Advantages Of Outsourcing Infrastructure Management Services

Advantages Of Outsourcing Infrastructure Management Services

Gunakan Cara Ini Untuk Mengatasi Konflik Dengan Rekan Sekantor
Source: Flickr

Managing vital operational components, such as policies, processes, equipment, data, human resources, and external contacts, for a far-reaching effectiveness of an organization’s information technology essentially constitutes infrastructure management services. Effective infrastructure management primarily ensures conformance to standards and interoperability between an organization’s internal and external entities, while enhancing the flow of information throughout the organization. It seeks to promote adaptability necessary for a changeable environment and maintain effective change management policies and practices.

In-house infrastructure management is a complex, resource intensive and expensive proposition. Moreover it hurts core business of enterprises by taking their focus off the core businesses. According to a leading research & analyst firm, investments in infrastructure management constitute one of the single largest expenses for an organization.

A growth in infrastructure scaling does not necessarily have to mean a growth in expenses. The 21st century has brought with it a smart way of business operations – outsourcing. Outsourcing, infrastructure management offers enterprise customers higher reliability, reduced risk, and lower IT costs through one-stop management for the entire IT infrastructure.

Advantages of outsourcing infrastructure management services:

• Reduces total cost of IT operations.

• Restores focus of enterprises limited IT resources for core business activities.

• Rationalizes IT staffing and training costs.

• Optimizes IT asset utilization.

• Facilitates service delivery.

• Improves uptime and system availability.

In a world where the budgets are always shrinking and expectations always rising a world class service partner with exceptional talent is required.

CSS provides a complete portfolio of infrastructure management solutions and services for geographically distributed network resources, 24×7. Our infrastructure management solutions are based on an architecture that is open and scalable thus enabling easy integration of vendor or customer-supplied tools. CSS infrastructure management solutions for a broad spectrum of servers, storage, networks, security, databases, desktops, and applications

CSS infrastructure management solution goes beyond 24×7 monitoring to include proactive problem identification and resolution, thereby reducing costs and improving service levels. Built-in root because analysis aids in easy identification of potential problems and automatically fix them before they affect performance. By automating corrective actions, IT organizations decrease problem resolution time and improve system availability and reduce downtime.

Gender-based Violence

Gender-based Violence

Source: Flickr

Violence against women violates, impairs and nullifies the enjoyment by women of their human rights and fundamental freedoms. All human beings are born free and equal in dignity and rights. They are endowed with reason and conscience and should act towards one another in a spirit of brotherhood.
Violence against women is a violation of human rights that cannot be justified by any political, religious, or cultural claim. A global culture of discrimination against women allows violence to occur daily and with impunity.
Women rights are human rights and are an inalienable part of universal human rights and form an integral part of the human rights activities of the United Nations, including the promotion of all human rights instruments relating, directly or indirectly, to women.
Since the creation of the mandate on violence against women, its causes and consequences, later on, the world has achieved greater awareness and understanding of gender-based violence and more effective measures are being developed to confront the problem. The international community has made great strides in setting standards and elaborating a legal framework for the promotion and protection of women from violence. While at the normative level the needs of women are generally adequately addressed, the challenge lies in ensuring respect for and effective implementation of existing law and standards. Much more remains to be done to create and sustain an environment where women can truly live free from gender-based violence.
There are many efforts at standard-setting and norm creation at the international level. The array of activities and initiatives taken aimed at the elimination of violence against women, including the adoption of amendments to relevant laws, and educational, social and other measures, including national information and awareness-raising campaigns do help address this problem In addition to the existence of laws, mechanisms for enforcing rights and redressing violations are also of crucial importance. Recent developments at the national, regional and international levels, in the prosecution of those responsible for violence against women are very important steps in the fight against impunity, not only because the perpetrators are brought to justice, but also because of the general deterrent effect such developments will hopefully have.
Violence against women and girls continues in the family, in the community, and is perpetrated and/or condoned in many countries. Violence is a multifaceted problem, with no simple or single solution. Violence must be addressed on multiple levels and in multiple sectors of society simultaneously, taking direction from local people on how women’s rights may be promoted in a given context.
Working on the improvement of data and statistics on violence against women and adopting special legislation that guarantees equal protection of the law and enforcement of its provisions will help treating this worldwide problem. Governments can put in place the building blocks of a system that can respond more effectively to gender-based violence. The allocation of resources, support to research and documentation on causes and consequences of gender-based violence, education and prevention programs to support efforts to increase community responsibility, making information on women’s rights readily available and creating partnerships between Governments and NGOs are also necessary and important steps to prevent the violence against women.

