What happens when you publish a goal?
A. It is added to the competency library.
B. It is available to workers in the Organization Goals area of the My Goals page.
C. It is added to the goal library for users to select.
D. It is available to workers in the Shared Goals area of the My Goals page.
Answer: B
Which two worker information areas can be evaluated in a performance document?
A. Performance Goals
B. Career Preferences
C. Job Competencies
D. Development Goals
Answer: AC
Friday 14 December 2018
Sunday 22 July 2018
Oracle 1Z0-331 Question Answer
Which two statements are true regarding succession plan strength?
A. It is a non-calculated description of succession plans that is determined by the number of candidates in the plan and their risk of loss.
B. It is a non-calculated description of succession plans that is determined by the number of candidates in the plan and their readiness.
C. It can be manually overridden.
D. It is also known as plan bench strength.
Answer: BD
Which two options are available in the Section Order field on the Create Questionnaire Template Contents page when creating a questionnaire template?
A. Manual
B. Random
C. Sequential
D. Ascending
E. Descending
Answer: BC
A. It is a non-calculated description of succession plans that is determined by the number of candidates in the plan and their risk of loss.
B. It is a non-calculated description of succession plans that is determined by the number of candidates in the plan and their readiness.
C. It can be manually overridden.
D. It is also known as plan bench strength.
Answer: BD
Which two options are available in the Section Order field on the Create Questionnaire Template Contents page when creating a questionnaire template?
A. Manual
B. Random
C. Sequential
D. Ascending
E. Descending
Answer: BC
Thursday 28 December 2017
Why Silos Limit Your AI, IoT Potential
With cloud computing, companies often introduce an emerging technology such as artificial intelligence (AI) or the Internet of Things (IoT) at the departmental level. They’re experiments, aimed at solving specific problems or improving efficiency within the department.
But even if the company wins that battle, it stands to lose the strategic war.
“It’s really important to coordinate all the bits together so that insights gained in one area can become inputs in another area,” says Melissa Boxer, vice president for Oracle Adaptive Intelligent Applications. “Then, the company will continually deepen and enrich its understanding of the business and can quickly identify opportunities it wouldn’t otherwise see.”
Most companies invest in these new technologies with a functional focus. For instance, a company deploys a new IoT technology on its factory floor to monitor inventory, while its customer support department introduces a machine-learning capability to speed its response times, and improve the accuracy of the information that support reps use. Over in sales, a new application that uses machine learning suggests the next best action to take with each customer, and marketing just added an AI application that delivers personalized offers to customers—based on a range of internal and external data. In finance, a new capability automates a range of processes and sends alerts to managers when it detects anomalies.
While each of these independent technologies is beneficial, they can become truly strategic advantages if the insights they help produce in one area inform other areas through integrated systems and business processes.
Deeper, More Actionable Insights
Even departments within the same functional area have data that, if melded, would provide far more useful insight.
For example, sales has information about a customer’s interests based on recent interactions with a rep. Marketing knows which of the company’s emails the customer has opened in the last few months. Customer service knows which products the customer has had problems with. And the social media team has insight into a customer’s engagement with the company on Twitter.
But their systems are disconnected. Furthermore, all of that information is outdated—that is, it reflects a customer’s past behavior—and it doesn’t include any data from outside the company.
“To get an accurate view of customers, companies need third-party data in addition to their data,” Boxer says, “and all of that needs to be easily consumed by their systems in real time.”
But wait, there’s more. What if the company combines that real-time insight with predictive analytics on data it collects from IoT devices on the factory floor, from logistics, and in the warehouse—as well as historical customer payment information from finance and third-party data on the financial health of that customer? Then that company could:
“What may look like a problem in one area—for example, when an IoT device detects an oven that’s running too hot in one of your four factories—may actually be a business opportunity that you can see only with data from other areas,” Boxer says. “What if the region where the oven is too hot is seeing a sharp spike in sales because the hotter oven is cracking the baked goods, resulting in frosting working its way down into the cake?”
With that cross-functional insight, the company can identify the possible linkage between that “problem” on the factory floor and the increase in sales, then test the theory that this error is instead an innovation. If that hypothesis proves to be true, the company would know to crank up the other ovens instead of fixing the hotter oven (and being perplexed when sales in that region went back down). And it can quickly design marketing campaigns to promote this happy mistake.
Building the Connections
But a company doesn’t become a “connected enterprise” by accident.
