Post – Pandemic Recruiting Practices

Prabhakar Kumar Mandal

The COVID pandemic has transformed business as we know it. This includes recruitment. Right from the pre-hire activities to the post-hire ones, no hiring practices will be exempt from change we’re witnessing. To maintain a feasible talent acquisition program now and in the coming years, organizations face a persistent need to reimagine the way they do things at every step of the hiring funnel. 

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In my perspicacity, following are the key aspects to look at:

1. Transforming Physical Workspaces

Having employees be physically present at workplace is fraught with challenges now. We envision many companies transitioning into a fully or partially remote workforce to save on costs and give employees more flexibility.

This means companies that maintain a physical headquarter will be paying much closer attention to the purpose those spaces really serve—and so will the candidates. The emphasis now will be on spaces of necessity—meeting areas, spaces for collaborative work, and comfortable, individual spaces for essential workers who need to be onsite. 

2. Traveling for interviews will be an obsolete

It’s going to be a while before non-essential travel assumes its pre-corona importance. In a study of traveler attitudes spanning the U.S., Canada, the U.K., and Australia, the portion of people who said they intended to restrict their travel over the next year increased from 24% in the first half of March to 40% in the second half of March.

Candidates will be less willing than they once were to jump on a plane for an in-person interview when a video conference is a viable alternative. 

3. Demand for workers with cross-trained skills will increase

Skills-based hiring has been on the rise now and will keep increasing as businesses strive to do more with a lesser headcount. We anticipate organizations to increasingly seek out candidates who can wear multiple hats. 

Additionally, as machines take on more jobs that were once reserved for people, we will see even greater demand for uniquely human skills like problem solving and creative thinking. Ravi Kumar, president of Infosys Ltd., summed it up perfectly in an interview with Forbes: “machines will handle problem-solving and humans will focus on problem finding.” 

4. Recruiting events will look a lot different 

It’s unclear when large-scale, in-person gatherings like job fairs will be able to resume, but it will likely be a while. We will likely see most events move to a virtual model, which will not only reduce risk but significantly cut costs for those involved. This may open new opportunities to allocate that budget to improve some of the other pertinent recruiting practices on this list. 

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5. Time to hire may change dramatically

The current approach is likely to change. For example, that most people who took a new job last year were not searching for one: Somebody came and got them. Businesses seek to fill their recruiting funnel with as many candidates as possible, especially ‘passive candidates’, who are not looking to move. Frequently employers advertise jobs that do not exist, hoping to find people who might be useful later or in a different framework. We are always campaigning the importance of minding our recruiting metrics, which can help us not only to hire more competently but identify interruptions in our recruiting process.

Are there steps in the hiring process, like screening or onboarding, that can be accelerated to balance things out? Are there certain recruitment channels that typically yield faster hires than others that can be prioritized? These are important questions to ask as you analyze the pandemic’s impacts to your hiring funnel. 

6. How AI can be leveraged to screen candidates?

AI is helping candidates get matched with the right companies. There are over 100 parameters to assess the candidates. This reduces wastage of time, money, and resources. The candidates are marked on their core strengths. This helps the recruitment manager to place them in the apt role.

The current situation presents the perfect opportunity for companies to adopt new tools. Organizations can reassess their recruitment processes and strategies through HR-aligned technology.

Post-pandemic hiring strategy

This pertains more to the industries most impacted by the pandemic, like businesses in the hospitality sector, outdoor dining, and travel to name a few. Many of the applicants in this domain have chosen to make the shift towards more promising or booming businesses.

However, once the pandemic blows over and restrictions are lifted, you can expect suffering sectors to come back with major recruitment changes and fierce competition over top talent.

Companies that take this time to act by cultivating relationships and connections with promising talent in their sphere, will have the advantage of gathering valuable data from probable candidates.

About the Author –

Prabhakar is a recruiter by profession and cricketer by passion. His focus is on hiring for the infra verticle. He hails from a small town in Bihar was brought up in Pondicherry. Prabhakar has represented Pondicherry in U-19 cricket (National School Games). In his free time he enjoys reading, working on his health and fitness and spending time with his family and friends.

