorithms, the day to day running and program implementation is going to change along with the new normal environment we’ll find ourselves working in. Businesses will now invest in educational events and seminars that will allow affiliate managers to be more competent in their digital roles.

Increase of Media Consumption, will disrupt traditional pay per performance pricing
Media consumption will increase (what else have we got to do) so affiliate managers will have to think about brand and performance to maximise budget spend. There has already been broadcasting companies now offering TV advert spots on a CPA (cost per acquisition) basis as opposed to their standard remuneration rates. We will see more of this price disruption in online media in months to come and need to embrace any new remuneration opportunities that might present a good deal for both parties. Other forms of media spend such as PPC has also come down, and although the likelihood is that this will go back up, affiliate managers will be able to watch these trends more closely than before and focus on specific geo locations or products to drive value where they can.

Things are changing, there is no doubt that this will continue but we also need to look at the positive opportunities this presents and consider how to leverage these changes into the way we might have always done things. Businesses that don’t do this – will be the ones who fall behind.

Categories
Work from Home

Home and away – when working from home means working abroad – International Law Office

Tax and social security implications
Immigration implications
Employment law and data privacy implications
How to minimise risks

COVID-19 is causing many employees to ask if they can work from home for an extended period overseas (eg, because it is their home nation or because their family is based there). Employers should consider a variety of issues – including the tax, social security, immigration and employment implications – before agreeing to an employee’s request to work from home when home is not in the United Kingdom. This article discusses the issues and sets out practical steps that employers can take to minimise risks.

Tax and social security implications

From a UK perspective, unless the anticipated duration of the stay is so long that it may affect tax residency (see below), UK employers should continue to deduct income tax under the pay-as-you-earn (PAYE) system in accordance with the employee’s PAYE code, notwithstanding that the employee is temporarily working overseas. In addition, employers should continue to deduct employee national insurance contributions (NICs) and pay employer NICs.

However, employers will need to consider whether the employee’s stay in the host country creates risks of income tax or social security liability in that country – or even the risk that the employer will be regarded as having created a permanent establishment there. Several tax authorities have issued concessions in light of COVID-19, but not all have, and it will be important to establish the rules in place in the relevant host country.

Income tax may be payable in host country if employee becomes tax resident
The host country has primary taxing rights over the employment income that the employee earns while physically working in that country. However, if there is a double tax treaty (DTT) between the United Kingdom and the host country, the employee may be exempt from income tax there if certain conditions are satisfied, including that they are not a tax resident in the host country.

The employee’s residence status is determined in accordance with the DTT by reference to their personal circumstances and whether the number of days that they are present in the host country over a 12-month period (however briefly and irrespective of the reason) exceeds 183 days.

The United Kingdom has a DTT with most countries, including all 27 EU countries and most other major world economies. In practice, this means that a short stay abroad in many locations is not going to result in the employee becoming liable for host country income tax.

However, employees who have already spent other periods in the host country in the same 12-month period (eg, visiting family) may reach the 183-day threshold sooner than expected. Further, the full details of the conditions can differ from DTT to DTT (particularly the period over which the 183-day test must be satisfied), and the employer and employee may still have obligations in the host country even if a DTT applies (eg, the employer may need to register with local authorities as an employer or report on the income that is being paid to the employee). Therefore, it is important to understand the local position.

If the employee becomes subject to tax in the host country but remains a UK tax resident, they will remain subject to UK income tax on their worldwide income but should be able to obtain credit for some or all of the tax that they pay in the host country. However, they will need to complete the appropriate tax declarations, which could be a complex process.

Social security position is complex and depends on what agreements are in place
The general rule is that employee and employer social security obligations arise in the country in which the employee is physically carrying out their duties.

In the European Economic Area and Switzerland, there are exceptions to this general rule which allow UK employees and their employers to continue to pay UK NICs and not pay social security contributions in the host country if certain conditions are satisfied. An A1 (or E101) certificate from Her Majesty’s Revenue and Customs (or the social security authorities in the employee’s country of residence if different) must be obtained. These rules are due to expire on 31 December 2020, when the current Brexit implementation period ends, and it remains to be seen whether there will be a trade agreement between the United Kingdom and the European Union which will replicate any of these features.

Outside the European Economic Area and Switzerland, the position will depend on whether there is a reciprocal agreement between the host country and the United Kingdom. In countries where there is a reciprocal agreement (eg, the United States or Japan) an employee can remain within the UK system (and not pay local social security contributions) for up to five years if they have a valid certificate of coverage.

In other countries where no agreement exists, UK employers must continue to deduct employee UK NICs and pay employer NICs for the first 52 weeks. Further, depending on the social security regime that is in place, there may also be a liability to pay social security contributions in the host country in addition to any contributions that are made in the United Kingdom.