As a company incorporates emerging technologies into its expanding digital business, it must create new incentives that rise above traditional departmental silos.
“The ultimate goal is metrics targeting overall service levels and business growth,” says Roddy Martin, Oracle vice president of product marketing for supply chain. “To get there, leaders must focus on getting beyond greater efficiency in current operations to a new business operating model that integrates supply chain with ERP, marketing, and sales.”
Most companies will struggle with that challenge. One of IDC’s recent predictions is that by 2020, 60% of organizations adopting “intelligent” ERP (enterprise resource planning) applications—that is, those using machine learning and advanced data analytics —“will fail to fully benefit from their intelligent capabilities, unless data and application integration are addressed with an enterprise-wide data strategy.”
In this cloud computing era, in which enterprise application choices increasingly are being made outside of the IT department, companies are realizing a range of short-term wins: faster implementations, more modern functionality and interfaces. But the unintended consequences of selecting applications in this “democratized” manner include creating new information silos and making system, data, and business process integration all that much more complex.
“Companies have access to more data than ever before,” Boxer notes, “but without a holistic strategy and without a focus on choosing and integrating technologies across the organization to achieve that strategy, they will not be able to take full advantage of new technology innovation. They’re likely to have competitors that do.”
But even if the company wins that battle, it stands to lose the strategic war.
“It’s really important to coordinate all the bits together so that insights gained in one area can become inputs in another area,” says Melissa Boxer, vice president for Oracle Adaptive Intelligent Applications. “Then, the company will continually deepen and enrich its understanding of the business and can quickly identify opportunities it wouldn’t otherwise see.”
Most companies invest in these new technologies with a functional focus. For instance, a company deploys a new IoT technology on its factory floor to monitor inventory, while its customer support department introduces a machine-learning capability to speed its response times, and improve the accuracy of the information that support reps use. Over in sales, a new application that uses machine learning suggests the next best action to take with each customer, and marketing just added an AI application that delivers personalized offers to customers—based on a range of internal and external data. In finance, a new capability automates a range of processes and sends alerts to managers when it detects anomalies.
While each of these independent technologies is beneficial, they can become truly strategic advantages if the insights they help produce in one area inform other areas through integrated systems and business processes.
Deeper, More Actionable Insights
Even departments within the same functional area have data that, if melded, would provide far more useful insight.
For example, sales has information about a customer’s interests based on recent interactions with a rep. Marketing knows which of the company’s emails the customer has opened in the last few months. Customer service knows which products the customer has had problems with. And the social media team has insight into a customer’s engagement with the company on Twitter.
But their systems are disconnected. Furthermore, all of that information is outdated—that is, it reflects a customer’s past behavior—and it doesn’t include any data from outside the company.
“To get an accurate view of customers, companies need third-party data in addition to their data,” Boxer says, “and all of that needs to be easily consumed by their systems in real time.”
But wait, there’s more. What if the company combines that real-time insight with predictive analytics on data it collects from IoT devices on the factory floor, from logistics, and in the warehouse—as well as historical customer payment information from finance and third-party data on the financial health of that customer? Then that company could:
- Negotiate better contracts
- Enable sales to offer the right products to the right customers at the right time
- Help marketing plan location-based campaigns
- Connect the dots across lines of business to uncover new opportunities or potential problems
“What may look like a problem in one area—for example, when an IoT device detects an oven that’s running too hot in one of your four factories—may actually be a business opportunity that you can see only with data from other areas,” Boxer says. “What if the region where the oven is too hot is seeing a sharp spike in sales because the hotter oven is cracking the baked goods, resulting in frosting working its way down into the cake?”
With that cross-functional insight, the company can identify the possible linkage between that “problem” on the factory floor and the increase in sales, then test the theory that this error is instead an innovation. If that hypothesis proves to be true, the company would know to crank up the other ovens instead of fixing the hotter oven (and being perplexed when sales in that region went back down). And it can quickly design marketing campaigns to promote this happy mistake.
Building the Connections
But a company doesn’t become a “connected enterprise” by accident.
As a company incorporates emerging technologies into its expanding digital business, it must create new incentives that rise above traditional departmental silos.
“The ultimate goal is metrics targeting overall service levels and business growth,” says Roddy Martin, Oracle vice president of product marketing for supply chain. “To get there, leaders must focus on getting beyond greater efficiency in current operations to a new business operating model that integrates supply chain with ERP, marketing, and sales.”