Reduce Test Times and Increase Coverage with AI & ML

Kevin Surace

Chairman & CTO, Appvance.ai

With the need for frequent builds—often many times in a day—QEs can only keep pace through AI-led testing. It is the modern approach that allows quality engineers to create scripts and run tests autonomously to find bugs and provide diagnostic data to get to the root cause.

AI-driven testing means different things to different QA engineers. Some see it as using AI for identifying objects or helping create script-less testing; some consider it as autonomous generation of scripts while others would think in terms of leveraging system data to create scripts which mimic real user activity.

Our research shows that teams who are able to implement what they can in scripts and manual testing have, on average, less than 15% code, page, action, and likely user flow coverage. In essence, even if you have 100% code coverage, you are likely testing less than 15% of what users will do. That in itself is a serious issue.

Starting in 2012, Appvance set out to rethink the concept of QA automation. Today our AIQ Technology combines tens of thousands of hours of test automation machine learning with the deep domain knowledge, the essential business rules, each QE specialist knows about their application. We create an autonomous expert system that spawns multiple instances of itself that swarm over the application testing at the UX and at the API-levels. Along the way these Intelligences write the scripts, hundreds, and thousands of them, that describes their individual journeys through the application.

And why would we need to generate so many tests fully autonomously. Because applications today are 10X the size they were just ten years ago. But your QE team doesn’t have 10X the number of test automation engineers. And because you have 10X less time to do the work than 10 years ago. Just to keep pace with the dev team requires each quality engineer to be 100X more productive than they were 10 years ago.

Something had to change; that something is AI.

AI-testing in two steps

We leveraged AI and witnessed over 90% reduction in human effort to find the same bugs. So how does this work?

It’s really a two-stage process.

First, leveraging key AI capabilities in TestDesigner, Appvance’s codeless test creation system, we make it possible to write scripts faster, identify more resilient accessors, and substantially reduce maintenance of scripts.

With AI alongside you as you implement an automated test case, you get a technology that suggests the most stable accessors and constantly improves and refines them. It also creates “fallback accessors” when tests run and hit an accessor change enabling the script to continue even though changes have been made to the application. And finally, the AI can self-heal scripts which must and update them with new accessors without human assistance. These AI-based, built-in technologies give you the most stable scripts every time with the most robust accessor methodologies and self-healing. Nothing else comes close.

The final two points above deal with autonomous generation of tests. To beat the queue and crush it, you have to get a heavy lift for finding bugs. And as we have learnt, go far beyond the use cases that a business analyst listed. Job one is to find bugs and prioritize them, leveraging AI to generate tests autonomously.

Appvance’s patented AI engine has already been trained with millions of actions. You will teach it the business rules of your application (machine learning). It will then create real user flows, take every possible action, discover every page, fill out every form, get to every state, and validate the most critical outcomes just as you trained it to do. It does all this without writing or recording a single script. We call this is ‘blueprinting’ an application. We do this at every new build. Multiple instances of the AI will spin up, each selecting a unique path through the application, typically finding 1000s or more flows in a matter of minutes. When complete, the AI hands you the results including bugs, all the diagnostic data to help find the root cause, and the reusable test-scripts to repeat the bug. A further turn of the crank can refine these scripts into exact replicas of what production users are doing and apply them to the new build. Any modern approach to continuous testing needs to leverage AI in both helping QA engineers create scripts as well as autonomously create tests so that both parts work together to find bugs and provide data to get to the root cause. That AI driven future is available today from Appvance.

About the Author –

Kevin Surace is a highly lauded entrepreneur and innovator. He’s been awarded 93 worldwide patents, and was Inc. Magazine Entrepreneur of the Year, CNBC Innovator of the Decade, a Davos World Economic Forum Tech Pioneer, and inducted into the RIT Innovation Hall of Fame. Kevin has held leadership roles with Serious Energy, Perfect Commerce, CommerceNet and General Magic and is credited with pioneering work on AI virtual assistants, smartphones, QuietRock and the Empire State Building windows energy retrofit.

