Click here to view original web page at m.economictimes.com

Search 2 keywords found: employment,productivity,technology,software,mobility

Synopsis

India aims for inclusive employment by 2030, but challenges persist, stressed speakers and attendees at Zero Project India Conference 2024.

Follow us

India's journey toward being an inclusive and equitable society hinges on creating meaningful job opportunities for people with disabilities, experts say. Despite progress in policies and technology, barriers such as social stigma, accessibility issues, and lack of employment opportunities continue to hinder the integration of people with disabilities into the workforce. By 2030, India aims to dismantle these barriers, ensuring equal access to jobs for all.

According to the National Family Health Survey (NFHS-5) conducted by the Indian Council of Medical Research (ICMR) in 2019-21, 63.28 million people, or 4.52% of India's population, are living with disabilities. This is a significant increase from the 2011 Census, which reported 2.68 crore (2.21%) disabled individuals. The sharp rise in these figures calls for urgent intervention.

Regional disparities further highlight the uneven distribution of disability prevalence. For example, Sikkim reports a 2.98% prevalence rate, compared to just 0.9% in Daman and Diu. Notably, nearly 50% of the disabled population resides in five states: Uttar Pradesh, Maharashtra, Bihar, Andhra Pradesh and West Bengal.

To deliberate more on such pressing challenges and their potential solutions, the recently concluded Zero Project India Conference 2024 at The Leela Hotel, Gurugram, brought together global and national networks to discuss innovations and solutions for disability inclusion. The conference highlighted the urgent need to expand job opportunities for people with disabilities.

ET PRIME - TOP TRENDING STORIES

• How Indian banks gave away an opportunity called UPI, and its control, to PhonePe, and Google Pay
• Business of biryani: how Biryani By Kilo is winning Indian palates with consistency and automation
• Varun Beverages outshines HUL, returns 100% in one year. Can it sustain the momentum ahead?
• Why top BharatPe executives are leaving the fintech unicorn to start their own ventures
• Are you buying high and selling low? Blame it on the behavioural gap
• Top Nifty50 stocks analysts suggest buying this week

Subscribe to ETPrime

According to the 2011 Census, 1.7 crore disabled individuals were non-workers, with females accounting for 54%. In the private sector, workforce participation remains low — only five of the Nifty 50 companies employ more than 1% of disabled individuals. Public sector enterprises, despite the mandate under the Rights of Persons with Disabilities Act (2016) to reserve 4% of jobs for people with disabilities, also fall short of this target.

Experts stressed a key solution to these challenges lies in technology, particularly artificial intelligence (AI). AI-powered tools can revolutionise how people with disabilities access education and skill development programmes, enhancing their employability. For example, AI-driven voice recognition software, text-to-speech applications, and predictive text technology offer support for those with visual or physical impairments. Virtual reality (VR) and augmented reality (AR) tools can create simulated training environments, providing practical, real-world experiences for job seekers.

Remote work, another AI-enabled innovation, offers a viable solution for those with limited mobility or transportation challenges. According to experts, this flexibility has the potential to greatly expand employment opportunities for disabled individuals. AI platforms can also help match candidates with suitable jobs, improving productivity and job satisfaction through better alignment of skills and roles.

Speaking at the event, Meera Shenoy, founder and CEO of Youth4Jobs Foundation, highlighted the importance of grassroots innovations and collaboration. "While policy frameworks exist, we need more focused efforts to ensure implementation and accountability. Youth4Jobs has touched 15 million households and impacted over 590,000 disabled youth across South Asia. By working with the government, over 1,500 companies, and civil society, we aim to build a more inclusive society," she said.

Michael Fembek, CEO of the Zero Project, emphasised the role of collaboration in driving disability inclusion: "The Zero Project India Conference 2024 offers a unique opportunity to connect our global networks with India's emerging innovations. Scalable solutions shared here can push the boundaries of what's possible, ensuring that disability is no longer a barrier to employment."

Government representatives attending the event also echoed these sentiments. Rajesh Aggarwal, Secretary of the Department of Empowerment of Persons with Disabilities, underscored the need to scale up initiatives and improve daily infrastructure for people with disabilities. He stated that while the corporate sector has made strides, there is still a need to scale initiatives and improve infrastructure for day-to-day living for persons with disabilities.

Martin Essl, Founder of the Essl Foundation, called for continued innovation, particularly in education and employment, to drive inclusion. "Together, we can create pathways that ensure no one is left behind. The momentum we’ve built today must translate into actionable change to make the world more inclusive," he said.

The Zero Project India Conference 2024 laid the groundwork for collaborative action, but experts affirmed the path ahead is challenging. The job creation gap for people with disabilities is not only a moral issue but also a missed economic opportunity. With the aid of AI and technology, individuals with disabilities can become key contributors to the workforce, driving both social inclusion and national economic growth.

As India works toward its 2030 goals, the push for disability inclusion will require stronger partnerships, greater accountability, and innovations that ensure every individual, regardless of ability, has a place in the nation's workforce.

Click here to view original web page at techbullion.com

Search 2 keywords found: conservative,technology,software,robot

With extensive leadership experience in supply chain and operations management, Anupam Narayan has witnessed firsthand how technological advancements have revolutionized the logistics industry. Throughout his career, he has successfully led teams through the transition from traditional manual operations to highly automated systems, all while optimizing performance in distributed teams across various regions. His deep expertise, from integrating robotics and warehouse management systems to the emerging impact of artificial intelligence AI and machine learning ML, makes him an insightful voice in the field.

In this interview, Anupam reflects on the transformative journey of logistics and warehouse management, shares key strategies for managing distributed teams, and discusses the evolving role of AI in supply chain management. From balancing speed with cost efficiency to planning for peak demand surges, Anupam provides a comprehensive look into the future of logistics, drawing on his experience with large-scale technology rollouts and sustainable operations.

Anupam, as a senior leader with extensive experience in supply chain and operations, how have you seen technology transform warehouse management and logistics over the past few years?

It’s been an interesting journey from witnessing and executing traditional manual operations to automation. The transformation I have seen in my career has been phenomenal and game-changing. Some facets include introducing robotics, warehouse management systems, the Internet of things, and more recently artificial intelligence and machine learning. Robotics in particular have proven to be a breakthrough. Several new technologies have emerged such as automated guided vehicles and robotic arms that have made repetitive tasks safer, faster, and more accurate. Software has played a big role especially in warehouse management systems further leading to more accuracy in planning and execution. IoT, AI, and ML are still in the works and, I’d say we are in nascent phases.

You’ve led teams across various geographical locations. What strategies have you found most effective for managing and optimizing performance in distributed teams?

Interestingly, based on my personal experience it’s more about people than technology, data, or analytics while working with distributed teams and across different geographies. Technology, data, and analytics are for the most part location neutral. However, cultural alignment and the people component play a bigger role. For instance, in certain geographies, and with certain cultures one has to explain the why in greater depth behind decision-making than others. On the flip side, working with certain other geographies and teams getting buy-in is quicker. Having said that, we have to embrace this diversity of thought and leverage the competencies, strengths, and skillsets of all stakeholders to get the best out of the combined team.

How has the integration of AI and machine learning changed the landscape of supply chain management, and what future developments do you anticipate in this area?

AI and machine learning have come a long way in reshaping how industries operate, from planning to execution. But honestly, we’re just getting started. There’s so much potential that hasn’t been tapped yet. These technologies really shine when they have massive amounts of data to work with, but right now, the available data isn’t always enough for them to reach their full potential. Still, the progress has been incredible, making supply chains more efficient, responsive, and data-driven. We’ve seen huge improvements in things like decision-making, forecasting, inventory management, predictive maintenance, risk management, and quality control—it’s been a game-changer.

Looking forward, the possibilities are endless. Not only will we keep improving in these areas, but we’ll also see exciting advancements in autonomous supply chains, blockchain integration, predictive analytics, and even how humans and AI can work together. It’s an exciting time.

How do you balance the need for speed and efficiency with cost management in your logistics processes?

It’s certainly a trade-off and somewhat linked to your business model whether you are for a profit or non-profit. Customers like speed and efficiency but often it comes at a cost. Economies of scale support sustainable and sometimes even lower costs at higher speeds and efficiencies, it’s hard to claim that it’s a norm. Hence, it boils down to a willingness to pay from the customer’s perspective. Depending on who your customer is and how much is their willingness to pay, you should decide what’s right for your business.

As someone who has been involved in network-wide roll-outs of new technologies, what advice would you give to companies looking to implement large-scale technological changes in their operations?

It’s all about buy-in, in my opinion. Leveraging the strengths of all key stakeholders while maintaining an eye for diversity of thought is the secret sauce. My advice would be to have a plan, goal, and vision; execute this plan; and celebrate wins and success while embracing setbacks. It is important to pivot when the plan is not working and make mid-course corrections as needed. Although, I would also caution by saying, many times it takes time to see the true results of the plan. Rushing to change the plan is not ideal till it’s substantially proven to not work. Also, shy always from false positives. Occasionally, short-term results of such large-scale technological changes in a confined environment and under controlled situations do not show the full picture. One has to rinse and repeat to understand what works and what does not.

The concept of sustainability is becoming increasingly important in logistics. How are you seeing this play out in warehouse operations and supply chain management?

It’s a really important topic that people often undermine. If we run out of resources at sustainable costs, operations will no longer be viable in the long term. A few things to look at are more energy-efficient buildings and equipment, waste reduction and recycling, sustainable transportation and shipment methods, and the use of clean technology. Over the past few years, this is increasingly becoming a focus area for several organizations. The combined efforts of the industry present a good picture ahead of us.

Looking ahead, what do you believe will be the most disruptive change in e-commerce logistics over the next decade?

This is an interesting question. It’s really hard to predict the future. However, I do foresee automation making operations safer, more accurate, and faster. Natural large language processing, edge computing, cognitive automation, and quantum computing are probably no longer a dream but a reality in times to come. This will certainly revolutionize how supply chains work driving down costs and increasing accuracy.

You’ve managed operations during peak periods like major shopping events and holiday seasons. What lessons can other industries learn from how e-commerce leaders handle sudden surges in demand?

I’d begin with a principle I learned from my long-time mentor, Barry Salzberg: “Proper Planning Prevents Poor Performance.” Flexibility is crucial when planning and managing surges in demand. It’s a delicate balance—being too conservative can drive up costs, while being overly optimistic can leave you without enough capacity. The key is to create plans that are flexible but strong enough to handle major fluctuations, whether demand is higher or lower than expected.

In my experience, it’s important to focus on a few key areas well in advance of any anticipated surges: safety, manpower, capacity, software, identifying potential bottlenecks, and revisiting lessons learned from past surges. All of these factors contribute to smoother, more effective execution when the demand hits

Click here to view original web page at www.forbes.com

Search 2 keywords found: employment,productivity,technology,academic

John Pierce is an entrepreneur with a focus on C-Suite consulting, M&A in the RIA segment, and a builder and leader of high-quality teams.

Technology has always had an impact on job markets. The efficiency it delivers often leads to reduced need for certain functions, no matter the industry. Considering some roles get eliminated entirely, it's understandable that new tech tools cause employees to panic about their relevancy. The increasing adoption of AI is no exception.

For example, when I was growing up, two key jobs were in high demand: coding and copywriting. Both careers were considered safe bets for professional security. But today, more companies are leaning on automation for these functions because it's more cost effective. There's a chance that, in the long term, there won't be a need for human coders or copywriters.

As AI begins taking over non-core, non-critical activities, it actually opens the door for new job classes to emerge. People in at-risk professions can learn to pivot their existing skill sets so they can fill those roles. For example, copywriters can apply their creativity to crafting the prompts that train generative AI models to produce desired outcomes. So it's clear we must embrace AI and learn to leverage this new dynamic if we want to stay competitive.

4 Steps To Prepare For AI Disruption

In the face of this new reality, it's vital to envision how AI may impact your career. Does it have the potential to put your position, employer or industry in jeopardy? If so, how can you protect your future? These four steps can help you make the right decision as this technology continues to disrupt job markets.

MORE FOR YOU

Trump Vs. Harris 2024 Polls: Harris Leads In 4 Latest Surveys

NSA Tells iPhone And Android Users: Reboot Your Device Now

Harris And Trump’s Biggest Celebrity Endorsements: NASCAR’s Danica Patrick Says She’ll Vote For The First Time In 2024

1. Focus On Reskilling And Upskilling

The first step in preparing for the AI-driven future is adapting your skill set. For example, you may want to learn about data analytics or common programming languages. Then be sure to develop key soft skills that are more difficult to automate, like problem-solving and emotional intelligence.

2. Embrace Lifelong Learning

As further AI disruption comes our way, it's your choice to be proactive. But if you choose not to learn, you're limiting yourself. There are numerous benefits tied to lifelong learning, including enhancing your employment opportunities, developing personally and—my personal favorite after turning 60—improving your cognitive health and resilience to aging. Don’t just take my word for it. Back in 2007, Havard research associates Claudia Goldin and Lawrence Katz wrote a paper on how adapting to technological change can help narrow wage gaps.

Start pursuing academic opportunities, like certifications, that will prepare you for future tech advancements that could influence your career. See what educational opportunities your current employer offers—be sure to ask about any expense reimbursement policies—or take some free classes online.

3. Innovate Freely

Be open to technological innovation and its ability to improve your own efficiency and productivity. Even if your role doesn't sit in the CTO’s office, take the initiative to seek out AI solutions for current challenges at your organization. Experimentation can lead to innovative problem-solving, especially when you embrace collaboration and diverse thinking.

4. Network And Collaborate

Finally, start building a strong professional network that includes AI experts. Networking provides access to new information, diversity of ideas and, as needed, new job opportunities. We're all in the same proverbial boat related to AI. I've connected with AI experts so I can better understand the complexity—or, at times, the simplicity—of how this technology will impact our lives.

Am I concerned about AI? Yes. But am I also excited about where this leads us? Absolutely. Those who read my work know I'm both an optimist and a realist. It's amazing to be in the next business revolution, but we can't sit on our hands, waiting to see what happens. Participating in AI disruption is ultimately your choice, but choosing to embrace it will be your best bet for a secure future.

Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?

Click here to view original web page at www.computerworld.com

Search 2 keywords found: productivity,software,technical

As AI automates routine tasks, entry-level roles will focus on quality assurance and strategic contributions.

Generative AI is on track to transform entry-level roles across industries, with 64% of leaders expecting these positions to evolve from creation to review and refinement of outputs within the next three years. The percentage of managers holding a similar view stood at 71%, according to new research from the Capgemini Research Institute.

The findings suggest the traditional model of junior employees manually creating content, data, or code is rapidly being replaced by generative AI, which can generate these outputs in a fraction of the time. As a result, employees in these positions will focus more on quality control, critical analysis, and ensuring AI outputs meet business standards, the report added.

The findings are based on Capgemini Research Institute’s May 2024 survey that involved 1,500 executives and 1,000 entry-level employees from 500 organizations with over $1 billion in revenue, to explore generative AI adoption.

The report revealed that employees expect gen AI will manage an average of a third of their tasks (32%) within the next 12 months, indicating a potential productivity boost. This shift is expected to be felt most acutely in roles that traditionally involve manual content creation, data entry, or routine customer service tasks.

“Generative AI tools are becoming more adept at assisting with complex managerial tasks, which could challenge the status quo of organizational structure and ways of working,” Roshan Gya, CEO of Capgemini Invent and a member of the Group Executive Committee said in a press note. “This shift allows employees to focus on higher-value activities, unlocking new perspectives and challenging assumptions.”

Increased autonomy for junior employees

The widespread integration of AI into the workplace will not only change the nature of entry-level work but also grant more autonomy to junior employees.

According to the data, 52% of leaders and managers expect entry-level positions to gain greater independence as AI becomes more embedded in daily workflows. For example, in industries such as supply chain and logistics, AI will take on tasks like inventory management and order processing, allowing junior analysts to focus on strategic tasks and project management.

As AI continues to manage mundane tasks, junior employees will have more opportunities to make decisions that were previously the domain of higher-level staff. This will enable them to fast-track their careers and assume greater responsibilities early on, the report stated.

The report reveals that 51% of leaders believe AI will accelerate the career progression of entry-level employees. With AI automating routine functions, junior employees will gain exposure to more strategic elements of their roles, moving into management positions much faster than traditional career paths have allowed. AI will facilitate this shift by providing employees with the tools and data necessary to make informed decisions and take on supervisory roles.

“It should be noted that this shift depends on several factors: clarity on skills requirements at higher levels; the ability of junior employees to develop these skills (often tied to experience, which cannot be fast-tracked); and the availability of opportunities available for the shift,” the report pointed out.

It further added that “Organizations must prioritize building the skills and readiness of junior employees as part of a clear roadmap for employees’ journeys to people leadership or functional/technical leadership. This requires proactive steps around talent acquisition, development, skilling, and review and reward mechanisms.”

This transformation is already visible in fields such as marketing, customer service, and even technical domains like software development.

“We’re seeing AI take over foundational tasks in these sectors, and junior employees are becoming curators of AI work, rather than creators,” the report said.

With AI’s involvement, the proportion of managers within teams could expand from 44% to 53%, reflecting a broader move toward specialized roles that focus on managing AI-human collaborations.

Productivity gains but upskilling gaps remain

The findings from the report suggest that while AI adoption promises significant productivity gains — potentially saving 18% of time for entry-level workers — there are concerns about the readiness of employees to leverage these tools.

Despite the optimism about AI’s role in career acceleration, the report highlights a significant gap: only 16% of employees feel they are receiving adequate training in AI-related skills from their organizations. This gap poses a major challenge for companies that want to fully harness the benefits of AI, especially at the entry level.

“Without the proper training and resources, employees won’t be able to maximize the potential of AI,” the report cautioned, urging organizations to prioritize formal training programs to ensure their teams are ready for the AI-driven future​.

The path ahead

Despite the promise of Gen AI, adoption remains nascent. While 64% of workers already use Gen AI tools, the report stated that only 20% use them daily.

This gap between AI’s potential and actual usage underscores the need for clearer guidelines, comprehensive training, and better integration of AI tools into existing workflows. As organizations continue to explore AI’s capabilities, defining roles and responsibilities for human-AI collaboration will be key to ensuring accountability and cohesion across teams.

With 81% of leaders expecting new roles like AI ethics specialists and data curators to emerge, the landscape of entry-level work is on the verge of a significant transformation. The future of work, it seems, will be less about replacing human effort and more about enhancing it through strategic collaboration with AI.

Click here to view original web page at www.theguardian.com

Search 2 keywords found: employment,productivity,consumer,manufactur,technology,robot

The supermarket giant has increased pressure on employees with a new framework that warehouse staff describe as ‘bullying’ and unsafe

• Get our breaking news email, free app or daily news podcast

Tim* has worked in a Woolworths warehouse for more than a decade. He’s helped load trucks and done other jobs, but mostly he “picks”.

When he arrives at work, he puts on a headset that tells him where to go, what items he needs to take from the shelves and pack and how long it should take him to do it. All the while, the company measures his productivity and pushes him to go faster.

For years, the company has tracked almost every minute of his day. Take a long bathroom break and a team leader might ask where he’s been. His performance percentage out of 100 appears on the screen when he clocks off, based on an algorithmic management system that predicts how long it should take to do each task.

With a market capitalisation of about $40bn, Woolworths is one of Australia’s largest companies. This kind of tracking and time pressure isn’t unique to the supermarket chain, but workers who are responsible for keeping shelves stocked claim they are increasingly being pushed to comply with unrealistic and risky standards.

Late last year, the company introduced a new framework to enforce an efficiency rate for picking of 100%. Workers who weren’t meeting the standard would be put into a coaching program. Some were directed to “stop all time wasting and non-productive behaviors”, according to warning letters seen by Guardian Australia. Failure to improve could lead to disciplinary action and even loss of employment. One worker described it as a “bullying” tactic.

Tim, who is over 60, said he was pushed to improve his rating. He got it to more than 80%, then 90%, then 100%, he said, but in his effort to work harder, faster, he was injured.

“You might get someone that’s … 20 years old and goes to the gym every day. And someone like me. I’m getting the average between him and me,” Tim said. “Obviously, I can’t keep up with him.”

“We’re going down the same path as Amazon,” said another worker, Ross*. “We’re not robots, we’re humans.”

A spokesperson for Primary Connect, Woolworths’ supply chain arm, said its coaching framework helped “to ensure a fair approach to the standards is applied to any personal circumstances or abilities”.

“As the country’s largest private sector employer, we are committed to ensuring that our workplaces are safe and productive for our teams and customers,” she said.

Efficiency v reality

Work in a Woolworths warehouse can be relentlessly physical: stacking products and boxes that can weigh up to 18kg on to pallets, wrapping them and getting it all into trucks. Much of this is timed.

The amount of time workers have to complete a task is meant to reflect how long it would take “a person with reasonable skill, applying reasonable effort”, a baseline of performance known as “engineered standards”, according to a memo issued by Primary Connect.

But Guardian Australia spoke to a dozen current and former workers for Woolworths and Primary Connect, who claim the standards are unfair and putting their safety at risk. All requested anonymity for fear of losing their jobs.

As more people shop online, there’s been growing attention to the treatment and tracking of workers in warehouses run by e-commerce conglomerates like Amazon. In June, the state of California fined the company for failing to properly disclose its productivity targets to workers – a decision the company is reportedly appealing. But Australian warehouse workers have long been subject to this style of control. Engineered standards were introduced by Australian supermarket chains in the late 1980s and 1990s and were the target of industrial action.

“It’s a fantasy of total efficiency,” Christopher O’Neill, a research fellow at Deakin University who studies workplace automation, said of engineered standards. “The argument was: this was a ‘scientific’ way of rationalising work and eliminating wasted time,” he said.

“It’s basically a pseudoscientific veneer over this kind of fantasy of being able to control every second of every day.”

• Sign up for Guardian Australia’s breaking news email

This year, Woolworths workers told the United Workers Union (UWU) that safety “could be jeopardised if pressure is placed on workers to work faster”.

According to the union’s submission to the Australian Competition and Consumer Commission’s supermarkets inquiry, the standards don’t adequately take into account “gap times” – moments when a task cannot be completed because there is congestion in an aisle, a product is missing, or a spillage.

One worker described a recent job to Guardian Australia where she was told it should take 14 minutes to pick 96 items from multiple locations, which she said was “not achievable”. Others say the times don’t adequately take into account the need for longer bathroom breaks, variations in physical ability or worker fatigue throughout the day. The rates are meant to be reviewed every two years to reflect changes in the warehouses.

While 100% has long been the target, workers said this wasn’t strictly enforced until recently, so long as they were consistent and not taking long breaks. Older workplace documents state that “100% is our goal, not our minimum expectation”.

The new “Coaching and Productivity Framework” included “Glidepath”, a new “timeline” to push workers to improve and reach 100% performance, according to documents seen by Guardian Australia. If they didn’t meet the required targets and there were no mitigating factors, the worker would be “counselled and may be disciplined”.

After strong worker pushback, the framework was “paused” before it was rolled out to all sites – but workers are concerned it will be reintroduced.

According to the Primary Connect spokesperson, the standards that outline how long it should take to complete a task are based on a person “working at a safe and conscientious pace that can be maintained for the duration of a shift”, while the framework helps provide a “consistent approach” for its teams.

They said the company has listened to feedback from workers and the union on the framework, “and will engage our teams in the distribution centres in due course”.

Susannah* was picked for the program and warned after being told her performance was less than that of others on her team. She said she was told she would have to be retrained, despite working at the site for years, and was expected to climb to about 90% in just a few weeks. She said it was “humiliating” to be followed around the warehouse by a “coach”, just as it causes daily embarrassment to have your efficiency score shown on the screen for anyone to see when you clock off for the day.

The framework documents say that the engineered standards have not changed, but according to the UWU’s research and policy officer Lauren Kelly it represents “a sharp break” from how they were enforced as recently as last year.

“My worry, and the worry of the members, is that the response will be that we just need better data on how long it takes to do these tasks,” Kelly said. She claims the system is designed to be “disciplinary and coercive”.

‘It’s just pressure, pressure, pressure’

It’s difficult for some to reach 100% without rushing or taking shortcuts, workers say. Some jobs might be simple, but others are like “playing Tetris on a pallet”.

There’s also congestion – the forklifts and other items clogging the aisles. In the warehouse where Tim works, several workers say the standards don’t sufficiently account for the building’s layout, including the location of bathrooms. Neither are glitches in the voice pick technology itself. According to a memo introducing the new framework, seen by Guardian Australia, any unexplained “gap time” should not exceed five minutes on top of the expected standard.

“They say, ‘Oh, it’s all built [into] the standards’, but the problem is it doesn’t cover that gap,” Tim said. Exemptions to the 100% standard are “rare”, according to the Primary Connect memo, and for situations where a worker is pregnant or has a disability.

