Breaking

Showing posts with label Linkedin. Show all posts
Showing posts with label Linkedin. Show all posts

Saturday, September 29, 2018

9/29/2018 09:31:00 PM

LinkedIn launches Talent Insights for HR analytics, talent planning

LinkedIn's target market is HR folks to talent and acquisition managers. The data is designed to be quick, actionable and real-time.


In a move that highlights how LinkedIn is increasingly eyeing human resources software as part of Microsoft, the company launched Talent Insights, an analytics tool for talent.

Talent Insights is a self-serve data graph that utilizes LinkedIn data to enable HR folks to benchmark where talent is being lost and where a new office should be opened.

LinkedIn's target market is HR folks to talent and acquisition managers. The data is designed to be quick, actionable and real-time.

While the LinkedIn effort doesn't directly compete with the likes of Workday, SAP SuccessFactors and Oracle when combined with Microsoft Dynamics could be formidable. Talent Insights includes two reports--one to evaluate talent pool and one to look at overall company performance when it comes to talent and acquisitions.

The Talent Pool report is used for sourcing strategy for talents such as developers and product managers, workforce planning, attrition rates, and location analytics.



LinkedIn's Talent Insights Company Report is used for competitive intelligence and employer branding for recruiting. Here's a sample report.


SOURCE:

0
By at No comments:
Tags: ,

Saturday, July 28, 2018

7/28/2018 01:00:00 AM

LinkedIn talks the talk, adds new voicemail feature

Talk business

LinkedIn talks the talk, adds new voicemail feature

LinkedIn’s online messaging service will now cater for voice recordings after a software update designed to expand the way professionals can connect.

Users can now record and send voice messages up to a minute long, ensuring their communications still remain brisk and businesslike (we’re busy people, ok) while giving recruiters and spammers even more ways of cluttering your inbox.

The business-minded social network announced the feature in a blog post, with the intention of making it “easier than ever to communicate when you want, how you want with your professional community”, though we can't imagine regular users making much use of the feature.

The feature is now live on LinkedIn’s iOS and Android smartphone apps, though the browser version can only receive voice recordings, rather than record its own.

Serious chat

The new voice functionality is the latest of a number of new updates to LinkedIn’s messaging service. Other recently-added features include the ability to send attachments, or tag other LinkedIn users in your messages to share their profile. Users can also now ‘stretch’ their compose box in the app if they need to type out longer messages.

For more laidback conversation, the app also has a new emoji-picker, adding to the very serious, totally necessary GIF functionality added back in April.




0
By at No comments:
Tags: ,

Wednesday, February 14, 2018

2/14/2018 04:50:00 PM

Microsoft's LinkedIn keeps on going its own specific manner in the cloud

While Microsoft has been working additional time to get driving programming and administration sellers on Azure, its own LinkedIn unit is as yet working out isolated server farms and cloud foundation.




At the point when Microsoft at first bought LinkedIn, numerous accepted LinkedIn would be moved to Microsoft's Azure cloud within the near future. 

That has not happened. Nor do there appear to be any plans for this in the close term. 

In some ways, LinkedIn not running on Azure isn't astounding. Microsoft authorities have been promising for a considerable length of time that Office 365 would one day be moved to Azure that still hasn't happened. Xbox Live additionally does not keep running on Azure. Rather, Microsoft is by all accounts concentrating on presenting new highlights for these as Azure administrations, while leaving the current heritage base of Office 365 and Xbox Live where they are (running in their own server farms). 

Be that as it may, in different ways, LinkedIn's server farm autonomy is astonishing, particularly given Microsoft's concentration in a previous couple of years on getting the same number of ISVs (autonomous programming merchants) and specialist co-ops to resolve to Azure as their "favored cloud." Microsoft has established (and touted) organization manages Adobe, SAP, Box, and others as real Azure evidence focuses. 

