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  • Will high reputation in Stack Overflow help to get a good job?

    - by Shamim Hafiz
    In a post, Joel Spolsky mentioned that 5 digit StackOverflow reputation can help you to earn a job paying $100k+. How much of that is real? Would anyone like to share their success in getting high paid job by virtue of their reputations on StackExchange sites? I read somewhere that, a person got Interview offer in Google because a recruiter found his Stackoverflow reputation to be impressive. Anyone else with similar stories?

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  • Will high reputation in Programmers help to get a good job?

    - by Lorenzo
    In reference to this question, do you think that having a high reputation on this site will help to get a good job? Aside silly and humorous questions, on Programmers we can see a lot of high quality theory questions. I think that, if Stack Overflow will eventually evolve in "strictly programming related" (which usually is "strictly coding related"), the questions on Programmers will be much more interesting and meaningful ("Stack Overflow" = "I have this specific coding/implementation issue"; "Programmers" = "Best practices, team shaping, paradigms, CS theory"). So could high reputation on this site help (or at least be a good reference)? And then, more o less than Stack Overflow?

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  • Request Tracker 4: Ticket Escalation

    - by Randy
    I am running Request Tracker 4 on a Debian Squeeze Server. I have to implement a priority escalation. Actually escalation is not the right term for this since the the ticket priority should be set linear via rt-crontool (or any other tool that can be run via a cronjob) dependent on the time that has been passed between the „Started“ and „Due“ to a number between 0 (starting priority) and the „Final Priority“ (eg. 100) while the value of the „Final Priority“ should be reached exactly the moment the „Due“-Date is passed. This already implies that the search condition should be all tickets of a certain queue that have „Started“ AND „Due“ AND „Final Priority“. The cronjob should be called very frequently for excample any 5 or 10 minutes so that the call should be indempotent and not depentent on the frequency of the rt-crontool invocations. One Example: A Ticket is Started at 2012-12-23 0am and Due is 2012-12-23 11.59pm while the Final Priority is 100. When the call is made at noon the priority should be set to 50. Could anybody help me with this? Thank you for reading this to the bottom!

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  • Advanced searching in Tracker Search Tool? Filter by folders?

    - by UrkoM
    Hi, I have checked several "Tracker Search Tool" questions, but they all stop at very superficial usage. Google, at least for me, didn't turn out anything either. Here is my situation: I have a lot of documents, and I want to index them all, and do fulltext searching on them. I have organized them by folders in advance, and sometimes I want to search across all subfolders, sometimes only in a specific subfolders. Is there any way to do it? Right now, I am changing the locations in the search preferences and triggering a hard-reset of the Tracker database, but that's far from ideal. I am using Maverick, 10.10.

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  • Why my reputation goes down.

    - by Incognito
    I know there was a recalculation and I know how to track the reputation, but seems it not helps. My reputation was about 495 just several hours ago and now it goes down to 295. I have checked there were no down votes. What can be the issue?

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  • Proactive Reputation Management and Your SEO-SEM Company

    Reputation management is often seen as necessary only when a negative publicity attack is under way. While working with an accomplished reputation management company in such circumstances can counter an attack and minimize potential damage, the best results are actually seen when companies start working with a company that will both build and protect their reputation prior to any kind of attack.

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  • What Data structure for Reputation Rules in C# (like stackoverflow)

    - by optician
    I am currently building a system which will have entities that will have scores like reputation etc.. I will have a service that will check for certain rules having been triggered, and will perform certain logic if they are triggered. Previously I have used say an Enum for doing this when I have only had to store an id and a description. public enum ShoppingCratCalculation { PartialCalculation = 1, CompleteCalculation =2 } But in this situation I want to carry more information, such as the modification to reputation, all in one place. I'm essentially asking what data structure would be best suited to storing this information, for each rule in the system. 1. Description = string ("User forgot to write a review") 2. DB id = int (23) 3. Rep score modification = int (-5) Maybe a little class (Rule) with these as properties , and then just a list? Does anyone have any best practice suggestions for this kind of struct?

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  • Bug in the reputation points [closed]

    - by harigm
    I have answered the question and I have been voted "2", but the reputation points has not been awarded. http://stackoverflow.com/questions/2711281/naming-convention-for-number-of/2711409#2711409 This is to bring to your notice, if any bug on this. Please check and clarify me about it

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  • why is my reputation deducted? [closed]

    - by benjamin button
    hi, yesterday i had a reputation more than 2600. today when i opened the site it suddenly reduced to 1574!!!!. but i am not able to figure out how and why did it get reduced? this question is probably concerned to the administrators or any regular user can present their opinion!. could anybody please tell?

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  • Requirements of an issue/bug tracker

    - by James Brooks
    I've been looking at various issue/bug trackers available on the net. There are some very good ones, but I'm unable to use them as my server does not support Perl/Ruby (for example), I'm not too bothered however because I am able to write code in PHP and as such would prefer something in that language. So I've taken it upon myself to write a custom issue tracker system. As of now it's in early planning stages, and before I continue, I'd like to find out what people need from such an application. My current list of things to add include: Creating/Editing/Deleting issues - both on user and admin level Related issues (similar to that of STO) Admins will be able to create builds/milestones and version control of projects Admins will be able to assign users/groups to a project Roadmap of projects Possible SVN integration with Git? What do you think? There are a couple more things I'd like to add, but I'm sure you'll think of a better way of adding such feature. What would you like to see from an issue tracker?

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  • Hamster Time Tracker Broken After Upgrade to 11.10

    - by Michael Robinson
    After upgrading 11.04 to 11.10 (which was rather bumpy because of a failure with the flash-installer), I can't seem to start hamster-time-tracker. Output: user@machine:~$ hamster-time-tracker Traceback (most recent call last): File "/usr/bin/hamster-time-tracker", line 478, in <module> from hamster import i18n ImportError: cannot import name i18n Does anyone have any tips on where to start with this issue?

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  • Wiki Application With A Reputation System

    - by Christofian
    I'm really impressed with Stack Exchange's concept of reputation (you gain reputation as you post, and the more you post, the more privileges you get), and I want to apply the concept to a wiki that I am building. Does anyone know of a php wiki that has a concept of privileges/reputation similar to Stack Exchange? I'm not necessarily looking for something identical to SE, I'm just looking for a wiki application that gives users more privileges the more they contribute positively to the wiki (SE has down votes, the wiki should have some way of identifying negative contributions too). The privileges should be category based, so the more active you are in a specific category or page, the more privileges you get for that category. There should also be site wide privileges as well, though those should be harder to access than the category privileges. NOTE: If it is not possible to get category wide privileges and site wide privileges, I will be OK with just category wide privileges or just site wide privileges. I should be able to change the requirements for each privilege, through a administration panel or through editing a file (some wiki applications don't have administration interfaces). Does anyone have a script or a solution that will do this? If the script uses something similar to reputation to determine how much a user has positively contributed to the site, then that is OK too. Please Note: I am looking for a way to rate individual user contributions, not a way to rate the quality of an entire page.

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  • It would be nice to gain reputation in AskUbuntu from helping in Ubuntuforums [migrated]

    - by luchonacho
    I know they are different but also they are very related. By implementing a reputation system in UbuntuForums you could harmonize points here and there. This would integrate both communities and avoid those competitive people to isolate from UbuntuForums (no idea the extent of this but I guess there is some of it). There are tons of questions never solved in UbuntuForums and that means people coming to AskUbuntu. That is plainly inefficient. Since there will not be a centralize system (different owners), why not to integrate them? Certainly, beans are not the proper measure to associate with reputation since you gain beans for anything but UbuntuForums could implement a differentiated system where users "like" one answer if solved they problem. Do you think it would be a good idea? PS: Amazing Askubuntu and reputation are tags not created yet!

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  • Should i worry about company's Reputation before joining it...

    - by Shekhar_Pro
    My question is particularly in context of this Question asked recently on this site. I am a fresh graduate and would soon be applying for jobs. But the above mentioned question has raised concerns for me. Should i care about the company i am going to join. Specially since for me Yahoo is a very reputed corporation and i duly respect it, in fact i would be proud to work for it if given the chance. And the OP of the question was a Senior Software Engineer, i don't think something could have gone so wrong that he feels shame for have worked there. Well i won't like to have this situation in my career. Until now for me the criteria for approaching a company were like - it should have Good, knowledgeable and Experienced team, it should provide me with tasks that will always challenge me to think and learn more, etc. After all a task is task and you do always learn something from it. But in view of mentioned question should i also consider other things... Please give your answers and most importantly an opinion from your own experience.