The recent push for 100% led to injuries as well as mental stress, workers say. “These people go a bit harder and those little niggles that they’re managing are now injuries,” Tim said. “It’s just pressure, pressure, pressure.”

According to preliminary data from Safe Work Australia, there were 1,283 serious claims in grocery, liquor and tobacco product wholesaling in 2022-23 – accepted workers’ compensation claims that resulted in an absence from work of one working week or more (this data precedes the new framework). That’s a frequency rate of 13.5, compared with food manufacturing, which was 11.4, or coal mining at 11. The frequency rate is calculated by the number of claims per million hours worked.

In June 2023, warehouse worker Basel Brikha was killed after pallets collapsed on to him at a Woolworths site in western Sydney. A SafeWork NSW spokesperson said the investigation was ongoing. Guardian Australia understands Brikha was not working under engineered standards at the time of his death.

Workers say Safe Work numbers are unlikely to reflect true rates of injury, as casuals may not report incidents for fear of losing shifts.

Sammy* has worked at a Woolworths distribution centre for about four years. First as a casual with a recruitment agency and eventually full-time. Each roster, he might be sent to a different part of the warehouse: manual pick, for example, or salvage, where they sort through returned goods from the stores.

He felt his back getting weaker and sore. Eventually he was diagnosed with bulging discs in his spine, aggravated by work, but treatments like cortisone injections haven’t helped. For a while he had no complaints about how he was treated. He had workers compensation, and was put on light duties, but after about a year, he was back to normal work, he said.

“If they’re sending me to salvage or maybe manual pick … I’m scared that I’m going to be feeling pain after I finish work.”

Automation on the horizon?

Some workers leave because of the pressure. Jake* worked at a Woolworths distribution centre in Perth about three years ago, via a labour hire firm. He was a pick-packer, and even then he felt the engineered standards were often unrealistic.

In one section with dog food or soft drinks, for example, the pick rate might be fairly reasonable. But in another, say alcohol, the beer and wine boxes were heavy and all different sizes. Nevertheless, they all had to fit together on the pallet.

“I remember getting a pick estimated time for two pallets that was mostly cartons of beer and it was something like 19 or 21 minutes and I ended up doing it in 45,” he said. “And so of course, that dropped my efficiency percentage way down.”

Jake did receive training in the safe ways to pick things up, but said once you’re on the floor and have efficiency percentages hanging over your head, that goes out the window. “You’ve got the time limits, you’re rushing, you’re panicking. You’re not thinking. And so … the risk of injury is there,” he said.

Phil* worked at the same Perth distribution centre with Jake. “It was pretty difficult to achieve 100% efficiency,” he said, “even after working my arse off and completing the job as quickly as I could.”

Eventually they both left, partly because of the frustration over pick rates. “I was like, I can’t do this. There’s no way I can get to that level without physically hurting myself,” Jake said.

There are fears the new enforcement of standards and workplace surveillance could be a way to push some workers out. In recent years, Woolworths has announced plans to close three warehouses in Sydney and Melbourne and replace them with two new sites with more automation – a move that will see hundreds of job losses.

“If a warehouse just materialised with full robots that could do the work, they wouldn’t hesitate to get rid of us,” Tim said.

* Names have been changed

Do you know more? Contact ariel.bogle@theguardian.com

Click here to view original web page at www.coordinationsud.org

Search 2 keywords found: basic income

Call for consultancy for a study on « The introduction of a basic income to combat nutrition insecurity during the first 1,000 days »

Deadline for submission of offers : 08/11/2024 at 23:59 CEST (Paris)

Entity : ACF France

Subject : « The introduction of a basic income to combat nutrition insecurity during the first 1,000 days »

ACF Publication Reference : [FR-PA-DEP-202412]

Brief description :

A child’s first 1,000 days are a key period in the fight against nutrition insecurity. Nutritional deficiencies during this period threaten the survival of both mother and child. Social protection systems are essential to combat poverty and inequality at every stage of life. In this context, ACF wants to gather datas and illustrations about basic income policies or programs and their impact on nutrition security during these first 1000 days.

This study aims to review the scientific literature on the issues surrounding a basic income and the work of other civil society organisations on the subject, in order to come up with a definition of a basic income and the main ways in which it could be implemented.

–> The different steps are presented in details in the Terms of Reference attached.

How to apply for this call for consultancy :

The offer must be submitted by Friday, 8 November 2024 at 23:59 CEST (Paris) and must be sent by email to Flore Ganon fganon@actioncontrelafaim.org and Léa Cros lcros@actioncontrelafaim.org

The offer must include the following information :

• Names and professional status of the person or organisation responding to the call for tenders.
• A detailed CV mentioning experience in a similar and/or relevant field.
• At least two references from consultancy work for possible contact by our organisation.
• A technical proposal including the following elements: work schedule, data collection methodology, etc.
• A financial proposal indicating the daily rate for the consultant(s), the number of working days invoiced, other planned costs and the total cost (including taxes) of the proposal.

Vous souhaitez déposer un appel d’offre ?

Déposez vos appels d'offres pour vos recherches de prestations visant à renforcer votre organisation, faciliter vos projets...

Publier un appel d’offre

Déjà inscrit ?

Connectez-vous

Click here to view original web page at www.efinancialcareers.com

Search 2 keywords found: employment,services,technology,software,robot,technical

Senior Python Developer, AVP - Onsite

Who we are looking for
We are seeking a highly skilled Senior Python Developer with extensive experience working with data to join our team. The ideal candidate will have a strong background in Python, Spark, and PySpark, as well as experience in shell scripting, SQL while following the Software Development Life Cycle (SDLC) processes. You will be responsible for ensuring high-quality code through rigorous testing practices and be involved in designing and developing scalable data solutions. You will use your knowledge of object-oriented design best practices to solve challenging problems in the trading systems space.

ONSITE: Due to the role requirements this job needs to be performed primarily in the Boston office OR Canada Office with some flex work opportunities available.

Interview: 1st interview will be via Video and second interview will be onsite

What you will be responsible for

• Work independently and within team settings to analyze, design, develop, test, and debug large and complex software enhancements and solutions
  
• Design, develop, and maintain scalable data processing applications using Python and PySpark
  
• Participate in all phases of the Software Development Life Cycle (SDLC), including requirements gathering, design, development, testing, deployment, and maintenance
  
• Implement best practices in coding, testing, and documentation, ensuring high-quality code delivery
  
• Develop and maintain unit tests, integration tests, and automated test suites to ensure the robustness of data solutions
  
• Work closely with data engineering teams to build and optimize data pipelines on distributed systems (e.g., Spark, Hadoop)
  
• Leverage your expertise in shell scripting to automate data workflows and ensure system reliability
  
• Write and optimize complex SQL queries for data extraction, transformation, and analysis
  
• Collaborate with data scientists, analysts, and other developers to implement robust data solutions
  
• Lead code reviews, provide mentorship to junior developers, and advocate for test-driven development (TDD) and continuous integration (CI/CD) practices
  
• Monitor, troubleshoot, and improve the performance of existing framework and python code
  
• Ensure proper documentation and testing of all data solutions developed
  

What we value
These skills will help you succeed in this role

• 5+ years of professional experience in Python development, with a focus on data-intensive applications
  
• Proven experience with Apache Spark and PySpark for large-scale data processing
  
• Strong hands-on experience with shell scripting (e.g., Bash) for automating tasks and data workflows
  
• Solid understanding of SQL and experience working with relational databases (e.g., Oracle, sparkSQL) and query optimization
  
• Experience in SDLC, particularly in applying software development best practices and methodologies
  
• Experience in creating and maintaining unit tests, integration tests, and performance testing for data pipelines and systems
  
• Familiarity with big data platforms like Hadoop, Hive, or Databricks
  
• Experience with cloud platforms such as AWS for data infrastructure and services is preferred
  
• Familiarity with version control systems like Git and CI/CD pipelines for automated testing and deployment
  
• Excellent problem-solving skills and the ability to work independently and collaboratively in a team environment
  
• Strong communication skills and the ability to present technical concepts to both technical and non-technical stakeholders
  
• Excellent object-oriented design skills
  

Education & Preferred Qualifications

• Masters or B.S. degree in Computer Science or related field
  
• 8+ years' experience developing object-oriented software such as Java
  
• Experience in financial industry or trading systems is a plus
  

Additional requirements

• Knowledge of data formats like AVRO, Parquet, and working with complex data types
  
• Experience with Apache Kafka for real-time data streaming and Kafka Streams for processing data streams
  
• Experience with Airflow for orchestrating complex data workflows and pipelines.
  
• Expertise or interest in Linux
  
• Exposure to data governance and security best practices in data management.
  

Are you the right candidate? Yes!
We truly believe in the power that comes from the diverse backgrounds and experiences our employees bring with them. Although each vacancy details what we are looking for, we don't necessarily need you to fulfil all of them when applying. If you like change and innovation, seek to see the bigger picture, make data driven decisions and are a good team player, you could be a great fit.
Why this role is important to us
Our technology function, Global Technology Services (GTS), is vital to State Street and is the key enabler for our business to deliver data and insights to our clients. We're driving the company's digital transformation and expanding business capabilities using industry best practices and advanced technologies such as cloud, artificial intelligence and robotics process automation.

We offer a collaborative environment where technology skills and innovation are valued in a global organization. We're looking for top technical talent to join our team and deliver creative technology solutions that help us become an end-to-end, next-generation financial services company.

Join us if you want to grow your technical skills, solve real problems and make your mark on our industry.

About State Street
What we do. State Street is one of the largest custodian banks, asset managers and asset intelligence companies in the world. From technology to product innovation, we're making our mark on the financial services industry. For more than two centuries, we've been helping our clients safeguard and steward the investments of millions of people. We provide investment servicing, data & analytics, investment research & trading and investment management to institutional clients.
Work, Live and Grow. We make all efforts to create a great work environment. Our benefits packages are competitive and comprehensive. Details vary by location, but you may expect generous medical care, insurance and savings plans, among other perks. You'll have access to flexible Work Programs to help you match your needs. And our wealth of development programs and educational support will help you reach your full potential.
Inclusion, Diversity and Social Responsibility. We truly believe our employees' diverse backgrounds, experiences and perspectives are a powerful contributor to creating an inclusive environment where everyone can thrive and reach their maximum potential while adding value to both our organization and our clients. We warmly welcome candidates of diverse origin, background, ability, age, sexual orientation, gender identity and personality. Another fundamental value at State Street is active engagement with our communities around the world, both as a partner and a leader. You will have tools to help balance your professional and personal life, paid volunteer days, matching gift programs and access to employee networks that help you stay connected to what matters to you.
State Street is an equal opportunity and affirmative action employer.

Salary Range:
$100,000 - $160,000 Annual
The range quoted above applies to the role in the primary location specified. If the candidate would ultimately work outside of the primary location above, the applicable range could differ.

Job Application Disclosure:
It is unlawful in Massachusetts to require or administer a lie detector test as a condition of employment or continued employment. An employer who violates this law shall be subject to criminal penalties and civil liability.

State Street's Speak Up Line

Job ID R-751647

Click here to view original web page at www.tno.nl

Search 2 keywords found: productivity,technology,software,mobility

More and more Dutch companies are facing a shortage of drivers ‒ especially for repetitive operations such as shunting, loading, and unloading at distribution centres, in ports, and on industrial estates. This is not the only challenge in logistics, argues Jorn Gijsbers, Business Development Smart Vehicles at TNO.

‘The growth of e-commerce will put further pressure on the logistics chain over the coming years, increasing the need for efficiency. Yard automation will allow us to perform the same operation flawlessly and safely 100 times over, making the logistics process more stable, predictable, and manageable. This offers great savings potential for companies. With CEYAS, we want to demonstrate that automation can be deployed in a cost-effective and scalable way in simple use cases.’

A single operator for multiple trailers

CEYAS is a vehicle-independent automation concept that automates repetitive operations at yards. It was first demonstrated at Automotive Week in April 2023, where TNO used the automated driving technology developed with major OEMs for the first time on an electric trailer mover: Verhagen Leiden’s V-Move. Thanks in part to an angle sensor from WENOVA.EU, the trailer managed to complete a challenging test course automatically.

The V-Move is capable of moving standard trailers in enclosed areas, such as when loading, unloading, parking, or electric charging. An operator oversees the movements and can take control if necessary. Because a single operator can operate multiple V-Moves, employee productivity is boosted and logistics movements are made safer and faster.

What is more, the trailer operator does not need to have a driving licence to operate the system, which lowers the qualification requirement. The concept is also scalable, as the trailer does not need to be modified. Finally, the trailer movers are operated electrically, reducing the yard’s environmental footprint.

‘In the use cases envisaged by TNO, the V-Move can be operated either manually or automatically, all done from the control tower that has been added.’

Ron Wouters

Senior System Engineer at TNO

Substantial further development

Following the initial demonstration, CEYAS has been developed further by the innovation partners, says Ron Wouters, Senior System Engineer at TNO. ‘Since the first demonstration, we’ve made a number of reliability and safety improvements. In the use cases envisaged by TNO, the V-Move can be operated either manually or automatically, all done from the control tower that has been added. This consists of two screens: one for remote operation and another for automated driving.’

‘The remote operation system is a tried-and-tested development by partner V-Tron. In automatic mode, the V-Move follows a pre-programmed route. Moreover, we’re now using LiDAR technology for localisation, which works much more reliably in a built-up environment than the GPS we previously used.’

Convincing demo

A year and a half after the first CEYAS demo, a second one took place at the Automotive Campus in Helmond in front of over 60 potential users and technology partners. They had the chance to see for themselves the added value that this form of yard automation can bring. The remote operator started by manoeuvring the V-Move under the trailer into the dock. Once coupled, the trailer mover travelled along a pre-programmed route across the shunting yard fully automatically. The V-Move performed a turning manoeuvre independently and proved itself capable of docking the trailer in a narrow doorway with great precision.

Wouters: ‘We can see in practice that there is a kind of an interaction between the automated driving and the remote operation. When approaching pedestrian crossings or performing special manoeuvres, for example, it may be safer to operate manually.’

‘We want to know what there’s a need for, and how the technology will eventually be integrated into a user’s logistics processes.’

Ron Wouters

Senior System Engineer at TNO

Testing is crucial

Verhagen Leiden, V-Tron, and TNO have already taken the technology to a late stage of development. However, to get to an even higher technology readiness level (TRL), an end user is needed to step in, as Ron Wouters explains: ‘We could explore this concept a lot further – but to do this most effectively, we’d need to work closely with an end user as an innovation partner.

‘After all, we want to produce a solution that will actually be used. We want to know what there’s a need for, and how the technology will eventually be integrated into a user’s logistics processes. If you really want to add value, you need to embed technology in your logistics process. And you can only do that by testing that technology in real-life situations.’

Rick Verhagen of Verhagen Leiden agrees with Wouters. ‘Testing is who we are. We always want to deliver a solution that works in practice, so we often sell machines on a ‘no cure, no pay’ basis. Of course, it would be nice if a client purchased 50 trailer movers in one go – but I’d be equally happy to have a partner on board that wants just a single one, simply to build experience together.’

Learning by doing

What does the ideal innovation partner and use case look like? Jorn Gijsbers: ‘We’re looking for a partner that sees the problem for what it is and wants to work with us towards an innovative solution. A partner that understands that this technology is not completely ready yet, but is confident that something good will come out of it.’

‘In addition, the use case should be clear. I can see a lot of experiments with yard automation in the market that I think are too complex, such as in mixed-traffic situations. Let’s start with simple use cases. Learning by doing is very important at this stage. I can’t see anything that we can’t solve. I envisage us really working on a use case together with a partner on site. In that sense, it helps that TNO has specific knowledge of logistics processes.’

Gijsbers stresses that there is no time to lose and the time for action is now. ‘We need to get going. The Netherlands won’t be able to remain an important logistics hub in the future without some form of yard automation. Eventually, this will become part of a highly automated chain – but the place to start is in the yard, which is where the biggest gains can be made in the short term. Of course, you have to be willing to invest to be among the frontrunners, but that lead will be worth a lot in the end. Of that I’m sure.’

5 - 7 november 2024 | Discover CEYAS at Logistica Next

During Logistica Next and ICT & Logistiek from 5 to 7 November at the outdoor area of the Jaarbeurs in Utrecht, we will present a groundbreaking demonstration. You will see how our vehicles with trailers drive autonomously on a new terrain. Additionally, we will introduce you to the advanced Tele-operations and Control-tower functionalities of CEYAS. These technologies not only improve efficiency but also enhance safety in the logistics sector.

Register now (opens in a new window or tab) (refers to a different website)

Contact us

Skip navigation (Contact us)

• 

  Jorn Gijsbers

  Functie: Business Development Smart Vehicles More about Jorn
  • Standplaats:Helmond
  • Email:Email Jorn

• Ron Wouters

  Functie: Senior System Engineer

• Looking for an expert?

  View all experts

Back to navigation (Contact us)

Get inspired

73 resultaten, getoond 1 t/m 5

Paving the way for safe Autonomous Driving with Software-Defined Vehicles

Informatietype:

Insight

7 October 2024

The future of Cooperative, Connected, and Automated Mobility (CCAM) hinges on the development of Software-Defined Vehicles (SDVs) that are both safe and reliable.

Read more over Paving the way for safe Autonomous Driving with Software-Defined Vehicles

Context-aware motion planning crucial for future of automated driving

Informatietype:

Insight

7 October 2024

Read more over Context-aware motion planning crucial for future of automated driving

Is it safe for self-driving cars to hit the road yet?

Informatietype:

Insight

7 October 2024

Read more over Is it safe for self-driving cars to hit the road yet?

Safe co-drivership with AVs requires advanced Human-Vehicle Interaction and Driver Monitoring Systems

Informatietype:

Insight

7 October 2024

Read more over Safe co-drivership with AVs requires advanced Human-Vehicle Interaction and Driver Monitoring Systems

Safe automated driving

Informatietype:

Event

Read more over Safe automated driving

Startdatum:

Click here to view original web page at www.ons.gov.uk

Search 2 keywords found: productivity,services,technology,software,technical

Public sector managers’ views on their organisations’ management practices, administration, technology and innovation, and on how these affect productivity.

This is the latest release.

View previous releases

Contact:
Insights and Research Projects team

Release date:

Table of contents

1. Main points
2. Overview
3. Views on productivity
4. Management practices
5. Administration
6. Artificial intelligence (AI) to improve productivity
7. Glossary
8. Data sources and quality
9. Related links
10. Cite this article

Print this Article

Download as PDF

1. Main points

• Across the public sectors, managers that described their organisation as creating a collaborative working environment felt encouraged to make improvements through innovative methods.
• Managers from across the sectors felt that while their organisations were open to change, innovation was challenging when there was pressure to be productive in day-to-day tasks.
• Managers in more public-facing sectors said they and their staff found it difficult to reserve time specifically for administrative tasks and sometimes needed to work out of hours.
• Managers in central and local government sectors were more likely to use automation and Artificial Intelligence (AI), to be open to taking risks and experimenting with new technology, and to be open to taking on costs to invest.
• Managers in more public-facing sectors tended to be more cautious and uncertain about the use of AI, particularly using virtual assistants as first point of contact with vulnerable groups, such as mental health patients or victims of crime.

!

The findings in this article are based on qualitative analysis. Therefore, it is not possible to quantify their importance and they cannot be applied to wider population groups. Quotes represent participants’ views only.

Back to table of contents

2. Overview

This article contains summary findings from qualitative research undertaken by the National Centre for Social Research (NatCen) on behalf of the Office for National Statistics (ONS). As part of our Public Services Productivity Review, we at the ONS conducted a pilot Public Sector Management Practices Survey (PSMPS) in Summer 2024, which collected information from organisations across the public sector about their management practices. Findings from the survey are published in our Public Sector Management Practices Survey pilot, UK: 2023 bulletin.

This qualitative research complements the PSMPS with the aim to explore public sector managers’ views on their organisations’ management practices. The research particularly explores views on the types of administrative tasks carried out and their impact on productivity. It also explores opportunities and barriers to innovation, including the use of automation and artificial intelligence (AI), to improve productivity. This research also complements findings from the further analysis of the public sector time use survey released by the Office for National Statistics on 21 October 2024.

The findings are based on 15 in-depth interviews and four focus groups with managers in the public sector, and five interviews with former civil servant managers who had left the Civil Service within the last two years. Throughout this article, the education, health, fire, and police sectors are referred to as “more public-facing sectors” or those with “frontline” duties.

Back to table of contents

3. Views on productivity

Managers offered different views on the meaning of productivity. Often it was highlighted that there was not a single definition or understanding of productivity, but rather several that depended on the different roles and responsibilities of staff and teams, within a setting or organisation.

Some managers advised against framing staff performance in terms of “productivity”. They felt that staff were already working “hard” within a context of staffing shortages, and that too much emphasis on productivity in terms of numbers and targets over quality could put undue pressure on staff and could undermine staff morale, retention and achieving positive outcomes.

It's all about how many you can get in and not really about the quality of the care. It's more about that list is so high and that list needs to come down.

Some managers also felt that human resource (HR) departments and trade unions should be involved in workforce planning to consider the type of workforce and skills needed to improve focus on task prioritisation (related to core job elements) and work-life balance. For example, one manager in central government said productivity was not just about using new technology, but also having a “people” strategy in place:

So, one of the reasons I have a digital director is, it's [their] job to deliver the benefits we've decided we want to realise from technology… and, actually, [my HR manager] then has the problem of wondering how do we redeploy and reskill the colleagues that become free as a result of technology taking their jobs.

Back to table of contents

4. Management practices

This section focuses on management practices such as decision making, problem solving and approach to innovation when considering ways to improve productivity.

Decision making and problem solving

Managers who have more ability to influence decision making, particularly when supported by data, felt they were better placed to identify issues and take action to improve productivity. However, the extent to which they felt able to make and contribute to decision making varied and was linked to structural and cultural factors. This included the size of the organisation and proximity of staff to senior decision makers, levels of autonomy and whether organisations encouraged and supported staff to provide feedback and collaborate.

Managers in larger and more dispersed organisations (such as NHS trusts and fire service who were accountable to national services but organised on a more local basis) said they lacked shared spaces where they could interact regularly with senior decision makers, making it more difficult to communicate ideas and influence decisions.

Similarly, managers from the health, fire, and police service said that although they had some autonomy in decision making, particularly related to productivity, it was difficult to communicate problems and ideas for change because of the remoteness of senior managers.

Some managers felt empowered to influence decision making and take action to improve productivity where their organisation encouraged and supported staff to provide feedback and work collaboratively. This was more common in central and local government.

We've set a five-year corporate plan of what we're trying to achieve strategically, and then we set, with the support of the board, and in quite a consultative and collaborative way with senior colleagues in the organisation, we set a plan for what are we trying to deliver each year.

Approaches to innovation

Managers described both informal processes built on discussions and reflections on existing practice to make continuous improvements and more formal “transformation-type” projects led by senior leaders involving data-driven performance monitoring and consultation phases. Those adopting the more formal approaches tended to be based in the central and local government and health sectors.

Managers discussed multiple approaches to promoting innovation, including a collaborative culture where staff were encouraged to think about how they could do things more efficiently, and where there were regular opportunities to share their views and lead changes. They discussed carefully piloting (and providing clear rationales for) any proposed innovation to increase organisational commitment, and providing adequate training where any innovation or new technology was introduced.

We have local team meetings. The team, all the time, are like, can we try this, can we try that, even if it's just local stuff… So, we have a senior team meeting every week, so we'd take it to the senior team that the team wish to implement this or try this. It'll always be a discussion and unless someone's got a glaring reason why it's unsafe or illegal.

Yes, [in the Civil Service] they did encourage people to get involved in changes and improvements, if you wanted to work on something like that, then they'd probably be quite happy for you to get involved, and I did do that.

Managers in central government talked about how they encouraged recruitment of ambitious staff to bring new energy, expertise and ideas related to innovation.

We recruit bright [staff] that have used lots of clever computer kit, and we encourage them to try and apply those to the technical problems we're trying to solve.

However, managers also identified barriers that could affect an organisation’s ability to encourage innovation, described under the following subheadings.

Lack of communication

Some managers described little to no regular contact between middle managers and senior leaders.

Resistance to change

This was particularly mentioned in the health sector, where managers identified resistance from staff to do things differently often because they believed that staff did not want to take time out to learn something new.

I think with the resistance [to innovation and technology], particularly [this is at] lower levels, I think a lot of it is, a lot of, they don't want their job to be harder with learning something new or doing it in a new way. It's easier to do what you've always done.

I think in public sector, you do have a bit of a barrier when it comes to introducing new technologies and having to go through either some sort of a procurement process or there simply not being a will to change.

Slow decision making

Some managers in the education sector talked about how drawn-out decision making made it difficult to plan ahead and allocate budgets for setting salaries, and investing in innovations, technology or training.