Most companies will struggle with that challenge. One of IDC’s recent predictions is that by 2020, 60% of organizations adopting “intelligent” ERP (enterprise resource planning) applications—that is, those using machine learning and advanced data analytics —“will fail to fully benefit from their intelligent capabilities, unless data and application integration are addressed with an enterprise-wide data strategy.”
In this cloud computing era, in which enterprise application choices increasingly are being made outside of the IT department, companies are realizing a range of short-term wins: faster implementations, more modern functionality and interfaces. But the unintended consequences of selecting applications in this “democratized” manner include creating new information silos and making system, data, and business process integration all that much more complex.
“Companies have access to more data than ever before,” Boxer notes, “but without a holistic strategy and without a focus on choosing and integrating technologies across the organization to achieve that strategy, they will not be able to take full advantage of new technology innovation. They’re likely to have competitors that do.”
Monday 30 October 2017
Oracle 1Z0-331 Question Answer
As an HR specialist, you want to mass-assign goals to workers. While assigning the goals, you selected a goal plan but did not select a goal plan period. Choose the correct option that holds true for the goal plan period in this scenario.
A. The organization owner of the respective worker assigns a goal plan period based on the individual organization goal plan period.
B. The HR specialist who assigned the goal plan either sends notification to workers about the goal plan period or manually populates the plan period based on the expected goal completion date.
C. The workers populate the plan period for the goal plan based on the expected goal’s target
completion date.
D. The system determines and auto-populates appropriate goal plan and sub-period based on the goal’s target date.
Answer: B
A. The organization owner of the respective worker assigns a goal plan period based on the individual organization goal plan period.
B. The HR specialist who assigned the goal plan either sends notification to workers about the goal plan period or manually populates the plan period based on the expected goal completion date.
C. The workers populate the plan period for the goal plan based on the expected goal’s target
completion date.
D. The system determines and auto-populates appropriate goal plan and sub-period based on the goal’s target date.
Answer: B
Wednesday 6 September 2017
Oracle 1Z0-331 Question Answer
The Performance document has an approval step right after the Manager Evaluation step in a Performance process flow which also has a Self-Evaluation step. In the same performance, the option of “Evaluation activities can be performed concurrently” is selected. What happens to the document control when the approval task is triggered and the document approver rejects the approval request?
A. The control of the document comes to the worker’s Line Manager.
B. The control of the document comes to the worker.
C. The control of the document is open and whoever opens and saves the document first, the document is locked for that role.
D. The control of the document remains with the approver until the performance document is shared.
Answer: A
Which three options can be controlled by Performance Roles?
A. Competency Section
B. Questionnaire
C. Goals Section
D. Goals section rating scale
E. Competency section rating scale
F. Performance document period
Answer: B,C,F
A. The control of the document comes to the worker’s Line Manager.
B. The control of the document comes to the worker.
C. The control of the document is open and whoever opens and saves the document first, the document is locked for that role.
D. The control of the document remains with the approver until the performance document is shared.
Answer: A
Which three options can be controlled by Performance Roles?
A. Competency Section
B. Questionnaire
C. Goals Section
D. Goals section rating scale
E. Competency section rating scale
F. Performance document period
Answer: B,C,F
Monday 19 June 2017
Cloud Wars: AWS dominates as IBM & Oracle struggle with IaaS
IBM and Oracle face criticism while Alibaba appears as a potential alternative to cloud providers on the hyper-scale.
Cloud marketers often speak a good game about being the "market leader," but with the often murky financial reports that make it difficult to determine who is really dominant, many are left guessing.
Fortunately, Garner has released its latest Magic Quadrant for Infrastructure as a Service (IaaS) and Amazon Web Services comes out very well.
For many, it will not be a big surprise to see AWS sitting firmly in the upper right corner of the quadrant with Microsoft behind. What may be a surprise is that these are the only two who sat in that quadrant, with Google well on pace and IBM and Oracle sat in the visionaries section.
All big companies talk about a good game when it comes to being a 'leader' of the cloud, but few are. Oracle's cloud is termed a "viable minimum product" that offers only the most vital storage capacities, capacities, and IaaS networks that "have a limited operating history."
The analyst firm said: "Customers need to have a very high tolerance for risk, coupled with strong technical insight. However, sales and Oracle field executives aggressively promote the Gen 2 offering.