Center of Excellence – Server

Our Server CoE is a team of highly skilled individuals and experts in various server technologies who promote collaboration, standardization and best practices to drive business or customer-valued results.

The CoE is focused on providing expert level support in technologies like Windows / Linux Servers, Exchange / O365 Messaging solution, Virtualization with VMWare / Hyper-V / Citrix / Linux, Patch & Compliance Management, Application Availability & Performance Monitoring and Backup / Recovery solutions, etc.

The Server CoE also focuses on in-depth assessment of customer end server infrastructure components to study and analyze the existing design implementations, configurations, and operations to identify strengths and weaknesses to implement technical and economical improvements to businesses, wherever applicable, and perform upgrades, migrations and transformations as necessary.

IT Automation with AI

A wide range of server technologies comprise the Server CoE and not every business or customer can practically leverage all of them. And in the same way, not all the members can practically become an SME in all the server technologies.

Service Offerings

AI Devops Automation Service Tools

Current & Upcoming Engagements

A farm credit bank of US – Server Assessment – In Progress – July 2020

  • MS Active Directory Assessment
    • MS Exchange Assessment
    • VMWare Assessment
    • MS SCCM Assessment
    • MS SCOM Assessment
    • Storage
    • Backup Assessment

A global professional services firm – Hybrid Exchange 2016 Migration – July/August 2020

  • SOW Sign Off – Completed
    • Background verification process for 2 Technical Resources – Completed
    • Migration Environment Setup – In Progress
    • Assessment / Pre-requisites Review – Next Steps
    • Migration Test Phase – July 2020
    • Production Migration – July-August 2020

A Multinational Dairy Company – Active Directory & Exchange Server Migration / July – August 2020

  • Microsoft Active Directory Server Assessment
    • Microsoft Exchange Server Assessment
    • Migration of Active Directory from Windows Server 2008 R2 to Windows Server 2016.
    • Migration of Exchange from Exchange Server 2016 to Exchange Server 2019.

A Wellness Services Agency – Resolve Issues with Exchange Database / DDL – July – August 2020

  • Customer Call / Technical Solution / SOW – Completed
    • SOW Sign Off – In Progress by July 2020
    • Assessment / Migration – Next Steps

A Leading FMCG company of India – Digital Transformation to O365 – July – August 2020

  • Zimbra Mail to O365 Migration
    • Licensing Model Finalization – In Progress
    • Migration Plan & Execution – Next Steps

A Leading FMCG company of India – DNS Migration between Service Providers – July 2020

  • 30+ Domains are registered with Net4India
    • Availability & Support Issues with current provider
    • Assess current domain lists and Migrate to new Provider

A Diverse Hardware Group – Azure Cloud Integration & Support – July/August 2020

  • SOW – in Progress

Road Map

AIOps Artificial Intelligence for IT Operations

Contribution to Organization’s Growth

The Server CoE’s contribution is not limited to one activity with one customer at a time, but involved with multiple simultaneous activities in different server technologies in different customer requirements. Server CoE contributions:

  • Participating in RFPs / Proposals by providing technical solutions to prospects’ requirements
  • Participating in full time Infrastructure Assessment projects for various customers
  • Participating in full time Implementations & Migration projects for different customers
  • Providing Standard Operating Procedures, templates & best practice recommendations in various server technologies
  • Provide internal training to individuals to upskill and strengthen the team
  • Responding to requests and providing solutions to issues faced in various customer engagements

The members of our CoE are dedicated to in carrying out all CoE related activities in addition to their day to day activities in their assigned projects without any impact. We aim to contribute to the organization in terms of technological capability establishment and financial growth with new business opportunities.