It's like playing Russian roulette every year… The later we find out [about budget allocations], the more difficult it is for us to plan, and then we're making people redundant, or we haven't taken people on that we could have done, because we were working on a higher percentage. It's really difficult, and when 80% of your budget is on staffing.

Lack of capacity and financial resource

Some managers felt that innovation-focused interventions could take a substantial amount of time to implement and noted that new technology is expensive. Managers in the education, police and fire sectors reported lacking the necessary resource to make and implement purchases.

Well, yes, cost is a concern, but it's more to do with the fact that we've only got a finite budget. I think when you look at the way budgets are broken down, particularly I'm quoting figures that – of the budget that we get as an organisation, I think 90% of our budget goes on staff wages. We haven't got the capacity to spend money freely on developing software solutions in the way that you have bespoke written products. We have to buy products off the shelf.

While many managers felt their organisations were open to change, innovation was challenging when there was pressure to be productive in day-to-day tasks. Mid-level managers in more public-facing sectors expressed the challenges of being innovative when departments set targets that were seen as being often unachievable. For example, because of the demanding nature of policing, managers said it was more important for them to prioritise the basics of their roles and achieve productivity in that respect. They felt that they did not have time to think about how they could improve productivity.

Back to table of contents

5. Administration

Managers described a wide range of administrative tasks, a lot of which involved a degree of “paperwork”, such as printing forms, manual data entry and filing. Other administrative tasks mentioned included emails, people management, planning and project management. These tasks were either carried out by dedicated roles or as part of a wider role. These findings align to those from the ONS public sector time use survey where it was found that 60% of public sector workers’ time was spent on 'non-sector specific' activities, which include specialised tasks such as data analysis, research and project management, and tasks such as meetings and events.

There were some variations on administrative tasks by sector. While all managers’ roles included email correspondence, this was more prominent in the central and local government sectors. Administrative tasks within the education sector involved correspondence with parents or students, and within the health sector, this included booking appointments and managing patients.

Impact on productivity

The number of staff dedicated to administration was often described as being limited or when available, they were too centralised (for example, in parts of the health service). Therefore, managers said they often undertook these tasks themselves, which could be time-consuming. These findings align with those published in our ONS public sector time use survey, where frontline workers reported that 47% of their time spent on 'non-sector specific' tasks was perceived as being very important.

Within the central and local government sectors, managers felt they were able to manage administrative tasks as part of their workload. However, managers in sectors that are more public facing found it difficult to allocate time specifically for administration. Some said it took up 10% to 30% of their time, while others felt it was a much higher proportion of their time.

I always try to be very positive. However, it is very difficult with the police because I think the expectation, what they expect from you is far more than you can deliver really. When I think of the admin involved in my role, it's a full-time job in itself.

Feelings of being particularly “overwhelmed” by administration were reported in schools, health, and the police service. Managers in these sectors felt that administrative tasks took them away from other parts of their roles and as a result they sometimes needed to work out of hours, including evenings and weekends.

If I'm perfectly honest, I would say most of my day is administration, and when it comes to strategic thinking, I think in our school, if I have something important to do, I'll take a day or a half-a-day out of school… Or else I find in evenings or at weekends, or during the holidays… All that kind of top-level thinking, you just haven't got the time in school.

The use of delegation to reduce the impact of administration on productivity was not discussed in detail. Some managers did talk about how they would like to delegate tasks, such as placing orders for basic equipment. However, junior managers did not always have the access permissions to undertake these tasks, or in other circumstances, delegation was not possible because staff were simply not available.

As an officer, we're given certain permissions where we're able to make certain changes and do certain things on our intranet system. So often, I will want something done and I'll need some assistance, and I'll say, 'Right, look, can you just go and fill these in for me?' and they don't have the permissions to do it. Then you're left banging your head against a brick wall and doing it yourself in the end.

Opportunities to automate administrative tasks

Some managers said they made regular use of automation to streamline processes to save time and improve communication (for example, sending letters to parents or generating and sending invoices automatically). Other managers discussed the possibilities of automation to reduce the impact of administration on productivity. Although managers thought there was an appetite for more automation, its adoption within organisations and across sectors varied.

Within the central and local government sectors, managers described an approach that was focused on reducing or eliminating processes involving paper forms and manual data entry. Other examples of automation included:

• using electronic forms that could be checked by a machine
• doing pupil registers using iPads
• using speech-to-text applications, instead of typing up information

However, some managers felt that parts of the public sector are “behind the curve” in the adoption of automation.

Managers discussed some of the barriers surrounding automation of administrative tasks. Some managers pointed out that services were still reliant on old, centralised technology that did not integrate well with other systems, which led to duplication of data entry and to services being unfit for purpose at a local level.

I would probably describe us as being 20 to 30 years behind the curve. The favourite term that we seem to use in our in our IT world in services is ‘workaround’. Everything has a 'workaround' of some description because one thing doesn't talk to another. There's no two systems that can talk to each other, it doesn't appear.

Additionally, where there was investment in technology including automation, managers felt that it could be difficult to find the time for staff training. This was especially the case where staff would need to be taken away from frontline duties.

Training for anything that's new also can be quite difficult, because if you're a busy team, getting people trained in anything - getting them to do the training they have to do regularly anyway is hard enough.

Back to table of contents

6. Artificial intelligence (AI) to improve productivity

Existing use and knowledge of AI

Current use of new technologies, automation and AI varied across and within sectors. Some organisations were in the early stages of introducing AI. Informally, managers were often “looking into” using AI. They described small-scale implementation with AI use restricted to particular operations, for example, testing AI for recruitment purposes. More formally, managers described AI pilots, where specific programmes, such as Microsoft CoPilot, were being rolled out with the aim of assisting with administrative tasks, such as minute taking and summarising documents. These formal pilots were common in central and local government, and within academy trusts in the education sector.

The use of generalised AI tools, such as ChatGPT, was often done at an individual level rather than an organisation-wide level. For example, using AI to synthesise meeting notes to assist with report writing. However, this would often be done “offline” and without departmental instruction.

Mid-level managers in frontline positions within health and policing were particularly unsure about the definition and use of AI. Some managers were unable to see how AI would help them and felt that there was no software available that would change their existing databases and platforms.

Our [School Information Management System] (SIMS) is quite clunky, but it's what we have, and you get used to it and make the most of it. School data have got to be sent in a specific form to the local authority. In the past, some schools have moved away from [SIMS] and then moved back again, so there is nothing really to replace [this platform] that's satisfactory.

Additionally, mid-level managers in frontline sectors such as education, health, policing, and fire service, talked about the difficulty of being innovative when departments and individuals have targets to meet that are often perceived as unrealistic. They felt that they did not have time to think about how they could improve productivity through AI.

Managers acknowledged the benefits of using AI in helping to free up staff time, reducing the administrative “burden” and improving the accuracy and speed of reporting. Within the education and fire sectors, the introduction of handheld devices, such as iPads, enabled the live inputting of data, improving reporting accuracy and removing the task of extracting data manually. For managers who had been testing out AI tools, the trialling period was felt to have increased confidence for future implementation.

One challenge of using AI included a lack of time to receive adequate training when new technology was introduced. Additionally, lack of communication and consultation with frontline workers was seen as a challenge. When a new technology was introduced, there was often no consideration about whether the decision would benefit those who use it, and managers felt that this made their working lives harder rather than leading to increased productivity.

On the other end of the scale, some managers had little knowledge of AI and therefore had no current use of AI or automation in their roles.

Managers who were aware of AI but not currently using it understood its potential benefits for future use. There was a sense of inevitability from these participants about the eventual rollout of AI. Some managers in the health sector expressed views that, while they would like to use AI, the technology was not yet ready to be applied within their workplace setting, mostly because of a lack of technical expertise. Often participants had learnt about AI and automation from external sources. For example, some managers reported receiving emails from outside their organisations that had been written by AI.

Differences between sectors were apparent with some managers in more public-facing sectors being more cautious and uncertain about the use of AI and were therefore less likely to be using it already. These sectors had concerns over the safety of their pupils, patients, or members of the public, which led to many managers thinking about regulations and the barriers to AI, instead of how it could be implemented. By contrast, managers in central and local government reported having greater capacity to experiment with new technology.

Potential and future uses of AI

Where managers considered how AI could be used to increase productivity, reasons given mostly centred on a desire to reduce the administrative “burden” of their roles. Managers reflected on how AI could remove “laborious” tasks, freeing up their time. Even those who were more wary of AI were open to technology that could help to automatically produce minutes of meetings.

I know that they [the associate directors within the organisation] have been exploring AI. Particularly, obviously, in relation to automation, there is a lot of – and a lot of it is quick wins in terms of process and systems that are focused on operations. Yes, I think there is a strong focus within the business of, particularly around the processing bit of it, in terms of quality and timeliness about the opportunities that AI and automation can bring.

Managers suggested that the implementation of new technology and AI is dependent on the management structure of their organisation, particularly in the more dispersed organisations, such as the police force or NHS trusts, where decision making takes place at a local level. Some managers from the police and health sectors suggested that the use of AI existed but it was not rolled out at the national level.

Risks and barriers to using new technology and AI

Participants from across all sectors expressed reservations over the implementation of AI and new technology.

One of the main barriers to introducing new technology and AI was cost. Those in central and local government sectors were generally more open to these costs, managers in organisations, such as schools and hospitals, were more apprehensive about the financial commitment. Some managers, particularly those in sectors such as health and policing, questioned why the money needed for AI could not be invested into people instead.

The amount of money that it would take to invest in AI and implement it in hospitals and wards, and the maintenance of it because you'd need to employ somebody to maintain that massive system, why can't it be put into people? Why can't they employ more nurses? Why is it even up for discussion to replace a person with personal care over a computer that could possibly go wrong?

There were also suggestions that fewer senior staff were apprehensive towards change and therefore were not ready to adopt AI and new technologies. While managers in health suggested that they will always need people, they described the process as being a change management issue, where senior staff would need to provide reassurance over job losses. However, other managers did not see staff readiness as a barrier, not because they felt ready for AI, but because management decisions were often implemented regardless of wider staff opinion. Some middle managers, particularly in the police service, felt that senior leaders’ main priority was cost saving and not whether people were positively engaged with an idea.

Other barriers to using technology and AI were around trust in accuracy of outputs and data security. Some managers were against the idea of using AI because they believed that they would still have to check for mistakes and therefore would not be saving any time. For managers in more “high-risk” sectors, such as health, this lack of trust was amplified where they were worried about potential errors that could put patient lives at risk. Managers were concerned over adherence to General Data Protection Regulation and the increased risk of cyber-attacks or data breaches when using an unfamiliar and untested software. This concern was held most strongly within the health, education, police and fire service sectors, where the risk to public data was perceived to be stronger.

People are using AI but then they're checking it and editing it. Why are we using AI? You might as well just write it yourself in the first place. There is no productivity [gain] if you're using an AI package which you're then having to check and edit… I don't get the logic of that.

Some managers felt that automated technology, such as virtual assistants, were not appropriate in some circumstances, for example, when dealing with victims of crime. There were concerns that vulnerable groups might not be served effectively by an automated service. Humans leading first contact were able to pick up on non-verbal cues or “read between the lines” in ways that machines could not, which was considered important by managers in terms of delivering good outcomes.

I definitely think there's a place for technology in health, but sometimes I find going towards this very digitalised world is, I think there's a lot of negatives that we're not necessarily thinking about in terms of communication, human connection. In mental health, loneliness is huge, social isolation is huge. I just sometimes wonder what that world might look like if we become very digital.

These barriers were suggested across all sectors, however, those in education, health, fire and policing sectors described these more seriously than managers from central and local government. They viewed their sectors as high risk and thought that consequences of bad technology would be much higher. Former civil servants also said that the stakes of making poor investment decisions were higher for them in the private sector compared with the public sector, because of the increased accountability over costs.

I'm at a new start-up so obviously, one of the things, it is impeding in terms of full automation or the whole system, how you run the business, is capital. We don't have the huge capital yet.

Back to table of contents

7. Glossary

Artificial Intelligence (AI)

Computer programs or machines that can learn from data and perform tasks usually completed by humans. Artificial Intelligence (AI) is currently used in a variety of ways, including:

• online product recommendations
• facial recognition
• self-driving vehicles
• medical diagnostic tools
• chatbots that interact in a conversational way and can answer complex questions

Automation

A set of technologies that can substitute routine, non-cognitive tasks or jobs (for example, the introduction of the telephone switchboard replacing switchboard operators, or accounting software).

Back to table of contents

8. Data sources and quality

Methods

The National Centre for Social Research (NatCen) carried out this research on behalf of the Office for National Statistics (ONS). NatCen conducted in-depth individual and focus group interviews with senior managers in the public sector. Interviews took place between August and September 2024. They were carried out online, using semi-structured topic guides agreed with the ONS. Interviews lasted around 60 minutes and focus groups lasted around 90 minutes.

Vignettes about possible uses of automation and technology were used in the focus groups to stimulate discussion. All interviews and focus groups were audio recorded with consent and transcribed verbatim. They were then analysed thematically according to the aims of the study (using a top-down approach).

Sampling and recruitment

Public sector managers in executive level management positions (responsible for an organisation or service), or service delivery managers (responsible for a team or department) were recruited for this research.

Participants were recruited in the following ways.

Those who had taken part in the public sector management practices survey (PSMPS) and agreed to take part in further research carried out by third-party organisations. This involved 15 in-depth interviews with:

• six participants from central government (including a paired interview, involving two participants)
• one participant from local government
• five participants from the health sector
• four participants from the education sector

Participants recruited from a recruitment agency. This included four focus groups with managers in the following sectors (number of participants shown in each sector group):

• education – 7 participants
• health – 8 participants
• police – 7 participants
• fire – 6 participants

There were also five in-depth interviews with managers who had left the civil service in the last two years to work in the private sector. This group was included to enable additional insight and to understand whether experiences in management practices differed between the public and private sector.

Back to table of contents

9. Related links

Public Sector Management Practices Survey pilot
Statistical Bulletin | Released 21 October 2024
The Public Sector Management Practices Survey (PSMPS) is a new survey of management practices in public sector organisations. These are official statistics in development.

Time use in the public sector, further analysis, Great Britain: February 2024
Article | Released 21 October 2024
Estimates and opinions of time spent by public sector workers on a range of work activities. These are official statistics in development.

How we are transforming our understanding of Public Services Productivity
Blog post | Released 21 October 2024
National Statistical blog explaining how work on public services productivity is progressing. Includes insights about where productivity could potentially be improved.

Management practices in the UK: 2016 to 2023
Statistical bulletin | Released 13 May 2024
Review of management practice scores for firms in the production and services industries across the UK in 2023 and Great Britain from 2016 to 2023. These are official statistics in development.

Back to table of contents

10. Cite this article

Office for National Statistics (ONS), released 21 October 2024, ONS website, article, Public sector managers' views on management practices, Great Britain: August to September 2024

Back to table of contents

Click here to view original web page at www.binance.com

Search 2 keywords found: basic income

The global cryptocurrency landscape has evolved significantly in recent years, with Worldcoin emerging as one of the most intriguing projects in the decentralized space. Co-founded by Sam Altman in 2021, Worldcoin (WLD) aims to create a decentralized global currency and digital identity system that can be used by anyone, anywhere. The project's vision revolves around universal basic income (UBI), privacy-preserving digital identity, and fostering inclusion in the global economy. As we head into 2024 and 2025, the performance and prospects of Worldcoin will depend on several factors ranging from regulatory developments to technological innovations. This article provides an in-depth analysis of the likely trajectory of Worldcoin for the upcoming years.

Market Performance: 2024 to 2025

Worldcoin's early adoption period has been characterized by both enthusiasm and skepticism. The project’s promise of distributing WLD tokens to over a billion people by scanning their irises for a unique digital identity has attracted considerable attention. As of late 2023, Worldcoin has seen moderate success in rolling out its Orb-based identity verification devices and distributing tokens. However, the token’s market price has been highly volatile, driven by broader market conditions, investor sentiment, and ongoing debates about privacy and ethics.

Looking ahead to 2024 and 2025, Worldcoin's market performance will likely be shaped by a few key factors:

1. Adoption and Distribution Progress: One of the core pillars of Worldcoin is its ambitious goal of global distribution. If the project successfully scales its iris-scanning operations and reaches a broad user base in underdeveloped markets, it could gain significant momentum. However, achieving this at scale requires overcoming logistical challenges, gaining public trust, and ensuring security, particularly in regions where digital identity systems are not well-established.

2. Market Sentiment and Macroeconomic Factors: Cryptocurrency markets tend to be influenced by global economic conditions, including inflation, interest rates, and geopolitical events. As central banks across the world tighten monetary policy or shift toward central bank digital currencies (CBDCs), the role of decentralized assets like Worldcoin will be subject to increased scrutiny. Any fluctuations in the broader crypto market—especially in Bitcoin and Ethereum—will likely impact WLD’s price dynamics as well.

3. Partnerships and Integrations: For Worldcoin to succeed, its ecosystem needs to be integrated with broader digital and financial services. Strategic partnerships with payment providers, digital wallets, and e-commerce platforms will be critical to driving demand for WLD tokens. Progress in these areas will likely spur adoption, while delays could hinder growth.

Regulatory Environment

The regulatory landscape surrounding cryptocurrencies continues to evolve rapidly, and Worldcoin will need to navigate this complex environment to succeed. Governments worldwide are drafting legislation on digital assets, with a particular focus on data privacy, identity verification, and anti-money laundering (AML) regulations.

1. Data Privacy Concerns: Worldcoin’s reliance on biometric data—specifically iris scans—has raised concerns among privacy advocates. Although the project claims its system is privacy-preserving, regulators may impose stricter guidelines on how such sensitive information is collected and stored. Worldcoin will need to ensure that its technology adheres to privacy regulations like the European Union’s General Data Protection Regulation (GDPR) and similar laws elsewhere.

2. AML and Know Your Customer (KYC) Compliance: As Worldcoin continues to expand globally, it will be crucial to comply with AML and KYC requirements in different jurisdictions. Failure to comply with such standards could lead to significant legal hurdles or sanctions that may slow its adoption and negatively impact the token's value.

3. Government Responses to Universal Basic Income (UBI): The concept of UBI remains controversial, with proponents arguing that it can help alleviate poverty and inequality, while opponents worry about its economic feasibility and societal impact. If Worldcoin can demonstrate its viability as a platform for distributing UBI, it may gain favor in jurisdictions exploring social safety net reforms. However, strong government pushback could stymie progress, especially if policymakers view Worldcoin’s model as a threat to traditional welfare systems.

Technological Innovations and Infrastructure

Worldcoin’s success will also hinge on the robustness of its underlying technology and its ability to keep pace with innovations in the blockchain space. Key areas of focus for the project in 2024 and 2025 include scalability, security, and user experience.

1. Scalability: To serve a global population, Worldcoin will need to demonstrate that its platform can scale efficiently. Given the potential demand for biometric verification and digital identity services, any bottlenecks or inefficiencies in the system could undermine user confidence. Layer-2 scaling solutions, cross-chain interoperability, and partnerships with other blockchain ecosystems may help Worldcoin meet this challenge.

2. Security: As with any blockchain-based system, security remains a top priority. Worldcoin’s biometric verification system introduces additional attack vectors, such as potential misuse of iris scans or attempts to forge digital identities. Ensuring the highest standards of security, both at the blockchain level and within its hardware devices (the Orbs), will be critical to maintaining trust.

3. User Experience: The broader success of Worldcoin will depend on how easily users can interact with the system. Simplifying the onboarding process, reducing the friction of using decentralized applications (dApps), and improving the overall user interface will be key to mass adoption. In particular, Worldcoin must make it as easy as possible for individuals in developing countries—who may have limited access to sophisticated technology—to access and benefit from its platform.

Conclusion

The outlook for Worldcoin in 2024 and 2025 is filled with both promise and uncertainty. The project’s unique approach to combining digital identity with cryptocurrency distribution makes it one of the most innovative and ambitious players in the space. However, its success will ultimately depend on its ability to overcome regulatory challenges, scale its technology effectively, and build a broad user base.

As the global economy continues to shift towards digital finance and decentralized systems, Worldcoin has the potential to become a key player in the future of global currency. However, its path will be shaped by the evolving regulatory landscape, technological advancements, and market conditions that define the crypto sector as a whole. Investors and stakeholders should remain vigilant, keeping an eye on adoption trends, regulatory developments, and Worldcoin’s ability to deliver on its bold promises over the next two years.

World Coin Analysis: Outlook for 2024 to 2025

The global cryptocurrency landscape has evolved significantly in recent years, with Worldcoin emerging as one of the most intriguing projects in the decentralized space. Co-founded by Sam Altman in 2021, Worldcoin (WLD) aims to create a decentralized global currency and digital identity system that can be used by anyone, anywhere. The project's vision revolves around universal basic income (UBI), privacy-preserving digital identity, and fostering inclusion in the global economy. As we head into 2024 and 2025, the performance and prospects of Worldcoin will depend on several factors ranging from regulatory developments to technological innovations. This article provides an in-depth analysis of the likely trajectory of Worldcoin for the upcoming years.

Market Performance: 2024 to 2025

Worldcoin's early adoption period has been characterized by both enthusiasm and skepticism. The project’s promise of distributing WLD tokens to over a billion people by scanning their irises for a unique digital identity has attracted considerable attention. As of late 2023, Worldcoin has seen moderate success in rolling out its Orb-based identity verification devices and distributing tokens. However, the token’s market price has been highly volatile, driven by broader market conditions, investor sentiment, and ongoing debates about privacy and ethics.

Looking ahead to 2024 and 2025, Worldcoin's market performance will likely be shaped by a few key factors:

1. Adoption and Distribution Progress: One of the core pillars of Worldcoin is its ambitious goal of global distribution. If the project successfully scales its iris-scanning operations and reaches a broad user base in underdeveloped markets, it could gain significant momentum. However, achieving this at scale requires overcoming logistical challenges, gaining public trust, and ensuring security, particularly in regions where digital identity systems are not well-established.

2. Market Sentiment and Macroeconomic Factors: Cryptocurrency markets tend to be influenced by global economic conditions, including inflation, interest rates, and geopolitical events. As central banks across the world tighten monetary policy or shift toward central bank digital currencies (CBDCs), the role of decentralized assets like Worldcoin will be subject to increased scrutiny. Any fluctuations in the broader crypto market—especially in Bitcoin and Ethereum—will likely impact WLD’s price dynamics as well.

3. Partnerships and Integrations: For Worldcoin to succeed, its ecosystem needs to be integrated with broader digital and financial services. Strategic partnerships with payment providers, digital wallets, and e-commerce platforms will be critical to driving demand for WLD tokens. Progress in these areas will likely spur adoption, while delays could hinder growth.

Regulatory Environment

The regulatory landscape surrounding cryptocurrencies continues to evolve rapidly, and Worldcoin will need to navigate this complex environment to succeed. Governments worldwide are drafting legislation on digital assets, with a particular focus on data privacy, identity verification, and anti-money laundering (AML) regulations.

1. Data Privacy Concerns: Worldcoin’s reliance on biometric data—specifically iris scans—has raised concerns among privacy advocates. Although the project claims its system is privacy-preserving, regulators may impose stricter guidelines on how such sensitive information is collected and stored. Worldcoin will need to ensure that its technology adheres to privacy regulations like the European Union’s General Data Protection Regulation (GDPR) and similar laws elsewhere.

2. AML and Know Your Customer (KYC) Compliance: As Worldcoin continues to expand globally, it will be crucial to comply with AML and KYC requirements in different jurisdictions. Failure to comply with such standards could lead to significant legal hurdles or sanctions that may slow its adoption and negatively impact the token's value.

3. Government Responses to Universal Basic Income (UBI): The concept of UBI remains controversial, with proponents arguing that it can help alleviate poverty and inequality, while opponents worry about its economic feasibility and societal impact. If Worldcoin can demonstrate its viability as a platform for distributing UBI, it may gain favor in jurisdictions exploring social safety net reforms. However, strong government pushback could stymie progress, especially if policymakers view Worldcoin’s model as a threat to traditional welfare systems.

Technological Innovations and Infrastructure

Worldcoin’s success will also hinge on the robustness of its underlying technology and its ability to keep pace with innovations in the blockchain space. Key areas of focus for the project in 2024 and 2025 include scalability, security, and user experience.

1. Scalability: To serve a global population, Worldcoin will need to demonstrate that its platform can scale efficiently. Given the potential demand for biometric verification and digital identity services, any bottlenecks or inefficiencies in the system could undermine user confidence. Layer-2 scaling solutions, cross-chain interoperability, and partnerships with other blockchain ecosystems may help Worldcoin meet this challenge.

