Wednesday, 23 October 2013

Firefox community roiled by Java crackdown

Mozilla's decision to stand firm on a move to block Java except on a click-to-play basis has admins and developers frustrated.

The Firefox web browser will, henceforth, require users to manually activate Java objects on sites that they visit, Mozilla has confirmed. The change is aimed at improving security and moving away from a dependence on proprietary plug-ins, but critics say it will cause untold headaches for developers, admins and less-technical end-users.
Java

When a page that features Java elements is loaded, a red security warning will display in the address bar – clicking on this will provide the option of activating Java. Many of those opposed to the change say that less technically savvy users might either miss the warning or simply decline to click through, out of a fear that they are compromising their security.

[MORE SOFTWARE: Study: Despite bright, shiny rivals, good old Office still rules at work]

Java is a key underpinning of a vast amount of rich web content, including everything from games to line-of-business apps, despite its long-standing role as a major target for malicious online activity. Requiring users to click past a warning that the plugin may be unsafe before running any Java content could head off some security threats, but it’s also likely to break Java apps designed to run automatically and generally create a less convenient web experience for Firefox users.

At the center of the controversy is Mozilla engineering manager Benjamin Smedberg, who has remained resolute on the issue. He’s received the bulk of community outrage in a lengthy bug tracker thread, which features several lengthy diatribes about the disruptive nature of the change.

It was pointed out, as well, that Java is also currently blocked by default in Google Chrome, though one discussion participant argued that Google’s interface for activating Java – a simpler and more obvious drop-down bar that states “java needs your permission to run” – is more suitable.

In an announcement of the prospective change last month, Smedberg urged web developers to move away from the use of plugins like Java.

“Even though many users are not even aware of plugins, they are a significant source of hangs, crashes, and security incidents. By allowing users to decide which sites need to use plugins, Firefox will help protect them and keep their browser running smoothly,” he said.

The change seems likely to be a further damper on Firefox’s reputation among institutional users, many of whom will have a lot of work to do to prepare end users and their own code. Mozilla’s move to a rapid release schedule was not well received by businesses, and the company eventually added a long-term support track to help address concerns.

But Mozilla is one of the prime movers behind the general trend toward more open web technology, and may simply find the prospect of accelerating HTML5’s ongoing replacement of older plug-in-based frameworks too tempting to pass up.


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Sunday, 20 October 2013

How startups should sell to the enterprise

CIOs sound off at DEMO Fall 2013 about the best – and worst – ways to establish business with them.

DEMO is all about startups pitching their new products, but a panel discussion on Thursday turned the tables, with CIOs telling startups what they can do to win business in the enterprise.

The panel was moderated by CITEWorld editorial director Matt Rosoff and featured Dish Network CIO Mike McClaskey, BDP International global CIO Angela Yochem, EchoSign co-founder Jason Lemkin, and Workday strategic CIO Steven John.

Citing the growing reach of technology into new departments of the enterprise, Lemkin warned that buying decisions for technology all eventually come back to the CIO. Even though other areas of the company may make small or even moderately sized purchases, CIOs may take note of the vendors that circumvent them when making the sale, and could block them from any future business. What seems like a short-term win could turn out to be a long-term problem.

However, some startups have been able to sell to enterprise customers after taking an alternative route. Yammer, for example, was mentioned during the panel as a company that gained traction with lower-level employees, often without the knowledge of the CIO. Once Yammer started to attract attention from executives, it embraced CIOs and scaled to meet their needs, satisfying both an enterprise customer’s users and decision makers.

Similarly, McClaskey mentioned the opportunity afforded through consumer technology outlets, such as the Google Play and Apple App Stores. Almost all CIOs use multiple devices that access these outlets, and if they come across a potentially useful enterprise technology while using a personal device, they’re more likely to seek more information about it later on.

Flexibility was mentioned as a key aspect for startup companies that are lucky enough to land large customers early on. McClaskey cited two cases in which Dish opted to work with startups. One of the most important aspects of the relationships was the younger companies’ willingness to incorporate Dish’s input on the product. The startups’ product development teams worked directly with Dish to help adjust aspects of the product to accommodate their needs. This is important not only to sustain business with early customers, but to help attract new customers in the future.

Lemkin cited the importance of use cases and references when trying to attract customers as a young company. Those that are willing to adapt in order to establish strong relationships early on will be more likely to build similar relationships with new customers.

