McGuire would be following in former captain Corey Parker’s footsteps if he made the positional change, with Parker often playing in the front row before his permanent move to lock in 2009. Parker’s retirement last year has given coach Wayne Bennett a major decision to make as the 2017 NRL season fast approaches. Up and coming big men Jai Arrow and Tevita Pangai Jnr have staked their claim for the No. 13 jersey, but it now appears a positional switch for McGuire will be the most likely scenario. This would be the best situation for Sims, who despite having history in the second row, was signed with Brisbane to add depth to their front row stocks.”Front row is my position and I want to play there for the Broncos this year,” Sims said. “I don’t mind a bit of lock, but I think Josh McGuire will start there for us this year. “I played second row in our trial win against the Sharks, which I don’t mind because I can get the job done there. “In saying that, I feel like I have a lot to learn about that position if I am going to be good enough to play there in first grade.”Sims’s arrival at Red Hill has not only added depth to the Broncos’ forward pack, but also the aggression. The former Newcastle Knight was a standout in Brisbane’s 30-12 trial victory over the Cronulla-Sutherland Sharks on Saturday night, making a number of bone-rattling hits that brought the huge Redcliffe crowd to their feet. This side of Sims’s game is something the Fijian international prides himself on, with his huge hitting a big reason as to why he was targeted by the Broncos. Hopeful of a Queensland Maroons call-up in 2017, Sims said he is looking forward to becoming Brisbane’s new enforcer. “It’s always exciting when a big hit comes off,” he said. “I want to bring aggression to this side and I think that’s one of the reasons I was brought to this club. “A bit of aggression never hurt anyone and I think if you can control it then you can use it to your advantage.”
Engineering Manager – Uber Freight Uber San Francisco, CA In January 2017 I joined Uber as Chief People Officer. I don’t often reflect on my work publicly but now that I’ve hit the one-year mark I have a few thoughts to share.As you know, Uber had a rollercoaster 2017. There was no way I could have predicted how the year would unfold, but now that I’m on the other side of it I can look back and honestly say it has been the best learning experience of my career, so much so that I thought I would jot down my lessons learned. Here is what I know to be true… none of it earth-shattering, but all of it very real:1. Listen DeeplyThe most brilliant strategy will hit a wall unless it’s grounded in listening and deep research. This is especially true when any sort of change is necessary. If we don’t invest the time to deeply listen and understand it’s likely we will solve the wrong problem — which puts us back at square one. Of course this sounds obvious, but how often do we really put our own ideas and agendas aside and keep our minds open?One of the first things I did when I arrived at Uber was host a ton of listening sessions to understand what was on employees’ minds. No agenda, no structure, just questioning and listening. These early sessions told me many things — one being that employees did not trust our performance management process and wanted something that was more balanced, qualitative and development focused. So we — and by “we” I mean employees — rebuilt our Perf system and methodology from the ground up. Hundreds of employees attended build sessions and 100% of our employees had the opportunity to comment through surveys and global focus groups to help design the new system that we started rolling out in mid-2017. We didn’t just sit in HQ as a People team and design the process; instead, it was ideated and implemented by the people who would be using it.2. Be VisibleSetbacks happen in every organization. Although it’s tempting to lock down until things blow over, in times of shared pain, being visible, authentic and available to employees is essential. Even if you don’t have an answer or a solution to a crisis, showing up and being honest and transparent is the most important action we can take as leaders.I had to do this in one of my hardest moments at Uber a scant few weeks after I joined. In mid-February I read a blog post written by Susan Fowler, a female engineer who described inappropriate behavior and other troubling incidents that contributed to her having a very negative work experience at Uber. The blog post went viral, and two days later I had to face 15,000 devastated employees at an all-hands meeting. What made it worse was that I’d had an accident the day before and one side of my face was bleeding, swollen and badly bruised. Believe me, the last thing I wanted was to be front and center. But I knew that was where I was needed.I got through the meeting, and the challenging weeks that followed. It was a painful time but also the start of a much-needed healing process for the company. Hundreds of employees asked me what we should do… my answer was always the same: we need to use Susan’s input to bring about change, and