2. Security: As with any blockchain-based system, security remains a top priority. Worldcoin’s biometric verification system introduces additional attack vectors, such as potential misuse of iris scans or attempts to forge digital identities. Ensuring the highest standards of security, both at the blockchain level and within its hardware devices (the Orbs), will be critical to maintaining trust.

3. User Experience: The broader success of Worldcoin will depend on how easily users can interact with the system. Simplifying the onboarding process, reducing the friction of using decentralized applications (dApps), and improving the overall user interface will be key to mass adoption. In particular, Worldcoin must make it as easy as possible for individuals in developing countries—who may have limited access to sophisticated technology—to access and benefit from its platform.

Conclusion

The outlook for Worldcoin in 2024 and 2025 is filled with both promise and uncertainty. The project’s unique approach to combining digital identity with cryptocurrency distribution makes it one of the most innovative and ambitious players in the space. However, its success will ultimately depend on its ability to overcome regulatory challenges, scale its technology effectively, and build a broad user base.

As the global economy continues to shift towards digital finance and decentralized systems, Worldcoin has the potential to become a key player in the future of global currency. However, its path will be shaped by the evolving regulatory landscape, technological advancements, and market conditions that define the crypto sector as a whole. Investors and stakeholders should remain vigilant, keeping an eye on adoption trends, regulatory developments, and Worldcoin’s ability to de

liver on its bold promises over the next two years.

#MemeCoinTrending #WhichMemeCoin? #SCRSpotTradingOnBinance #USRetailSalesBoost #Write2Earn!

Disclaimer: Includes third-party opinions. No financial advice. May include sponsored content. See T&Cs.

WLD

2.28

-5.43%

BTC

67,460.36

-2.31%

Click here to view original web page at www.bizjournals.com

Search 2 keywords found: basic income,guaranteed income

The James S. McDonnell Foundation has given $1 million to keep St. Louis' guaranteed income program going through the end of this year, it said.

Additional private funders have contributed another $250,000, the foundation said.

A state-court judge in August halted the government program, in which 500 households were receiving $500 monthly payments as part of the federal pandemic American Rescue Plan Act funding. The judge had said that the injunction was based solely on the question of the program violating the Missouri Constitution and the St. Louis City Charter.

The president of the James S. McDonnell Foundation, Jason Purnell, said in a statement Monday that its focus "is on ensuring that families receive the resources promised to them and that the program can continue to gather valuable data on how (guaranteed basic income) might contribute to St. Louis’s economic growth."

"Our priorities are the well-being of these local families and the insights that could emerge to inform more inclusive growth strategies," he said.

The organization said the move aligns with its broader mission to promote "inclusive growth."

It also said it believes that the city's program has the potential to show that a guaranteed basic income improves children's educational outcomes and their future earnings; enhances the health of children and parents; reduces health care costs; and reduces crime statistics.

The program was set to end in mid-2025, and a foundation spokesman said it is soliciting more funds in a bid to keep the program going beyond this year.

An attorney who brought the lawsuit against the city's program previously said that "gratuitous payments to private individuals are not allowed and there’s good reasons for that."

The James. S. McDonnell Foundation in October 2022 named Purnell as its new president, succeeding Susan Fitzpatrick. Before taking his new post in February 2023, Purnell was BJC HealthCare's vice president of community health improvement.

The James S. McDonnell Foundation was founded in 1950 by James S. McDonnell — an aviation pioneer who founded McDonnell Aircraft Corp. The private foundation in 2022 had $30.1 million in revenue, $33.3 million in expenses and total assets of $499.9 million, according to its most recent available filing with the Internal Revenue Service.

The foundation ranked as the ninth-largest charitable trust and foundation in the St. Louis area based on contributions, grants and gifts paid of $22.8 million, according to Business Journal research published in December.

St. Louis' largest charitable trusts and foundations

Contributions, Grants and Gifts Paid in Most Recent Fiscal Year

Rank	Prior Rank	Organization / Prior Rank (*not ranked)
1	1	St. Louis Community Foundation
2	2	Enterprise Holdings Foundation
3	3	The Foundation for Barnes-Jewish Hospital

View this list

Click here to view original web page at career.grinnell.edu

Search 2 keywords found: employment,manufactur,technology,software,robot

The Hardware Automation Engineer II solves key workflow problems in large complex health systems. Supports a full technology stack of automated lab and software sequencing.

Responsibility

1. Own all aspects of the design process, prototyping, testing, and deployment for fully automated robotic platform.
2. Design layout, process, and custom components for a modular robotics platform by utilizing mechanical expertise.
3. Learn and develop electrical and software expertise.
4. Work with other development teams to integrate processes into custom robotic platform.
5. Drive process improvements to maximize the level of hands-free automation throughout the lab.
6. Develop automation related documentation for effective operation and maintenance of automated equipment.
7. Travel to Myriad locations as needed during certain project phases.

Qualifications

1. Bachelor’s degree in mechanical, electrical, biomedical engineer, or related field required.
2. 2+ years of experience with electro-mechanical design, assembly, wiring, and troubleshooting.
3. Experience with mechanical CAD software (SolidWorks, OnShape).
4. Experience documenting designs (BOMs, drawings) and working with contract manufacturers.
5. Experience with text-based PLC programming or Python and terminal usage a plus.
6. Experience working cross-functionally with multiple groups on projects a plus.

Physical Requirements

Lifting Requirements – light work or exerting up to 20 pounds of force frequently. Physical Requirements – stationary positioning, moving, operating, ascending/descending, communicating, observing, pushing or pulling, and reaching. Use of equipment and tools necessary to perform essential job functions.

EEO

We recognize that our people are our strength and the diverse talents they bring to our global workforce are directly linked to our success. We are an equal opportunity employer and place a high value on diversity and inclusion at our company. In hiring and all other employment decisions, we prohibit discrimination and harassment on the basis of any protected characteristic, including race, religion, color, national origin, gender, sexual orientation, gender identity, gender expression, age, marital or veteran status, pregnancy or disability, or any other basis protected under applicable law. In accordance with applicable law, we make reasonable accommodations for applicants’ and employees’ religious practices and beliefs, as well as any mental health or physical disability needs.

Click here to view original web page at www.soapboxmedia.com

Search 2 keywords found: employment,manufactur,technology,robot,technical

It’s well known that Middletown’s legacy stands as a manufacturing haven. Steel and paper mills provided stable working-class employment and attracted people from Appalachia and other regions to settle there. Producing goods, equipment, and materials remains essential to the economy and identity of the city, which has slightly more than 50,000 residents.

However, these aren’t your father’s production facilities. Automation and AI have transformed the manufacturing sector, with specialized skills and training often of greater importance than brawn. It’s increasingly untenable for employees to staff the same spot on the line for an entire career. With manufacturing technology continually evolving, it’s a necessity for workers of all ages to receive the training necessary to adapting skills to what the workforce of the future requires.

The upside of the need for more specialized training to attain such jobs is that it’s more readily available, and considerable opportunity exists. For decades, the default educational mission was preparing all students to attend college, and vocational and technical instruction withered. However, that paradigm has shifted, and more resources are allocated toward this type of postsecondary instruction.

Administrators at Butler Tech, which will celebrate its 50^th anniversary next year and operates campuses in Middletown and Liberty Township, just broke ground on a Middletown aviation-education facility that will open in January 2026, which will expand opportunities available through Butler Tech's high-school and adult education offerings.

Kristen Abudakar, the director of Butler Tech’s Liberty Township campus, noted that Butler Tech serves approximately 1,700 students annually across all fields of study, but has to turn away approximately 1,500 applicants due to capacity.

Representing a vital need as the large Baby Boomer population ages, health care training and certification provides entry into another high-demand field. Sarah DeLong, Butler Tech’s associate director of health programs, who has prior experience as a nurse-practitioner, said the program has 200 students in 14 health care-training disciplines, such as nursing, phlebotomy, medical assistant training, and medical billing and coding.

Nick Linberg, Butler Tech’s senior director of strategic planning, who supervises the institution’s adult-education programs, said the school’s program produces 200 to 250 students annually trained as welders, HVAC repair professionals, and industrial maintenance technicians.

“Through Jobs Ohio and other workforce-development programs in the state, all of our programs are in demand and growing,” Linberg said. “For adults training for new careers and professional development, manufacturing automation and robotics are programs that are emerging fields. Even in a welding-certification program, you’re learning aspects of working with robotic tools.”

Nick Linberg, Butler Tech senior director of strategic planning.He added, “We have hospital network reps coming in saying, ‘We’ll hire every STNA [state-trained nurse’s aide] and medical assistant you can produce,’ so it’s important for our programs to adapt to what the market demands.”

With robust manufacturing and distribution apparatus throughout Middletown, Monroe, and Butler, CDL certification programs and logistics training are also programs preparing students for future productive careers. Linberg credited Cleveland Cliffs (Middletown’s legacy steel manufacturer, formerly known as ARMCO and AK Steel) with being an engaged partner and supporter of the program.

Abudakar said that “futureproofing” Butler Tech’s programs is an institutional priority: “Throughout all our programs, we’re constantly looking ahead to prepare our students for jobs that will be in high demand 10 years from now. Our industry partners play a valuable role in helping us prepare our students for high-demand careers.”

The aviation-education program expansion in Middletown represents a pivotal step in merging future professionals’ opportunities and community demand. Middletown’s economic-development office and its airport manager spoke recently about the opportunities provided by training to work with unmanned aircraft systems (UAS) such as drones, as well as providing the foundation for careers in aerospace engineering, aviation maintenance, and related fields.

Kristen Abudakar, Butler Tech campus director“Currently, we have 75 students per year between all grades in the aviation-education program,” Abudakar said. “This year, we had 80 applications for entry into the program, which begins in 10^th grade, but only were able to take 27 through a lottery process. With the new facility, we expect to accommodate between 150 and 200 students, so the new facility will increase opportunities.” The 3-year program, which currently primarily takes students entering 10^th grade, culminates in an opportunity to receive FAA certification for aviation maintenance. Abudakar said that one driver for the new Aviation Education Hangar is to provide more opportunities for adults to learn the trade.

Middletown was prioritized for the Hangar because it’s been designated an Opportunity Zone, which was created when Congress passed the Tax Cuts and Jobs Act of 2017 to facilitate economic development in areas enduring financial difficulty. The facility is being constructed at a cost of $15 million, with $7 million of its provided through Butler County's ARPA funds, $500,000 from the city of Middletown, and the remaining half funded by Butler Tech.

Butler Tech is also trailblazing opportunities for its students with its Advanced Manufacturing Hub (AMHUB) program in partnership with Miami University, which will provide opportunities to students in the region. Slated to open next year, AMHUB will operate on a 140,000-square-foot campus (with potential to grow to 300,000 sq. ft.) in Hamilton, with Butler Tech and Miami occupying 70,000 square feet apiece.

AMHUB will engage industry partners in the fields of automation, computer networking, robotics, machine learning, welding, and AI. Beginning in 10^th grade, students will have the opportunity to develop advanced technology and engineering skills while enhancing their business savvy, entrepreneurial mindset, and critical thinking applicable to “smart” manufacturing. Through Miami’s College of Engineering and Computing, students will prepare for the manufacturing sector via certification and degree programs in engineering, robotics, and automation.

“Students will be able to take courses from 10^th grade through Ph.D.-level classes on one campus,” Abudakar said. “Corporate and community organization partnerships are reshaping the future of education. In the post-COVID world, parents and students are demanding broader curriculum choices, and we’re striving to bring kids in at every level and be prepared for additional education or the workforce.”

In any field, navigating AI’s capabilities and pitfalls is an essential component of instruction. Linberg said, “[AI] will be part of every aspect of tomorrow’s workers’ lives. We focus on giving them access and teaching them how to use it properly, and being mindful of teaching its capabilities in a positive manner and how to use it responsibly to enhance work and learning.”

Sarah DeLong, Butler Tech associate director of health-education programs.Instructional techniques must be continually leveraged to optimize students’ abilities, and with vocational training, relevant field instruction is especially important. DeLong said, “With health care training, exams and labs are being reworked to include more simulations to better replicate real-life scenarios to reduce patient errors for first-year nurses, with a greater emphasis on critical thinking and externships … and practice what they’ve been learning and having networking opportunities with possible future employers.”

A common thread through millennial, Gen Z, and younger generations is entrepreneurial drive that entails holistic ownership of a role commensurate with a skilled workforce. Butler Tech has opened an entrepreneurial center, which helps students master soft skills, as well as resume writing and interview preparation, to better engage with the workplace and become more well-rounded.

“Employers want a more skilled, prepared workforce, which helps with employee retention,” Abudakar said. “But by that same token, younger workers simply change jobs more often, and we also to prepare them to be adaptable and more likely to succeed in any field.”

The numbers affirm that Butler Tech’s program is working. For the last six years, it’s achieved a 99% or 100% graduation rate. Abudakar said, “Once our students arrive in our program and are exposed to a wider range of opportunities than a typical high school education provides, they become more motivated and invested," she said. "We have students arriving from all sorts of backgrounds, but we set the same bar for everyone, and they usually rise to it.”

The Soapbox Partner City Middletown series is made possible with support from Cincinnati Commercial Contracting (CCC) and the Middletown Chamber of Commerce serving Middletown, Monroe and Trenton.

Enjoy this story? Sign up for free solutions-based reporting in your inbox each week.

Share

Read more articles by Steve Aust.

Steve is a freelance writer and editor, father, and husband who enjoys cooking, exercise, travel, and reading. A native of Fort Thomas who spent his collegiate and early-adulthood years in Georgia, marriage brought him across the river, where he now resides in Oakley.

Advanced Manufacturing, Community Development, Economic Development, Emerging Technology, IMG Wire, IT + High Tech, Jobs, Partner City, Talent

Middletown, OH

Nick GrahamChris and Jessica Cayth opened Crooked Dog Comics in Middletown earlier this year. Chris worked as an art-traffic controller for more than two decades before pursuing his passion for comics by opening the store.

The straight path to Crooked Dog
There are nearly as many paths to business ownership as there are businesses. The common thread is a dream and a plan, but variations are infinite. Chris Cayth, owner of Middletown’s Crooked Dog Comics, which opened earlier this year at 1373 Central Ave., retired from a 24-year career as an air-traffic controller in March.

He started in Grand Forks, N.D., and moved to Middletown in 2017 when he was transferred to the Dayton airport. His wife, Jessica, is a Cincinnati-based photographer, and Middletown provided a nice midpoint for their workplaces.

“I loved my career and it's something I'm proud of,” Chris said. “I definitely miss my old coworkers, but the schedule was grueling and not ideal for a consistent sleep schedule.”

One of Chris’s motivations to open a comic-book shop was B & D Comics, a shop in his hometown of Roanoke, Va., and its owner, Terry Baucom. “As an uncool kid growing up in the '80's, she and the staff always made me feel at home. Remembering how she made me feel, and the desire to pay it forward to today's youth was a huge source of inspiration. Our slogan is ‘Welcome Home’, inspired by own experience at B&D.”

Chris said it was a challenge to learn about opening a business while still working 40-50 hours a week at the airport. “Much of the work setting it up fell to Jessica and her sister, Sarah, who also works with us,” he said. “ Without her and them, there is no way that this would have happened.”

Baucom and his friend Pete Bell, who owns Dayton’s Bell Book and Comic, provided ample help and advice.

Nick GrahamChris acknowledges the challenge of setting up a specialty shop in a smaller market, but he said many customers have expressed appreciation for providing a haven for comic-book buffs.

Chris said the comic book’s building has good bones and zero structural issues. He, Jessica, and their team enlisted local contractors to modernize it and made it more "fun.” Amenities include new flooring, custom shades, a new marquee, and a back room decorated like a medieval dungeon with a customized gaming table.

Another shop centerpiece is its life-sized Silver Surfer that pays homage to the well-known comic-book character. He bought it from a former coworker who displayed it in his basement. It’s one of only five such known store displays in the nation, and Chris is understandably proud to bring one to Middletown.

Chris praised David Riggs, director of the Small Business Development Center, and his staff as supportive partners in bringing Crooked Dog to life. “The SBDC helped us secure the finances required, told us who to call and email to find the right vendors and contractors, create a business plan, know which permits to procure, and more. We will always be thankful for everything they did and continue to do for us.”

He said that operating a specialty shop in a smaller market such as Middletown is challenging, but added that “local residents often thank us for opening here. We have a great property owner, terrific neighbors, and fantastic customers, many of whom I consider friends. Is it challenging? Sometimes. Is it worth it? Absolutely.”

Top Stories

View All Stories

Click here to view original web page at bobhannahbob1.medium.com

Search 2 keywords found: basic income

Philosophy With Basic Income But Without Professional Academic Incentives.

Mr Nemo

·

Follow

11 min read

·

9 hours ago

By Robert Hanna

***

You can also download and read or share a .pdf of the complete text of this essay by scrolling down to the bottom of this post and clicking on the Download tab.

***

Philosophy With Basic Income But Without Professional Academic Incentives

For eleven years, the core members of the Against Professional Philosophy circle (APP, 2013–2024) have been consistently, critically, and sharply distinguishing between (i) philosophy pursued and practiced authentically and seriously for its own sake, as a full-time, lifetime calling, i.e., real philosophy and (ii) philosophy pursued and practiced as a money-making career that’s conducted according to the set of strict coercive authoritarian and moralistic and neoliberal expectations, norms, policies, and rules — which Jeff Schmidt aptly calls ideological discipline (Schmidt, 2000) — governing the activities of research-&-publication, teaching, and so-called “admin” or “service,” that’s characteristic and indeed partially constitutive of recent and contemporary higher education at colleges and universities, i.e., professional academic philosophy. Susan Haack has also dubbed these two diametrically opposed alternatives philosophy as a calling and philosophy as a profession (Haack, 2021). To be sure, there are some people working outside the professional academy who also pursue and practice philosophy as a money-making enterprise: perhaps they’re paid editors of popular philosophy journals; or perhaps they write and sell popular philosophy books; or perhaps they write and sell popular philosophy articles to magazines; or perhaps they appear as philosophy talking-heads on TV or YouTube; or perhaps they write paywalled philosophy blogs or other kinds of paywalled philosophy social media; and so-on. For the purposes of this essay, I’ll classify these people as professional non-academic philosophers, because they’re pursuing and practicing philosophy as a money-making enterprise, but are not also engaged in a career that’s conducted according to the ideological discipline that’s characteristic and indeed partially constitutive of recent and contemporary professional academic philosophy. Correspondingly, I’ll then refine our original critical sharp distinction so that it holds between (i) real philosophy, on the one hand, and either (iia) professional academic philosophy or (iib) professional non-academic philosophy, on the other hand. Granting that, what follows in this essay are three interlinked thought-experiments motivating an overall argument that explores some important implications of that refined critical sharp distinction.

For the purposes of this essay, let “basic income” be shorthand for the package consisting of (i) a regular, yearly stipend, with adjustments for cost-of-living increases, that’s minimally sufficient for the purposes of everyday life for one or more people in a household, for example, the equivalent of $80,000.00 USD, which is currently the median yearly household income in the USA, (ii) adequate healthcare — noting that in the USA, where healthcare is not a universal right, as it is in many countries, the cost of this would be subtracted from the yearly stipend, and (iii) adequate public education from pre-school through higher education — also noting that in the USA, where free higher education for all qualified students is not a universal right, as it is in many countries, this would also be subtracted from the yearly stipend.

And again for the purposes of this essay, let “professional academic incentives” be shorthand for the package consisting of (i) a yearly salary determined by neoliberal professional academic market values, (ii) annual three-month free time/vacations included under your yearly salary, (iii) a tenure-and-promotion stream with at least three ranks of professorship, two of them tenured ranks, each rank tied to regular salary bonuses and/or permanent increases, often but not always depending on so-called “merit,” or on seniority, but in any case also increasingly high professional-social status conferred for each higher rank, and a special ultra-high professional-social status conferred for special endowed (“named”) professorships or Chairs, (iv) regular paid sabbaticals every few years for all tenured professors, (v) yearly research funds and travel funds, especially at the higher-ranked colleges and universities, (vi) a rigid hierarchical system of rankings among colleges and universities, so that professors receive proportionally higher professional-social status by being employed at higher-ranked institutions, right up to the world-ranked top ten institutions, for example:

(v) a rigid hierarchical system of rankings among departments of philosophy, as per the Philosophical Gourmet Report overall rankings, part of which is displayed at the top of this essay, so that philosophy professors receive proportionally higher professional-social status by working at higher-ranked departments, (vii) a set of more-or-less competitive disciplinary or trans-disciplinary fellowships and grants, from the post-doctoral level up through all higher professorial ranks, with high professional-social status awarded to the winners of such competitions, and so-on and so forth, the total collection of which Susan Haack has aptly dubbed perverse incentives (Haack, 2022; see also Hanna, 2022a).

So, in short, philosophy with basic income but without professional academic incentives provides you with the opportunity to pursue and practice philosophy authentically and seriously for its own sake as a full-time, lifetime calling, autonomously, hence in a self-determining and rationally-guided way, independently of the ideological discipline that’s characteristic and indeed partially constitutive of professional academic philosophy, without all the incentives — i.e., goodies — that professional academic philosophy so effectively employs in order to addict you to that way of life and to normalize its ideological discipline, but also in a way that won’t starve you or make you homeless, won’t prevent your access to adequate healthcare, and won’t prevent any children you might have from getting a perfectly adequate education, all the way from pre-school through higher education.

Indeed, philosophy with basic income but without professional academic incentives is today’s equivalent of Socrates’s audacious, edgy, and radical proposal in the Apology that instead of being put to death by his Athenian accusers and persecutors, he should in fact be rewarded with “free maintenance by the state” for his full-time, lifetime labors as a philosophical gadfly (Plato, 1982: p. 22, 37a). Or in other words, philosophy with basic income but without professional academic incentives provides you with the opportunity to do real philosophy, as opposed to professional academic philosophy, with all its professional academic incentives and all its ideological discipline. In another essay, I’ve discussed the hard problem of how a basic income without professional academic incentives and ideological discipline, that’s then used for doing real philosophy, really could be secured in the contemporary real world (Hanna, 2022b: section IX); here, I’ll simply assume, for the purposes of argument, that it’s somehow really possible to secure this in the contemporary real world, and also briefly describe one mode of that near the end of the essay.

Now, what about professional non-academic philosophy? On the one hand, if it were done primarily so that the opportunity of philosophy with basic income but without professional academic incentives could be realized, then professional non-academic philosophy could also be real philosophy. But on the other hand, if it were done primarily as a money-making enterprise, then professional non-academic philosophy would be sophistry, not real philosophy.

Now for the three interlinked thought-experiments.

In the first thought-experiment, let’s suppose that you’ve recently received a PhD in philosophy and have also decided to pursue and practice philosophy thereafter. Then you’re offered the following triadic option: either (i) philosophy with basic income but without professional academic incentives, or (ii) professional academic philosophy, or (iii) professional non-academic philosophy? If you choose (i), or if you choose (iii) primarily so that the opportunity for basic income without professional academic incentives can be realized, then you could be, and indeed you very likely are, a real philosopher, and if so, then you should be heartily applauded by all who love real philosophy, even if they happen to disagree with your philosophical views. But if you choose (ii), then you’re nothing but a careerist and a sophist. And if you choose (iii) primarily as a money-making enterprise, then, although you’re not a careerist, you’re still nothing but a sophist.

In the second thought-experiment, let’s suppose that you’re currently either a professional academic philosopher or a professional non-academic philosopher, and that you hadn’t ever actually self-consciously recognized the real possibility of pursuing and practicing philosophy with basic income but without professional academic incentives, and then you were informed of that real possibility — say, by reading this essay. Now, in order to enrich that opportunity, let’s further suppose that any opportunity for philosophy with basic income but without professional academic incentives also includes the opportunity to teach philosophy to a fairly small number of truly interested, engaged, self-disciplined, and talented students, every year. Then, assuming the existence of that enriched opportunity for philosophy with a basic income but without professional academic incentives, and also assuming that you were offered that enriched opportunity, would you then exit your professional academic philosophy job or your professional non-academic philosophy job in order to take up that enriched opportunity, yes or no? If yes, then you could be, and indeed you very like are, a real philosopher, and if so, you should be heartily applauded by all who love real philosophy, even if they don’t happen to agree with your philosophical views; but if no, then you’re nothing but either a careerist and a sophist, or else not a careerist but still nothing but a sophist.