The panel also discussed the importance of maintaining trust with customers and other connections throughout the IT industry. John cited trust as a main factor in all business decisions, from engaging in new business to hiring employees. Decision makers in large enterprises are more likely to side with people who they can trust, whether that trust comes directly from previous business or from word-of-mouth recommendations from others in the industry.

Yochem pointed out the benefit of establishing a good relationship even when failing to complete a sale. Regardless of how a discussion on new business goes, the connection made in the process is still valuable. Another important and often overlooked consideration is asking around for any other potential customers. Even if a potential customer company isn’t in a position to make a purchase, they might know of others who are. Yochem advised salespeople at startups to end every conversation with a potential customer by asking if they know anyone else they should talk to.

The panelists also gave valuable insight into the most effective, and ineffective, methods of engaging an enterprise customer. McClaskey mentioned being “bombarded” with cold calls, emails and webinar invites from sales representatives, and often even from third-party companies hired to do this work for them. These requests often receive the lowest priority, sometimes for no other reason than that they get lost in the white noise created by all the companies that want their business.

The best way to connect with a CIO, according to McClaskey, is through mutual connections – analysts, partners, references, or other companies they’ve done business with.

Similarly, Lemkin also warned against bringing in outside employees to head up their sales operations too early on. Most entrepreneurs won’t have a clear idea of what they want in a president or vice president of sales until they’ve made a handful of meaningful sales on their own. He advised startups to hold off on hiring a sales vice president until they’ve made two sales to CIO-type customers, and to learn from that experience.

For young companies selling tech products and services, Lemkin said the CIO is their best ally. Following his advice, and that of his colleagues, may set one startup apart from the rest of the crowd.

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Friday, 11 October 2013

VCPC510 VMware Certified Professional on vCloud


QUESTION 1
-- Exhibit –



-- Exhibit --
Click the Exhibit button.
An administrator needs to modify the range of static IP addresses available to the network in
question. The administrator clicks on the Network Specification tab and is presented the options
shown in the exhibit, which cannot be selected.
What is a possible cause for this issue?

A. The administrator does not have the vShield Manager role.
B. The administrator does not have the organization administrator role.
C. The vShield Edge appliance has been powered off and is inaccessible.
D. The network in question is a direct connected external organization network.

Answer: D

Explanation:


QUESTION 2
-- Exhibit –



-- Exhibit --
Click the Exhibit button.
When adding storage in the Provider vDC wizard you don’t see the intended Storage Profile. What
could be the cause?

A. The Storage Profile has not been created in vCenter.
B. The Storage Profile has been named with more than 5 characters.
C. The Storage Profile is set by the Org vDC wizard
D. The Provider vDC combines all storage profiles into *(Any)

Answer: A

Explanation:


QUESTION 3
-- Exhibit –



-- Exhibit --
Click the Exhibit button.
Which External Organization Network type is being created in the Organization Network Creation
Wizard?

A. External port group-backed
B. External VLAN-backed
C. External Direct
D. External Routed

Answer: C

Explanation:


QUESTION 4
-- Exhibit –



-- Exhibit --
Click the Exhibit button.
ACME has a virtual machine with an IP address of 192.168.0.51. It is running an SMTP mail
service and is unable to communicate from the assigned network. The network is an External
Routed network with the firewall rules displayed in the exhibit.
Which configuration change would correct this behavior?

A. Set the Destination IP address to 192.168.0.51.
B. Disable the Web Services rule for the Incoming Traffic Type.
C. Change the ACME External rule Traffic Type to Incoming.
D. Set the ACME External rule to Allow.

Answer: D

Explanation:


QUESTION 5
-- Exhibit –



-- Exhibit --
Click the Exhibit button.
Which External Organization Network type is being created in the Organization Network Creation
Wizard?

A. External port group-backed
B. External VLAN-backed
C. External Direct
D. External Routed

Answer: D

Explanation:


Tuesday, 8 October 2013

Ballmer hammers home Microsoft's 'high-value' strategy in final letter to shareholders

Ballmer hammers home Microsoft's 'high-value' strategy in final letter to shareholders
Unlike last year, no surprises in CEO's last letter to investors

In his last letter to shareholders before retiring, Microsoft CEO Steve Ballmer hammered on the same themes he and other executives struck three weeks ago in front of Wall Street analysts.