If you have any questions about the CoE, you may reach out to them at COE_SERVER@gavstech.com

CoE Team Members

  • Balamurugan Rajamanickam
  • Dilipkumar Dhanasekaran
  • Dinesh Kumar
  • Karthick Mani
  • Karthickmanikandan G
  • Manoj Akula
  • Marimuthupandi Kalimuthu
  • Ramkumar Janakiraman
  • Sabari Nivas
  • Sathishkumar Jayaraman
  • Selvaganesh Kothandan
  • Sivakumar Duraisamy
  • Lakshmi Srikanth

Design Thinking 101

Vasudevan Gopalan

Is the end-user at the center of everything you do? Do you consider human emotions while conceptualizing a product or a solution? Well, let us open the doors of Design Thinking

What is Design Thinking?

  • Design thinking is both an ideology and a process, concerned with solving in a highly user-centric way.
  • With its human-centric approach, design thinking develops effective solutions based on people’s needs.
  • It has evolved from a range of fields – including architecture, engineering, business – and is also based on processes used by designers.
  • Design thinking is a holistic product design approach where every product touch point is an opportunity to delight and benefit our users.

Human Centred Design

With ‘thinking as a user’ as the methodology and ‘user satisfaction’ as the goal, design thinking practice supports innovation and successful product development in organizations. Ideally, this approach results in translating all the requirements into product features.

Part of the broader human centred design approach, design thinking is more than cross-functional; it is an interdisciplinary and empathetic understanding of our user’s needs. Design thinking sits right up there with Agile software development, business process management, and customer relationship management.

5 Stages of Design Thinking

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  • Empathize: This stage involves gathering insights about users and trying to understand their needs, desires, and objectives.
  • Define: This phase is all about identifying the challenge. What difficulties do users face? What are the biggest challenges? What do users really need?
  • Ideate: This step, as you may have already guessed, is dedicated to thinking about the way you can solve the problems you have identified with the help of your product. The product team, designers, and software engineers brainstorm and generate multiple ideas.
  • Prototype: The fourth stage brings you to turn your ideas into reality. By creating prototypes, you test your ideas’ fitness.
  • Test: You present the prototype to customers and find out if it solves their problem and provides users with what they need. Note that this is not the end of the journey; you need to get feedback from the users, adjust the product’s functionality, and test it again. This is a continuous process similar to the build-measure-learn approach in the lean start-up methodology.
Design Thinking

Benefits of Design Thinking in Software Development

1. Feasibility check: Design thinking enables software development companies to test the feasibility of the future product and its functionality at the initial stage. It enables them to keep end-user needs in mind, clearly specify all requirements and translate all this into product features.

2. No alarms and no surprises: Once you’ve tested your MVP and gathered feedback from users, the team can confidently proceed to the product development. You can be quite sure that there will be little to no difference between the approved concept and final version.

3. Clarity and transparency: Design thinking approach allow product designers/developers to broaden their vision, understand and empathise with the end-users’ problems and have a detailed blueprint of the solution they should eventually deliver.

4. Continuous improvement: The product can be (and sometimes should be) modified after its release when user feedback is at hand. It becomes clear which features work and which can be done away with. The product can undergo some series enhancements on the basis of feedback. This leaves place for continuous improvement and software development process becomes flexible and smooth.

Real-world Success Stories

1. PepsiCo

During Indra Nooyi’s term as PepsiCo’s CEO, the company’s sales grew 80%. It is believed that design thinking was at the core of her successful run. In her efforts to relook at the company’s innovation process and design experience, she asked her direct reportees to fill an album full of photos of what they considered represents good design. Uninspired by the result, she probed further to realize that it was imperative to hire a designer.

“It’s much more than packaging… We had to rethink the entire experience, from conception to what’s on the self to the post product experience.”, she told the Harvard Business Review.

While other companies were adding new flavours or buttons to their fountain machines, PepsiCo developed a touch screen fountain machine, a whole new interaction between humans and machines.

“Now, our teams are pushing design through the entire system, from product creation, to packaging and labelling, to how a product looks on the shelf, to how consumers interact with it,” she said.