Finally, in the third thought-experiment, which focuses on professional academic philosophy alone, let’s assume that you’re currently a professional academic philosopher working either at a top ten university as per the Times Higher Education world university top ten rankings displayed above, or at a top ten philosophy department, as per the Philosophical Gourmet Report top ten rankings displayed at the top of this essay. For convenience, let’s call the top ten universities, elite universities, and the top ten philosophy departments, elite philosophy departments. So you’re currently a professional academic philosopher who is working at either an elite university or an elite philosophy department (or, obviously, at both). Moreover, you also explicitly and publicly profess a strong commitment to diversity, equity, and inclusion in higher education, perhaps under the rubrics of social justice theory and/or identitarianism. Then you’re offered the opportunity to give up your elite professional academic philosophy job, in order to give that very job to a deserving and qualified young philosopher who belongs to some or another oppressed minority group, in return for which you’re also offered the enriched opportunity of philosophy with basic income but without professional academic incentives. So would you do this, yes or no? If yes, then not only could you be, and indeed you very likely are, a real philosopher, and if so, then also you have integrity, and therefore you should be heartily applauded by all who love real philosophy that’s conducted with integrity, even if they don’t happen to agree with your philosophical views or with your moral and sociopolitical beliefs; but if no, then you’re nothing but a careerist, a sophist, and a “woke” hypocrite.

Now, attentive readers might have already noticed that if you’re currently working as a professional academic philosopher, then the enriched opportunity for philosophy with a basic income but without professional academic incentives can actually be realized in the contemporary real world simply by means of taking early retirement, or at least retirement-at-age-65, and then also continuing to engage philosophically with some of your best former students, since your professional academic pension income and healthcare benefits, social security income, and medicare, taken together, will easily provide adequate funds for that. Correspondingly, I have an audacious, edgy, and radical two-part proposal that, in the contemporary real world, is effectively equivalent to Socrates’s proposal to his Athenian accusers and persecutors, that he be rewarded with “free maintenance by the state” (Plato, 1982: p. 22, 37a): hence I’ll call it the neo-Socratic proposal.

The first part of the neo-Socratic proposal is that any professional academic philosopher — but especially those working at elite universities or at elite philosophy departments — should take early retirement or at least retirement-at-age-65 and thereby realize the opportunity for philosophy with basic income but without professional academic incentives, so that they can do real philosophy. And the second part of my two-part neo-Socratic proposal is that any professional academic philosopher who is working at an elite university or an elite philosophy department who also explicitly and publicly professes a strong commitment to diversity, equity, and inclusion in higher education, should take early retirement or at least retirement-at-age-65 and thereby realize the opportunity for philosophy with basic income but without professional academic incentives, not only so that they can do real philosophy, but also so that they can give up their elite professional academic philosophy job in order to give that very job to a deserving and qualified young philosopher who belongs to some or another oppressed minority group. Given the ideological discipline that’s characteristic and indeed partially constitutive of professional academic philosophy, it’s easily conceivable that most or even all professional academic philosophers — especially those working at elite universities or at elite philosophy departments — who are approaching, or who have already passed, the age of early retirement or retirement-at-age-65, will not have self-consciously recognized either the existence of the neo-Socratic proposal or its rational compellingness.

But now, Dear Reader, you do self-consciously know that the neo-Socratic proposal exists and also that it’s rationally compelling: therefore, if you fail to act on it now or when the appropriate time comes, then you’re nothing but either a careerist and a sophist, or — what’s even worse, if you also explicitly and publicly profess a strong commitment to diversity, equity, and inclusion in higher education — nothing but a careerist, a sophist, and a “woke” hypocrite.

REFERENCES

(APP, 2013–2024). W, X, Y, & Z, aka Hanna, R. Against Professional Philosophy: A Co-Authored Anarcho-Philosophical Diary. Available online at URL = <https://againstprofphil.org/>.

(Haack, 2021). Haack, S. “Philosophy as a Profession, and as a Calling.” Syzetesis 8: 33–51.

(Haack, 2022). Haack, S. “Universities’ Research Imperative: Paying the Price for Perverse Incentives.” Against Professional Philosophy. 25 September. Available online at URL = < https://againstprofphil.org/2022/09/25/a-guest-essay-by-susan-haack-universities-research-imperative-paying-the-price-for-perverse-incentives/>.

(Hanna, 2022a). Hanna, R. “A Radical Solution For Haack’s ‘Perverse Incentives’ Problem: Liberating Real Philosophy From The Professional Academy.” Against Professional Philosophy. 2 October. Available online HERE.

(Hanna, 2022b). Hanna, R. “Six Studies in The Decline and Fall of Professional Academic Philosophy, And a Real and Relevant Alternative.” Borderless Philosophy 5: 48–130. Available online at URL = <https://www.cckp.space/single-post/bp-5-2022-robert-hanna-six-studies-in-the-decline-and-fall-of-professional-philosophy-48-130>.

(PGR, 2024). “Overall Rankings.” Philosophical Gourmet Report. Available online at URL = <https://www.philosophicalgourmet.com/overall-rankings/>.

(Plato, 1982). Plato. “Socrates’s Defense (Apology).” Trans. H. Trendennick. In E. Hamilton and H. Cairns (eds.), Plato: Collected Dialogues. Princeton NJ: Princeton Univ. Press. Pp. 4–26.

(Schmidt, 2000). Schmidt, J. Disciplined Minds: A Critical Look at Salaried Professionals and the Soul-Battering System That Shapes Their Lives. New York: Rowman & Littlefield.

(World University Rankings.ch, 2024). “Times World University Rankings.” Available online at URL = <https://www.universityrankings.ch/results/Times/2024>.

Download

***

AGAINST PROFESSIONAL PHILOSOPHY REDUX 939

Mr Nemo, W, X, Y, & Z, Monday 21 October 2024

Against Professional Philosophy is a sub-project of the online mega-project Philosophy Without Borders, which is home-based on Patreon here.

Please consider becoming a patron!

Click here to view original web page at www.sportskeeda.com

Search 2 keywords found: basic income

Popular MMA personality Joe Rogan recently had journalist and media executive Shane Smith over in his podcast, the Joe Rogan Experience. Smith co-founded VICE Media, formerly known as VICE Magazine, back in 1994. VICE focuses on lifestyle, arts, culture, and politics-related content, topics Smith has been known to explore in the most honest and investigative ways.

In his return to the Joe Rogan Experience, Smith talked about the importance of universal basic income and how it can change the world. Universal basic income or UBI is a concept of a government program that grants every adult citizen a set amount of money regularly to alleviate poverty.

Smith said:

"There's this big, chaotic time right now and you're exactly right and people are getting anxious about it and everything. And we got to use that as a time to say, 'Hey, why don't we have a f**king economy where there is a universal basic wage and/or living wage and we take that to doing sh*t where you do something that you like and you're happy about [it]."

To this, Rogan replied with:

"I guarantee you it will cause less crime. I think crime will dip substantially. I think there will be less civil unrest. People's needs will be met. It'll give everyone that feeling of, 'Oh, I don't have to worry about my bills anymore'".

Check out Joe Rogan and Shane Smith's conversation below (59:14):

Shane Smith explains to Joe Rogan how VICE changing prompted him to step down as CEO

VICE as a media company, at least when Shane Smith started it as a magazine back in the 90s, was aimed to challenge the status quo of mainstream media and elevate independent, free-thinking journalism. VICE became one of the most-viewed news programs in the world, reaching new heights in viewership once it expanded to video content in 2011.

The media company went on a decline from 2018 to its filing of bankruptcy in 2023, however. Smith talked about this on the podcast, saying (via Joe Rogan Experience):

"I actually called in from the beginning. I said, 'Look, we're going to get too big and at that point, we're gonna become the thing that we're [going up against]. We were a challenger brand and we're gonna become the status quo and then we're gonna get our a**es kicked."

Check out Shane Smith's comments below (3:36)

Click here to view original web page at www.tasconline.com

Search 2 keywords found: guaranteed income

Total Administrative Services Corporation (TASC)
2302 International Ln
Madison, Wi 53704-3140
T: 888.595.2261

TASC is excited to work on the Guaranteed Income pilot program and in addition to the partnership with Give Back Foundation, TASC has donated money and resources to help the program be a success for the Madison area.

TASC is committed to bettering our community and being a part of this pilot program is an important step in that journey.

TASC is a for-profit, privately held tech-enabled financial and administrative subscription-as-a-service organization designed to handle the needs of the role of an MGI Guaranteed Income Disbursement Partner.

“This is an amazing opportunity to provide financial assistance to those in need in the City of Madison.” Said TASC CEO Dan Rashke. “This partnership speaks to the core of TASC’s mission to improve the health, wealth and wellbeing of our customer, employees and communities.”

The Guaranteed Income pilot program is showing immense signs of success in other cities and TASC is eager to be a part of bringing that success to Madison. The benefits of this program will reach far beyond immediate recipients of this program, it will benefit entire communities.

About TASC

Since 1975, we have evolved to meet the ever-changing needs of our clients and their employees and work with them to provide benefit options that feel like benefits every day and in times of great need. Headquartered in Madison, Wisconsin, TASC is the nation’s largest, privately held, third-party administrator for employee benefits programs. A philanthropy-driven, family-owned business, TASC delivers innovative quality solutions that help protect the rights of more than 65,000 sole proprietors, family farmers and business owners of all sizes all over the country. www.tasconline.com

About the Give Back Foundation

The GiveBack Foundation is a 501(c)(3) offering a unique solution that encourages more people, giving more, more often, to more charitable organizations. With access to more than 1.5 million IRS approved charities, the GiveBack Foundation the peace of mind that their generosity goes where you expect and will make a difference. www.giveback.org

Click here to view original web page at targaresources.referrals.selectminds.com

Search 2 keywords found: employment,software,technical

�

Field Operations

�



240560

POSITION SUMMARY:

The Automation Specialist is a member of the team that is responsible for providing support through the daily operations of the Targa Pipeline Gas Plant Automation HMI/PLC hardware/software systems and related process control systems that ensure reliable gas plant operations. This position will be focused on Targa’s Badlands area of operation.

JOB FUNCTIONS AND KEY RESPONSIBILITIES:

• Provide daily operational support for Plant Automation HMI\PLC systems.
• Work closely with Engineering, and Operations to ensure the Gas Plant Automation HMI\PLC Systems are being developed to established standards.
• Implement modification based on control narrative and C&E information.
• Work closely with O&M groups to ensure the efficient and reliable delivery of fully functional and maintainable systems, as well as provide expertise for ongoing operational support
• Assist in the development and maintenance of design standards, templates and tools for the Gas Plant Automation HMI\PLC Systems.
• Collaborate with internal and external customer(s) to determine operational needs and requirements of Plant Automation HMI\PLC systems.
• Implement Gas Plant Automation HMI\PLC system projects, including engineering oversight, task management, and implementing lessons learned, found during project execution.
• Position will require travel (less than 40%)

MINIMUM ESSENTIAL QUALIFICATIONS:

• Bachelor’s Degree in Engineering or equivalent experience
• Design/analysis experience in automation design.
• Design/analysis experience with software HMI\PLC\DCS systems.
• Problem solving – the individual identifies and resolves problems in a timely manner and gathers and analyzes information skillfully
• Communication – the individual speaks and writes clearly and persuasively in positive or negative situations, demonstrates group presentations skills and conducts meetings.
• Building Effective Teams - create strong morale and spirit within the team, shares wins and successes, fosters open dialogue, defines success in terms of the whole team, and creates feeling of belonging in the team.
• Organized and methodical approach to maintaining a high-performance HMI/PLC system
• Regular and reliable attendance.

PREFERRED QUALIFICATIONS:

• HMI and PLC\DCS Systems Design Engineering with 5+ years’ experience
• In depth knowledge and project design experience with HMI Systems and PLC\DCS with end-to-end responsibility.
• In depth knowledge with Allen Bradly PLCs, Controllogix, Compactlogix, and slc500 and micrologix1400.
• In depth knowledge with other PLCs, GE, Modicon, Bristol, Scadapack a plus
• In depth knowledge of industry standard HMI software and platforms – Wonderware System Platform, Rockwell FactoryTalk and Ignition.
• In depth knowledge of DCS systems, DeltaV, Honeywell, and GE Matrix. Also, knowledge of Foxboro, GE Cimplicity, ABB a plus
• In depth knowledge of programming languages, UI design, databases
• Highly organized individuals capable of working on multiple projects simultaneously
• Strong technical writing skills for the development of design standards and specifications
• Ability to collaborate as a team and act as a team leader in a group of cross functional engineers
• User knowledge with AutoCAD, Visio, MS Office and MS Project, Excel
• Knowledge of electrical design, materials and methods installation.

PHYSICAL REQUIREMENTS:

• Vision sufficient to read computer screens, reports and related documents
• Hearing sufficient to hear verbal instruction and normal conversation levels
• Speech sufficient to communicate in person and over the telephone
• Dexterity sufficient to operate computers and other related office equipment
• Strength sufficient to lift, carry and move objects weighing up to 25 lbs.
• Endurance sufficient to maintain efficiency throughout the entire work shift

EQUAL EMPLOYMENT OPPORTUNITY:

Targa Resources provides equal employment opportunities based on merit, experience, and other work-related criteria and without regard to race, color, ethnicity, religion, national origin, sex, age, pregnancy, disability, veteran status, or any other status protected by applicable law. We also strive to provide reasonable accommodation to employees’ beliefs and practices that do not conflict with Targa’s policies and applicable law. We value the unique contributions that every employee brings to their role with Targa.

Click here to view original web page at careers.jabil.com

Search 2 keywords found: employment,services,manufactur,technical

At Jabil we strive to make ANYTHING POSSIBLE and EVERYTHING BETTER. We are proud to be a trusted partner for the world's top brands, offering comprehensive engineering, manufacturing, and supply chain solutions. With over 50 years of experience across industries and a vast network of over 100 sites worldwide, Jabil combines global reach with local expertise to deliver both scalable and customized solutions. Our commitment extends beyond business success as we strive to build sustainable processes that minimize environmental impact and foster vibrant and diverse communities around the globe.

Job Description

JOB SUMMARY

Working under limited supervision, performs a variety of semi-routine assignments by following established procedures. Is able to recognize the occasional need to deviate from accepted practice to resolve problem.

ESSENTIAL DUTIES AND RESPONSIBILITIES

Follows established procedures on routine assignments; receives instructions on new assignments; completing assignments the following areas:

· Train and coordinates activities of machine operators or MA’s in the maintenance of production equipment.
· Troubleshoot to determine problems in non-functioning electro-mechanical equipment used in the manufacturing process.
· Dismantle, adjusts, repairs and assembles equipment according to layout plans, blueprints, operating or repair manual, rough sketches or drawings.
· Uses test and diagnostic equipment to perform checkouts.
· Rebuilds manufacturing equipment as required.
· Perform scheduled preventive maintenance. Document maintenance as per program designation.
· Move or assist in the movement and installation of equipment.
· Calibrate equipment using general and special purpose test equipment.
· May be required to source equipment parts.
· May be required to work overtime or be on-call.
· Comply and follow all procedures within the company security policy.
· May perform other duties and responsibilities as assigned.

JOB QUALIFICATIONS
KNOWLEDGE REQUIREMENTS

· Knowledge of company policies and procedures to complete assigned tasks.
· Must be able to read, write and communicate in English. Must be able to effectively communicate with technical support services.
· Use of basic and special purpose hand tools, leveling instruments, and test/calibration equipment.
· Must be able to troubleshoot all failures that are detectable at the IO level.
· Basic mathematics.
· May require forklift certification.
· Understanding of electronic color codes and other component value markings.
· Understanding of safety practices requirements.
· Solid knowledge of specialized maintenance tracking programs.
· Personal computer operation in a Windows environment (Excel, Word and PowerPoint and e-mail).
· Use of specialized maintenance tracking programs.

EDUCATION & EXPERIENCE REQUIREMENTS

· Associates degree in electronics with emphasis in servo positioning theory or equivalent discipline.
· Two (2) to five (5) years prior work experience in electro-mechanical equipment in a manufacturing environment required.
· Or an equivalent combination of education, training or experience.

Jabil, including its subsidiaries, is an equal opportunity employer and considers qualified applicants for employment without regard to race, color, religion, national origin, sex, sexual orientation, gender identity, age, disability, genetic information, veteran status, or any other characteristic protected by law.

BE AWARE OF FRAUD: When applying for a job at Jabil you will be contacted via correspondence through our official job portal with a jabil.com e-mail address; direct phone call from a member of the Jabil team; or direct e-mail with a jabil.com e-mail address. Jabil does not request payments for interviews or at any other point during the hiring process. Jabil will not ask for your personal identifying information such as a social security number, birth certificate, financial institution, driver’s license number or passport information over the phone or via e-mail. If you believe you are a victim of identity theft, contact the Federal Bureau of Investigations internet crime hotline (www.ic3.gov), the Federal Trade Commission identity theft hotline (www.identitytheft.gov) and/or your local police department. Any scam job listings should be reported to whatever website it was posted in.

Accommodation Statement

If you are a qualified individual with a disability, you have the right to request a reasonable accommodation if you are unable or limited in your ability to use or access Jabil.com/Careers site as a result of your disability. You can request a reasonable accommodation by sending an e-mail to Always_Accessible@Jabil.com or calling 727-803-7988 with the nature of your request and contact information. Please do not direct any other general employment related questions to this e-mail or phone number. Please note that only those inquiries concerning a request for reasonable accommodation will be responded to.

#whereyoubelong

#AWorldofPossibilities

#EarlyCareer

Click here to view original web page at www.efinancialcareers.com

Search 2 keywords found: employment,software

Overview

Susquehanna is growing its Philadelphia area Payroll team with the addition of a Payroll Specialist at our Bala Cynwyd headquarters. In this role, you will assist with the preparation and processing of our multi-state, semi-monthly payroll for over 1,900 US employees.

On our team, you can expect to work in a dynamic environment that fosters continuous learning and development. You will have the opportunity to be involved in new initiatives and projects that will give you exposure to multi-state and international payroll. You will partner with your peers on the Payroll team as well as the Accounting/Tax, Corporate Systems/IT, and HR/Benefits teams, among others, to support the business, its payroll needs, and the systems/tools we use to execute these processes every day. Additionally, you will have the chance to research new and complex issues that arise; and help put processes in place to ensure compliance and mitigate risk.

In this role, you will:

• Assist with the processing and payment of bonus, shadow, and off-cycle payrolls throughout the year
• Review and approve employee job, name, and address changes to ensure accurate reporting and payroll processing
• Participate in complex projects such as the evaluation, implementation, and support of moving all new hire tax forms to our payroll software as well as solutions for payments to independent contractors
• Process employee verifications and letters of employment for current and former employees
• Support file generation and related troubleshooting for 401(k), HSA and other benefit plans; actively work with third party vendors to resolve any file related issues and ensure proper disbursement of funds
• Respond to employee inquiries
• Audit and reconcile benefit file feeds and the flow of data

What we're looking for

• Minimum of 2-3 years of multi-state payroll tax experience required
• Demonstrated working knowledge of US federal, state, and local payroll laws and regulations
• Must possess extensive attention to detail and organizational skills
• Prior experience supporting year-end processes, process improvements and process automation required
• Advanced experience with Microsoft Excel required and HRIS reporting strongly preferred
• Strong analytical, quantitative, and problem-solving skills
• Previous experience with UKG Pro is a plus
• Exposure to pre and post-tax benefit plans is a plus
• Visa sponsorship for work authorization is not available for this position now or in the future

SIG does not accept unsolicited resumes from recruiters or search firms. Any resume or referral submitted in the absence of a signed agreement will become the property of SIG and no fee will be paid.

#LI-SK1

Job ID 8538

Click here to view original web page at www.informalnewz.com

Search 2 keywords found: guaranteed income

Post Office MIS 2024: After every 5 years, there will be an option to take your principal amount or continue the scheme. The interest received on the account is paid every month in the post office savings account.

Post Office MIS 2024: The new year has begun. Along with this, a new plan should also be prepared for savings. For saving, it is most important that the investment amount is safe and it gets guaranteed returns. For this, the government-backed Post Office Scheme becomes the first choice. Because here you get safe and guaranteed returns on savings. Along with the trust of the government. The figure of guaranteed return is more than the FD of banks. One such saving scheme is Monthly Income Scheme, in which income is generated every month on lump sum deposit.

Post Office MIS 2024 Calculation

Investment: Rs 9 lakh
Annual interest rate: 7.4%
Tenure: 5 years
Interest income: Rs 3,33,000
Monthly income: Rs 5,550

Post Office MIS: Important points

In this scheme of Post Office, you can deposit up to Rs 9 lakh in a single account and Rs 15 lakh in a joint account. If you want, your total principal amount will be returned after a maturity period of 5 years. At the same time, it can be extended for another 5 years. After every 5 years, there will be an option to take your principal amount or extend the scheme. The interest received on the account is paid every month in the savings account of the post office. TDS is not deducted on investment in Post Office Monthly Income Scheme. However, the interest that comes into your hands is taxable.

Post Office MIS: Rules for pre-mature closure

If you need to withdraw money before maturity in Post Office Monthly Saving Scheme, then you get this facility after one year, but if you want to withdraw the amount before that, then it is not possible. However, in case of pre-mature closure also you have to pay penalty. If you withdraw money between 1 to 3 years, then 2% of the deposit amount is deducted and returned.

Click here to view original web page at www.okbima.com

Search 2 keywords found: guaranteed income

In a world where financial stability and future security are crucial, investing in the best guaranteed income plan becomes essential. If you are looking for a risk-free investment option that not only ensures a secure future for you and your family but also guarantees a steady flow of income, then Guaranteed Return Plans are the perfect solution. These plans offer a blend of life insurance and assured returns, making them a reliable choice for long-term savings. Let's explore the best guaranteed return plans in India for 2024, their features, benefits, and why they are the go-to option for risk-averse individuals.

What Is A Guaranteed Income Plan?

A Guaranteed Income Plan is a type of insurance policy designed to provide you with guaranteed returns on your investment after a specified period. These plans help you save a fixed amount of money over the long term while offering a guarantee that you’ll receive those savings plus an additional return. You can choose whether to receive this payout as a lump sum, in regular intervals, or as a lifelong income.

These plans are ideal for individuals who prefer stability and certainty over market-linked investments, which may offer higher returns but come with risks. By investing in a guaranteed return plan, you not only secure your future but also ensure that your loved ones are financially protected in case of unforeseen circumstances.

List Of Top 5 Best Guaranteed Income Plans In India

Plans Name	Entry Age	Maturity Age	Policy Term	Minimum Annual Premium
ICICI Pru ASIP	18-57 Years	18-72 Years	10-15 Years	Rs. 50,000
Bajaj Allianz Assured Wealth Goal	18-50 Years	18-75 Years	5-12 Years	Rs. 50,000
TATA AIA Guaranteed Return Insurance Plan	18-65 Years	18- 85 Years	5-12 Years	Rs. 24,000
HDFC Life Sanchay Plus	30 days - 45 Years	18-70 Years	15-25 Years	Rs. 30,000
Bajaj Allianz Goal Suraksha	18-50 Years	28-65 Years	10-20 Years	Rs. 3,000

Why Choose A Guaranteed Income Plan?

Guaranteed return plans offer stability, financial security, and peace of mind. These plans are best suited for individuals who prefer to save and grow their money without the risks that come with other market-dependent investments. Here are the core benefits of choosing a guaranteed return plan:

• Risk-Free Returns: Unlike mutual funds or stocks, where returns depend on market fluctuations, a guaranteed return plan provides 100 percentage certainty on the income you'll receive.

• Customisable Payout Options: You can tailor the payout structure as per your needs, whether you require a lump sum for large expenses or a steady income stream to meet ongoing financial commitments.

• Life Cover: Along with the assured returns, guaranteed return plans offer life insurance coverage, ensuring your family is taken care of in your absence.

Invest In Guaranteed Income – Find & Compare Now!

Features Of Guaranteed Income Plans In India

• Guaranteed Income: These plans assure you a guaranteed income plan for a fixed term. You can choose to receive your payout as a lump sum, in regular intervals, or as lifelong income, depending on your financial goals.
• Flexibility in Returns: You can opt for a guaranteed lump sum amount or set up long-term or short-term income plans. This flexibility ensures that your investment aligns with your specific needs, whether it’s saving for your childs education, buying a house, or planning for retirement.
• Life Insurance Coverage: A guaranteed life insurance policy provides financial protection to your family in the event of your untimely demise. This means your loved ones will receive not only the guaranteed returns but also a life cover benefit.
• Premium Payment Options: You can pay premiums at your convenience. The plan offers single, annual, half-yearly, quarterly, or monthly premium payment modes, allowing you to manage your finances more effectively.
• Tax-Free Maturity: The payouts received from a guaranteed return insurance plan are tax-free under Section 10(10D) of the Income Tax Act 1961, ensuring that your earnings are exempt from tax.

Who Can Buy Guaranteed Income Plans?

Guaranteed return plans are available to individuals aged between 18 and 60 years. The policy term can range from 5 to 30 years, offering flexibility based on your financial needs and goals. Whether you are a young professional starting your career or someone planning for retirement, these plans cater to a wide range of age groups and financial aspirations.