At the point when Microsoft selected LinkedIn's framework boss Kevin Scott as boss innovation officer in mid-2017, I pondered whether this flagged an expectation by Microsoft's senior administration to unite the LinkedIn and Microsoft mists. In any case, the appropriate response is by all accounts no. 

In April 2017, a senior LinkedIn official said openly that LinkedIn wanted to proceed to oversee and control its own particular foundation for a long time to come. What's more, a February 2, 2018, post from LinkedIn building VP Sonu Nayyyar titled "Lessons gained from LinkedIn's Data Center Journey" additionally indicates LinkedIn proceeding to run its own, autonomous datacenters. 

Nayyar clarified that in 2012, LinkedIn acknowledged it expected to change its server farm procedure. 

"Rather than depending on outsider server farm merchants, we expected to work and deal with our own server farms. It was an urgent choice and made another rule for us: 'control our own predetermination,'" he noted. 

LinkedIn chose to go multi-color - serve its applications from various server farm destinations. The then-free organization opened another server farm each year from 2013 to 2015. It additionally picked to fabricate, pushing ahead, for hyperscale, which brought about LinkedIn's "Undertaking Altair," its server farm texture that "could be scaled on a level plane without changing the essential engineering of the system or interfering with its center amid redesigns." In 2016, LinkedIn opened its Oregon server farm (envisioned in the picture installed at the highest point of this post) utilized the Project Altair outlines. 

Going ahead, LinkedIn wants to keep on building out its own server farms. Nayyar said LinkedIn's Open19 venture, which is intended to make server farm equipment more interoperable and effective. (Open19 sounds relatively indistinguishable to what Microsoft is doing with "Undertaking Olympus" and the Open Compute Project.) LinkedIn likewise is taking a gander at OpenFabric and programming driven framework as it grows, Nayaar blogged. 

At the point when Microsoft bought LinkedIn in 2016, Microsoft authorities said they expected to adopt a to a great extent hands-off strategy in dealing with its greatest procurement. They're apparently remaining consistent with their oath. 

Over the previous year, Microsoft and LinkedIn have accomplished a few of the mix points of reference that CEO Satya Nadella illustrated for the organization, and are attempting to bring their particular information charts together. Simply this week, Microsoft started revealing its guaranteed Resume Assistant, which coordinates Word 2016 and LinkedIn, to Office 365 clients on Windows. 

In any case, incorporating the Microsoft Azure and LinkedIn cloud stages still doesn't appear to be on the daily agenda. I'm interested in the event that it ever will be.





0
By at No comments:
Tags: , ,

Monday, October 26, 2015

LinkedIn learns to do devops
10/26/2015 08:06:00 PM

LinkedIn learns to do devops


Bruno Connelly is not a fan of the term devops, mainly because it means different things to different people.

In certain startups, for example, devops simply means that developers shoulder tasks once performed by operations. But at LinkedIn, where as VP of engineering Connelly has led the company's site reliability efforts for five and a half years, operations has expanded its role to become more vital than ever while providing developers with the self-service tools they need to be more productive.


You might call that devops done right. In fact, Connelly's buildout of operations holds valuable lessons for any organization that needs to scale its Internet business. For LinkedIn, that growth has been dramatic Over the past five years, the service has ballooned from around 80 million to nearly 400 million users and from basic business social networking to a wide array of messaging, job seeking, and training services.


Throughout that expansion, Connelly has played a key role in creating new sets of best practices and infrastructure-related technologies. More importantly, he has helped lead a transformation of operations culture that has affected the entire company.

A shaky situation

When Connelly joined LinkedIn in 2010, both traffic and the brand were taking off  and LinkedIn.com was creaking under the load. "We struggled just keeping the site up. I spent my first six months, maybe a year, at LinkedIn being awake and on a keyboard with a bunch of folks during those periods trying to get portions, if not all, of the site back up."