Among the strategies Ballmer outlined in his shareholder letter were the ongoing transformation of Microsoft to a "devices-and-services" company -- a massive turn from its history as a purveyor of packaged software -- and its continued reliance on enterprise sales to drive the firm's revenue.

This year's missive was not as revolutionary as 2012's, when Ballmer first publicly floated the idea of devices and services, saying, "It truly is a new era at Microsoft."

On Monday, Ballmer spelled out the corporation's mission statement with as much loquaciousness as when he spent 2,700 words this summer trumpeting the "One Microsoft" strategy and the resulting reorganization.

"We declared that Microsoft's focus going forward will be to create a family of devices and services for individuals and businesses that empower people around the globe at home, at work and on the go, for the activities they value most," wrote Baller [emphasis in original].

Microsoft has used that phrasing before, as has Ballmer, including in his July letter to employees and on Sept. 19 when the company hosted a half-day event where executives spoke to Wall Street analysts.

The company has said that it plans to stick with the strategy swivel no matter who is appointed Ballmer's successor, a stance that has irritated some analysts but that was likely cemented when Microsoft announced last month that it would acquire parts of Finnish phone maker Nokia for $7.2 billion. "[The Nokia acquisition] will accelerate our growth with Windows Phone while strengthening our overall device ecosystem and our opportunity," Ballmer promised shareholders Monday.

Ballmer also said that Microsoft would rely on its strength -- its dominance in the enterprise -- to generate revenue, putting consumer services as a step-child for, and step toward, commercial wins.

"We will primarily monetize our high-value activities by leading with devices and enterprise services," Ballmer said. "In this model, our consumer services such as Bing and Skype will differentiate our devices and serve as an on-ramp to our enterprise services while generating some revenue from subscriptions and advertising."

"High-value" was a buzzword Ballmer used repeatedly in his letter -- seven times altogether -- and more often than he wrote "employees" (1), "strategy" (6), "customers" (3), or "family of devices" (3), the watchword of his July memo.

Ballmer's message about enterprise was virtually the same as the one he gave to financial analysts last month. Then, he said that Microsoft knew how to monetize services to businesses.

"How do we get our services to be popular on non-Windows devices?" Ballmer asked rhetorically during the Q&A with analysts on Sept. 19. "With the enterprise we kind of know how to do that. You walk into the enterprise, you say sign up for Office 365, you say we're going to embrace your iPads and your iPhones, and blah-de, blah-de, blah. We know how to do that. We know how to get paid. Life feels pretty straightforward."

But when it came to consumers, Ballmer tacitly admitted last month, Microsoft faces an iffier sales pitch.

"How do you monetize high-value activities? Amy [Hood, Microsoft's CFO] talked about the three bubbles: devices, consumer services and enterprise services," noted Ballmer. "The two that are most easily monetized, in fact, are devices and enterprise services. Consumer services, as we say, are tough."

Industry analysts saw the prioritization of enterprise in the Sept. 23 introduction of the revamped Surface line, especially the it's-a-tablet-no-it's-a-notebook Surface Pro 2. Ross Rubin of Reticle Research read Microsoft's emphasis on the Surface Pro 2's ultralight notebook-like characteristics as consistent with the strategy to focus on the enterprise over consumers, for example.

While Ballmer gave a quick summary of the restructuring he launched three months ago -- "We are well underway," he said, of the shuffling of executives, personnel and responsibilities -- he said nothing of the search for his replacement.

That search, which conceivably could take until late August 2014, has been the subject of much rumor and discussion by pundits and analysts, but no clear leading candidate has emerged. Among those most often mentioned as possible successors have been Alan Mulally, CEO of Ford Motor; Paul Maritz, a former Microsoft executive and most recently the CEO of VMware; Tony Bates, who joined Microsoft after it bought Skype, and who now leads business development and evangelism; and Stephen Elop, the former CEO of Nokia who will return to Microsoft once the acquisition closes early next year.

Ballmer also reminded everyone that although he will soon step down as CEO, he will remain a major stockholder. "I'm optimistic not only as the CEO but as an investor who treasures his Microsoft stock," Ballmer wrote Monday.

That was muted in comparison to his comments last month before Wall Street analysts.

"I am very long on Microsoft. I believe in the company as an investment," Ballmer said. "I believe in what the company can do. I believe in the people and talent that are here. And at least this one shareholder will absolutely be cheering every day, from the day I'm not working here on. I'm Microsoft, if you will, all over."