2. Airbnb

Back in 2009, Airbnb’s revenue was limping. They realized that poor quality images of rental listings may have something to do with it. They flew some of their employees to a city and got them to take high quality photos and upload it on their website. This resulted in a 100% increase in their revenue.

Instead of focusing on scalability, the team turned inward and asked, ‘what does the customer need?’ This experiment taught them a few big lessons, empathy being just as important as code was one of them.

3. Mint.com

Mint.com is a web-based personal financial management website. Part of their success is attributed to the human-centric design of the website which tracks and visualizes how a person is spending their money. Bank accounts, investments, and credit cards can easily be synchronized on Mint, which then categorizes the expenses to help the user visualize their spending. They built a product that illustrates a core principle of design thinking: truly understanding the position and mindset of the user. They had 1.5 million customers within 2 years.

Design thinking is a human-centred approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.

References

https://www.researchgate.net/publication/226141981_Design_Thinking_A_Fruitful_Concept_for_IT_Development

https://blog.brainstation.io/how-5-ceos-used-design-thinking-to-transform-their-companies/

About the Author –

Vasu heads Engineering function for A&P. He is a Digital Transformation leader with ~20 years of IT industry experience spanning across Product Engineering, Portfolio Delivery, Large Program Management etc. Vasu has designed and delivered Open Systems, Core Banking, Web / Mobile Applications etc.
Outside of his professional role, Vasu enjoys playing badminton and focusses on fitness routines.

Is the Future of White-Collared Workforce only Digital?

Hariharan Madhavan

COVID-19 taught all white-collared workers and their employers one thing for sure – “It is possible to work from home”. With the current advancements in technology – using a mobile app-based contact center solutions, using collaboration platforms to edit content together, hosting tech troubleshooting bridges where multiple engineers solve an issue, video conferencing meetings allowing people to see each other, from where work is delivered does not matter anymore.

Rpa in Infrastructure Management

Wearing what feels comfortable, sitting comfortably, eating homemade food, personalizing your room, life was never better balanced between work and personal life better than now. With nobody to micromanage, the only way to measure a worker is through outcomes. Attendance swipes are a thing of the past. People managers who have no idea of the work done by their team members will become redundant starting2020.
New digital companies will take over like a storm to embrace this opportunity, just like AGILE took over like a religion to manage software development projects.

Existing digital workforce companies are already providing opportunities for companies to hire talent who can work remotely on a need basis from around the world and save potential hiring costs and free from commitments. Just like Uber and Lyft transformed the taxi business, we could see a wave of disruption transforming and killing the traditional brick and mortar IT behemoths to more agile and digital workforce capabilities hiring top talent on the click of a mobile app, and being able to get talent requirements fulfilled in minutes instead of having to wait for weeks or months to get somebody to join. This will be like the DevOps of Hiring for managers who have new projects and budgets looking for people to get things done.

Every other aspect of the business has changed, reducing time to market, and hiring talent is the only area still very traditional and inefficient. It’s not too late for somebody to realize and use this uncertain economic environment as a cradle of opportunity to offer enterprises as a solution.

The next question that comes up is if the borders are removed, how do you secure and still be compliant with your compliance norms. This is completely dependent on the level of sensitivity of data to which an employee/contractor has access. From using privacy screens in the laptops to using technology like VDI, SaaS-based EDR, NGAV, unified agents, CASB’s, you have literally every control that you can think of on-premise that you can enforce in a laptop used by an employee.

When companies hire you in the future, they will ship you an asset to your home location and expect you to use that asset for work. When you have moved out, you will be sent return shipping on which you can put the asset and send it back.

Another main setback that prevented a revolution is that IT companies had to pay for bench talent to provide for the demand. This will also be disrupted by new entrants. New disruptors will be willing to share up to 70% of the revenue earned by somebody back to them, but if there is a loss of billable revenue, the same will be immediately passed on to the concerned employee. These measures will weed out people who are just not meant for the IT workforce that demands constant skill up-gradation, essentially leaving IT to only the high potential workers who are dynamic.