"Customers should be wary of high-pressure sales tactics, understand the reality behind marketing and do not feel compelled to evaluate the offer at this stage of their maturity." Gartner encourages potential customers to speak with referrals.
However, in the Big 2 Gen 2 offering, Gartner said, "Oracle intends this platform to be the basis of their future PaaS and SaaS offerings. It is being built by a highly experienced engineering team recruited primarily from cloud providers. It has a well-designed hyper-scale cloud architecture and a thoughtful selection of current and future features. "
At IBM Gartner he said that the feature set of the SoftLayer infrastructure had not improved significantly since it was acquired in mid-2013. "It's SMB-centric, hosting-oriented and lacks many IaaS capabilities of the cloud by the midmarket and Customers of the company.
"The IBM Cloud experience is currently disarticulated. Some computing capabilities, such as the IBM Bluemix Container Service and OpenWhisk, reside in Bluemix, but Bluemix is hosted in only three SoftLayer data centers and is therefore not local to most The SoftLayer infrastructure, "Gartner said.
Not all of the negative aspects of the Gartner report, however, with Alibaba appears as a visionary. The Alibaba Group subsidiary is reported to be the builder of an impressive ecosystem in China, while its current offerings are described as demonstrating "the supplier's potential to become an alternative to global hyperscale cloud providers in select regions over time ".
However, its international offering is said to offer little in the way of a unique differentiation with other suppliers and hypersalto, "the vision of Alibaba Cloud seems inextricably linked to that of its global competitors, It requires the liberal inspiration of competitors to Develop service and branding capabilities. "
The everlasting challenges of Google and Microsoft come by mixed reviews from Gartner, with Google noting by increasingly being an "open" provider that emphasizes portability, but is often chosen as a secondary provider rather than a strategic one, GCP is increasingly chosen as a strategic alternative to AWS by customers whose businesses compete with Amazon.
Gartner warns that Google still needs to invest heavily in global expansion as GCP has data centers in just five countries, although it plans to enter eight more countries this year.
Microsoft's revenue throughput for the end of 2016 is estimated at around $ 3bn and is labeled as a "very capable and broad platform" and the Azure platform is having innovative added features that are not being copied from competitors.
However, customers cite issues with technical support, documentation, training and breadth of the ISV partner ecosystem. Although the company is making significant improvements in this area, "the unorganized, untapped ecosystem of managed and professional service partners makes it a challenge for customers to gain experience and mitigate risks, resulting in greater reluctance to deploy applications Of production or carry out migrations of data centers ".
Microsoft also has problems with several generations of solutions and unclear guidance on when to use each, which creates a "significant" complexity in determining the correct implementation.
The clear leader in the market, AWS, is reported as ending 2016 with a revenue rate of more than $ 14bn, described as the "thought leader and benchmark for all competitors." Cloud offers are most commonly chosen for strategic adoption, with many business customers now spending more than $ 5m a year, and a few spend more than $ 100m.
Gartner said, "AWS has the broadest ecosystem of ISA's from cloud vendors in IaaS, ensuring that customers can get support and licenses for most commercial programs as well as get pre-integrated software and SaaS solutions with AWS ".
Not all positives, however, with the signing of analysts pointing to a need for experience to implement AWS due to its extensive portfolio, although this problem is somewhat mitigated by "AWS excellent enterprise-class technical support, accurate documentation, extensive training And certification. " Despite this, and being easy to get started, Gartner warns that optimal use can be a challenge for those with a lot of experience.
As for prices, Gartner said that while AWS is perceived as a cost leader and a key benchmark for pricing in the market, "it is not willing to be the best bidder in a competitive situation" and the structure Granular pricing is described as complex.
Wednesday 3 May 2017
Oracle 1Z0-331 Question Answer
Your client has 10 different vice-president jobs that are expected to have a high turnover rate. The client informs you that these jobs have identical or nearly identical skill sets. You are tasked with creating a succession plan, which has maximum plan strength.
Which two tasks should be carried out to fulfill your client’s requirements?
A. Selectand add a limited number of internal candidates.
B. Use the Job or Position plan type.
C. Use the Incumbent plan type.
D. Select and add a large number of candidates.
Answer: A,B
Which two tasks should be carried out to fulfill your client’s requirements?
A. Selectand add a limited number of internal candidates.
B. Use the Job or Position plan type.
C. Use the Incumbent plan type.
D. Select and add a large number of candidates.
Answer: A,B
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