As of Sept. 13, Ballmer controlled about 4% of the company's shares for a paper value of approximately $11.1 billion at Monday's closing price. Co-founder and current chairman Bill Gates owns about 4.5% of Microsoft's shares, but because he sells about 80 million shares annually under a pre-set plan, by this time next year -- assuming Ballmer retains his shares -- Ballmer will be the largest individual stockholder.

Ballmer is up for reelection to the Microsoft board of directors when shareholders meet Nov. 19.


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Thursday, 3 October 2013

iPad 5 rumor rollup for the week ending Oct. 1

Smaller Apple iPad, bigger iPad, mini 2 delays, and date debate

The iOSphere knows so much about the iPad 5 and iPad mini 2 that it's easy to overlook how little it really knows.

A video of an alleged iPad 5 rear casing confirmed that the Next iPad will be somewhat smaller than the current one. Unless it’s much bigger than the current one. Anguish blew through the iOSphere over claims that unnamed production problems will delay full-scale release of the iPad mini 2 until early next year. And, based on nothing except looking at the calendar one year after the last iPad announcement, confidence is high that the new tablets will be announced Oct. 25.

You read it here second.
Thanks to a plethora of rumors, leaks, photos and videos we have a good idea what to expect from the iPad 5 when it arrives, but there are still some parts of the iPad 5 that remain up in the air.
— Josh Smith, GottaBeMobile, who was, nevertheless, unable to identify any specific feature, beyond the possibility of new rounded instead of sloping edges, for the iPad 5.

iPad 5 will be smaller than current iPad, but not by much

A video posted by a Chinese parts supplier, sw-box.com, compares the current iPad and iPad mini with a slate-gray rear housing alleged to be that of the iPad 5. Finally, someone in one of these dealing-in-stolen-property revelations actually uses a tape measure to compare the sizes.

And it turns out that the iPad 5 will be a little bit smaller than the current model.

[SLIDESHOW: 20 essential business apps for iPads and iPhones]

MacRumors apparently was the first to pick up on the video post.

The Youtube video itself is very straightforward, showing all three devices in a line, and then looking at the iPad 5 housing in more detail.

Here are the measurements, converted into inches:
Width x Length
iPad 4 - 7.31 x 9.49
iPad 5 - 6.67 x 9.42
iPad mini - 5.41 x 7.87

According to the video, iPad 5 is a smidgen thinner than the current iPad: 0.28 inches versus 0.37. If this is an actual iPad 5 rear housing, then the new tablet will be about one-half inch less wide, a teensy bit shorter, and about one-tenth of an inch thinner. The screen size and display area, presumably, will remain unchanged, with a 9.7-inch diagonal panel.

These figures would fit with the long-held belief that the sides (or bezel) of the front “frame” around the display will be thinner, but the top and bottom of the frame will be very close if not identical to the current model. The new casing is also somewhat lighter. Whether that will translate into a lighter finished product may depend on whether or how Apple has changed other components, including the display panel.

For most rumoristas none of this is new, though Business Insider’s Dylan Love seems stunned by the video. “According To This Leak, The 'iPad 5' Will Have A Completely New Design That Looks More Like The iPad Mini,” is the headline to his post. The Completely New Design, based on the rear housing in the video, means a body with rounded edges.

iPad 5 will be bigger than current iPad, by a lot

Apple is actively working on a 12-inch iPad model with Quanta, a Taiwan based contract manufacturer, according to the resurgent rumor of a larger-screened iPad.

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Thursday, 26 September 2013

Enterprises more accepting of Android, while Windows is losing ground

Only 26 percent of enterprise staff are very interested in developing mobile apps for Microsoft's OSes, according to a new survey

Enterprises are increasingly interested in developing apps for Android-based smartphones and tablets, showing how Google's OS is becoming more accepted, according to a poll. At the same time fewer are willing to spend resources on Microsoft's OSes.

For the second time, cross-platform tool company Appcelerator has queried IT directors, CEOs, development directors, CTOs and people in a number of other roles what their priorities are in the mobile market. The results hint at how the enterprise arena is slipping away from Microsoft, while at the same time acceptance for Android is growing and iOS is the number one priority.

As part of the survey, Appcelerator asked the 804 participants how interested they were in developing consumer and enterprise apps for the various mobile platforms. Apple was on top, with 80 percent saying they were very interested in developing applications for the company's smartphones and tablets, which is roughly the same response elicited by the first quarter version of the survey.

The third-highest priority was Android-based smartphones, which 71 percent of the respondents said they were very interested in, an increase of 7 percentage points from the first quarter. But unlike Apple, Google and its hardware partners have so far failed to convince enterprises that Android-based tablets are as important as smartphones based on the OS. Fifty-nine percent stated they were very interested, though that was an increase compared to 52 percent during the first quarter survey.

"Android interest is increasing ... there are probably a few reasons for that. One could certainly be because of Android's strong overall market share and with BYOD enterprises have to build apps for multiple platforms," said Nolan Wright, co-founder and CTO at Appcelerator.

After that there is a big gap down to Windows-based smartphones and tablets, at 26 percent and 25 percent, respectively, compared to 29 percent and 30 percent in the first quarter study. To add insult to injury more than 60 percent thought that Windows 8 would ultimately fail as a mobile platform.

"That is probably a reflection of market demand. I think Windows hasn't done too well in the market, and the interest for developing apps is following that. It will be interesting to see what happens with Nokia," Wright said.

Earlier this month Microsoft announced it would buy Nokia's Devices & Services business in an effort to beef up its mobility push. Wright thinks the deal could help change Windows' fortunes.

"From what we hear there is a genuine interest in the enterprise for Microsoft to have viable products. So it certainly still has an opportunity," Wright said.

But Microsoft isn't the only vendor struggling to drum up developer interest for its platform. Only 12 percent said they were very interested in developing apps for BlackBerry phones, which is two percentage points better than in the first quarter study but still a much smaller share than competing OSes.

On Friday, BlackBerry said it would as part of its efforts to stay alive refocus on enterprises. To succeed the company will have to convince them to use its devices, and an important part of that is making sure apps are available.

For enterprises that want to build applications for multiple platforms at the same time, HTML5 is an option. Sixty percent of the respondents said they were very interested in developing mobile, HTML-based Web apps, making them a higher priority than native applications for BlackBerry and Windows devices as well as Android-based tablets.



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Thursday, 5 September 2013

IT hiring: Your text resume is soooo last century

Goodbye, boring CV. Today's tech resumes are tricked out with video, social and graphic elements.

Tim Ondrey has glimpsed the future of the job-search market, and it's going multimedia.

Already, he has had one friend using a blog and a 30-second video to apply for a marketing job and another, an IT colleague, interviewing via Skype for a developer position.

Ondrey figures it's just a matter of time before he -- and everyone else -- uses more than just an old-fashioned resume to land his next job.

"I'm kind of nervous about it, but we're all going to be in that same boat, figuring out what works and what doesn't," says Ondrey, an active member of the SHARE user group. An applications report specialist at Marist College in Poughkeepsie, N.Y., Ondrey isn't currently looking for a job, but, like a lot of his colleagues, he keeps an eye on the market.

What he's seeing is that video, graphics and social media are becoming part of the job-search landscape. Recruiters and hiring managers say younger workers, who grew up online and use FaceTime more than landlines, are more apt to show off their assets via personal websites, blogs, videos, and online portfolios with embedded examples of current work and links to online communities in which they're active.

It's no coincidence that LinkedIn recently began encouraging its users to amp up their profiles with videos, illustrations, photography and presentations. And Toronto startup Vizualize.me has attracted 200,000 users to its tool, still in beta, that turns text-based resumes into online infographics.

"People are open to new formats, new ways of presenting credentials," says John Reed, senior executive director of Robert Half Technology, an IT staffing firm based in Menlo Park, Calif. "People are trying to figure out how to stand out in the crowd, how to bring life to their profile and experience, and they're using social media tools to do that."

Reed says that neither he nor his colleagues have seen a lot of applicants submitting videos yet. When they do, they function more like cover letters than resumes. "The videos are 'let me introduce myself before you look at my resume,'" Reed explains. "The companies look at it and say, 'That's cool, that's an interesting twist, that makes the candidate stand out.'"

That's the thinking at the Washington, D.C.-based staffing company Hire IT People LLC. Owner Dan Nandan says his firm is moving into videos as a way to showcase its IT talent.

"We felt they'd have a more powerful impact if a video resume was submitted" in addition to the traditional paper CV. "And it's working," he says, explaining that well-done videos presenting candidates' skills and background "definitely make a big impact."

Nandan recently worked with Neeraj Uppal, a technlology project manager who had made a video in which he talked about his background. The Hire IT People staff used the video to evaluate Uppal and were impressed enough to recommend him to a client company, which led to the conventional application process, with Uppal sending a text resume, then interviewing and getting the job, a contract position.

When technology project manager Neeraj Uppal was looking for a new job, he prepared a video preamble to his resume so companies could assess his presentation and communications skills. "That was definitely a first for me," say Uppal, who credits the video with playing a part in helping him land his current contract position at a large bank.

"I don't know if he was hired based [only] on the video, but it made an impression," Nandan says. "It gets people's attention. If I get 50 emails, and there's one that says, 'Please watch my video,' I will watch the video first."

Video can also function as a second chance for IT hopefuls whose resumes might otherwise be rejected by scanning software looking for specific keywords to quickly, if not always accurately, match qualifications with the position. Those same candidates might be able to hook a hiring manager's interest with a well-crafted video pitch (see Video dos and don'ts for tips.)

Video interviews, pros and cons

Video is playing a larger part in the entire hiring process, not just as a resume accompaniment. For example, many companies now use Skype or other videoconferencing technologies for first-round interviews, rather than in-person meetings, to save time and money while still getting a sense of candidates' interpersonal qualities.

Some companies also use videos, recorded by candidates responding to specific questions, as a screening tool. "That's where I've seen a greater evolution on the video side, because the convenience factor is tremendous," says Dan Pollock, senior vice president of the tech-staffing firm Modis.

Typically a hiring company comes up with five to 10 questions and passes these on to Modis. Candidates for a developer position, for example, might be asked about their responsibilities on a recent project, how they approached those responsibilities and how the project turned out.

Candidates typically travel into a Modis office to record these screening sessions -- Pollock says this ensures good audio and visual quality -- although some candidates do it from their own computers. A SaaS platform from HireVue allows Modis to set a time limit for each response (three minutes) and control the number of retakes (one).

Hiring managers can then view the videos at their convenience, using them to replace phone calls that they had used in the past to screen candidates. "It's much more tailored to the position that they're trying to fill," Pollock says, adding that the videos also show hiring managers whether candidates know their stuff, can think on their feet and can communicate concisely.

Video dos and don'ts
If you plan to submit a video as part of a job application or online profile, or if you've been asked to take part in an interview via teleconferencing, here's what you need to think about before you turn on that camera:

Keep it short. Hiring managers who don't have time for multipage resumes won't have time for lengthy videos or rambling responses either.
Pick a professional, quiet spot. Stay out of Starbucks. And your bedroom.

Have a solid or bland background. Check behind you for distracting artwork, offensive material and unkempt home offices. (Hiring managers say they have indeed seen all of those during video interviews.)

Maintain eye contact by sitting still and looking into the camera. You don't want to fidget or multitask; such behavior wouldn't fly in an in-person interview, so it won't suit a video interview or presentation either.

Dress as you would for a face-to-face interview. (For those who need reminding, that means business attire suitable to the position and the company's culture.)
Guard against interruptions. Shut off your phone. Give the dog a bone, and make sure no one comes knocking at the door.
Don't forget to smile.

Others say video interviews -- either live or pre-recorded -- help by winnowing out candidates who might have Googled answers while on a phone interview, as well as those who lack interpersonal skills, which are of particular importance for IT professionals who interact with customers, executives, board members or the public.

On the other hand, some point to potential problems using video when screening candidates. Some employers wonder if it will open them up to claims of discrimination as they can more easily see traits (age or ethnicity, for example) that they shouldn't use to eliminate candidates. Other tech industry watchers worry that video interviews could unfairly prioritize presentation skills for jobs that don't necessarily require them. After all, coders don't need to come off well on camera to do a bang-up job, the argument goes.

Reed says such concerns keep many companies from adopting video as part of their candidate search and screening process. "Companies don't want to be susceptible to accusations," he says. He points out that candidates, too, often hesitate to use these tools because they're worried about where their videos will reside and for how long.
Resumes gain graphic, social flourishes

That said, video is nevertheless becoming more prevalent in the IT hiring process, just one of the multiple new formats and platforms that candidates are beginning to utilize for job searches. "The resume hasn't changed in the past 40 years. It just feels like it's time for it to evolve, and technology is at a place where it's helping us evolve it," Pollock says.

Pollock says he's seeing candidates successfully use graphics to represent skill sets, responsibilities and accomplishments on or as a supplement to their text-based resumes. Some IT workers, particularly Web designers or UI and UX professionals, maintain online portfolios or submit links to their work.

Others, such as developers, point to their contributions to open-source communities like GitHub. And, of course, job shoppers ignore at their own peril the reach of LinkedIn and, to a lesser extent, other social media sites like Facebook, Google+ or even Instagram.

"[Hiring companies] want to see what people are doing within the tech community, the development space, are they contributing? So I encourage people to have a strong digital profile as well as a resume, and LinkedIn is the primary tool for a strong digital profile," says Doug Schade, principal consultant in the software technology search division at Waltham, Mass.-based search firm WinterWyman.

Schade says savvy candidates know how to leverage social media to separate themselves from the pack. They don't just paste their traditional resumes into their LinkedIn profiles but rather focus on showcasing themselves with links and presentations that highlight their skills and accomplishments.

"There is an opportunity to be more robust with one's persona," Schade says, "because social media is used by hiring managers to gain more intel, gain more insight."

Web developer Avery Anderson gets that. Anderson, 27, graduated in 2008 from the Franklin W. Olin College of Engineering in Needham, Mass., with a degree in mechanical engineering. She worked in the field for a year but decided it wasn't the best fit.

Avery Anderson online portfolio

Software engineer Avery Anderson built a personal website, complete with this skills portfolio page, to highlight her tech talents and emphasize her involvement in the programming community.

Anderson did some contract work in robotics, and then in February 2010 she sought out a Web engineer position at an Internet start-up for wine aficionados called Second Glass. "Web development seemed like a huge opportunity, but I didn't have a lot of experience, so I started with a personal website. It was like, 'See, I can make website.' That got me in the door," says Anderson, who was hired right away.

When she left Second Glass in April 2012, Anderson turned to her website again, tweaking and updating it to reflect more of her skills and personality. She says her site, along with her LinkedIn profile and her account at the online developers' site GitHub, got plenty of traffic; she estimates she was contacted by about 50 recruiters during her two-month job search, contacts that led to nearly 10 interviews -- including some Skype sessions.

She landed a software engineer job with The Minerva Project, a startup that's building an elite online university. Although she was introduced to the organization through a roommate, she says she knows the company checked her out online before she even walked in the door. "People Internet-stalk everyone before meeting in person," she observes.

And even though she's not looking for a new job now, she keeps up her personal website to have what she calls "a landing page" for people who want to know more about her and her work -- a particularly important point as she tries to gain more experience, recognition and speaking engagements.

"It's not just about what jobs you get. Every time you do things like that and work your way into the community more, you make yourself more valuable as an employable person, you build your reputation," she says.

Ondrey, the Marist College applications report specialist, says he and his colleagues are getting that message, so they're beefing up their online professional presence by posting or Tweeting articles they find interesting along with their own commentary. They're updating their skill sets and responsibilities more frequently. And they're adding videos -- both their own and others that are relevant to their field of interest.

There is no replacement for face-to-face interviews, but video is a very powerful format.
Jennifer Taylor, Appirio

That fits with what's happening at Appirio, a San Francisco-based cloud technology company with 650 employees globally.

"We have definitely seen more candidates modify their resumes to include links to their social media profiles," says Jennifer Taylor, Appirio's senior vice president of HR. Resumes now include Twitter handles and links to LinkedIn profiles and to blogs.

The process works both ways, Taylor says; she and her colleagues use social media to reach out to potential prospects. "Often we have found that it's through a Twitter conversation that one of our employees will identify someone in the ecosystem who is contributing unique ideas or products. We use those as an opportunity to say, 'Look at what this person is doing, we should start a conversation with this person,'" she says.

And while she says she hasn't yet received a video resume, she and her hiring managers use video to promote the company to prospective employees as well as to interview candidates -- something they do live using Skype, Google+ and occasionally GoToMeeting with video.

"We still believe that there is no replacement for face-to-face interviews, and we do make that a requirement before anyone is hired. But video is a very powerful format," she says. "It makes information about our company as available as possible, and it gets people familiar with us. It creates some rapport right off the bat. The candidate feels like they're getting to know us and vice versa."


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