Benefits Of Guaranteed Income Plans

• 100 % Guaranteed Returns: These plans offer complete certainty of return on your investment. You receive a predetermined amount at the end of the policy term, ensuring that your financial goals are met without any risk.
• Maturity Benefit: At the policy maturity, you receive the guaranteed sum along with any applicable bonuses, ensuring your savings have grown during the term of the policy.
• Death Benefit: In the unfortunate event of your demise, your family receives the sum assured along with any bonuses. This offers financial protection to your loved ones in your absence.
• Optional Riders: To enhance your policy coverage, you can opt for additional riders like accidental death benefit, critical illness cover, or waiver of premium, ensuring that you’re comprehensively protected against life uncertainties.
• Simplicity and Accessibility: Guaranteed return plans are easy to understand and simple to manage, making them accessible to all types of investors, even those who are new to financial planning. You do not need to be an expert in finance to benefit from these plans, as they offer straightforward investment options with clear, guaranteed returns.
• Diversification and Risk Mitigation: While guaranteed return plans themselves are risk-free, they serve as an excellent way to diversify your investment portfolio. By including a guaranteed return plan in your investment mix, you mitigate the risks associated with market-linked investments like mutual funds or stocks, ensuring that a portion of your wealth is always safe and growing steadily.

Tax Benefits Of Guaranteed Income Plans

One of the significant advantages of the best guaranteed income plans is the tax benefit they offer, making them an even more attractive investment option.

• Premium Deductions Under Section 80C: The premiums you pay towards your guaranteed return plan are eligible for tax deductions under Section 80C of the Income Tax Act 1961, up to a maximum of Rs1.5 lakh per annum. This helps you save on taxes while securing your future.
• Tax-Free Maturity Payouts Under Section 10(10D): The maturity benefits you receive at the end of the policy term are tax-free, provided the premiums do not exceed 10% of the sum assured. This ensures that your returns remain untaxed, allowing you to maximise your savings.
• Tax-Free Death Benefit: In case of the policyholders demise, the death benefit paid to the nominee is also exempt from taxes under Section 10(10D), offering further financial security to your family.

Compare & Choose The Best Guaranteed Return Plans Now – Click Here!

How Does A Guaranteed Income Plan Work?

A guaranteed return plan works by requiring you to pay premiums for a specified period, after which you are guaranteed a payout. Here how the process typically works:

• Choose the Policy Term and Premium Payment Mode: You select a policy term (which can range from 5 to 30 years) and decide how you wish to pay the premiums—either as a lump sum, annually, or at shorter intervals.
• Pay Regular Premiums :Throughout the policy term, you pay regular premiums to the insurance provider. These premiums are invested by the insurer in safe, secure instruments that guarantee fixed returns.
• Receive Payouts: At the end of the policy term, or at the intervals specified, you receive a guaranteed payout, which can be in the form of a lump sum or periodic payments. Some policies even offer the option of lifetime payouts, ensuring a steady flow of income post-retirement.
• Death Benefit: In the unfortunate event of the policyholders demise during the policy term, the nominee will receive the death benefit (the sum assured) along with any accrued bonuses, ensuring the familys financial security.
• Bonus Additions (if applicable): Depending on the type of plan, you may also receive bonuses such as reversionary bonuses or terminal bonuses, which are declared by the insurer based on their performance.

Factors To Consider Before Buying An Income Return Plan

Before investing in the best guaranteed income plan, it’s essential to consider certain factors to ensure the plan aligns with your financial goals.

• Your Financial Goals :Determine why you need the plan. Are you investing to secure your child's education, buy a house, or plan for your retirement? Choosing the right plan depends heavily on understanding your financial objectives and matching them to the features and benefits of the policy.
• Investment Horizon: These plans typically require a long-term commitment, ranging from 5 to 30 years. Ensure that the investment horizon matches your savings goals. If you’re saving for a short-term goal, these plans might not be the best fit due to the long lock-in period.
• Premium Payment Capacity :You need to assess how much premium you can comfortably pay without straining your finances. Choose a plan with flexible premium payment options (monthly, yearly, or single premium) that align with your financial situation.
• Risk Tolerance: Guaranteed return plans are ideal for risk-averse investors who want stable, predictable returns. If you are looking for higher, market-linked returns and are willing to take some risk, you may want to explore other investment options.
• Surrender Value: Consider whether you need extra coverage like critical illness or accidental death riders. These can provide enhanced protection but come with additional costs, so weigh the necessity of these riders against your current financial situation.
• Surrender Value :While these plans offer guaranteed returns, exiting the policy prematurely can result in a loss of benefits. Make sure you understand the surrender value of the plan and the penalties associated with early termination before committing.
• Tax Implications :Evaluate the tax benefits associated with the plan, especially the deductions available under Section 80C and the tax-free nature of payouts under Section 10(10D). This can significantly impact your overall savings.

Why OkBima Is A Trusted Partner For Guaranteed Income Plans?

When it comes to choosing the right guaranteed return insurance plan, OkBima stands out as a trusted insurance agency. At OkBima, we understand that your financial goals and future aspirations are unique. That's why we offer personalised insurance solutions that are tailored to your specific needs. Our experienced team provides expert guidance, helping you choose the best guaranteed income plan that not only secures your future but also offers life protection to your loved ones. With transparent processes and a client-first approach, OkBima is committed to helping you achieve financial peace of mind.

Summing It Up…

In today uncertain financial climate, having a secure investment option is crucial. By choosing a guaranteed return plan, you're not only safeguarding your future but also ensuring financial protection for your family. Whether you're looking to build a retirement corpus, save for your child education, or simply want a reliable income stream, guaranteed return plans are the safest option for risk-averse investors. So, take control of your financial future today and make the smart choice with a guaranteed return plan.

Leave a Reply

Your Comment

Click here to view original web page at www.bigdatawire.com

Search 2 keywords found: employment,manufactur,technology,robot,technical

As artificial intelligence (AI) technologies and automation evolve, the way we work is changing faster than ever. Traditional jobs are being redefined, and our growing dependence on technology is altering how we tackle tasks in many industries. Alongside the challenges of an aging population, these shifts are creating a significant transformation in the U.S. workforce.

To help understand how these changes will impact the job market, Pearson, a global education and learning company, unveiled the Skills Map of the United States – an in-depth analysis of the American job market through 2028.

The report projects that the American workforce will add 1.9 million new jobs through 2028. This includes approximately 11.25 million jobs from economic growth, 1.87 million related to technology implementation and maintenance, and a reduction of about 11.2 million roles due to technology automation and augmentation.

Pearson’s report utilizes the company’s advanced predictive analytics and proprietary Skills Outlook data collected from over 85 million U.S. job advertisements and labor market information. With this report, Pearson aims to provide critical insights to policymakers, businesses, and individuals prepare for the future of work.

One of the key findings of the report is that technology is not only transforming existing roles but also generating new opportunities across all sectors, challenging our definition of a tech job. As technology becomes more central to operations, all jobs will become tech jobs in one way or the other.

Financial analysts would utilize AI algorithms to forecast market trends, nurses would use on-site data analytics for patient care, manufacturing experts would use AI for 3-D printing and robotics, and educators would need AI skills to provide personalized learning experiences. Many of these professions are already incorporating AI into their work.

Pearson recommends that organizations should focus on upskilling their workforce and that workers must commit to lifelong learning to remain competitive in an evolving job landscape. Educators can design courses and training initiatives that combine technical abilities with soft skills. The report also recommends that policymakers should support such upskilling and learning initiatives, particularly in industries facing automation.

“The key message is that technology is transforming jobs at a faster pace than ever before, “ stated Dave Treat, Chief Technology Officer, Pearson. “Every job, from nursing to manufacturing, is becoming more tech-focused, increasing the demand for workers who can blend technical expertise with industry-specific skills.

“As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively. Our Skills Map provides the data and insights needed to help workers and businesses understand these changes, and our lifelong learning solutions help people thrive in an ever-evolving workforce.”

According to Pearson, healthcare, education, and manufacturing, will remain top employers in 2028, though all sectors will evolve with advances in technology. Driven by increasing chronic conditions and an aging population, Pearson projects an addition of 782,810 workers to the over 20 million healthcare workforce by 2028.

The report emphasizes the crucial role AI will play in healthcare, particularly in reducing the time spent on tasks such as maintaining medical records, staying current in areas of expertise, and developing educational programs and procedures.

Pearson’s research also indicates that GenAI has the potential to save nearly 78 million work hours per week across the U.S. workforce, enabling healthcare professionals to focus more on critical hands-on tasks or patient care that cannot be automated or performed by AI.

“AI and technology have the power to transform clinician capabilities, improve diagnostics, and help deliver personalized treatments,” shared Art Valentine, President, Pearson Assessment and Qualifications. “To fully realize this potential, effective assessment and qualification will be essential for ensuring competency and fostering trust between practitioners and patients.”

While the Skills Map of the United States reveals a clear demand for tech skills, it also highlights the equal importance of human-centric skills. Pearson anticipates that organizations prioritizing personalized training and continuous learning will be well-positioned to harness the benefits of both technology and human talent.

The in-demand skills for workers are those rooted in human qualities such as creativity, physical dexterity, and empathy. However, upskilling and reskilling are critical to prepare workers for the future.

We can expect technology to evolve rapidly between now and 2028. impacting all facets of life and work. Pearson’s research provides a realistic perspective on the future and shares valuable insights into how to prepare for it. The report also underscores the need for further research into the critical factors reshaping employment.

Related Items

KPMG Survey Reveals Strategic Shifts in AI Strategies in 2024

The Demand for AI/ML Skills Is Growing

Gartner: GenAI Will Require 80% of Engineering Workforce to Upskill Through 2027

Applications: Artificial Intelligence, Data Management, Enterprise Analytics, Predictive Analytics

Technologies: Cloud, Frameworks, Middleware, Systems

Vendors: Pearson

Click here to view original web page at www.ktnv.com

Search 2 keywords found: employment,manufactur,mobility

Posted

HENDERSON (KTNV) — Construction has officially begun on a new Haas Automation manufacturing facility in Henderson.

Earlier this month, the company held a ceremonial groundbreaking with Haas founder and CEO Gene Haas, Nevada Gov. Joe Lombardo, Henderson Mayor Michelle Romeo, and City of Henderson Councilman Dan Shaw.

While the groundbreaking is the official start of construction, Peter Zierhut, Vice President, Outside Operations for Haas Automation, previously told me that Haas has already put over $100 million into the site.

"We started about three years ago. We put over a year of work into grading that property, which was a significant project," Zierhut said. "What starts this month is actually vertical construction and the construction of the factory itself."

He added that Nevada seemed like a good fit for the company, who has their world headquarters in Oxnard, California.

"Henderson and Nevada have made it very easy for us to secure land and build a factory fairly quickly. We have had some delays but it was due to the pandemic and not their fault," Zierhut said. "I think Nevada, overall, is just so much more business-friendly than other parts of the country that we've looked at. It's been an easy and wonderful process."

It's something Haas also emphasized at the groundbreaking.

"I've been in the machine tool business for 50 years and this building will reflect that experience. Nevada fits our personality. We are a small company by California standards and Nevada is a small state but people here are more direct and get things done. You are not afraid to build here," Haas said. "It is a beautiful piece of land. Our goal is to turn it into a manufacturing sector. We will be moving our operations here under one roof."

Initially, the factory will hire 200 to 300 workers and that workforce is projected to grow to 2,500 jobs over the next 10 years.

"Primarily, it's going to be workers to build our product, assembly line workers. That's a skill level like, say, a mechanic, somebody that can assemble, build, follow instructions and drawings. It's not heavy-duty work. It's something that we can train fairly easily," Zierhut explained. "The rest of it is machinists, warehouse workers, engineers, a lot of engineers in both mechanical and electrical engineering, as well as manufacturing engineers."

According to Lombardo, manufacturing is booming across our state.

"From 2012 to 2022, manufacturing jobs in Nevada have increased by 61%, while overall employment in the state grew by 26%," Lombardo said. "Advanced manufacturing will enable our state to attract quality employers and good-paying jobs that contribute to economic diversity and resilience."

Economic diversification has been a big topic across the valley as local leaders look for ways to bolster our economy.

"The City of Henderson went through a whole target industry study. When we went through this study, what
we found is there are target industries like logistics management and technologies," said Jared Smith, the Director of Economic Development and Tourism for the City of Henderson. "We're also building back-end artificial intelligence to monitor those industries so that we are understanding, in real-time, those industries and how they're doing here in the City of Henderson."

Smith added that being business-friendly while adapting workforce programs to the needs of incoming companies will make our community stronger.

"Any community that cannot say they are not business-friendly aren't even going to be in the discussion for large business growth. It's also about being proactive with businesses. What are we doing? How are we putting our money and our strategy where these companies need us to," Smith said. "I think it's about economic mobility and economic opportunity that this training can give our residents. Whatever a company needs, Henderson offers it."

• Haas Automation invests millions in local schools, college programs

PROJECT FAST FACTS:

• 165 acres are under development
• 2.65 million cubic yards of earth have been transported
• 175,000 cubic-yards of native materials were crushed and utilized on-site
• 500 million pounds of gravel is being used
• 70 million pounds of asphalt is being used
• 204,000 cubic yards of concrete is being used
• 1 million square feet of landscape planting
• 2,140 LED high bay fixutes
• 30,500 fire sprinkler heads

Copyright 2024 Scripps Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.

Click here to view original web page at www.automationworld.com

Search 2 keywords found: manufactur,technology,robot

For automation engineers, the intersection of functional safety and cybersecurity is critical in the modern industrial landscape. As industrial manufacturers increasingly rely on interconnected devices through the Industrial Internet of Things (IIoT), engineers must address the new vulnerabilities introduced by such connectivity.

Control Design wrote in an article that traditional isolated systems like robotics are now exposed to cyber threats, necessitating an integrated approach to functional safety and cybersecurity. By prioritizing risk assessments and adhering to regulatory standards, engineers can enhance both operational safety and system uptime, mitigating the evolving risks brought about by Industry 4.0's push towards connectivity.

Additionally, automation engineers must navigate the convergence of operational technology (OT) and information technology (IT), particularly in cybersecurity. A proactive approach that incorporates safety and security considerations early in the development process is essential for reducing long-term costs and ensuring compliance, Control Design explains in the full article.

Click here to view original web page at www.legaldive.com

Search 2 keywords found: inequality,employment,technology,inequality

The agency’s principles for responsible AI use in the workplace focus heavily on employee rights and how the technology should improve working conditions.

Published Oct. 21, 2024

Senior Reporter

Dive Brief:

• The Department of Labor has issued formal principles to guide employers as they introduce artificial intelligence platforms into their workplaces. The guidelines, released Oct. 16, are an extension of the Biden administration’s 2023 executive order on AI. “Whether AI in the workplace creates harm for workers and deepens inequality or supports workers and unleashes expansive opportunity depends (in large part) on the decisions we make,” Acting Labor Secretary Julie Su wrote in her introduction.
• The principles are designed to encourage support for collective bargaining rights, transparency in the use of AI, and workers’ data privacy, while seeking to provide employer support for those whose jobs are displaced by the technology.
• The Partnership on AI, a coalition of tech companies and nonprofit organizations that includes Google, Microsoft and the American Civil Liberties Union, commended the recommendations. “Together, we are working to ensure that the benefits of AI are broadly shared so we have a future of work that works for all of us,” the partnership’s CEO, Rebecca Finlay, said in the department’s press release.

Dive Insight:

The agency said its document is not meant as an “exhaustive list” but a framework for businesses, and that “employers should review and customize the best practices based on their own context and with input from workers.”

The Labor effort builds on the labor aspects of the broader Biden administration effort to outline AI policy in the current absence of federal legislation. Several states – notably California and Colorado – have enacted laws regulating AI.

The administration’s October 2023 Executive Order said that AI technology “should not be deployed in ways that undermine rights, worsen job quality, encourage undue worker surveillance, lessen market competition, introduce new health and safety risks, or cause harmful labor-force disruptions.”

While AI may revolutionize some dull or repetitive worker tasks, this automation is likely to cause a demand for new skills and training as employees migrate to new and different work roles and for those overseeing AI work. It may also thrust some workers into unemployment.

Further, AI-augmented work, according to the department “poses risks if workers no longer have autonomy and direction over their work or their job quality declines.”

The technology could also “embed” bias and discrimination into decision-making or make “consequential workplace decisions without transparency, human oversight, and review,” the Labor Department said.

A report last year from the U.S. Chamber of Commerce’s AI Commission also called for measured federal regulation of the technology. “A failure to regulate AI will harm the economy, potentially diminish individual rights and constrain the development and introduction of beneficial technologies,” the report said.

The Chamber did not immediately respond to a request Monday for comment on the Labor Department’s AI framework.

The eight principles articulated in the document aim to:

• Center worker empowerment
• Develop AI ethically
• Establish AI governance and human oversight
• Ensure transparency in AI use
• Protect labor/employment rights
• Use AI to enable workers
• Support workers impacted by AI
• Ensure responsible use of worker data

“Incorporating worker perspectives is an important part of the AI principles, part of our company approach, and a key component of our partnership with AFL-CIO,” Amy Pannoni, Microsoft’s deputy general counsel, said in the department’s press release.

President Joe Biden first nominated Su for the permanent Labor role in February 2023, but the full Senate has not voted because Democrats lack the votes needed to confirm her. Earlier this year, Biden renominated Su, a former labor lawyer from Los Angeles.

Click here to view original web page at theevreport.com

Search 2 keywords found: employment,consumption

Sign up for our popular daily email to catch all the latest EV news!

Dongfeng Honda has officially launched its new energy vehicle (NEV) production plant in Wuhan, China, marking the beginning of a new chapter for Honda’s electric vehicle (EV) production. This new plant is Honda’s first dedicated EV production facility worldwide and represents a significant step towards the company’s sustainability goals. With advanced automation, environmentally responsible features, and a focus on efficiency, the plant will help Honda move closer to its global goal of carbon neutrality by 2050.

Key Highlights

• First dedicated Honda EV production plant globally, located in Wuhan, China.
• Advanced automation, including a multi-level automated warehouse and complete automation of parts logistics.
• Elimination of logistics personnel in the stamping process for enhanced efficiency.
• Environmentally friendly features include reduced energy consumption and real-time monitoring to optimize power usage.
• Part of Honda’s plan to introduce 10 Honda-brand EV models in China by 2027 and achieve 100% EV sales by 2035.

The launch ceremony was attended by high-profile executives, including Toshihiro Mibe, Global CEO of Honda, who emphasized the importance of the plant’s smooth operation and its role in delivering high-quality EV models to customers in China. He stated, “Honda will operate this new plant smoothly and stably and provide high-quality EV models to our customers in China, through which we will continue our pursuit to ‘Expand the Joys for our customers and society.’”

The Dongfeng Honda NEV production plant features a high level of automation in the assembly process, as well as the integration of quality and operational data to improve efficiency. The plant also stands out for its environmental innovations, including an efficient daylighting layout to reduce electricity consumption and the utilization of thermal energy generated during production. Additionally, real-time monitoring of energy consumption in each process allows for dynamic adjustments to minimize waste.

This new plant supports Honda’s ambitious environmental strategy, aiming for carbon neutrality across all products and corporate activities by 2050. In China, Honda plans to introduce 10 EV models by 2027, aiming for full EV adoption by 2035. This includes the e Series, launched in 2022, and the upcoming Ye Series, which was unveiled in 2024.

About Dongfeng Honda NEV Production Plant

• Location: Wuhan, Hubei Province, China.
• Production Capacity: Approximately 120,000 units per year.
• Employment: Approximately 800 associates (as of October 2024).
• Investment Amount: Approximately 4 billion R.M.B.

Sign up for our popular daily email to catch all the latest EV news!

The EV Report

The EV Report is a digital platform dedicated to the global electric vehicle industry. It is a product of Hagman Media Group, and its mission is to inform, engage, and connect industry professionals and EV enthusiasts with relevant news and insights.

Click here to view original web page at www.chron.com

Search 2 keywords found: guaranteed income

After giving birth to her first child early last year, ABC 13 Houston anchor Rita Garcia is now expecting her second. The weekday morning anchor took to social media on Friday to make the big announcement. "I'm usually the one delivering the news, but today, Jordan, the future big sister, has the honor," Garcia wrote on Facebook. "Exciting times ahead as we get ready to become a family of four!"

In a slideshow included in the post, Garcia and her husband Sergio Selvera hold hands with their daughter Jordan Renee, who wore a "big sis" T-shirt. The couple, who wed in 2021, welcomed Jordan on Jan. 21, 2023.

Prior to joining ABC 13 in 2021, Garcia worked as a morning anchor in Los Angeles on FOX 11's Good Day LA. While on maternity leave last year, she took some time out to appear on the show to congratulate her former co-anchor Tony McEwing on his retirement during his final day at the channel. Before her time on the West Coast, Garcia was previously an anchor at FOX 26 Houston. Born in Austin, she is a Texas State University graduate. She kicked off her career in TV in the Rio Grande Valley at ABC's KRGV-TV, where she was Cameron County bureau chief.

Garcia isn't the only local TV news personality to announce a baby on the way next year. Last week, KPRC 2 meteorologist Caroline Brown revealed she and her husband Jack Chadderdon will be welcoming their first child, a baby boy, in February. The couple has decided to name him Jack Jr. and his nickname will be J.J.

More News

Battle | Ken Paxton sues Harris Co. over guaranteed income program
Moves | Texas A&M begs people to stop breakdancing in art galleries
Rattle | Texas shakes with one of largest earthquakes in state history
Threshold | UT-Austin announces new cut to automatic admission

For the latest and best from Chron, sign up for our daily newsletter here.

Click here to view original web page at lkouniexam.in

Search 2 keywords found: guaranteed income

If you’re a Canadian senior, you might have heard about the October 2024 Old Age Security (OAS) payment of up to $2,254. This payment is making headlines, especially as it offers significant financial relief for many Canadians in their retirement years. But what does this payment entail? How can you ensure you’re eligible? And what steps do you need to take to receive it? n this article, we’ll dive into the Old Age Security (OAS) program, explain how seniors can claim the October 2024 OAS payment, and provide a step-by-step guide to ensure you get the most out of your retirement benefits.

Canadians Can Claim October $2254 OAS Payment in October

Topic	Details
Payment Amount	Up to $2,254 for eligible recipients
Eligibility	Canadians aged 65+, lived in Canada for at least 10 years post-age 18
Payment Date	October 29, 2024
How to Apply	Automatically applied if already enrolled; new applicants apply via Service Canada
Additional Benefits	Guaranteed Income Supplement (GIS) and provincial top-ups may be included

The October 2024 OAS payment offers much-needed financial support to Canadian seniors, with some receiving up to $2,254. Whether you’re already receiving OAS or planning to apply, it’s essential to understand the eligibility criteria, payment amounts, and the additional benefits available to you. Make sure to check your eligibility, gather the necessary documents, and apply through Service Canada if you haven’t yet. For seniors already enrolled, expect the increase in your payment at the end of October, no extra action is required.

What is the Old Age Security (OAS) Program?

The Old Age Security (OAS) program is a monthly pension available to Canadians who are 65 years or older. Unlike the Canada Pension Plan (CPP), which is based on your contributions during your working years, OAS payments are available to almost all seniors, provided they’ve lived in Canada for a certain period.

In 2024, the OAS program is set to increase payments to seniors, with some individuals able to receive up to $2,254 this October. This figure can include additional supplements, like the Guaranteed Income Supplement (GIS), which offers extra financial help to low-income seniors. For those aged 75 and older, an automatic 10% boost to their OAS payments is already in place.

Why is the OAS Important?

For many retirees, OAS is a vital source of income. Combined with other programs like CPP and private savings, it helps seniors meet their living expenses, such as housing, healthcare, and daily necessities. The October 2024 payment increase is designed to adjust for inflation and provide seniors with more purchasing power.

How Much Can You Get in October 2024?

As mentioned earlier, the maximum OAS payment for October 2024 could reach up to $2,254, though this amount may vary. Here’s how the payment breaks down:

• The basic OAS payment for seniors aged 65 and over is expected to be around $630 to $640.
• Seniors aged 75 and older get a 10% boost, making their payment exceed $700 per month.
• The Guaranteed Income Supplement (GIS) can add to this amount for low-income seniors, potentially pushing the total payment closer to the $2,254 mark.

It’s important to understand that not all seniors will receive the full $2,254. The actual amount you receive depends on your income, marital status, and whether you qualify for additional benefits like the GIS.

Example Calculation:

Let’s say you’re a 78-year-old senior with a low income. Your OAS payment could look something like this:

• Base OAS Payment (with 10% boost): $700
• Guaranteed Income Supplement: $850
• Provincial Top-up (if applicable): $200
• Total October Payment: $1,750

If you qualify for additional supplements or have unique circumstances, this amount could increase, but not all seniors will see payments as high as $2,254.