The team he inherited was great, he says, but there were only six or seven of them, as opposed to a couple of hundred software engineers writing code constantly. "I was hired at LinkedIn specifically to scale the product, to take us from one data center to multiple data centers, but also to lead the cultural transition of the operations team," he says.


As with many enterprise develop shops today, developers had no access to production nor even to non production environments without chasing down ops first. “The cynical interpretation is that operations’ job was to keep developers from breaking production,” Connelly says. Essentially, new versions of the entire LinkedIn.com site were deployed every two weeks using a branch-based model. “People would try to get all their branches merged. We’d get as much together as we could. If you missed the train, you missed the train. You had to wait two weeks.”


Adding to the frustration were the site rollouts themselves, which Connelly remembers as “an eight-hour process. Everyone was on deck to get it out there.” At a certain point in that process, rollback was impossible, so problems needed to be fixed in production. At the same time, the site ops team had to maintain the non production environment “just to keep that release train going, which is not a healthy thing.”

Redefining roles

Change came from the top, driven by David Henke, LinkedIn’s then-head of operations, and Kevin Scott, who was brought in from Google in 2011 to run software engineering. Connelly reported to Henke and was charged with changing the role of operations.

The first priority across the company was to stop the bleeding and get everyone to agree that site reliability trumped everything else, including new product features.


Along with that imperative came a plan to make operations “engineering focused.” Instead of being stuck in a reactive, break-fix role, operations would take charge of building the automation, instrumentation, and monitoring necessary to create a hyper scale Internet platform.


Operations people would also need to be coders, which dramatically changed hiring practices. The language of choice was Python -- for building everything from systems-level automation to a wide and varied array of homegrown monitoring and alerting tools. The title SRE (site reliability engineer) was created to reflect the new skillset.


Many of these new tools were created to enable self-service for developers. Today, not only can developers provision their own develop and test environments, but there’s also an automated process by which new applications or services can be nominated to the live site. Using the monitoring tools, developers can see how their code is performing in production -- but they need to do their part, too. As Connelly puts it:

Monitoring is not something where you talk to operations and say: “Hey, please set up monitoring on X for me.” You should instrument the hell out of your code because you know your code better than anyone else. You should take that instrumentation, have a self-service platform with APIs around it where you can get data in and out, and set up your own visualization.

On the development side, Connelly says that Scott established an “ownership model and ownership culture.” All too often, developers build what they’re told to build and hand it off to production, at which point operations takes on all responsibility. In the ownership model, developers retain responsibility for what they’ve created -- improving code already in production as needed. Pride in software craftsmanship became an important part of the ethos at LinkedIn.

Building together

Altogether, a great deal of self-service automation has been put into place. I asked if, on the operations side, whether some engineers feared they were automating themselves out of a job. Connelly’s answer was instructive:

    My personal opinion is that is absolutely the right goal. We should be automating ourselves out of a job. In my experience, though, that never happens -- it’s an unreachable goal. That’s point one ... point two is there’s a lot of other stuff that SREs do, especially what we call embedded SREs. They are part of product teams; they are involved with the design of new applications and infrastructure from the ground up so they are contributing to the actual design. “Hey, there should be a cache here, this should fail this way ...”

Meanwhile, the monitoring, alerting, and instrumentation has grown more sophisticated. To ensure high availability, operations has written software to simulate data center failures multiple times per week and measure the effects. "We built a platform last year called Nurse, which is basically a workflow engine, where you can define a set of automated steps to do what we associate with a failure scenario," Connelly says.


Currently, he says he's building a self-service escalation system with functionality similar to that of PagerDuty.

The most important lesson from LinkedIn's journey is that the old divisions between development and operations become showstoppers at Internet scale. Developers need to be empowered through self-service tools, and operations needs a seat at the table as applications or services are being developed -- to ensure reliability and to inform the creation of appropriate tooling. Call it develops if you like, but anything less and you could find yourself on shaky ground.

0
By at No comments:
Tags: