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Tech.view: Everybody does it
Who has a closet without a skeleton?
WHY is a beer better than a woman? Because a beer won’t complain if you buy a second beer. Oops. There go your correspondent’s chances of working for Barack Obama, America’s president-elect.
In November the New York Times reported that anyone wanting to work for Mr Obama must first pass a punishing set of background checks. In itself, that is only ordinary political prudence: any skeletons in a newcomer’s closets will be swiftly dragged out by opposition politicians. ...
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Performance management: The Rypple effect
A novel way to satisfy feedback junkies
ONE defining characteristic of the Net Generation is that it thrives on feedback. Just as they are used to checking their progress on leader boards when playing video games, so Net Geners want to keep close tabs on their performance at work, too. This can be a problem for managers who may be badgered weekly—even daily—for appraisal by eager young members of staff.
The creators of a new, web-based service called Rypple claim that it can satisfy Net Geners’ desire for frequent assessments while easing the burden on their supervisors. The service requires employees to establish a network of trusted peers, mentors and managers whose opinions they value. They can then send out short questions, such as “What did you think of my presentation today?”, to which their network’s members can respond online. The responses are kept anonymous so that, at least in theory, employees cannot tell who has made them. ...
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Management: Generation Y goes to work
Reality bites for young workers
JESSICA BUCHSBAUM first noticed that something had changed in May 2008. The head of recruitment for a law firm in Florida, Ms Buchsbaum was used to interviewing young candidates for summer internships who seemed to think that the world owed them a living. Many applicants expected the firm to promote itself to them rather than the other way around. However, last May’s crop were far more humble. “The tone had changed from ‘What can you do for me?’ to ‘Here’s what I can do for you’,” she says.
The global downturn has been a brutal awakening for the youngest members of the workforce—variously dubbed “the Millennials”, “Generation Y” or “the Net Generation” by social researchers. “Net Geners” are, roughly, people born in the 1980s and 1990s. Those old enough to have passed from school and university into work had got used to a world in which jobs were plentiful and firms fell over one another to recruit them. Now their prospects are grimmer. According to America’s Bureau of Labour Statistics, the unemployment rate among people in their 20s increased significantly in the two most recent recessions in the United States. It is likely to do so again as industries such as finance and technology, which employ lots of young people, axe thousands of jobs. ...
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Business: Managing the Facebookers
The balance of power between old-school managers and young talent is changing—a bit
THEIR defenders say they are motivated, versatile workers who are just what companies need in these difficult times. To others, however, the members of “Generation Y”—those born in the 1980s and 1990s, otherwise known as Millennials or the Net Generation—are spoiled, narcissistic layabouts who cannot spell and waste too much time on instant messaging and Facebook. Ah, reply the Net Geners, but all that messing around online proves that we are computer-literate multitaskers who are adept users of online collaborative tools, and natural team players. And, while you are on the subject of me, I need a month’s sabbatical to recalibrate my personal goals.
This culture clash has been going on in many organisations and has lately seeped into management books. The Net Geners have grown up with computers; they are brimming with self-confidence; and they have been encouraged to challenge received wisdom, to find their own solutions to problems and to treat work as a route to personal fulfilment rather than merely a way of putting food on the table. Not all of this makes them easy to manage. Bosses complain that after a childhood of being coddled and praised, Net Geners demand far more frequent feedback and an over-precise set of objectives on the path to promotion (rather like the missions that must be completed in a video game). In a new report from PricewaterhouseCoopers, a consultancy, 61% of chief executives say they have trouble recruiting and integrating younger employees. ...
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Casual games: Keep it simple
Basic games have widespread appeal
AS MANY big games publishers fail to make the most of the strong demand for compelling video games, one corner of the industry is doing better than ever. Simple “casual” games, played on a PC or a mobile phone, are booming. They may lack the narrative depth of epic console games such as “Fallout 3”, but such games can be the most addictive of all, as even hard-core gamers will attest. The rise of social-networking websites and “smart” mobile phones has created new outlets for “quick fix” gaming.
Zynga, a studio based in San Francisco set up only in 2007, has hired 80 people since June, more than doubling its staff. The company primarily makes “social” games that friends can play together on social-networking sites. Zynga’s “Live Poker” game for the Apple iPhone is also hugely popular. ...
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DESIGN PORTFOLIO
Deep understanding of concepts and techniques in graphic design, animation and interactive design as well as strong working knowledge on a variety of industry standard software packages.
Enthusiastic self-starter who thrives in a creative team environment with strong work ethics, great problem solving, analysis skills and ability to communicate with clients and vendors.
(CO)
Major Graphic Design
London College Of Communication Graduate
(GB)
Major Interactive Multimedia
Adobe Illustrator
Macromedia Flash & ActionScript
Macromedia Dreamweaver
- HTML, CSS Programming Skills: JavaScript, PHP
Quark Xpress
Adobe After Effects