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TEXTO 2
Furto de flor
Furtei uma flor daquele jardim. O porteiro do edifício cochilava, e eu furtei a flor.
Trouxe-a para casa e coloquei-a no copo com água. Logo senti que ela não estava feliz. O copo destina-se a beber, e flor não é para ser bebida.
Passei-a para o vaso, e notei que ela me agradecia, revelando melhor sua delicada composição. Quantas novidades há numa flor, se a contemplarmos bem.
Sendo autor do furto, eu assumira a obrigação de conservá-la. Renovei a água do vaso, mas a flor empalidecia. Temi por sua vida. Não adiantava restituí-la ao jardim. Nem apelar para o médico de flores. Eu a furtara, eu a via morrer.
Já murcha, e com a cor particular da morte, peguei-a docemente e fui depositá-la no jardim onde desabrochara. O porteiro estava atento e repreendeu-me.
– Que ideia a sua, vir jogar lixo de sua casa neste jardim!
ANDRADE, Carlos Drummond de. Contos plausíveis. Rio de Janeiro: Record, 1991. p. 76.
Em situações informais, como a que se apresenta no final do Texto 2, a forma de tratamento mais frequentemente empregada no Brasil é “você”. Porém, em situações mais formais, a hierarquia é marcada por formas de tratamento especiais. Em uma comunicação escrita, oficial, dirigida a uma autoridade do alto escalão militar, a forma de tratamento recomendada pela norma-padrão é:
TEXTO 2
Furto de flor
Furtei uma flor daquele jardim. O porteiro do edifício cochilava, e eu furtei a flor.
Trouxe-a para casa e coloquei-a no copo com água. Logo senti que ela não estava feliz. O copo destina-se a beber, e flor não é para ser bebida.
Passei-a para o vaso, e notei que ela me agradecia, revelando melhor sua delicada composição. Quantas novidades há numa flor, se a contemplarmos bem.
Sendo autor do furto, eu assumira a obrigação de conservá-la. Renovei a água do vaso, mas a flor empalidecia. Temi por sua vida. Não adiantava restituí-la ao jardim. Nem apelar para o médico de flores. Eu a furtara, eu a via morrer.
Já murcha, e com a cor particular da morte, peguei-a docemente e fui depositá-la no jardim onde desabrochara. O porteiro estava atento e repreendeu-me.
– Que ideia a sua, vir jogar lixo de sua casa neste jardim!
ANDRADE, Carlos Drummond de. Contos plausíveis. Rio de Janeiro: Record, 1991. p. 76.
TEXTO 2
Furto de flor
Furtei uma flor daquele jardim. O porteiro do edifício cochilava, e eu furtei a flor.
Trouxe-a para casa e coloquei-a no copo com água. Logo senti que ela não estava feliz. O copo destina-se a beber, e flor não é para ser bebida.
Passei-a para o vaso, e notei que ela me agradecia, revelando melhor sua delicada composição. Quantas novidades há numa flor, se a contemplarmos bem.
Sendo autor do furto, eu assumira a obrigação de conservá-la. Renovei a água do vaso, mas a flor empalidecia. Temi por sua vida. Não adiantava restituí-la ao jardim. Nem apelar para o médico de flores. Eu a furtara, eu a via morrer.
Já murcha, e com a cor particular da morte, peguei-a docemente e fui depositá-la no jardim onde desabrochara. O porteiro estava atento e repreendeu-me.
– Que ideia a sua, vir jogar lixo de sua casa neste jardim!
ANDRADE, Carlos Drummond de. Contos plausíveis. Rio de Janeiro: Record, 1991. p. 76.
Para uma leitura adequada do Texto 2, é indispensável a apreciação de seus recursos expressivos. Acerca de tais recursos, analise as afirmativas a seguir:
1. O tom sério, confessional, como o narrador assume o seu “crime” só pode ser admitido se o texto for considerado no plano ficcional, literário.
2. A linguagem rebuscada, rigorosamente atenta à norma culta, destoa da situação narrativa a tal ponto que impede que a história possa ser aceita, mesmo como ficção.