How to Claim the October $2254 OAS Payment in October

If you’re already receiving OAS benefits, there’s good news—you don’t have to do anything extra. The increase will be applied automatically to your October 2024 payment, which is expected to be deposited by October 29, 2024.

Step-by-Step Guide for New Applicants:

1. Check Eligibility:
   • You must be 65 years or older.
   • You must have lived in Canada for at least 10 years after turning 18.
2. Gather Necessary Documents:
   • Proof of age (birth certificate or passport).
   • Proof of residency in Canada (tax returns, utility bills, etc.).
3. Apply Through Service Canada:
   • Visit the Service Canada website to submit your application online.
   • You can also apply by mail using the paper form available on their website.
4. Wait for Approval:
   • Processing times can vary, but you should receive confirmation of your OAS payment eligibility within 6-12 weeks.
5. Start Receiving Payments:
   • Once approved, you will begin receiving monthly payments automatically. Your first payment will include any back payments owed to you, depending on when you became eligible.

Can You Receive Retroactive Payments?

Yes, if you’re late applying for OAS, you can receive retroactive payments for up to 12 months, assuming you were eligible during that period. However, it’s best to apply as soon as you turn 65 to avoid delays.

Additional Benefits You Should Know About

In addition to the OAS pension, there are several other benefits you may be eligible for:

1. Guaranteed Income Supplement (GIS)

The GIS is an additional payment for low-income seniors. To qualify, you must already be receiving OAS and have an income below a certain threshold. The exact amount you can receive depends on your income and whether you are single, married, or living with a partner.

2. Allowance for the Survivor

If your spouse or partner has passed away and you’re between the ages of 60 and 64, you might be eligible for the Allowance for the Survivor. This payment is meant to provide financial support to low-income seniors who have lost their partner.

3. Provincial and Territorial Top-Ups

Several provinces and territories offer top-ups to the OAS payment, designed to help seniors with specific needs or living costs. Check with your provincial government to see if you qualify for any additional support.

Old Age Security (OAS) Changes 2024: New Eligibility and Payment Increases

Financial Relief 4 CRA Benefits Increased In Canada: Check Out Enhanced Benefits in 2024

Canada $1546 OAS Direct Deposit October 2024: Will you get it? Check Eligibility and update on payment date

Frequently Asked Questions (FAQs)

1. When will I receive the October 2024 OAS payment?

The October 2024 OAS payment is expected to be deposited on October 29, 2024. Payments typically arrive toward the end of each month.

2. How much will I receive in October 2024?

The exact amount varies based on your age, income, and whether you qualify for additional benefits like the GIS. Some seniors may receive up to $2,254, but the average payment will likely be lower.

3. Do I need to reapply to receive the increased October 2024 payment?

No, if you’re already receiving OAS payments, the increase will be applied automatically. If you’re not yet receiving OAS, you’ll need to apply through Service Canada.

4. What if I’m outside of Canada?

You can still receive OAS payments if you’re living outside Canada, provided you’ve met the residency requirements. However, the amount may be adjusted depending on your location.

Hey there! I'm Anjali Tamta, hailing from the beautiful city of Dehradun. Writing and sharing knowledge are my passions. Through my contributions, I aim to provide valuable insights and information to our audience. Stay tuned as I continue to bring my expertise to our platform, enriching our content with my love for writing and sharing knowledge. I invite you to delve deeper into my articles. Follow me on Instagram for more insights and updates. Looking forward to sharing more with you!

Click here to view original web page at wpgtalkradio.com

Search 2 keywords found: basic income

Over the years, we have seen many shows based on the culture and themes of Philadelphia and North Jersey. But the writers seem to never get it right whenever popular Television and Streaming Programs highlight South Jersey.

Cherry Hill High School East Graduates Adam and Craig Malamut decided to create a show that would accurately portray the people in South Jersey. Debuting on FOX with over Four Million live viewers on September 8th, this new Animated Comedy has already been renewed for a second season.

What Is This New Animated Sitcom Based On South Jersey?

Universal Basic Guys is a show featuring brothers Mark and Hank Hoagies who lost their jobs at the local Hot Dog Factory due to technological advances. As a result, the brothers begin receiving monthly "Universal Basic Income" checks worth $3,000 and the program follows along with their different adventures now they have no jobs.

One of the most popular Animated Comedy Shows on TV and Streaming, Universal Basic Guys is a fun depiction of South Jersey themes and the mentality of Philadelphia Sports fans. Co-Creator Adam Malamut joined "GameNight with Josh Hennig" on 973 ESPN South Jersey and he spoke about how important it was for this program to be true to his South Jersey Roots:

"It has to be authentic to South Jersey. In fact, the show is Animated in Australia and I'm like 'no, no, that's not what the street signs look like here, it's gotta look like this' and (I'm telling them) 'This looks like way too cute of a downtown, okay? Where I'm from, you gotta have strip malls and stuff like that'."

"(The characters) go to PJs, which in our (fictional) world is TJ Wooderhan's and we got 'WoWos' which is our (fictional world version) of WaWa. For us, we wanted to overdo it and just lean into it because part of (who we are) is where we grew up and we wanted to get the accents the way we hear them"

On popular shows such as The Sopranos, Always Sunny in Philadelphia, and Jersey Shore, the portrayal of South Jersey has always been inaccurate and the Malamut Brothers recognized this. While they wanted to make a great Animated Sticom, it was important for them to be authentically South Jersey.

In my conversation with Adam Malamut, he talked about how Sports Talk Radio was part of his inspiration for the fictional brothers Mark and Hank Hoagies:

"I grew up listening to Sports Talk Radio back in the day...I listened late at night to all these (callers saying) 'You gotta run the ball' and all that stuff - The idea was to build this character and what happens when (Mark Hoagies), who is going to run his mouth a lot, has to actually try and do these certain things."

"Then Hank (Hoagies) is like the sweet, simple brother, sort of based on my little brother when he used to look up to me before he realized I was an idiot. (Hank Hoagies) is more of a Phillies fan, likes the Phanatic, he likes to eat hot dogs....There's a little more positivity to the vibe (of Hank's character), he's the happy Philly Sports Fan, happy to eat a hot dog at a ballgame while Mark (Hoagies) is like the angry 'I know everything' type (of sports fan); He's got a Philly Sports fan opinion about everything."

October 20th is the next episode of Universal Basic Guys with Mark and Hank Hoagies going to an Eagles-Giants game. The new episode is debuting the same day at the Philadelphia Eagles and New York Giants play for the 186th time in the history of their rivalry.

The Brothers Adam and Craig Malamut are self-taught animators who have received Sports Emmy nominations for their hit web series Game of Zones on Bleacher Report. New Episodes of Universal Basic Guys are Sunday Nights on FOX and streaming the next day on Hulu.

Universal Basic Guys has already been renewed for a second season so you can continue to follow the adventures of Mark and Hank Hoagies. Will the Hoagies join this list of the Best Fictional Characters from New Jersey?

The Best Fictional Characters From New Jersey

While New Jersey is surrounded by two of the most famous cities in the United States, there are some incredible people with connections to The Garden State. Yes, Rocky Balboa is from Philadelphia and Spider-Man is from Queens, New York but New Jersey has some great characters who have a history with NJ.

Check out out list below to see if your favorite characters made our list:

Gallery Credit: Josh Hennig/Townsquare Media

Click here to view original web page at www.agriland.ie

Search 2 keywords found: basic income

Advance payments under the eco-scheme, worth €206 million, are underway, the Minister for Agriculture, Food and the Marine announced today (Monday, October 21).

According to Minister Charlie McConalogue 110,450 farmers will receive advance payments under the scheme.

“Eco-scheme payments are a vital support for farmers and the payment rate in 2024 will be €66.50 per eligible hectare.

“The €206 million payment made today, which is €22 million more than in the advance payment in 2023, builds on the Basic Income Support for Sustainability (BISS) advance payment last week to over 110,000 farmers meaning that total advance payments on BISS, Complementary Redistributive Income Support for Sustainability (CRISS) and eco-scheme over the last week amounts to over €712 million,” Minister McConalogue added.

Eco-scheme

To qualify for the eco-scheme payment, farmers have to undertake specific agricultural practices on their farms.

The eco-scheme has eight agricultural practices to choose from and three of these practices also have an enhanced option.

According to the Department of Agriculture, Food and the Marine (DAFM) the aim of the eco-scheme is to “reward farmers, from all farming sectors and from different levels of intensity, for undertaking actions that are beneficial to the climate, environment, water quality and biodiversity”.

Minister McConalogue said: “I know how important these payments are and have been steadfast in my resolve to ensure that all scheme payments issue to farmers in the most efficient and timely manner possible.

“I am therefore pleased that with 94% of all 2024 eco-scheme eligible applicants being paid today, the department is meeting its commitment under the Farmers’ Charter to pay 90% of eligible applicants.”

According to the minister the eco-scheme advance payments starting today at are at a rate of 70% – which is the same rate it was paid at in 2023.

“Payments will be visible in farmers’ bank accounts in the coming days and the department will continue to process, all remaining cases for payment as they meet scheme criteria.

“I would however urge any farmers with outstanding requests for documentation from my department, to return them to allow payments to issue as soon as possible,” he added.

Minister McConalogue also detailed that advance payments under the 2024 Areas of Natural Constraints Scheme (ANC) which started last month and 2024 BISS payments that began last week are continuing “as more cases are cleared for payment”.

Click here to view original web page at www.staffingindustry.com

Search 2 keywords found: employment,manufactur,technology,software,technical

Main article

A report by global education and assessment firm Pearson forecasts that 1.9 million new jobs will be created through 2028 even as automation, AI and shifting demographics reshape the job market. Pearson also said all jobs are becoming “tech jobs” in one way or another.

The additional jobs number takes into account 11.25 million to be added through economic growth, 1.87 million to be added through technology implementation and maintenance and 11.2 million to be lost because of automation.

“The key message is that technology is transforming jobs at a faster pace than ever before,” Dave Treat, chief technology officer at Pearson, said in a press release.

“Every job, from nursing to manufacturing, is becoming more tech focused, increasing the demand for workers who can blend technical expertise with industry-specific skills,” Treat said. “As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively.”

The role adding the most jobs for the US as a whole was “systems software developers,” which will see an increase of 158,230 jobs by 2028 for total employment of more than 1.1 million.

Personal care aides came next, with the number of jobs expected to rise by 103,770 to a total of nearly 2.0 million.

The fastest-declining job, according to the report, was retail salesperson, which will see a decrease of 389,320 jobs to a total of approximately 3.3 million.

Looking at the estimates by sector, healthcare and social assistance is expected to be the fastest growing, with an increase of 782,810 positions to a total of more than 21.0 million.

The report also noted that human skills will remain essential, such as communication, problem-solving and teamwork.

Pearson’s research is based on a review of 85 million US job ads as well as economic and labor market data.

Main article

A report by global education and assessment firm Pearson forecasts that 1.9 million new jobs will be created through 2028 even as automation, AI and shifting demographics reshape the job market. Pearson also said all jobs are becoming “tech jobs” in one way or another.

The additional jobs number takes into account 11.25 million to be added through economic growth, 1.87 million to be added through technology implementation and maintenance and 11.2 million to be lost because of automation.

“The key message is that technology is transforming jobs at a faster pace than ever before,” Dave Treat, chief technology officer at Pearson, said in a press release.

“Every job, from nursing to manufacturing, is becoming more tech focused, increasing the demand for workers who can blend technical expertise with industry-specific skills,” Treat said. “As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively.”

The role adding the most jobs for the US as a whole was “systems software developers,” which will see an increase of 158,230 jobs by 2028 for total employment of more than 1.1 million.

Personal care aides came next, with the number of jobs expected to rise by 103,770 to a total of nearly 2.0 million.

The fastest-declining job, according to the report, was retail salesperson, which will see a decrease of 389,320 jobs to a total of approximately 3.3 million.

Looking at the estimates by sector, healthcare and social assistance is expected to be the fastest growing, with an increase of 782,810 positions to a total of more than 21.0 million.

The report also noted that human skills will remain essential, such as communication, problem-solving and teamwork.

Pearson’s research is based on a review of 85 million US job ads as well as economic and labor market data.

Main article

A report by global education and assessment firm Pearson forecasts that 1.9 million new jobs will be created through 2028 even as automation, AI and shifting demographics reshape the job market. Pearson also said all jobs are becoming “tech jobs” in one way or another.

The additional jobs number takes into account 11.25 million to be added through economic growth, 1.87 million to be added through technology implementation and maintenance and 11.2 million to be lost because of automation.

“The key message is that technology is transforming jobs at a faster pace than ever before,” Dave Treat, chief technology officer at Pearson, said in a press release.

“Every job, from nursing to manufacturing, is becoming more tech focused, increasing the demand for workers who can blend technical expertise with industry-specific skills,” Treat said. “As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively.”

The role adding the most jobs for the US as a whole was “systems software developers,” which will see an increase of 158,230 jobs by 2028 for total employment of more than 1.1 million.

Personal care aides came next, with the number of jobs expected to rise by 103,770 to a total of nearly 2.0 million.

The fastest-declining job, according to the report, was retail salesperson, which will see a decrease of 389,320 jobs to a total of approximately 3.3 million.

Looking at the estimates by sector, healthcare and social assistance is expected to be the fastest growing, with an increase of 782,810 positions to a total of more than 21.0 million.

The report also noted that human skills will remain essential, such as communication, problem-solving and teamwork.

Pearson’s research is based on a review of 85 million US job ads as well as economic and labor market data.

Main article

A report by global education and assessment firm Pearson forecasts that 1.9 million new jobs will be created through 2028 even as automation, AI and shifting demographics reshape the job market. Pearson also said all jobs are becoming “tech jobs” in one way or another.

The additional jobs number takes into account 11.25 million to be added through economic growth, 1.87 million to be added through technology implementation and maintenance and 11.2 million to be lost because of automation.

“The key message is that technology is transforming jobs at a faster pace than ever before,” Dave Treat, chief technology officer at Pearson, said in a press release.

“Every job, from nursing to manufacturing, is becoming more tech focused, increasing the demand for workers who can blend technical expertise with industry-specific skills,” Treat said. “As technology evolves, it’s opening new opportunities across all sectors, helping businesses tackle real-world challenges more effectively.”

The role adding the most jobs for the US as a whole was “systems software developers,” which will see an increase of 158,230 jobs by 2028 for total employment of more than 1.1 million.

Personal care aides came next, with the number of jobs expected to rise by 103,770 to a total of nearly 2.0 million.

The fastest-declining job, according to the report, was retail salesperson, which will see a decrease of 389,320 jobs to a total of approximately 3.3 million.

Looking at the estimates by sector, healthcare and social assistance is expected to be the fastest growing, with an increase of 782,810 positions to a total of more than 21.0 million.

The report also noted that human skills will remain essential, such as communication, problem-solving and teamwork.

Pearson’s research is based on a review of 85 million US job ads as well as economic and labor market data.

Click here to view original web page at www.corporatevision-news.com

Search 2 keywords found: employment,productivity,consumer,services,manufactur,technology,software,robot

The constant development of new technologies has facilitated the automation of many business operations. The shift is mostly targeted for…

Home > Automation in Streamlining Business Operations

21st October 2024

The constant development of new technologies has facilitated the automation of many business operations. The shift is mostly targeted for tasks that are high-volume, repetitive, and involve multiple people. For example, during employee onboarding, an HR system can automatically send welcome emails, set up security access, and configure payroll. This automation makes the process faster and more accurate. But what impact does this have on the wider business landscape?

What is Business Automation

Business automation uses new technology to reduce the need for human intervention while improving accuracy and efficiency. According to IBM, business automation includes process automation (BPA), robotic process automation (RPA), and AI-powered automation.

Automation is picking up pace across various sectors, like assembly line automation in manufacturing, facial scanning and recognition in security, automated trading assistants in forex trading, and even content generation and deployment in the entertainment industry. More companies are utilising various technologies to streamline their processes and remain competitive.

Benefits of Process Automation

Businesses have various operations levels targeted toward achieving a common goal. To succeed, they need to improve each step for better results. There are different ways businesses benefit from automation.

Effective Resource Allocation

Operational flow involves optimising resources for effective allocating, especially for operations that share resources. With automation, each operational stream can receive an optimal allocation based on peak and off periods, availability, and other factors. This optimisation allows companies to free up resources for other essential tasks, such as research and marketing, and ensure they run a cost-effective business.

Strategic Utilisation

Automation also benefits companies by freeing up employees who focus on strategic activities that improve their individual and collective skills. This promotes organisational efficiency and improves growth. This is how successful businesses manage their processes and human resources for the best performance.

Flexible Process Adaptation and Scalability

Adaptation and scalability are essential qualities businesses need to navigate markets where needs and conditions change quickly. Automation allows companies to adapt their operational flow and scale processes while responding rapidly to changes. In that way, they maintain productivity while seizing new opportunities. Automation ensures that rapid changes do not negatively impact operations.

Enhanced Company Productivity

With automation, businesses can enjoy optimised operations, faster turnaround times, improved customer service, higher quality and quantity output, and reduced costs, to name a few of the benefits. This provides employees with more time and space to focus on high-quality, human-centric work while being able to deliver and take on more work as a whole.

Precision Execution

Companies aim for 100% accuracy when executing tasks but may allow some minimum level for acceptable results. However, with automation, errors are mostly reduced and sometimes even eliminated. Minimising errors increases the reliability of services and products, allowing companies to deliver their best results regardless of condition.

Enhanced Compliance and Risk Mitigation

Automation improves compliance with best practices and industry regulations and provides a way to prevent and motivate risks. Consistent and transparent processes make compliance easier, show transparency, and help risk management teams identify challenges at a glance. Automation ensures consistent processes by removing human errors and influence.

Automation in Various Industries

Automation is helping companies in various industries to streamline their operations and maximise output. Here are a few of the most prominent industries leveraging automation:

• Logistics and Supply Chain Management: AI and blockchain are becoming mainstream for logistics and supply chain management. They automate various operations and help companies manage challenges. Intelligent automation is excellent for analysing large datasets, predicting industry trends and customer demands, optimising operations, and predicting potential disruptions. Blockchain allows companies to record transactions and log data securely in a tamper-proof way.
• Human Resources: HR teams use automation tools for payroll processing, employee onboarding, and performance management. Integrating automation tools ensures accuracy by reducing human errors and allows HR to deploy needed resources to other crucial operations. AI-powered automation tools also analyse employee data to identify gaps and predict needs.
• Customer Service: Customer service teams deploy chatbots and virtual assistants to handle routine tasks, such as inquiries and self-service, that consume time and resources. This reduces the workload on service agents and allows them to focus on escalated issues. Companies also increase response times, offer personalised services, and gain helpful customer data using automated systems.
• FinTech: AI helps investors automate analysis and trade execution, track changes in market conditions, and learn new concepts quickly. Fintech companies also use various techniques to automate customer service, identity management, security, and demand prediction.

Implementing Automation

There are five critical steps in implementing Automation.

1. Identify automation opportunities. Use process mining/mapping to analyse current processes and identify repetitive tasks and those that are prone to errors.
2. Choose the right tools. All automation tools have unique advantages and potential drawbacks. Choose tools that offer maximum efficiency for the business.
3. Automate across departments. Integrating all or most aspects/departments in the automation flow ensures consistency and seamless flow.
4. Train employees. Your team needs to understand how to use automated systems for enhanced productivity and update/upgrade software/hardware to optimise automation.
5. Collect and analyse data. Streamline operations through automated systems, schedule predictive maintenance to maintain system integrity, and regularly monitor performance.

Examples of Automation in the UK Business Landscape

Here are real-life examples of UK businesses utilising automation:

• Sainsbury’s uses automation in its customer service operations through chatbots and automated customer support systems.
• Unilever, a multinational consumer goods company, uses automation in its manufacturing processes.
• Ocado, the UK-based online supermarket, pioneered automation in its warehouse operations by deploying advanced robotics and AI to streamline order picking and packing.

Challenges of Business Automation

Companies of all sizes face similar challenges when automating their operations. These include the initial and running costs, data and privacy protection compliance, and internal resistance to change. How companies deal with these challenges impacts the success of automation and the overall operational success, so companies must evolve specific strategies to overcome the obstacles.

Is the Future Automated?

Automation is essential for modern businesses to reduce costs, maximise input, and ensure consistency in products and services. Choosing the right automation tools that fit the context and specific needs allows companies to build their competitive edge. Whatever the industry or chosen tool, automation is clearly redefining the very landscape and future of business.

Discover Our Awards.

See Awards

Advice

Breaking Down Labour’s Employment Rights Bill: Here’s What…

21st October 2024

Articles

Best Strategy for Buying or Selling BNG Units

21st October 2024

Articles

Click here to view original web page at www.techafricanews.com

Search 2 keywords found: productivity,services,technology

Ooredoo, Qatar’s premier telecommunications operator and ICT provider has announced a significant technological evolution aimed at transforming workforce productivity, enhancing business efficiency, and delivering unparalleled value to its employees and customers. In collaboration with Microsoft, Ooredoo Qatar is introducing innovative productivity tools designed to streamline operations, empower teams, and drive transformative growth.

By integrating advanced artificial intelligence (AI) driven productivity solutions such as Microsoft 365 Copilot and Microsoft Power Platform, Ooredoo Qatar is enabling its workforce to collaborate more effectively, make faster, data-driven decisions, and manage day-to-day tasks seamlessly. These tools will not only drive Ooredoo’s internal transformation but will also enhance the services provided to its customers.

Committed to accelerating automation and innovation, Ooredoo Qatar leverages advanced productivity platforms to rapidly develop low-code applications, automate workflows, and gain critical insights from data. This approach significantly reduces the time spent on manual, repetitive tasks, and enhances business agility, enabling Ooredoo Qatar to swiftly respond to customer needs and the ever changing market dynamics.

Additionally, as part of the agreement, Ooredoo Qatar is going to modernize its customer engagement channels, including contact centers, through the utilization of Microsoft’s Azure OpenAI services. This will leverage AI-powered solutions to deliver a more intelligent, responsive, and personalized customer experience, aligning with Ooredoo’s Qatar vision of excellence in customer service.

Ooredoo, Qatar’s premier telecommunications operator and ICT provider has announced a significant technological evolution aimed at transforming workforce productivity, enhancing business efficiency, and delivering unparalleled value to its employees and customers. In collaboration with Microsoft, Ooredoo Qatar is introducing innovative productivity tools designed to streamline operations, empower teams, and drive transformative growth.

By integrating advanced artificial intelligence (AI) driven productivity solutions such as Microsoft 365 Copilot and Microsoft Power Platform, Ooredoo Qatar is enabling its workforce to collaborate more effectively, make faster, data-driven decisions, and manage day-to-day tasks seamlessly. These tools will not only drive Ooredoo’s internal transformation but will also enhance the services provided to its customers.

Committed to accelerating automation and innovation, Ooredoo Qatar leverages advanced productivity platforms to rapidly develop low-code applications, automate workflows, and gain critical insights from data. This approach significantly reduces the time spent on manual, repetitive tasks, and enhances business agility, enabling Ooredoo Qatar to swiftly respond to customer needs and the ever changing market dynamics.

Additionally, as part of the agreement, Ooredoo Qatar is going to modernize its customer engagement channels, including contact centers, through the utilization of Microsoft’s Azure OpenAI services. This will leverage AI-powered solutions to deliver a more intelligent, responsive, and personalized customer experience, aligning with Ooredoo’s Qatar vision of excellence in customer service.

At Microsoft, we are committed to empowering organizations like Ooreedoo to enhance workforce productivity through our innovative solutions. By leveraging the power of AI, we enable employees to work smarter, not harder, and achieve more in less time. AI-driven tools streamline workflows, provide valuable insights, and foster collaboration, ultimately driving efficiency and innovation in the workplace. Our partnership with Ooredoo exemplifies how technology can transform business operations and create a more productive and agile workforce.

Lana Khalaf, General Manager, Microsoft Qatar

With multiple AI initiatives in the pipeline, Ooredoo Qatar and Microsoft are exploring new frontiers in digital engagement, further cementing their joint commitment to technological advancement.

With multiple AI initiatives in the pipeline, Ooredoo Qatar and Microsoft are exploring new frontiers in digital engagement, further cementing their joint commitment to technological advancement.

Click here to view original web page at sixmilepost.com

Search 2 keywords found: manufactur

The U.S. job market has recently shown signs of slowing down, presenting unique challenges and opportunities for both job seekers and employers. This shift has been influenced by a variety of factors, including economic uncertainties, technological advancements and evolving industry demands.

One of the primary drivers behind the slower job market is the current economic climate. According to VentureBeat, inflation rates have fluctuated and the Federal Reserve’s adjustments to interest rates have created a cautious atmosphere among businesses.

Companies are more hesitant to expand their workforce amidst these uncertainties, preferring to adopt a wait-and-see approach. This has resulted in fewer job openings and more competition for available positions.