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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  • Sales tracker that allows complex queries?

    - by feklee
    On a site, every click on a product should be registered by a sales tracker: price, type, etc. The sales tracker should provide an API so that complex queries can be performed, such as: Which products of a type "teapot" had a price below 20 EUR? Requirements: Recorded data should be available for querying no later than two hours after it has been recorded. For example, there are reports that Google Analytics may take up to 24h to update data. That is not acceptable. Querying doesn't need to be fast, but recording does (of course). Which sales tracker allows complex queries against collected data?

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  • Time tracker for lxde

    - by deshmukh
    I have only recently started using lxde. And I am liking it. It is blazing fast, not-at-all resource hungry and just does what I want. The only thing I am missing is a time tracker tool. I have been using Hamster Time Tracker on gnome for quite some time. In lxde, I can still launch the application. But there are no reminders when the time limit is up, etc. The time tracker is just another window. Is there any way to get hamster working in lxde with notifications for time-up and an icon in the panel, etc.? Alternatively, is there another application like Hamster that will do all that Hamster does and WORKS in lxde?

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  • New Java ME security app, Rapid Tracker, is now full version

    - by hinkmond
    Rapid Protect has updated it's Java ME security app to be the full version now instead of a dumbed down version that ran on feature phones. Now, that's progress! See: Full Rapid Tracker on Java ME Here's a quote: Rapid Protect, a leading company focused on mobile based safety, security and collaboration space announces major feature enhancements to its award winning "Rapid Tracker" mobile applications. In addition to many new features, it announced availability of Full Rapid Tracker application on J2ME non-smart feature phones. Hmmm... "on J2ME non-smart feature phones". I wonder if by "non-smart" they mean another word... Perhaps, "non-iDrone-Anphoid"? Hinkmond

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  • Impressions of Pivotal Tracker

    Pivotal Tracker is a free, online agile project management system. Ive been using it recently to better communicate to customers about the current state of our project. In Pivotal Tracker, the unit of work is a story and stories are arranged into iterations or delivery cycles. Stories can be any level of granularity you want, but the idea is to use stories to communicate clearly to customers, so you dont want to write a novel. You especially dont want to write a list of detailed programming tasks. A good story for a point of sale system might be: Allow managers to override the price of an item while ringing up a customer. A less useful story: Script out the process of adding a manager flag to the user table and stage that script into the deploy directory. Stories are estimated using a point scale, by default 1, 2 or 3. Iterations are then automatically laid out by combining enough tasks to fill the point total for that period of time. You have to start with a guess on how many points your team can do in an iteration, then adjust with real data as you complete iterations. This is basic agile methodology, but where Pivotal Tracker adds value is that it automatically and graphically lays out iterations for you on your project site. This makes communication and planning easy. Compiling release notes is no longer painful as it has been clear from the outset what work is going on. While I much prefer Pivotal Trackers customer facing interface over what we used previously (TFS), I see a couple of gaps. First, I have not able to make much headway with the reporting tools. Despite my complaints about TFS, it can produce some nice reports. Second, its not clear where if at all, Id keep track of purely internal tasks. Im talking about server maintenance, cleaning up source control, checking back on some code which you never quite felt right about. Theres no purpose in cluttering up an iteration backlog with these items, but if you dont track them, you lose them. Im not sure what a good answer for that is. One gap I thought Id see, which I dont, is more granular dev tasks. If Im implementing a story, Ill write out the steps and track my progress, but really, those steps arent useful to anybody but me. The only time Ive found that level of detail really useful is when my tasks are defined at too high a level anyway or when Im working with someone who needs more coaching and might not be able to finish a story in time without some scaffolding to get them going. You can learn more about Pivotal Tracker at: http://www.pivotaltracker.com/learnmore.   --- Relevant Links --- A good intro to stories: http://www.agilemodeling.com/artifacts/userStory.htmDid you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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