3. A flor aparece no texto como elemento personificado, isto é, com características e ações humanas, como “não estar feliz”, “agradecer” e “empalidecer”.
4. A percepção do porteiro em relação à flor, revelada por sua fala no desfecho da história, coincide com os sentimentos e a percepção fantasiosa do narrador.
Estão CORRETAS, apenas:
Releia:
“Pode-se dizer que [a atividade pública] é um trabalho invejado especialmente em época de crise. Por outro lado, em certas ocasiões, os funcionários ou servidores públicos são percebidos de maneira crítica por alguns setores da sociedade (...)”.
Com a expressão destacada, o autor:
Acerca de elementos coesivos presentes no Texto 1, analise as afirmações a seguir.
1. A repetição da expressão “servidor público” em todos os parágrafos do texto contribui para a manutenção do tema ao longo de todo o texto.
2. No trecho: “Uma vez aprovado no exame, o servidor público pode assegurar seu lugar e obter um cargo de trabalho específico à sua função.”, o autor optou pelo uso de uma forma singular, mas o leitor deve perceber que a afirmação que vem na sequência vale para todos os servidores públicos.
3. No trecho: “Esses trabalhadores existem em todos os países e têm um valor estratégico para o conjunto da sociedade.”, as formas verbais “existem” e “têm” compartilham o mesmo sujeito, razão pela qual ele não precisou ser repetido antes de “têm”.
4. No trecho: “No entanto, independentemente do tipo de avaliação feita sobre esses empregados, sua função social é indiscutível.”, o segmento destacado deve ser compreendido como: “a função social desses empregados” (os funcionários públicos).
Estão CORRETAS:
Analise as informações a seguir.
1. As pessoas que trabalham em instituições de segurança nacional são servidores públicos.
2. Para concorrer a uma vaga no serviço público, os cidadãos devem atender a alguns requisitos.
3. Servidores públicos têm os melhores salários, quando comparados aos da iniciativa privada.
4. No Brasil, a sociedade costuma reconhecer e admirar o trabalho dos servidores públicos.
Estão em conformidade com as informações do Texto 1,
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Which option completes the paragraph below correctly?
Pacific Partnership 2018 consists of more than 800 ______ stationed worldwide and embarked aboard [...] Military Sealift Command expeditionary ______ USNS Brunswick (T-EPF 6), working side-by-side with______to be better prepared for ______ and disaster response situations.
(Abridged from http://www.navy.mil)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Choose the correct option to complete the paragraph below.
Everyone ______ encryption, particularly when they______sites that______ personal information. Don't trust a page that ______ for passwords but isn’t encrypted. Do check out the address bar: if the beginning ______“HTTPS", that’s a sign of encryption.
(Adapted from http:// makeuseof.com)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Which option completes the text below correctly?
Marine Corps fitness test offers smart alternative to running
Marines of any age can now conduct the rowing portion of the PFT if they have a medical chit proving they are incapable______completing the running test. (CpI. Jeff Drew/ Marine Corps)
The Marine Corps is making changes______its Physical Fitness Test, allowing Marines to replace the three-mile running portion of the PFT ______ a 5,000- meter stint on a rowing machine.
Marines seeking to do that will require a medical chit to prove and explain why they can’t run. But it will allow fit and hard-working Marines to still earn a top score______ their fitness test without risking unnecessary injury.
It comes at a time when the entire military is wrestling______issues of standards and fitness.
(Adapted from https://www.navytimes.com)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Which is the correct option to complete the paragraph below?
My reflections around the concept of responsibility
I believe______responsibility is first and foremost ______adult attitude. It is ______ result of human action and necessitates_____ sharing of meaning with others. It requires us to collectively adhere to______notion behind ______idea of_______responsibility, which of itself is a responsibility.
(Adapted from https://www.linkedin.com/pulse)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Which option completes the text below correctly?
There are cells in the retina of our eye that______ directly with the brain's biological clock regulators located in the hypothalamus and this pathway is most affected by light. These neurons______to be most affected by light waves from the blue spectrum or blue light. This is the kind of light most prominent in electronic lights from computers and smartphones. This______a modern challenge that can adversely affect our natural sleep-wake cycle.
Additional factors that can hamper sleep______ pain conditions, medications for other conditions, and the increased demands and connectedness of modern society.
(Adapted from http://theconversation.com)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Which option completes the text below correctly?
A Beijing company has unveiled spectacularly futuristic designs for a pollution-busting, elevated bus
[...] Song Youzhou, the project’s chief engineer, claimed the busses could be produced for 20% of the price of an underground train and rolled out far more quickly since the______infrastructure was relatively simple.
The project has been greeted with ______ in China, where traffic jams have grown as the country ______the United States to become the largest car market on earth in 2009.
However,______over the______ was tempered by the fact that a virtually identical contraption was unveiled at the same expo in 2010 without catching on. Its ______? A Chinese engineer by the name of Song Youzhou.
(Adapted from https://www.ltheguardian.com)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
Which option completes the text below correctly?
The story of a sub's last desperate dive
[...] The lost submarine ______ during an expedition______by Find AE1 Limited in December 2017, more than 103 years after it______near the Duke of York Islands in PNG, ending one of Australia’s longest naval mysteries.
Defence Minister Marise Payne said the images collected during the expedition ______ that the boat’s guardrails ______ and hatches appeared to be shut. “These first assessments from the expedition indicate that the AE1 ______ to be in a state for underwater operations."
(Adapted from httpI I : www.defence.gov.au/news)
How much should your boss know about you?
By José Luis Penarredonda, 26 March 2018
We’re all being graded every day. The expensive plane tickets I bought recently have already popped up in my credit score. The fact that I've stopped jogging every morning has been noted by my fitness app - and, if it were connected with an insurance company, this change might push up my premiums. [...]. And, yes, my desirability and efficiency as a worker is also up for evaluation and can be given a number.
HR departments are crunching increasing volumes of data to measure employees in a more granular way. From software that records every keystroke, or the ‘smart’ coffee machines that will only give you a hot drink if you tap it with your work ID badge there are more opportunities than ever for bosses to measure behaviour. Some analysts think this industry could be worth more than $1 billion by 2022.
One big aim of data collection is to make “predictions about how long an'employee will stay, and it may influence hiring, firing, or retention of people" [...].
One problem with this approach is that it’s blind to some of the non-quantifiable aspects of work. Some of the subtler things I do in order to be a better writer, for instance, are not quantifiable: having a drink with someone who tells me a great story, or imagining a piece on my commute. None of these things would show up in my ‘job score'. “A lot of the qualitative aspects of work are being written out,” says Moore, “because if you can’t measure them, they don't exist”.
The dilemma of data
There are several good business reasons to collect data on employees - from doing better risk management to examining if social behaviours in the workplace can lead to gender discrimination. “Companies fundamentally don't understand how people interact and collaborate at work,” says Ben Waber, president and CEO of Humanyze, an American company which gathers and analyses data about the workplace. He says that he can show them.
Humanyze gathers data from two sources. The first is the metadata from employees’ communications: their email, phone or corporate messaging service [...]. The second area is data gathered from gadgets like Bluetooth infrared sensors which detect how many people are working in one particular part of an office and how they move around. They also use 'supercharged' ID badges that, as Waber says, are beefed up with "microphones which don't record what you say, but do voice-processing in real time.” This allows measurement of the proportion of time you speak, or how often people interrupt you.
After six weeks of research, the employer gets a 'big picture’ of the problem it wants to solve, based on the analysed data. If the aim, for instance, is to boost sales, they can analyse what their best salespeople do that others don’t.
Waber sees it as “a lens of very large work issues, like diversity, inclusion, workload assessment, workspace planning, or regulatory risk”. His business case is that these tools will help companies save millions of dollars and even years of time [...].
(Abridged from http://www.bbc.com)
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