About the Author –

Hariharan is the global head of Cybersecurity at GAVS. He is responsible for strategic and tactical leadership around emerging technologies such as cloud transformation, cloud-native microservices development, software-defined networking, cloud security, DevOps Security, Security and Automation, Security & AI.

Cognitive Computing

Artificial Intelligence for IT Operations

Kalpana Vijayakumar

Is it possible for a computer to think and act without human intervention? The answer is yes, and that is called Cognitive computing.

Cognitive computing includes technology platforms that combine machine learning, reasoning, natural language processing, speech, vision, and human computer intervention that mimic the human brain, and solve problems without human assistance. Cognitive computing involves deep learning algorithms and big data analytics to provide insights.

The purpose of cognitive computing is to build a computing framework that can solve complicated problems without frequent human intervention. To implement it, cognitive computing consortium has recommended the following features.

software test automation platform

Scope of Cognitive Computing

We do have to accept that computers have been faster at calculations and processing than humans for decades. But, in a few cases, they have failed to accomplish the tasks that humans take for granted, like understanding the natural language and recognizing unique objects in the images and processing them. Cognitive computing solves all these challenges. They can act in complex situations and have a far-reaching impact on our lives.

Pera study by the IBM Institute for business value – cognitive computing involves three capabilities. These capabilities are related to the ways people think and demonstrate their cognitive abilities in their day-to-day life.

VDI desktop virtualization software

The current cognitive computing landscape is dominated by large players – IBM, Microsoft, and Google. IBM being the pioneer of this technology has invested $26 bn dollars in big data and analytics, now spends close to one-third of its R&D budget in developing cognitive computing technology. IBM and Google have acquired some of their rivals and the market is moving towards consolidation. Below are the leading players in this market.

virtual desktop infrastructure solutions

IBM Watson

Watson assistant is IBM’s AI product that allows you to build, train, and deploy conversational simulators into any applications, device, or channel.

Most chatbots try to mimic human interactions, which can frustrate the end-user when a misunderstanding occurs. Watson Assistant aims to resolve that. It knows how to handle the end-user sensibly and when to direct queries to a human executive. It can be deployed on any cloud or on-premises environment.

Watson supercomputer processes at a rate of 80 teraflops (i.e. trillion floating-point operations per second).To replicate a high functioning human’s ability to answer questions, Watson accesses 90 servers with a combined data store of over 200 million pages of information, which it processes against six million logic rules.

Microsoft Cognitive Services

The machine-learned smarts that enable Microsoft’s Skype Translator, Bing and Cortana to accomplish tasks such as translating conversations, compiling knowledge and understanding the intent of spoken words are increasingly finding their way into third-party applications that people use every day. The democratization of AI is coming as part of Microsoft cognitive services, a collection of 25 tools that allows developers to add features such as emotions and sentiment, detection, vision and speech recognition and language understanding to their applications with zero experience in machine learning.

“Cognitive services is about taking all the machine learning algorithms and AI smarts that we have in this company and exposing them to developers through APIs so that they don’t have to invent the technology themselves”, Mike Seltzer, a principal researcher in the Speech and Dialog research group at Microsoft’s lab in Redmond, Washington.

Machine learning service provider

Google DeepMind

DeepMind was acquired by Google in 2014 and is considered to be a leading player in AI research. If you have used Google, there’s a high possibility that you’ve interacted with DeepMind in some way, as its deep learning tools have been implemented across the spectrum of Google products and services. Some of the most prominent uses for DeepMind AI includes speech recognition, image recognition, fraud detection, spam identification, handwriting recognition, translation, Google Maps Street View, and Local Search.

ai devops automation service tools

Google devices like an Android Phone or Google Home, have invaded our homes and has impacted our lives. Every time you say, “Okay, Google” followed by a question, DeepMind helps Google Assistant understand what you are saying. Unlike Amazon’s Alexa, which uses eight microphones to understand voice commands, Google Home’s DeepMind-powered voice recognition system requires only two.

Cognitive Scale

Cognitive Scale founded by former members of the IBM Watson team provides cognitive cloud software for enterprises. Cognitive Scale’s augmented intelligence platform delivers insights-as-a-service and accelerates the creation of cognitive applications in healthcare, retail, travel, and financial services. They help businesses make sense from ‘dark data’ – messy, disparate, first and third-party data and drive actionable insights and continuous learning.

Spark Cognition Spark Cognition is an Austin-based start-up formed in 2014. Spark Cognition develops AI-Powered cyber-physical software for the safety, security, and reliability of IT, OT. The technology is more inclined towards manufacturing. It is capable of harnessing real-time sensor data and learning from it continuously, allowing for more accurate risk mitigation and prevention policies to intervene and avert disasters.

Cognitive Computing Use Cases

According to tech pundits, cognitive computing is the future. Many successful and established businesses have already integrated the technology into their business affairs. There are a number of successful use case scenarios and cognitive computing examples that show the world how to implement cognitive computing, efficiently. Let us look at some successful use cases of the technology.

Cora- Intelligent Agent by Royal Bank of Scotland

With the help of IBM Watson, Royal Bank of Scotland developed an intelligent assistant that is capable of handling 5000 queries in a single day. Using cognitive learning capabilities, the assistant gave RBS the ability to analyze customer grievance data and create a repository of commonly asked questions. Not only did the assistant analyze queries, but it was also capable of providing 1000 different responses and understand 200 customer intents. The digital assistant learned how customers ask general questions, how to handle the query, and transfer to a human agent if it is too complicated.

Healthcare Concierge by Welltok

Welltok developed an efficient healthcare concierge – CafeWell. It is a holistic population health tool that is being used by health insurance providers to help their customers with relevant information that improves their health. By collecting data from various sources and instant processing of questions by end-users, CafeWell offers smart and custom health recommendations that enhance the health quotient.

Personal Travel Planner by WayBlazer

Powered with cognitive technology, WayBlazer’s travel planner makes it easier for travelers to plan for trips by asking questions in natural language. The concierge asks basic questions and provides customized results by collecting and processing travel data as well as insights about traveler preferences.

aiops artificial intelligence for it operations

Such type of cognitive-powered tool helps travelers save time while searching for flights, booking hotels, and planning other activities. Travel agents have been successfully using such tools which have helped increase their revenues and customer delight at the same time.

Edge up’s Smart Tool to Manage Fantasy Football Teams via Mobile App

Fantasy Football is a very popular entertainment for more than 33 million people around the globe. With the help of cognitive learning and computing, Edge Up Sports developed a tool and integrated with their mobile app that helped users to draft their fantasy teams by asking simple questions.

aiops digital transformation solutions

The questions, drafted in natural language, making it easier for users to take a decision which is then analyzed by the system by browsing through data about a player across social media, news reports, and gauging user sentiment that help team managers make better decisions.

Conclusion

Cognitive computing doesn’t bring a drastic novelty into the AI and big data industry. Rather, it urges digital solutions to meet human-centric requirements like act, think, and behave like a human in order to achieve maximum synergy from human-machine interaction. It is believed that soon every digital system will be measured based on its cognitive abilities.

Cognitive computing will be a significant step towards digital humanism!

References

About the Author

Kalpana is a database developer. She strongly believes that “It’s not that we use technology, we live technology.” Outside of her professional role, Kalpana is passionate about travelling and watching movies.

Keep Calm and Be a Great Leader in a Time of Pandemic

Katy Sherman

We live in scary times. While governments call for social distancing, it becomes more important than ever to stay connected as a community. For many of us the measures around COVID-19 mean we work from home and manage remote teams. While virtual teams are not unusual, today’s situation brings its own challenges. Today it is not only about being remote, it’s about facing fears. We fear for our jobs, our health, our families and friends.

How do we help each other stay productive and connected while we are worried and isolated?

This is what every leader should do to support their teams and help them get through the difficult times:

1) Make sure everybody has what they need to work remotely. Technology goes a long way in creating inclusive collaborative environment. Ask frequently, be prepared to act to resolve issues. Know how to navigate the company to obtain resources through management, HR, and Helpdesk.