Jamaica Tourist Board

Jamaica Tourist Board

Source: Flickr

A beautiful island paradise such as Jamaica has been one of the favorite destinations of tourist. This popularity did not grow overnight though; it took a lot of effort from the government, to let the whole world know what this small isle of the Caribbean has to offer, from promoting its wonderful beaches and lush stunning mountains, to attracting big investors such as well-known resorts and hotels has been a challenging task for the island’s tourism ministry. All the efforts did not go to waste though because today Jamaica stands to be one of the most popular vacation destinations by tourists from all over the globe.

The Jamaica Tourist Board is headquartered in a contemporary office building in New Kingston Jamaica. The board is responsible for marketing Jamaica in order for the island to retain its position as the Caribbean’s premier tourism destination. The program promotion of tourism that deals with marketing of tourism, public relations, advertising, events marketing, and other promotional endeavors is taken on by the Jamaica Tourist Board both locally and overseas.

The Jamaica Tourist Board was founded in 1965 and performs its mission through an international network of representative and offices in major markets such as Los Angeles, Toronto, New York, London, Chicago, Tokyo, Frankfurt, Dallas, Atlanta, Rome, Paris, and more.

This action mirrors the Board’s concentration and focus on its local operations to carry out its overseas marketing exertions and include programmes such as community relations, advertising, Insiders Jamaica, production of events and special projects, cruise shipping, local public education and awareness for schools and adults, meet-the-people, corporate planning and research, product familiarization by travel agents and press groups, human resources, and management information system.

The Jamaica Tourist Board is dynamic, consumer-focused, innovative, and well managed headed by a chairman chosen by the Minister of Tourism. The daily running is managed by the Director of Tourism with the help of five Deputy Directors, each overseeing a division.

The board facilitates sustainable progress of tourism product and investment in the tourism industry as a whole. They also assist in ensuring the upholding of standards and human resources growth and training as well as making possible marketing and promotion of tourism products in a manner that will maintain Jamaica’s being the premier tourist destination in the Caribbean.

Among the many accomplishments of the Jamaica Tourist Board includes winning consistent praise for its ad campaigns, most famous of which being “One Love” inspired by the message of song artist Bob Marley. The timeless images and melodies of this touching series have taken the enduring beauty of Jamaica to be embedded in the hearts and minds of people all over the globe for the last twelve years.