be genuinely kind and caring toward each other; always. At the time it was hard for me to understand exactly what was happening, but in retrospect, it’s clear: one very brave piece of prose, authentically written, created a lightning rod for change at Uber. For that, I truly thank Susan.3. Involve EveryoneThrough hosting dozens of sessions across the company in a few weeks it was obvious we needed to evolve our culture and business practices. We had to listen with an open mind and solicit feedback from all our employees. In fact, we had to go further, we had to rebuild trust, slowly and meaningfully… so we moved from listening to involving to working together, side by side.As I mentioned earlier we engaged our employees in designing our new performance management system, and it did not stop there — every change we made (based on the feedback from the listening sessions) involved our employees. Upwards of 60% of our managers were managing for the first time and in truth we had not supported them as well as we should have. So we undertook dozens of interviews and another big survey to gather insights on what makes a great manager at Uber. Since mid-2017 we have been embedding those competencies into all of our trainings and will gauge our success by integrating them in our Culture Survey.We asked for feedback again, when our new CEO Dara Khosrowshahi joined us in September, to help define Uber’s new cultural norms — a truly collaborative undertaking to ensure everyone had a voice in crafting a shared vision for how we’re going to work with our riders, drivers, communities and each other. It takes a lot of time and patience to do things this way, but what I’ve learned is that enabling change is most successful when you actively involve people every step of the way. Oh and by the way… we arrived at better and more creative outcomes because our employees are simply awesome.4. Emphasize InclusionThe past year has taught me that creating change around diversity and inclusion needs to be more than a token effort. Many ERG leaders told me that they felt it was really hard to add value because all of their ERG work had to be over and above their day-to-day responsibilities. That gave me the idea to introduce a “citizenship goal” so that every Uber employee has the opportunity to contribute in some way to the community (very broadly defined) as part of their day job. We must never push inclusion to the sidelines — it should be central to who we are, and woven throughout everything that we do.In the spirit of bringing diversity front and center, in March 2017 we published Uber’s first-ever diversity and inclusion report and shared it both internally and externally. Our investment in our employee resource groups (ERGs) is proving instrumental in helping to drive dialogue and culture change. More than 5,000 employees regularly interact with our ERGs — that’s around a third of our global employee population. What’s even more incredible is our that our ERGs have a real voice, they make things happen, and they really are empowered. I’m constantly inspired by the positive energy and passion of our ERGs.My personal goal is for Uber to be the MOST inclusive company where everyone feels respected, valued and able to contribute. We made great progress in 2017 and we will work tirelessly to achieve this goal in 2018.5. Disagree & CommitI’ll admit I borrowed this from Amazon, but my goodness it’s worth it. No team agrees 100% of the time nor should they… diversity of opinion is essential to creation. Having the confidence to admit I don’t have the best answers and to invite a broad spectrum of input is crucial to getting the best outcome. I do believe though that once we have made a decision there is no room for negative side conversations or half-hearted execution — I expect my leaders to sell the solution with passion. Having very different personalities on a leadership team should not be an impediment — as stated above, diversity of opinion leads to better decisions, but only if we truly align and commit.6. Be ResilientLast but not least it’s more important than I ever could have imagined to be resilient in times of stress and change. That requires taking care of our spirit, getting enough rest, supporting each other, and devoting time to aspects of the job that energize and inspire us. At times when I’ve been at my worst — tired, over-caffeinated and blindly putting tasks over people — my inner mantra has kicked in to remind me to “breathe deep and focus on caring.”It also helps to remind myself and others of all the incredible things we’ve accomplished over the past year: Our 180 Days of Change rollout is transforming our relationship with drivers, improving everything from driver earnings to support. For our employees we implemented a comprehensive equal pay analysis and raised tech salaries to ensure aggregate pay equity between women and men, and between all racial groups. We also organized our first Global Week of Service where more than 2,200 Uber employees spent 7,300 hours volunteering at 125 events globally. We showed each other we care by donating money, supplies, and