Risk of creating a permanent establishment is low but should be considered
In some situations, there will be a risk that an employee’s activities or presence in the host country will create a permanent establishment for their employer in that country. This would be the case if, for example, the employee has a sales or business development role and is habitually exercising an authority to conclude contracts in their employer’s name while in the host country.

If a permanent establishment is created, the profits attributable to that establishment would be subject to corporate tax in that country. Moreover, the income tax exemption in the DTT would not apply. While this may be less of a problem if employers already have established operations in the host country, it could be difficult if they do not.

Assuming that the working-from-home arrangement is only short term, it would be difficult for the tax authorities to argue that a permanent establishment had been created. However, the longer that the arrangement continues, the greater the risk – particularly if the employee routinely negotiates the principal terms of contracts with customers which are simply rubber stamped without amendment by UK employees.

Immigration implications

Immigration permission is generally not required for business visits. Depending on an employee’s activities, it may be possible to characterise their stay as a business visit – for example, if their activities are limited to those typically undertaken during business trips (eg, meetings and training). However, restricting an employee’s activities in this way is unlikely to be practical for many employees and, in general, the longer that an employee works without permission, the more difficult it will be to characterise their stay as a business visit. In some countries, work itself is prohibited even as a business visitor.

At present, if the employee is a UK or EEA national, they have the right to live and work in an EEA country (although this position will change for UK nationals from 31 December 2020 when the current Brexit implementation period ends).

If an employee is not an EEA national or wishes to work from a non-EEA country, employers must consider what restrictions may be in place. For example, if they want to work in Hong Kong but do not have permission to stay there indefinitely, they should not undertake any work without permission, even for a limited period and even if the employing entity is not a Hong Kong entity. As with tax and social security, some countries have implemented emergency COVID-19 legislation that will affect the normal immigration position, but this is not the case everywhere.

Employers may also need to consider any immigration issues that could arise on the employee’s return to the United Kingdom. For example, EU nationals should consider whether to secure settled or pre-settled status in the United Kingdom before they travel overseas. Other non-British nationals should consider whether their absence from the United Kingdom may affect their visa or their eligibility to apply for other types of status in future where absences are assessed (eg, indefinite leave to remain, permanent residence or naturalisation as a British citizen).

Employment law and data privacy implications

On top of the tax, social security and immigration implications explained above, there are various other employment law and data privacy considerations.

Mandatory employment protections may apply
If employees live and work abroad, even for short periods, they can become subject to the jurisdiction of that other country and start to benefit from the applicable local mandatory employment protections. These may include:

  • minimum rates of pay;
  • paid annual holidays; and
  • rights on termination.

What protections, if any, an employee acquires will depend on the country in question.

Within the European Economic Area, there is also the Posted Workers Directive (PWD) to consider. This applies where an employee is posted from one undertaking or establishment to another cross-border within the European Economic Area (and, until 31 December 2020, the United Kingdom). Changes to the PWD, which must be implemented by the end of July 2020, mean that employees will be entitled to the same mandatory pay as comparable employees in the host location.

The PWD itself was not designed to cover the situation of an employee working from home temporarily in another EEA country, and it would not be directly engaged unless employers opt for a formal secondment to a local group company or ask the employee to work on a contract for a local client. However, the local implementation of the PWD may nonetheless end up capturing this situation.

For example, in Belgium the local implementation of the PWD requires that all employment, remuneration, working terms and conditions and collective bargaining agreements that have been declared generally binding apply as of day one to any employee working temporarily in Belgium. This is also true of the United Kingdom, where employees have certain minimum statutory rights from day one. This can be a complicating factor, particularly if a dispute or termination scenario arises and the employee asserts that they have employment rights in another jurisdiction.

Be careful about transferring data
If an employee’s role involves processing personal data, this could give rise to data protection issues, especially if the employee is requesting to work from a country outside of the European Economic Area which is not subject to the EU General Data Protection Regulation and other EU data privacy laws.

Local health and safety protections may apply
UK employers must protect the health, safety and welfare of their employees, which includes providing a safe working environment when they are working from home. If an employee works from home abroad, employers must ensure that it complies with any local health and safety requirements. For example, in the Netherlands, employers must provide employees with the equipment needed to ensure a safe working environment, which in some cases might involve making a contribution to the purchase of or purchasing relevant equipment.

Employees must also comply with applicable public health guidance (eg, quarantine periods) both in the host country and on their return to the United Kingdom.

How to minimise risks

Given the current situation, employers will want to be flexible when it comes to accommodating requests to work from home overseas, but they will also want to minimise the risks. Depending on how many requests they expect to receive, they may even want to consider developing a short policy to ensure that these situations are dealt with consistently and fairly. Employers may receive more such requests in future as employees look to take advantage of increased remote-working opportunities by working abroad for a short period on a regular basis.

The key practical steps that employers can take to minimise the risks are as follows:

  • Employers should accept requests only if the employee’s role can be performed effectively and lawfully from the country in question.
  • The shorter the period that the employee is working abroad, the smaller the risks are likely to be. Employers should consider approving requests only for a short, time-limited duration where the employee’s expected return date is clearly documented.
  • Employers should always take expert local advice on any tax, social security, immigration and employment obligations that they may have in the host country, as well as on any COVID-19 concessions that have been issued. Employees may also need to obtain advice.
  • Much will depend on the host country and the employee’s nationality. For the time being, working in the European Economic Area is generally more straightforward, but this will change after 31 December 2020 when the Brexit implementation period ends.
  • Employers should check what data processing the employee will be doing and whether this can be carried out lawfully in line with their usual policies.
  • Employers should agree the terms of any temporary overseas working arrangement with the employee and record them in writing. Ideally, these should clarify that:
    • the employee will be liable for any additional income taxes or employee social security which may be charged because of their decision to work for a short period overseas (and that the employer is authorised to make additional deductions or seek reimbursements, if necessary, for this purpose);
    • the employee will be responsible for any personal tax declarations that may need to be made;
    • the employment contract remains subject to UK law and jurisdiction;
    • the employee is still working solely for the UK business;
    • the employee has no authority to enter into contracts with local customers while in the host country and should not hold themselves out as having such an authority;
    • the employee takes responsibility for ensuring that they have the necessary technology and arrangements in place to enable them to work effectively;
    • the employee accepts that they are working from home at their own risk and that their employer will not be liable for any loss they suffer due to their request being approved; and
    • the employee must comply with all applicable public health guidance both in the country to which they travel and the United Kingdom.

For further information on this topic please contact Colin Leckey or Rosie Moore at Lewis Silkin by telephone (+44 20 7074 8000) or email (colin.leckey@lewissilkin.com or rosie.moore@lewissilkin.com). The Lewis Silkin website can be accessed at www.lewissilkin.com.

Till Hoffmann-Remy, partner (Kliemt, Germany), Marco Sideri, partner (Toffoletto De Luca Tamajo e Soci, Italy), Gisella Rocío Alvarado Caycho, lawyer (Sagardoy Abogados, Spain), Sophie Maes, partner (Claeys & Engels, Belgium), Ilse Baijens, associate (Bronsgeest Deur, Netherlands), Catherine Hayes, senior associate (Lewis Silkin, Ireland), Kenneth Leung, consultant (Lewis Silkin, Hong Kong), and Katy Lee, legal assistant (Lewis Silkin, Hong Kong), assisted in the preparation of this article.

The materials contained on this website are for general information purposes only and are subject to the disclaimer.

ILO is a premium online legal update service for major companies and law firms worldwide. In-house corporate counsel and other users of legal services, as well as law firm partners, qualify for a free subscription.

Categories
Work from Home

Dell’s Falza Khanani: Working from home made me a better designer – Fast Company

Technical specifications are important considerations when purchasing technology, but let’s face it: Speeds and feeds don’t mean much if the product isn’t also designed to look and perform its best. My team of designers at Dell Technologies is responsible for exploring the latest materials and testing out various finishes, textures, and colors for Dell’s future products.

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Falza Khanani [Photo: courtesy of the author]

Like all design functions, it’s a hands-on and highly collaborative role. We examine numerous shades of reflectivity and touch many material samples. We explore tactility, measuring gloss levels and just the right tint of color. We identify future trends and focus on the fine details and the technical exploration on how everything comes together. After all, every detail makes up the total product experience.

In March, due to the pandemic, 90% of Dell Technologies’ 165,000-person global workforce began working from home. Flexible work has been part of our culture for many years, but something that I never imagined I’d be jumping into full-time—let alone overnight. And just as fast as we went remote, so did the consumers for whom we design. Before the pandemic, Dell and other notebook designers were designing with the mobile warrior in mind; now it’s the remote worker/parent- teacher/I’m-stuck-at-home-please-entertain-me warrior.

Here’s what I’m learning through it all.

Accept that some things can’t be done virtually

Dell has design studios and labs around the world, with meeting spaces, clutter-free neutral rooms, various lighting options, design resource libraries, storage and archive space, and more. In normal times, many of our designers worked alongside each other in-office four to five days a week, with around 95% of team members in one of our studios for key presentations and executive reviews.

The temporary closure of our studios presented a new challenge for our entire design team. Even though we were used to working with global and remote colleagues almost every day, we had to go back to the drawing board for a new approach. We had to define working remotely in our own way, now that 95% of us were working virtually, with only a couple of (masked, social-distancing) colleagues occasionally in-studio for vital in-person tasks such as sharing a live feed of physical concepts for review sessions. We’ve outfitted team members with at-home kits of important tools, such as spectrophotometers and lightboxes. But other things we normally considered imperative, such as sight, touch, and close collaboration and proximity with colleagues, were just the start of the challenges we looked to solve.

Learning new ways to communicate the visual

As designers, most of our communication has always been conveyed through our visual—as they say, a picture is worth a thousand words. However, with the team now working remotely, the pendulum has shifted, and my design team and I have had to learn to flex other communication muscles.

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Depicting color over a video call, for example, doesn’t compare to looking at a physical sample, because we’re all in different environments and might have our displays at different brightness levels. But when you can’t fly across the world to present physical samples to suppliers or clients, you must create an immersive visual story to guide them virtually. I’ve learned the importance of tapping into my audience’s emotions to convey the feeling I’m trying to capture with my design.

We leverage many technologies to enhance the professionalism of our work in the studios, and have had to reimagine the tools and devices we have available as we learn how to up-level the richness and fidelity of what we’re trying to convey virtually. We’ve integrated digital SLR cameras, gimbals to steady the cameras from shaky hands, and wide-angle lenses to replace standard webcams and mobile phone cameras for design language reviews.

Live and animated videos have replaced PowerPoint decks and static images for sharing mood boards, design concepts, and product features. We’ve adopted intuitive collaboration software tools such as Microsoft Teams and Slack more broadly, often replacing email chains and serving as virtual studios of sorts. Some teams have even rigged green screens in their homes for partner presentations we previously held in-person.

Channeling your inner consumer

Away from the office, I’m removed from the hundreds of different opinions flying at me throughout the day, which frees me to “trust my gut.” I’ve gained greater confidence and conviction throughout this time at home. You truly must believe in yourself and your product in order to sell it.

For many of us at Dell, the virtual world has meant we’ve felt empowered to just keep things moving without checking every decision with peers or management, and we’re taking more ownership than ever before. With more time to think strategically and more trust among the team, we’re seeing bigger ideas coming to life. We’ve already developed new strategies in the past year around how we make our products look softer and more human.

As I work from home, I’m constantly thinking about how we can develop products that fit better within the home. Understanding how our devices fit within the larger scheme of an environment is important, how they play against the canvas of the room, how they look among our other belongings, and the connection they have to our everyday lives.

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The challenges we’ve encountered working from home have also inspired us to think differently about the designs in process on our current products. Through video calls, we’re now inviting far more colleagues into our homes than ever before. We were previously focused on designing for mobility, but with many of us in new environments ourselves, we’re getting firsthand experience with the features that are rising to the top of the priority list for the new ways we’ll need to work and play.

Rewriting the nine-to-five

Even the da Vincis of the world can’t design on demand. Inspiration looks different for everyone, and although collaboration is important, stripping away the distractions we’re used to in the office allows us to explore our individual creativity.

Working from home has allowed me to cut down on things that took unnecessary headspace before, like my commute. I used to schedule life around work. But at home, it feels easier to schedule work around my life. I can do my best thinking outside regular working hours, and I can simply enjoy more me time. Exploring your passions outside work is the secret to doing better work.

My new workspace has also given me a new perspective and frees me to see products differently than I might in our studios. One thing I love to do is examine product colors at all hours of the day. I can view them in morning, midday, and evening light; in my kitchen, my backyard, wherever. This helps me to visualize how our products might look on retail shelves, how our customers see them during the unboxing process, what the products look like from the top view or side view, and how the colors look in different environments among the other products and devices we own.

What’s next?

This crazy social experiment isn’t over yet, but I’ve learned a lot working at home. My team has unleashed creativity we never knew we had and grown closer as a team, while also gaining newfound autonomy. I’ve heard from team members and colleagues across the business that our internal culture has strengthened during these difficult times. We’ve learned to listen to our intuition, trust each other, and play by our own rules, all which help make us more innovative in our individual roles.

But physical experiences are still part of human nature. I don’t see myself being fully remote forever, but I’m already thinking through how we can blend our old ways of working with the new.

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Falza Khanani is color, material, and finish design strategy director at Dell Technologies.

Categories
Digital Marketing

Digital Marketing Analytics System Market Technology Growth and Development 2020 to 2026 – Cole of Duty

Global Digital Marketing Analytics System Market Size, Status and Forecast 2020

The Global Digital Marketing Analytics System Market Research Report 2020-2026 is a valuable source of insightful data for business strategists. It provides the industry overview with growth analysis and historical & futuristic cost, revenue, demand and supply data (as applicable). The research analysts provide an elaborate description of the value chain and its distributor analysis. This Market study provides comprehensive data which enhances the understanding, scope and application of this report.

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Leading companies operating in the Global Digital Marketing Analytics System Market are IBM, SAP, Google, Adobe, Oracle, SAS, Datorama, AgilOne, Origami Logic, Piwik PRO, CAKE, AT Internet, ClickFox and others.