Market Impeders and Market Inefficiencies

Market Impeders and Market Inefficiencies

Source: Flickr

Even the most devout proponents of free marketry and hidden hand theories acknowledge the existence of market failures, market imperfections and inefficiencies in the allocation of economic resources. Some of these are the results of structural problems, others of an accumulation of historical liabilities. But, strikingly, some of the inefficiencies are the direct outcomes of the activities of “non bona fide” market participants. These “players” (individuals, corporations, even larger economic bodies, such as states) act either irrationally or egotistically (too rationally).
What characterizes all those “market impeders” is that they are value subtractors rather than value adders. Their activities generate a reduction, rather than an increase, in the total benefits (utilities) of all the other market players (themselves included). Some of them do it because they are after a self interest which is not economic (or, more strictly, financial). They sacrifice some economic benefits in order to satisfy that self interest (or, else, they could never have attained these benefits, in the first place). Others refuse to accept the self interest of other players as their limit. They try to maximize their benefits at any cost, as long as it is a cost to others. Some do so legally and some adopt shadier varieties of behaviour. And there is a group of parasites – participants in the market who feed off its very inefficiencies and imperfections and, by their very actions, enhance them. A vicious cycle ensues: the body economic gives rise to parasitic agents who thrive on its imperfections and lead to the amplification of the very impurities that they prosper on.
We can distinguish six classes of market impeders:
Crooks and other illegal operators. These take advantage of ignorance, superstition, greed, avarice, emotional states of mind of their victims – to strike. They re-allocate resources from (potentially or actually) productive agents to themselves. Because they reduce the level of trust in the marketplace – they create negative added value. (See: “The Shadowy World of International Finance” and “The Fabric of Economic Trust”).
Illegitimate operators include those treading the thin line between legally permissible and ethically inadmissible. They engage in petty cheating through misrepresentations, half-truths, semi-rumours and the like. They are full of pretensions to the point of becoming impostors. They are wheeler-dealers, sharp-cookies, Daymon Ranyon characters, lurking in the shadows cast by the sun of the market. Their impact is to slow down the economic process through disinformation and the resulting misallocation of resources. They are the sand in the wheels of the economic machine.
The “not serious” operators. These are people too hesitant, or phobic to commit themselves to the assumption of any kind of risk. Risk is the coal in the various locomotives of the economy, whether local, national, or global. Risk is being assumed, traded, diversified out of, avoided, insured against. It gives rise to visions and hopes and it is the most efficient “economic natural selection” mechanism. To be a market participant one must assume risk, it in an inseparable part of economic activity. Without it the wheels of commerce and finance, investments and technological innovation will immediately grind to a halt. But many operators are so risk averse that, in effect, they increase the inefficiency of the market in order to avoid it. They act as though they are resolute, risk assuming operators. They make all the right moves, utter all the right sentences and emit the perfect noises. But when push comes to shove – they recoil, retreat, defeated before staging a fight. Thus, they waste the collective resources of all that the operators that they get involved with. They are known to endlessly review projects, often change their minds, act in fits and starts, have the wrong priorities (for an efficient economic functioning, that is), behave in a self defeating manner, be horrified by any hint of risk, saddled and surrounded by every conceivable consultant, glutted by information. They are the stick in the spinning wheel of the modern marketplace.
The former kind of operators obviously has a character problem. Yet, there is a more problematic species: those suffering from serious psychological problems, personality disorders, clinical phobias, psychoneuroses and the like. This human aspect of the economic realm has, to the best of my knowledge, been neglected before. Enormous amounts of time, efforts, money and energy are expended by the more “normal” – because of the “less normal” and the “eccentric”. These operators are likely to regard the maintaining of their internal emotional balance as paramount, far over-riding economic considerations. They will sacrifice economic advantages and benefits and adversely affect their utility outcome in the name of principles, to quell psychological tensions and pressures, as part of obsessive-compulsive rituals, to maintain a false grandiose image, to go on living in a land of fantasy, to resolve a psychodynamic conflict and, generally, to cope with personal problems which have nothing to do with the idealized rational economic player of the theories. If quantified, the amounts of resources wasted in these coping manoeuvres is, probably, mind numbing. Many deals clinched are revoked, many businesses started end, many detrimental policy decisions adopted and many potentially beneficial situations avoided because of these personal upheavals.
Speculators and middlemen are yet another species of parasites. In a theoretically totally efficient marketplace – there would have been no niche for them. They both thrive on information failures. The first kind engages in arbitrage (differences in pricing in two markets of an identical good – the result of inefficient dissemination of information) and in gambling. These are important and blessed functions in an imperfect world because they make it more perfect. The speculative activity equates prices and, therefore, sends the right signals to market operators as to how and where to most efficiently allocate their resources. But this is the passive speculator. The “active” speculator is really a market rigger. He corners the market by the dubious virtue of his reputation and size. He influences the market (even creates it) rather than merely exploit its imperfections. Soros and Buffet have such an influence though their effect is likely to be considered beneficial by unbiased observers. Middlemen are a different story because most of them belong to the active subcategory. This means that they, on purpose, generate market inconsistencies, inefficiencies and problems – only to solve them later at a cost extracted and paid to them, the perpetrators of the problem. Leaving ethical questions aside, this is a highly wasteful process. Middlemen use privileged information and access – whereas speculators use information of a more public nature. Speculators normally work within closely monitored, full disclosure, transparent markets. Middlemen thrive of disinformation, misinformation and lack of information. Middlemen monopolize their information – speculators share it, willingly or not. The more information becomes available to more users – the greater the deterioration in the resources consumed by brokers of information. The same process will likely apply to middlemen of goods and services. We are likely to witness the death of the car dealer, the classical retail outlet, the music records shop. For that matter, inventions like the internet is likely to short-circuit the whole distribution process in a matter of a few years.
The last type of market impeders is well known and is the only one to have been tackled – with varying degrees of success by governments and by legislators worldwide. These are the trade restricting arrangements: monopolies, cartels, trusts and other illegal organizations. Rivers of inks were spilled over forests of paper to explain the pernicious effects of these anti-competitive practices (see: “Competition Laws”). The short and the long of it is that competition enhances and increases efficiency and that, therefore, anything that restricts competition, weakens and lessens efficiency.
What could anyone do about these inefficiencies? The world goes in circles of increasing and decreasing free marketry. The globe was a more open, competitive and, in certain respects, efficient place at the beginning of the 20th century than it is now. Capital flowed more freely and so did labour. Foreign Direct Investment was bigger. The more efficient, “friction free” the dissemination of information (the ultimate resource) – the less waste and the smaller the lebensraum for parasites. The more adherence to market, price driven, open auction based, meritocratic mechanisms – the less middlemen, speculators, bribers, monopolies, cartels and trusts. The less political involvement in the workings of the market and, in general, in what consenting adults conspire to do that is not harmful to others – the more efficient and flowing the economic ambience is likely to become.
This picture of “laissez faire, laissez aller” should be complimented by even stricter legislation coupled with effective and draconian law enforcement agents and measures. The illegal and the illegitimate should be stamped out, cruelly. Freedom to all – is also freedom from being conned or hassled. Only when the righteous freely prosper and the less righteous excessively suffer – only then will we have entered the efficient kingdom of the free market.
This still does not deal with the “not serious” and the “personality disordered”. What about the inefficient havoc that they wreak? This, after all, is part of what is known, in legal parlance as: “force majeure”.
There is a raging debate between the “rational expectations” theory and the “prospect theory”. The former – the cornerstone of rational economics – assumes that economic (human) players are rational and out to maximize their utility (see: “The Happiness of Others”, “The Egotistic Friend” and “The Distributive Justice of the Market”). Even ignoring the fuzzy logic behind the ill-defined philosophical term “utility” – rational economics has very little to do with real human being and a lot to do with sterile (though mildly useful) abstractions. Prospect theory builds on behavioural research in modern psychology which demonstrates that people are more loss averse than gain seekers (utility maximizers). Other economists have succeeded to demonstrate irrational behaviours of economic actors (heuristics, dissonances, biases, magical thinking and so on).
The apparent chasm between the rational theories (efficient markets, hidden hands and so on) and behavioural economics is the result of two philosophical fallacies which, in turn, are based on the misapplication and misinterpretation of philosophical terms.
The first fallacy is to assume that all forms of utility are reducible to one another or to money terms. Thus, the values attached to all utilities are expressed in monetary terms. This is wrong. Some people prefer leisure, or freedom, or predictability to expected money. This is the very essence of risk aversion: a trade off between the utility of predictability (absence or minimization of risk) and the expected utility of money. In other words, people have many utility functions running simultaneously – or, at best, one utility function with many variables and coefficients. This is why taxi drivers in New York cease working in a busy day, having reached a pre-determined income target: the utility function of their money equals the utility function of their leisure.
How can these coefficients (and the values of these variables) be determined? Only by engaging in extensive empirical research. There is no way for any theory or “explanation” to predict these values. We have yet to reach the stage of being able to quantify, measure and numerically predict human behaviour and personality (=the set of adaptive traits and their interactions with changing circumstances). That economics is a branch of psychology is becoming more evident by the day. It would do well to lose its mathematical pretensions and adopt the statistical methods of its humbler relative.
The second fallacy is the assumption underlying both rational and behavioural economics that human nature is an “object” to be analysed and “studied”, that it is static and unchanged. But, of course, humans change inexorably. This is the only fixed feature of being human: change. Some changes are unpredictable, even in deterministic principle. Other changes are well documented. An example of the latter class of changes in the learning curve. Humans learn and the more they learn the more they alter their behaviour. So, to obtain any meaningful data, one has to observe behaviour in time, to obtain a sequence of reactions and actions. To isolate, observe and manipulate environmental variables and study human interactions. No snapshot can approximate a video sequence where humans are concerned.