logistical support in response to last year’s hurricanes, the Mexico City earthquake and the Wine Country fires. We even had a grassroots effort to reignite employee pride and remind ourselves that we are Good People Doing Good Things.So my take on the last year may not sound revolutionary or new, nor does it involve technological breakthroughs. What I really learned is everyone is trying to do their best, everyone deserves respect, and everyone has good ideas. (On the flip side: negativity hurts organizations and teams, but most of all it hurts us as individuals.) Creating a company that allows people to be themselves, nurtures genuine kindness, support and consideration for others and includes everyone will lead to success.We’re already seeing it as our Culture Survey results are starting to climb, our new CEO has a 97% approval rating on Glassdoor, and Uber has a 4.3 overall rating. And here’s what our employees have to say about working here: “Great place to learn and grow”… “Amazing business challenges”… “Lots of autonomy and upward opportunity”… “Solving problems in the real world, at scale” and “Anyone can make an impact.” With our amazing new leadership team, our unbelievably even more amazing employees, our tremendous business growth, and our new cultural norms, we will make Uber the best place to work for everyone. Come and join us… we really are changing the world. Distributed Systems and Infrastructure Engineer, Self-Driving – Pittsburgh Uber Pittsburgh, PA 4.2★ 23 hours ago 23h Software Engineer – Money Programs Uber San Francisco, CA 23 hours ago 23h Autonomy NPI Hardware Test Engineer Uber Pittsburgh, PA 23 hours ago 23h 4.2★ 23 hours ago 23h 23 hours ago 23h 23 hours ago 23h Software Engineer Uber Seattle, WA 23 hours ago 23h 23 hours ago 23h 4.2★ 23 hours ago 23h 4.2★ 4.2★ 23 hours ago 23h This article was originally publish on LinkedIn Pulse. Reprinted with permission. Senior Backend Engineer, NeMo Robotics Uber San Francisco, CA 4.2★ 4.2★ Backend Engineer, Self-Driving – San Francisco Uber San Francisco, CA Available Engineer Jobs at Uber 4.2★ Sr Data Center Electrical Engineer Uber Palo Alto, CA 4.2★ Scenario Systems Engineer Uber Pittsburgh, PA 4.2★ Staff Software Engineer Uber Seattle, WA See more Engineer jobs at Uber
Barcelona chief Robert Fernandez is eyeing Atletico Madrid midfielder Saul Niguez.Robert sees the youngster as an alternative to No1 midfield transfer target Marco Verratti, of PSG.New Barca coach Ernesto Valverde has made it clear they need to find a new midfield addition this summer in talks with Robert.And while Liverpool ace Philippe Coutinho has been mentioned alongside Verratti, Diario Gol says Valverde doesn’t regard the Brazilian as the player he needs.Instead, it will be Saul whom Barca will pursue if a deal cannot be struck with PSG over Verratti.Atletico teammate Koke, who has just penned new terms, is also under consideration inside the Nou Camp.
AS Monaco have moved to secure Kylian Mbappe to a new contract.Real Madrid, Arsenal, Liverpool and Manchester City have all made offers for the France international.However, Journal du Dimanche says ASM are willing to hand Mbappe a staggering 900 per cent pay-rise to convince him to stay.Currently on €20,000-a-week, ASM are offering the 18 year-old striker a new deal worth €175,000-a-week – which would give him parity with Radamel Falcao.Meanwhile, JDD is also reporting Real have tabled a new €130 million offer for Mbappe over the weekend.
No related posts. GUATEMALA CITY – Guatemalan rescuers searched Thursday for people trapped in the ruins of homes after apowerful earthquake killed 42 people and left thousands spending the cold night outside.Twenty-two people were still missing a day after the magnitude-7.4 quake in the southwestern region of San Marcos toppled homes and cut off power in several towns.The search had been called off during the night for safety reasons.Thousands of people in the town of San Marcos wrapped themselves in blankets to keep warm outside overnight as aftershocks continued to rock the mountainous region. Rescuers found three more bodies in the town of San Cristobal Cucho on Thursday and another one in El Recreo, an emergency response spokesman said.President Otto Pérez Molina said Thursday the death toll had risen to 42. Power was restored in 95 percent of homes, he added.The San Marcos Department, located at the border with Mexico and some 250 kilometers west of Guatemala City, bore the brunt of the earthquake, which crushed cars and spread debris on roads.In San Cristobal Cucho, an entire family of 10, including six children, died when their home was buried in rocks and earth that slid from a hill after the quake, Mayor Pedro Cardona said.Some 16,000 people were affected by the temblor, which was the country’s most violent seismic event since 1976, when almost 23,000 people perished. Authorities opened 11 shelters that can house 800 people.The earthquake was felt as far away as El Salvador and Mexico City. Thousands of people fled homes, offices and schools in the Mexican capital when the quake hit on Wednesday morning. Facebook Comments