This report segments the Digital Marketing Analytics System Market on the basis of by Type are:

Social Media
Content Optimization
Email Marketing Management
Others

On the basis of By Application, the Digital Marketing Analytics System Market is segmented into:

SME (Small and Medium Enterprises)
Large Enterprise

Regions Are covered By Digital Marketing Analytics System Market Report 2020 To 2026

North America (United States, Canada and Mexico)
Europe (Germany, France, UK, Russia and Italy)
Asia-Pacific (China, Japan, Korea, India and Southeast Asia)
South America (Brazil, Argentina, Colombia etc.)
Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)

Digital Marketing Analytics System research report delivers a close watch on leading competitors with strategic analysis, micro and macro market trend and scenarios, pricing analysis and a holistic overview of the market situations in the forecast period. It is a professional and a detailed report focusing on primary and secondary drivers, market share, leading segments and geographical analysis. Further, key players, major collaborations, merger & acquisitions along with trending innovation and business policies are reviewed in the report. The report contains basic, secondary and advanced information pertaining to the Digital Marketing Analytics System Market global status and trend, market size, share, growth, trends analysis, segment and forecasts from 2020-2026.

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Important Features that are under Offering and Key Highlights of the Reports:

– Detailed overview of Digital Marketing Analytics System Market

– Changing market dynamics of the industry

– In-depth market segmentation by Type, Application etc.

– Historical, current and projected market size in terms of volume and value

– Recent industry trends and developments

– Competitive landscape of Digital Marketing Analytics System

– Strategies of key players and product offerings

– Potential and niche segments/regions exhibiting promising growth

Finally, researchers throw light on the pinpoint analysis of Global Digital Marketing Analytics System dynamics. It also measures the sustainable trends and platforms which are the basic roots behind the market growth. The degree of competition is also measured in the research report. With the help of SWOT and Porter’s five analysis, the market has been deeply analyzed. It also helps to address the risk and challenges in front of the businesses. Furthermore, it offers extensive research on sales approaches.

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Gain detailed insights on the Digital Marketing Analytics System industry trends

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Analyze competitive dynamics by evaluating business segments & product portfolios

Facilitate strategy planning and industry dynamics to enhance decision making

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Categories
Affiliate Marketing

Affiliate Marketing Tracking Software Industry 2020 Global Market Growth, Size, Share, Trends and Forecasts to 2026 – Jewish Life News

Affiliate Marketing Tracking Software Market Research Report estimates the size of the market for 2020 and projects its growth by 2026. It provides a detailed qualitative and quantitative analysis of the Affiliate Marketing Tracking Software market. And collect useful data for this extensive, commercial study of the Affiliate Marketing Tracking Software market. The global Affiliate Marketing Tracking Software report is a basic hold of information, essentially for the business executives.

Get Sample Copy of this Report https://www.orianresearch.com/request-sample/1604266

Affiliate Marketing Tracking Software Industry report provides a basic overview of the industry including definitions, classifications, applications and industry chain structure. The Affiliate Marketing Tracking Software industry analysis is provided for the international markets including development trends, competitive landscape analysis, and key regions development status.

Global Affiliate Marketing Tracking Software Industry 2020 Research report is spread across 126 pages and provides exclusive vital statistics, data, information, trends and competitive landscape details in this niche sector.

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The key players covered in this study

  • Everflow
  • LinkTrust
  • AffTrack
  • Hitpath
  • Impact Radius
  • Click Inc
  • HasOffers
  • Voluum
  • CAKE
  • Post Affiliate Pro.

This report focuses on price, sales, revenue and growth rate of each type, as well as the types and each type price of key manufacturers, through interviewing key manufacturers. Second on basis of segments by manufacturers, this report focuses on the sales, price of each type, average price of Affiliate Marketing Tracking Software, revenue and market share, for key manufacturers.

Development policies and plans are discussed as well as manufacturing processes and cost structures are also analyzed. This report also states import/export consumption, supply and demand Figures, cost, price, revenue and gross margins. Third by regions, this report focuses on the sales (consumption), production, import and export of Affiliate Marketing Tracking Software.

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The Global Affiliate Marketing Tracking Software Industry focus on Global major leading industry players, providing information such as company profiles, product picture and specification, capacity, production, price, cost, revenue and contact information. Upstream raw materials and equipment and downstream demand analysis are also carried out.

Market segment by Type, the product can be split into

  • Cloud-based
  • On-premises.

Market segment by Application, split into

  • Enterprise Propaganda
  • Government Election
  • Organize Fund-raising.

Market segment by Regions/Countries, this report covers

  • North America
  • Europe
  • China
  • Japan
  • Southeast Asia
  • India
  • Central & South America.