2) Mentor team members on time management, especially people who are not used to work from home. Share expectations and establish norms of how to be available throughout the day, and when to go offline. While some people struggle with home environment being too distracting, others find it difficult to disengage at the end of the day and would stay at their desks until late. Give guidance based on the unique needs of each individual.

3) Get into a habit of checking in on people without agenda – have a coffee break together, chat about things not related to work, allow to unwind. Keep your finger on the pulse! Your team members can experience anxiety, be dealing with personal issues or worried about their communities. Some will need time off, or more flexibility than usual to provide child care, buy groceries during sporadic shortages, or take care of family members.

4) Simulate reality through video chats. Being on camera helps us stay focused, engaged in the conversation, as well as look and feel professionally. It also allows to read the non-verbals and better understand the vibe of the conversation. Turn your video on every time you’re in a meeting, this will encourage others to do the same.

5) Take care about yourself! Wash hands, sleep, exercise, go for a walk, drink water. Keep calm. Don’t spread frustration and panic. Remember, people are looking up to you, so lead by example.

I am sure we will get through this as a community. Lead the way and help others!

Microsoft Cloud Solution Provider

About the Author:

Katy is passionate about:

•Leadership and vision • Innovation, technical excellence and highest quality standards • Agility achieved through teamwork, Agile, Scrum, Kanban, TDD, CI/CD, DevOps and automation • Breaking silos and promoting collaboration of Development, Testing and Operations under cross-functional umbrella of Software Engineering • Diversity of personalities, experiences and opinions.

Things Katy does to spread the word:

•Speak at Technology conferences (including as an invited and key-note speaker) • Blog and participate in group discussions

•Collaborate with schools, universities and clubs • Empower girls and women, help them learn about Technology and become engineers

Heroes of GAVS

Every day we witness these heroic acts Of GAVSians!

A special shout-out to our GAVSians who go into the hospital (BronxCare Health Services) every day to keep their vital computer systems going. 

Ivan Durbak, CIO, BronxCare – “Every day we witness these heroic acts: one example out of many this week was our own Kishore going into our ICU to move a computer without full PPE (we have a PPE shortage). The GAVS technicians who come into our hospital every day  are, like our doctors and healthcare workers,  the true heroes of our time.”

“I am especially inspired by my GAVS colleagues who are supporting some of the healthcare providers in NYC. The GAVS leaders truly believe that they are integral members of these institutions and it is incumbent upon them to support our Healthcare clients during these trying times. We thank the Doctors, Nurses and Medical Professionals of Bronx Care and we are privileged to be associated with them. We would like to confirm that 100% of our client operations are continuing without any interruptions and 100% of our offshore employees are successfully executing their responsibilities remotely using GAVS ZDesk, and other tools.” – Sumit Ganguli, CEO

“Customer Success is all about being proactive and getting ready to address newer situations. At GAVS, RITE is a key DNA and Empathy to our teams and customers is absolutely at the top. That drives us to do the right things for both our teams and customers. In this endeavor and to ensure that our teams are safe and healthy and are able to seamlessly provide support and service to our customers, we have created a task force to understand, assess and plan for events that would unfold due to this massive viral pandemic. We have created 3 broad pillars as part of the task force – 1st How do we take care of our people – people safety first (ability to shift GAVS and customer assets to their home offices smoothly and provide adequate support to enable them to stay in touch with our customers and drive value),  2nd continuation of services and support to customers (continue with newer mechanisms and tools of collaboration and governance) and 3rd is the adoption of new operating model (potential onboarding and collaborative situations in a hybrid model for the future as well and enabling culture for such adoption and collaboration). With these 3 key facets, the task force prepared a plan and executed it with measurable outcomes at every stage. Clear goals and empowerment to various teams enabled us to execute a seamless transition to the new model. We moved 700 assets over a course of 4 business days and created stock and contingency plans for an additional 50% of the workforce.”- Balaji Uppili, Chief Customer Success Officer