Another significant factor contributing to the slower job market is the rapid pace of technological advancements. Automation and artificial intelligence, or AI, have transformed various industries, leading to the displacement of certain job roles.

According to the BBC, “Generative AI, able to create content indistinguishable from human work, is ‘a major advancement.’”

While these technologies have created new opportunities, they have also necessitated a shift in the skill sets required by employers. Job seekers must now focus on acquiring and demonstrating proficiency in these new technologies to remain competitive.

Industries are also evolving, with some sectors experiencing growth while others face decline. For instance, the renewable energy sector is expanding, driven by increased focus on sustainability and environmental concerns.

Conversely, traditional manufacturing jobs are decreasing as companies move toward more automated processes. Understanding these trends can help job seekers target industries with better growth.

In light of the slower job market, job seekers can adopt several strategies to enhance their prospects. Continuously updating skills to match industry demands is crucial. Online courses, certifications and workshops can be valuable resources.

Building a strong professional network can provide access to job opportunities that may not be advertised publicly. Being open to different roles or industries can increase job prospects. Temporary or freelance work can also provide valuable experience and lead to permanent positions.

Creating a strong personal brand through a professional online presence can help job seekers stand out to potential employers.

While the slower job market in the U.S. presents challenges, it also offers opportunities for those willing to adapt and evolve. By staying informed about economic trends, technological advancements and industry demands, job seekers can navigate this landscape more effectively and find success in their career pursuits.

Click here to view original web page at www.efinancialcareers.com

Search 2 keywords found: employment,services,technology,software,technical,mobility

We are

At Synechron, we believe in the power of digital to transform businesses for the better. Our global consulting firm combines creativity and innovative technology to deliver industry-leading digital solutions. Synechron's progressive technologies and optimization strategies span end-to-end Artificial Intelligence, Consulting, Digital, Cloud & DevOps, Data, and Software Engineering, servicing an array of noteworthy financial services and technology firms. Through research and development initiatives in our FinLabs we develop solutions for modernization, from Artificial Intelligence and Blockchain to Data Science models, Digital Underwriting, mobile-first applications and more. Over the last 20+ years, our company has been honored with multiple employer awards, recognizing our commitment to our talented teams. With top clients to boast about, Synechron has a global workforce of 14,000+, and has 55 offices in 20 countries within key global markets.

Our challenge

We are looking for a candidate who has development experience in C#/.NET with desktop-based application with Equity Derivative and/or SWAP business knowledge. Experience with developing Unit testing modules for Window service-based application. Experience in automating Test Harness.

Additional Information*

The base salary for this position will vary based on geography and other factors. In accordance with law, the base salary for this role if filled within New York, NY is $128k - $138k/year & benefits (see below).

The Role

Responsibilities :

• Develop and maintain desktop-based applications specifically tailored for Equity Derivative and SWAP business functionalities.
• Collaborate with business analysts and stakeholders to translate business requirements into technical specifications.
• Design and implement Windows service-based applications with a focus on performance, scalability, and security.
• Develop comprehensive unit testing modules to validate the functionality and performance of Windows services.
• Automate test harnesses to streamline the testing process and ensure consistent quality.
• Participate in code reviews and adhere to best practices in software development.
• Maintain up-to-date knowledge of C#/.NET programming, design patterns, and application development methodologies.
• Troubleshoot and resolve complex issues within the application and related systems.
• Document technical designs, processes, and procedures for cross-team knowledge sharing and future maintenance.
• Work closely with the quality assurance team to ensure delivery of high-quality and reliable software.
• Provide technical support and guidance to junior developers and team members.
• Stay abreast of new trends and best practices in software development and introduce them to the team wherever beneficial.

Requirements:

You are:

• Bachelor's or master's degree in computer science, Information Technology, or related field.
• Hands on experience in C#/.NET development, particularly with desktop applications.
• Proven experience in the financial services industry, with a strong understanding of Equity Derivatives and/or SWAP business.
• Expertise in developing unit testing modules for Windows services.
• Experience with test automation and familiarity with test harness frameworks.
• Proficient understanding of code versioning tools, such as Git.
• Strong understanding of object-oriented programming and design patterns.
• Excellent problem-solving and analytical skills.
• Strong communication and interpersonal abilities.

It would be great if you also had:

• Experience with WPF, WinForms, or other GUI libraries in .NET for desktop application development.
• Familiarity with Continuous Integration/Continuous Deployment (CI/CD) pipelines.
• Knowledge of SQL and experience with database design and management.

We can offer you:

• A highly competitive compensation and benefits package
• A multinational organization with 55 offices in 20 countries and the possibility to work abroad
• Laptop and a mobile phone
• 10 days of paid annual leave (plus sick leave and national holidays)
• Maternity & Paternity leave plans
• A comprehensive insurance plan including: medical, dental, vision, life insurance, and long-/short-term disability (plans vary by region)
• Retirement savings plans
• A higher education certification policy
• Commuter benefits (varies by region)
• Extensive training opportunities, focused on skills, substantive knowledge, and personal development.
• On-demand Udemy for Business for all Synechron employees with free access to more than 5000 curated courses
• Coaching opportunities with experienced colleagues from our Financial Innovation Labs (FinLabs) and Center of Excellences (CoE) groups
• Cutting edge projects at the world's leading tier-one banks, financial institutions and insurance firms
• A flat and approachable organization
• A truly diverse, fun-loving and global work culture

S- YNECHRON'S DIVERSITY & INCLUSION STATEMENT

Diversity & Inclusion are fundamental to our culture, and Synechron is proud to be an equal opportunity workplace and is an affirmative action employer. Our Diversity, Equity, and Inclusion (DEI) initiative 'Same Difference' is committed to fostering an inclusive culture - promoting equality, diversity and an environment that is respectful to all. We strongly believe that a diverse workforce helps build stronger, successful businesses as a global company. We encourage applicants from across diverse backgrounds, race, ethnicities, religion, age, marital status, gender, sexual orientations, or disabilities to apply. We empower our global workforce by offering flexible workplace arrangements, mentoring, internal mobility, learning and development programs, and more.

All employment decisions at Synechron are based on business needs, job requirements and individual qualifications, without regard to the applicant's gender, gender identity, sexual orientation, race, ethnicity, disabled or veteran status, or any other characteristic protected by law .

Candidate Application Notice

Job ID JR1018731

Click here to view original web page at www.weforum.org

Search 2 keywords found: employment,technology,technical

• A quarter of the global workforce will have to update their skills for the digital economy.
• Workers and businesses require clear strategies for smooth career transitions.
• The World Economic Forum’s Unlocking Opportunity report details a framework for job transitions.

Advanced technology including AI and machine learning is changing the world at an unprecedented pace. As these changes accelerate, the future of work is shifting fundamentally and the ability to transition into new jobs is more critical than ever.

The World Economic Forum’s own research shows that 23% of all jobs will be changed by technology and automation by 2027, with 69 million new job roles expected to be created and 83 million job roles expected to be displaced.

Almost a quarter of all workers face the challenge of ensuring they have the relevant skills to thrive in an increasingly digital global economy.

Image: World Economic Forum

To help workers and businesses adapt to the jobs of tomorrow, the World Economic Forum’s Unlocking Opportunity report outlines four key pillars to smooth the pathway into successful employment in the digital economy.

Here's a look at the framework that can guide these transitions.

1. Reskilling and upskilling for new opportunities

The days of learning one trade for a lifetime are gone. To stay relevant in today’s job market, workers need to embrace continuous learning and reskilling. With 44% of job skills expected to change within five years, it’s essential that both individuals and companies invest in lifelong learning.

One example of this is the Randstad Boot Camp Training programme in Japan. This initiative provides intensive training for workers from non-technical fields, enabling them to transition into high-demand digital roles. Through courses blending hands-on experience with digital skills, participants are prepared to enter roles in IT, bridging significant skills gaps and supporting career growth.

Have you read?

• Future of jobs 2023: These are the most in-demand skills now - and beyond

• Four-day work week trial in Spain leads to healthier workers, less pollution

• Why there will be plenty of jobs in the future — even with artificial intelligence

2. Improving employee-employer matching

As the job market evolves, so must the way workers and employers connect. Flexible working arrangements and alternative employment models, such as remote work and gig jobs, allow companies to access a broader talent pool, while workers can find roles that fit their needs.

In Indonesia, the government’s Sekolah Menengah Kejuruan – Pusat Keunggulan (SMK-PK) programme is revitalizing the country’s vocational schools by better aligning skills training with market demand. By fostering close relationships between industries and educators, students are gaining relevant skills and finding smoother transitions into jobs that are in high demand. This focus on improving the match between workers and employers is helping to reduce unemployment and ensuring better job satisfaction.

3. Worker safety nets

Job transitions aren’t always seamless, which is why strong worker protections are essential. Governments and businesses must work together to create safety nets that can ease the burden of job displacement. These protections could take the form of unemployment insurance, subsidized severance packages, or labour laws that protect against unfair dismissal.

A strong example comes from Germany, where a proactive approach to the energy transition ensured that workers displaced from the coal industry received support. Through reskilling programmes and assistance in finding new employment, Germany managed to soften the impact of large-scale industry shifts, giving workers the chance to move into stable, future-focused jobs.

4. Multistakeholder collaboration to break through industry barriers

Some of the most effective workforce transitions happen when industries collaborate. By pooling resources, sharing training programmes and creating cross-industry partnerships, companies can ensure their workers are prepared for new roles, even in different fields.

In South Africa, the Skills Initiative for Africa (SIFA) has brought together governments, educational institutions and industries to develop technical skills for young workers. This multistakeholder approach is not only helping to combat unemployment, but it’s also creating a more adaptable workforce that’s ready to thrive in a changing economy.

Discover

What is the World Economic Forum doing about the skills gap in India?

The Forum’s Unlocking Opportunity framework provides a clear path forward for both workers and employers to navigate the changing world of work.

By focusing on continuous learning, improving job matching, ensuring strong worker protections and fostering collaboration, we can build a resilient workforce ready to meet the demands of the future.

As industries continue to evolve, these strategies will be crucial in helping workers secure stable, rewarding roles in growth sectors.

Don't miss any update on this topic

Create a free account and access your personalized content collection with our latest publications and analyses.

Sign up for free

License and Republishing

World Economic Forum articles may be republished in accordance with the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Public License, and in accordance with our Terms of Use.

The views expressed in this article are those of the author alone and not the World Economic Forum.

Related topics:

Jobs and the Future of WorkEducation and Skills

Click here to view original web page at news.bloomberglaw.com

Search 2 keywords found: manufactur,technology

Jennifer Shanley joined McGuireWoods as partner in its digital health and technology team in New York, the firm announced Monday.

Shanley advises clients including digital health providers, medical device manufacturers, clinical laboratories, pharmacies, health systems, hospitals, and companies that support or invest in the health-care industry, the firm said.

In addition, she represents underwriters and health industry issuers in preparing public filings with the Securities and Exchange Commission, and provides regulatory counseling associated with mergers and acquisitions, private equity and venture capital transactions, and public offerings.

She joins from Cooley.

This story was produced by Bloomberg Law Automation.

Learn more about Bloomberg Law or Log In to keep reading:

Learn About Bloomberg Law

AI-powered legal analytics, workflow tools and premium legal & business news.

Already a subscriber?

Log in to keep reading or access research tools.

Click here to view original web page at www.foodmanufacturing.com

Search 2 keywords found: employment

Doug Mills/The New York Times via AP

FEASTERVILLE-TREVOSE, Pa. (AP) — Republican presidential nominee Donald Trump manned the fry station at a McDonald's in Pennsylvania on Sunday before staging an impromptu news conference, answering questions through the drive-thru window.

As reporters and aides watched, an employee showed Trump how to dunk baskets of fries in oil, salt the fries and put them into boxes using a scoop. Trump, a well-known fan of fast food and a notorious germophobe, expressed amazement that he didn't have to touch the fries with his hands.

“It requires great expertise, actually, to do it right and to do it fast,” Trump said with a grin, putting away his suit jacket and wearing an apron over his shirt and tie.

The visit came as he's tried to counter Democratic nominee Kamala Harris' accounts on the campaign of working at the fast-food chain while in college, an experience that Trump has claimed — without offering evidence — never happened.

A large crowd lined the street outside the restaurant in Feasterville-Trevose, which is part of Bucks County, a key swing voter area north of Philadelphia. The restaurant itself was closed to the public for Trump's visit. The former president later attended an evening town hall in Lancaster and the Pittsburgh Steelers home game against the New York Jets.

After serving bags of takeout to people in the drive-thru lane, Trump leaned out of the window, still wearing the apron, to take questions from the media staged outside. The former president, who has constantly promoted falsehoods about his 2020 election loss, said he would respect the results of next month's vote “if it's a fair election.”

He joked about getting one reporter ice cream and when another asked what message he had for Harris on her 60th birthday on Sunday, Trump said, “I would say, ‘Happy Birthday, Kamala,’” adding, “I think I’ll get her some flowers.”

Trump did not directly answer a question of whether he might support increased minimum wages after seeing McDonald’s employees in action but said, “These people work hard. They’re great.”

He added that “I just saw something … a process that’s beautiful.”

When aides finally urged him to wrap things up so he could hit the road to his next event, Trump offered, “Wasn’t that a strange place to do a news conference?”

Trump has long questioned Harris' story of working at McDonald's

Trump has fixated in recent weeks on the summer job Harris said she held in college, working the cash register and making fries at McDonald’s while in college. Trump says the vice president has “lied about working” there, but not offered evidence for claiming that.

Representatives for McDonald’s did not respond to a message about whether the company had employment records for one of its restaurants 40 years ago. But Harris spokesman Joseph Costello said the former president's McDonald's visit “showed exactly what we would see in a second Trump term: exploiting working people for his own personal gain.”

“Trump doesn’t understand what it’s like to work for a living, no matter how many staged photo ops he does, and his entire second term plan is to give himself, his wealthy buddies, and giant corporations another massive tax cut,” Costello said in a statement.

In an interview last month on MSNBC, the vice president pushed back on Trump’s claims, saying she did work at the fast-food chain four decades ago when she was in college.

“Part of the reason I even talk about having worked at McDonald’s is because there are people who work at McDonald’s in our country who are trying to raise a family,” she said. “I worked there as a student.”

Harris also said: “I think part of the difference between me and my opponent includes our perspective on the needs of the American people and what our responsibility, then, is to meet those needs.”

Trump has long spread groundless claims about his opponents based on their personal history, particularly women and racial minorities.

Before he ran for president, Trump was a leading voice of the “birther” conspiracy that baselessly claimed President Barack Obama was from Africa, was not an American citizen and therefore was ineligible to be president. Trump used it to raise his own political profile, demanding to see Obama’s birth certificate and five years after Obama did so, Trump finally admitted that Obama was born in the United States.

During his first run for president, Trump repeated a tabloid’s claims that Texas Sen. Ted Cruz’s father, who was born in Cuba, had links to President John F. Kennedy’s assassin, Lee Harvey Oswald. Cruz and Trump competed for the party’s 2016 nomination.

In January of this year, when Trump was facing Nikki Haley, his former U.N. ambassador, in the Republican primary, he shared on his social media network a post with false claims that Haley’s parents were not citizens when she was born, therefore making her ineligible to be president.

Haley is the South Carolina-born daughter of Indian immigrants, making her automatically a native-born citizen and meeting the constitutional requirement to run for president.

And Trump has continued to promote baseless claims during this campaign. Trump said during his presidential debate with Harris that immigrants who had settled in Springfield, Ohio, were eating residents’ pets — a claim he suggested in an interview Saturday was still true even though he could provide no confirmation.

Trump's visit created a spectacle in Pennsylvania

“It is a fundamental value of my organization that we proudly open our doors to everyone who visits the Feasterville community,” the McDonald’s location’s owner, Derek Giacomantonio, said in a statement. “That’s why I accepted former President Trump’s request to observe the transformative working experience that 1 in 8 Americans have had: a job at McDonald’s.”

Police closed the busy streets around the McDonald’s during Trump's visit. Authorities cordoned off the restaurant as a crowd a couple blocks long gathered, sometimes 10- to 15-deep, across the street straining to catch a glimpse of Trump. Horns honked and music blared as Trump supporters waved flags, held signs and took pictures.

John Waters, of nearby Fairless Hills, had never been to a Trump rally and had hoped to see the former president so close to his house after missing other nearby rallies.

“When I drove up, all the cars, unbelievable, I was like, ‘He’s here’s, he’s coming, he’s definitely coming with this all traffic,’” Waters said.

Trump is especially partial to McDonald's Big Macs and Filet-o-Fish sandwiches. He’s talked often about how he trusts big chains more than smaller restaurants since they have big reputations to maintain, and the former president’s staff often pick up McDonald’s and serve it on his plane.

Jim Worthington, a Trump supporter and fundraiser who owns a nearby athletic complex and chaired Pennsylvania’s delegation to the Republican National Convention, said he arranged Trump’s visit to the locally owned McDonald’s franchise.

The campaign contacted him looking for a McDonald’s in Pennsylvania and Worthington started looking for one. He got in touch with Giacomantonio through a friend and talked the franchise owner through some initial nervousness.

Giacomantonio needed to know that McDonald’s corporate offices would be OK with it, first. Second, he was concerned that being seen as a Trump supporter would hurt his business or a spark boycott, Worthington said.

“He certainly had concerns, but I eased his mind, and talked to him about the benefits,” Worthington said.

Latest in Facility

Trump Works the Fry Station and Holds a Drive-Thru News Conference at a Pennsylvania McDonald's

October 21, 2024

Dainty Rice Announces its Largest Expansion to Date

October 17, 2024

Cal-Maine Announces $40M Expansion of Cage-Free Production

October 17, 2024

Related Stories

Click here to view original web page at www.timesbull.com

Search 2 keywords found: guaranteed income

Do you want to get regular income on your savings, Post Office Monthly Savings Income Scheme can be a great option for you. By investing in this scheme, you can definitely get a fixed amount in your account every month.

Benefits of the scheme

Regular income: Get a fixed amount every month.

Attractive interest rate: The interest rate of this scheme is higher than other investment options.

Safe investment: Post office schemes are completely safe.

Flexibility: You can invest in this scheme from a minimum of ₹ 1,000 to a maximum of ₹ 9 lakh (for a single account) or up to ₹ 15 lakh (for a joint account).

How to Invest

To invest in the Monthly Income Scheme, you first have to open your savings account at the post office. After this, you will have to submit the filled form for National Savings Monthly Income Account. Also, you have to deposit the amount to be deposited in the account through cash or cheque along with the form. After this, your Post Office Monthly Income Account will be opened.

Interest Rate and Returns

The interest rate of the Post Office Monthly Income Scheme changes from time to time. Currently, the interest rate is 7.4%. If you invest ₹15 lakh in this scheme, you will get an income of around ₹12,333 every month.

Investment Limit

You can invest up to a maximum of ₹9 lakh when opening a single account.

You can invest up to a maximum of ₹15 lakh when opening a joint account.

Additional Information

You can open a single or joint account in this scheme. The maturity period of this great scheme is about to 5 years. You can withdraw your investment in this scheme at any time, but certain conditions may apply. If you want to invest in this scheme for more than 5 years, you can extend it in blocks of 5 years.

Invest Now

Monthly Savings Income Scheme is a great way to secure your future and get regular income. If you want to invest in this scheme, visit your nearest post office today and find out more.

Click here to view original web page at lkouniexam.in

Search 2 keywords found: guaranteed income

Old Age Security Payment Coming for Seniors: As the cost of living continues to rise, Canadian seniors are looking forward to the $3,500 Old Age Security (OAS) payment in October 2024. This one-time boost aims to help seniors cope with financial challenges, especially those on low or fixed incomes. In this article, we’ll break down who is eligible, how much you could receive, and how to apply for this significant benefit.

Topic	Details
Maximum Payment	Up to $3,500 in October 2024
Eligibility	Canadians aged 65 and above, meeting residency and income requirements
Payment Date	October 29, 2024
Application Process	Most seniors are automatically enrolled; others must apply via the Canada OAS Portal
Income Clawback Threshold	Income exceeding $90,997 (2023) could lead to partial or full repayment of OAS benefits
Guaranteed Income Supplement (GIS)	Additional support for low-income seniors, offering up to $1,086.88 per month
How to Apply	Visit the Service Canada website to apply or check your eligibility.

The $3,500 Old Age Security payment in October 2024 is a critical boost for many Canadian seniors, helping them cope with the rising cost of living. If you meet the eligibility criteria, you can look forward to this one-time payment automatically deposited into your account. For those not yet enrolled, it’s essential to apply through the Service Canada portal to ensure you receive your benefits on time.

What is the $3,500 OAS Payment?

The $3,500 payment is part of Canada’s Old Age Security program, designed to support seniors facing financial challenges. The government periodically adjusts these benefits to help retirees cope with inflation and other economic pressures. This October, a one-time OAS payment is expected to provide significant relief to eligible seniors.

Eligibility for $3500 October Old Age Security Payment

To be eligible for the October 2024 OAS payment, you must meet specific criteria:

1. Age Requirement: You must be at least 65 years old.
2. Residency: You should have lived in Canada for at least 10 years after the age of 18. For full benefits, 40 years of residency are required. If you reside outside Canada, you must have lived in the country for 20 years after turning 18.
3. Income: The amount you receive depends on your income. Seniors with an annual income over $90,997 in 2023 may see their benefits reduced or eliminated through the OAS clawback. If your income is lower, you could be eligible for the full payment, including additional support like the Guaranteed Income Supplement (GIS).

How Much Will You Receive?

While the maximum payment is $3,500, the exact amount may vary depending on factors like age and income. Seniors aged 75 and older receive an additional 10% of their OAS benefits due to a permanent increase introduced in 2022. Additionally, if your income exceeds a certain threshold, your OAS benefits may be reduced by 15% for every dollar above the limit.

The GIS offers further financial aid to low-income seniors, adding up to $1,086.88 per month on top of OAS payments.

October Old Age Security Payment Date and Schedule

The $3,500 payment is scheduled to be deposited on October 29, 2024. This is part of the regular OAS payment cycle, which includes monthly deposits made at the end of each month.

For the remainder of 2024, OAS payment dates are as follows:

• November 27, 2024
• December 20, 2024 (early payment due to the holiday season)

How to Apply for Canada $3500 October Old Age Security Payment Coming for Seniors

For most eligible seniors, no action is required. The Canadian government automatically enrolls citizens in the OAS program when they turn 65. If you’re already receiving OAS, you should receive this payment automatically. However, if you’re not yet registered, or if you believe you are eligible but haven’t received any OAS payments, here’s what you need to do:

1. Go to the Canada OAS Portal: Visit the Service Canada OAS portal to access the application form.
2. Provide Required Documentation: Ensure you have identification, proof of residency, and your Social Insurance Number (SIN) handy.
3. Submit Your Application: You can complete the application online or submit a paper form. It typically takes a few weeks to process the claim.

If you live outside Canada but meet the residency requirements, you can still receive OAS payments. Ensure you update your personal information, such as direct deposit details, to avoid any delays.

Canada $1546 OAS Direct Deposit October 2024: Will you get it? Check Eligibility and update on payment date

Canada Child Benefit Payment Coming This Week—Important Details Every Family Should Know

New Policy Allows Canadian Adults to Qualify for Up to $250,000—Find Out If You’re Eligible

Additional Support: Guaranteed Income Supplement (GIS)

The GIS provides extra financial help for low-income seniors who are already receiving OAS. This benefit can add up to $1,086.88 per month to your income, depending on your marital status and other income sources. Unlike OAS, GIS payments are non-taxable, offering much-needed relief to those on limited incomes.

Frequently Asked Questions (FAQs)

Q: When is the October OAS payment due?
A: The October OAS payment will be deposited on October 29, 2024.

Q: How do I know if I’m automatically enrolled in OAS?
A: If you’re eligible, you should receive a notification from Service Canada confirming your enrollment. If not, you’ll need to apply manually via the OAS portal.

Q: Can I receive OAS payments if I live outside Canada?
A: Yes, as long as you’ve lived in Canada for at least 20 years after turning 18.

Q: Are OAS payments taxable?
A: Yes, OAS payments are considered taxable income, and you’ll need to declare them on your tax return. GIS, however, is non-taxable.

Q: What if my income exceeds the clawback threshold?
A: If your income is higher than $90,997, you may have to repay part or all of your OAS payments through the OAS Recovery Tax, often called the “OAS clawback.”

Hey there! I'm Anjali Tamta, hailing from the beautiful city of Dehradun. Writing and sharing knowledge are my passions. Through my contributions, I aim to provide valuable insights and information to our audience. Stay tuned as I continue to bring my expertise to our platform, enriching our content with my love for writing and sharing knowledge. I invite you to delve deeper into my articles. Follow me on Instagram for more insights and updates. Looking forward to sharing more with you!