Finally by applications, this report focuses on consumption and growth rate of Affiliate Marketing Tracking Software in major applications.

Major Points Covered in Table of Contents:

1 Affiliate Marketing Tracking Software Market Overview

2 Market Competitions by Manufacturers

3 Production Capacities by Region

4 Global Affiliate Marketing Tracking Software Consumption by Regions

5 Productions, Revenue, Price Trend by Type

6 Global Affiliate Marketing Tracking Software Market Analysis by Application

7 Company Profiles and Key Figures in Affiliate Marketing Tracking Software Business

8 Affiliate Marketing Tracking Software Manufacturing Cost Analysis

9 Marketing Channel, Distributors and Customers

10 Market Dynamics

11 Productions and Supply Forecast

12 Consumption and Demand Forecast

13 Forecasts by Type and by Application (2021-2026)

14 Research Finding and Conclusion

15 Methodologies and Data Source

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Categories
Remote Jobs

Remote Working: How Luna Labs CEO Steven Chard runs the company across London and Minsk from home – Pocket Gamer.Biz

The games industry plays host to a colourful cast of diverse individuals, from artists and coders to narrative designers and studio heads.

The skills to pull off these roles, however, are complex and differing, with each position requiring mastery in its field – especially in these complex times we are all living through at the minute.

To highlight some of the brilliant work that goes on behind the scenes as well as how employees around the world are adapting to the life of remote work, PocketGamer.biz is reaching out to the individuals who make up the games industry in our Jobs in Games: Remote Working series.

This week we spoke with Luna Labs co-founder and CEO Steven Chard.

PocketGamer.biz: Can you tell us about your current role and what it entails?

Steven Chard: As a co-founder and CEO, I’m responsible for our overall growth and direction as a business. When we first started Luna, my role boiled down to finding a product market fit and making sure we didn’t run out of money. While finding that market fit, we were able to identify a big bottleneck in playable ad production that we wanted to address.

We also soon realised that the production of gameplay video was ripe for innovation too. So, we took on the challenge and further created a piece of technology that reduced the long and arduous process of gameplay video production.

I can confirm that starting a company in games is an emotional rollercoaster, but it’s worth every minute.

Steven Chard

As a CEO, I also empower the incredible team around me to build these products and deliver an exceptional service to the developers using Luna technology. Now, Luna is profitable and has found its market fit. My role has evolved into making sure we maintain our high growth trajectory, deliver a sustainable business model, and continue to find areas where we can innovate as a business.

On a day to day, internally, I work closely with our Product, Engineering and Commercial teams. Externally, I work with investors, focus on partnership opportunities, and most importantly, catch up with our invaluable clients for proper feedback.

How did you first get into games and how did you progress into this role?

I enjoyed gaming through my childhood on consoles and PC. I built a mobile game with two friends a couple of years after free-to-play became so important in our industry. The game wasn’t a knockout success, but the build process was super insightful.

My first meaningful exposure to the business side of mobile gaming was at AD-X Tracking where I led growth and worked very closely with dozens of the top developers at the time. These close working relationships helped me understand the levers these studios had for growth and what technologies were available to help them succeed, in the space that required more than just a good game.

In summary, trying to really understand the market and working collaboratively with games studios was always something important to me. So, taking the plunge into entrepreneurship with Luna came quite naturally.

What did you study (if anything) to get your role? What courses would you advise for aspiring professionals in the area?

I studied business during my undergrad and learned other skills along the way. Taking Luna as an example, the team is split roughly 80/20 engineers to business operations. The engineers we hire come in different flavours from our engine developers working on our Unity plugin technology to the full stack developers working on the front-end web UI, called Playground.

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Our developers typically have a strong background in either maths and physics or computer science and strong programming skills. Typical courses we would advise for aspiring professionals would be exploring the study of Web technology stack (for example HTTP, HTML, JavaScript, CSS) in addition to having a knowledge of Unity, C#, .NET and the Mono development framework. On the business side, being analytical is important as decisions are now underpinned by a deep understanding of data.

Do you think there are any misconceptions, public or professional, surrounding your area of expertise?

I can confirm that starting a company in games is an emotional rollercoaster, but it’s worth every minute. I feel very fortunate to work in such a dynamic and forward-thinking industry which brings a bit of fun to people every day.

Games companies don’t always look for specific ‘games’ qualifications or track records. There’s a mix of skills from development, data science, maths, business and art that can be applied to games companies. And often having people come in with fresh eyes from another industry or as graduates works out really well. It’s a very open industry in that respect, and it’s a lot of fun once you’re in.

What advice do you have for someone looking for a job in this profession?

Whether it’s in a games studio or a games technology company, there are many routes in and many opportunities to forge a great career. The industry is growing rapidly and the economics of gaming are also ever-evolving.

My advice to anyone in the space is to work hard, be proactive, and challenge the norm. No matter whichever discipline you end up pursuing, applying these methods day to day will undoubtedly help you.

How has the shift from office to remote working impacted your role, if at all?

The team at Luna is split across London and Minsk. In the early days, it was mostly skewed to Minsk. From then on, we learned to have very regular calls and close comms to ensure we were working as a tight unit despite the physical distance.

As the team grew in London, we continued to maintain this close working culture with our Minsk teammates. Whilst we haven’t been able to meet in person since Covid-19 emerged, we have compensated by having additional virtual time outside of daily stand-ups and team meetings.

I would say that being required to work remotely forced our hand internally to further improve our remote culture.

Steven Chard

From an external perspective, we thought the impact would be worse to not be able to meet new developers, our clients, and attend events. However, we’ve been growing every month, and the whole industry has shown real resilience and willingness to keep pushing on despite the headwinds.

What does your typical day look like when working remotely?

Well, working remotely during lockdown with two children in the house was a lot of fun, I can assure you. I’m in London and things are starting to open up again, kids are back into a school/nursery on a reduced schedule, but nonetheless, some normality is in sight.

A typical day involves a morning stand up where everyone in the team (22 and counting!) takes 30 seconds to a minute to share their priorities and goal for the day. We find having this focus every day to be very important.

I structure my day in a way that helps me balance my priorities, something that’s proven vital to success when there are simply too many tasks to complete in a single day. I focus on my top two priorities for any given day and then fill my calendar with a mixture of both internal and external comms, balancing them in a way that ensures that I complete those two priorities that will make the most positive impact at Luna.

What do you think are the biggest advantages and disadvantages of remote working?

The advantages are definitely the lack of commute, and the opportunity to approach work differently and still achieve great results.

On the flip side, as a business owner managing home life too, if often feels like there are simply not enough hours in the day. The commute I’ve now realised was quite a good down time to brainstorm and think, which I hadn’t quite realised before.

I would say that being required to work remotely forced our hand internally to further improve our remote culture. We created more opportunities for social events like our bi-weekly Friday quiz and opened up different group chats to share non-work-related thoughts and ideas. These examples have helped our “Lunarians” maintain a balance during these challenging times.

Is there anything you wish you had known before moving to remote working?

Given my home situation, I quickly realised that I’d have to be very strict with a time schedule to manage and get the most out of a working day. Practically speaking, I wish it didn’t take me a month to order a second screen and a decent office chair because that would have saved some time and pain.

Do you have any advice for others who are struggling to adjust to remote work?

It is really important to structure your day and stick to it. Turn off or limit notifications for your mental sanity. Exercise when you can and eat well. Self-care is important. If you’ve been working for endless hours, it’s important to go for a walk and have some downtime. Without it, you will burn out sooner rather than later.

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After the pandemic ends and if you were given the choice, would you prefer to continue working remotely or go back to working in an office?

At Luna, we hosted a team survey to see how everyone feels about returning to the office. The overall response was that our team wants the flexibility to do both.

Frankly, our team is extremely accountable and diligent. We’ve always encouraged missing rush hour and working from home occasionally. We care about the wellbeing of our “Lunarians” and we’ll be moving forward with that balance in mind. Personally, I’ll be glad to hop on my bike and cycle to the office, but I’ve also learnt to appreciate the home set up and will be doing a bit of both from now on.

Categories
Freelance jobs Online

In Los Angeles, an Economy Built on Freelancers Crumbles – The Wall Street Journal

Candy Ibarra had six jobs at the beginning of 2020. Now she has none.

By March, with a pandemic-stricken economy in free fall, a Target commercial in which she was going to perform was canceled, as were at least six other Hollywood projects. Non-acting jobs she had to help pay the bills, as a private investigator and a translator, dried up because of travel restrictions and bans on outsiders in courts and hospitals.

In…

Categories
Freelance jobs Online

How Data Scientists Can Benefit From Certifications While Looking For Jobs Amid Covid-19 Crisis – Analytics India Magazine

With data becoming the key to managing business in the Covid-19 era, there has been a massive demand for data scientists among companies. Despite this huge demand, it has always been a challenge for data scientists to land a job, as companies are only looking to hire professionals with advanced skill sets. Such skill sets are scarce among data scientists, which again creates a major talent gap in the industry. And therefore it has become imperative for analytics professionals to upskill themselves with certifications to remain relevant in the industry.

Online courses have proved to be immensely beneficial for data scientists to advance their skill sets. However, certifications are the one that actually authenticates and validates those learned skills. A certificate with validation from prominent educational institutions and companies can give a competitive edge to data scientists’ resumes by recognising their achievements and showcasing their talents. In fact, completion of a course can only be demonstrated by obtaining certification, which would require them to pass an exam.

Although many edtech companies like Coursera, Simplilearn, Great Learning, etc. provide several online courses – some, for free – many do not provide certifications in the end. Many of them also don’t allow enrollees to invest in training time and urge self-study, which makes them a preferred choice among working data science professionals. Some of the prominent certification programs include:



Also Read: Data Science Is Not About Certifications But The Mindset

How Certifications Can Aid Data Scientists Amid Covid-19

Although these certifications don’t put much value for experienced data scientists who have been in the field for a long time, it creates a greater impact in the resumes of individuals who are either just starting off or have been negatively impacted by the ongoing recession. Being one of the highest-paid jobs today, companies have also become extremely critical before hiring data scientists, and therefore, these certifications can act as a testimony for your skills that can get you hired.


W3Schools


Agreeing to this, Chitrita Nath, Digital & Analytics Leader ( APAC Region) – Shell Trading & Supply said that, “When a candidate has added certificates to their resume, it gives recruiters like us a sense of confidence in hiring that person.”

However, this isn’t the case with enhancing the skillsets of internal staff. Nath said, “However, when I’m looking at uplifting my internal staff, which is within the organisation, it is critical to enrol them for required online courses. It is probably a commitment that the person is giving to the manager and the organisation that he’s willing to invest the time to take the course.” For such scenarios, the certification, which is the exam, “is a cherry on top.” Although the employee is taking the course, obtaining that certification would require an extra effort. “Because for certification, the employee has to find time out of their work to prepare themselves to do that online course and pass it with a certain percentage,” said Nath.

Nath further believes that for many companies, certifications are mandatory for promotions. In such cases, “although taking the course would make the employee master data science, the certifications would help them advance their career.” What is more, “onboarding employees with certifications, reduces a lot of effort for companies that would have required to upskill existing employees otherwise,” said Nath.

In fact, according to an article, it has been noted that certifications can help analytics professionals earn higher salaries than others. The average salary of a data science professional with certifications in virtualisation and cloud computing can lead him to an average salary of $112,955 per year. Such numbers showcase that recruiters who are looking for professionals with advanced skills are willing to pay higher for certified professionals.

Even Amarjeet Kaur, a research scientist at Tech Mahindra, feels that data scientists must opt for online courses that provide certifications. “Some courses provide certification, others don’t. Also, the key to choose the right certification course for analytics professionals.”

According to Kaur, not only do these certifications provide authentication to showcase necessary skills but, at the core, these programs provide domain knowledge, which is essential for them to survive in this crisis. Even among recruiting companies who are working on different Covid-19 related projects, they would prefer hiring employees with specific certifications for specific projects. “Therefore, these certifications are not only good for their resume, but also for their personal growth.”

Also Read: What Is More Beneficial To Get Data Science Jobs — Certificates Or Projects?

See Also

Analyttica Datalab Releases COVID-19 Data Exploration On ATH Leaps

Nobody can gain expertise in data science overnight. It, in fact, takes years to acquire those skills and achieve the proficiency required for today’s era. Shirish Gupta, Head – Data Science and Partnerships at loan2grow says, “Majority of data professionals who have worked on a bit of algorithm and tried once on Kaggle for NLP start considering themselves as a data scientist, but that’s not the reality. One cannot understand data science if they cannot understand the foundation and basic maths and statistics involved in it. And that’s where data science certifications come into the picture.”

What is more, certifications can not only help data scientists or working professionals, but also freelancers, gig workers, self-employed analytics professionals and consultants enhance their portfolio and establish trust among clients.

Criticality Of Choosing The Right Certification Program

Although there are several certification programs and online courses that provide certifications in the market, there are some essential criteria that can help data scientists choose the right certification for themselves.

According to Gupta, searching for a perfect certification program is similar to choosing an online course, and depends on multiple factors — “firstly, one should see who is the instructor and what kind of experience the instructor has in the field of data science.” Secondly, it is critical to check the curriculum as learning basics is as vital as learning advanced skills, “if the course teaches some advanced skills without touching upon the basics, I wouldn’t recommend it. Thirdly, language understanding is fundamental in this field, so, “the certification should focus more on Python, rather than SQL and SAS.” Lastly, for students to advance in their learnings, it is critical to understand how the course reviews their students – “the course must have weekly quizzes, exams and a proper certification program to analyse the progress of the enrollees.”

Many of these courses require immense efforts from data professionals where they have to learn, give exams and pass it with a certain percentage, however, if professionals are looking to advance their career as well as grasp the core concepts of data science, these certifications can be the best option for them to opt for, feels Gupta.

Wrapping Up

Being a dynamic landscape, data science is continuously evolving, and certifications are an excellent way for data and analytics professionals to keep up their competitive advantage, where it not only allows them to develop advanced skill sets that are necessary for the current situation, but will also help them validate those skills.

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