Where To Look For Hospitality Job Openings

Where To Look For Hospitality Job Openings

The growing sector of hospitality services seem to be unstoppable these days. This is very much evident with the continuous increase in the demand for personnel along with the number of hospitality job openings that you can find posted in almost all kinds of classified ads.

So, where exactly could you find openings for this kind of jobs? Well, there are a number of places that you could begin your search with. Here are some of them.


One of the biggest industries in demand for this kind of jobs would be the hotel industry. So, if you are considering a career in this kind of industry, it is recommended that you check out with your local hotels. Try visiting their HR department or their Web sites and check if they have some openings that you might be able to fill in.

There’s a vast number of choices of positions if it’s a hotel you are eyeing. This could give you a more flexible line up of positions to apply for. Also, if there are new hotels being built within the area, then this would be good news for you. Get hold of this kind of opportunity. For sure they would be in need for people to man their newly built property and you could be one of the many that they need.


Airlines are also one good source in which you can look for openings. The higher gas prices are going, the more do people resort to flying than travelling by car. Also, with the development of globalization, you can expect more people travelling the globe via air. Thus, this means only one thing: airlines are in need of people to take care of matters for them.


People love to eat. Admit it, there is nothing more fulfilling than giving your palate something new to taste .It’s because of this that a new restaurant is built every once in a while. So, if you see a new restaurant being set up, it is better to contact the management and ask them whether they may have some openings that you could apply for.


Museums are staples for most places. Most of the time, people don’t consider working in museums since they think that only those walking encyclopaedia type of persons are the only ones that are given the permission to work in such kind of environments. However, this is considered to be one of the biggest misconceptions done by people regarding the industry.


Although gambling is not being promoted for younger children, this is a very lucrative industry and is considered to be the playground of adults. Just like hotels, casinos are built quite often nowadays. So, next time you see a casino still on its building phase, take the opportunity! Grab the company name and get to know whether they have some openings of not.


Resorts and Vacation properties, like hotels, are other good starting points too in locating job offerings. Whether you may be a life guard or room service personnel, one thing’s for sure: they have positions that need to be filled. A lot of people are now seeking for vacations.

This is a very realistic fact regarding the said industry. So, try considering positions in this kind of working environment.

Strategic Organizational Learning

Strategic Organizational Learning

The cost of training in North American companies exceeds $60 billion per year. Try to visualize that. Picture a stack of 1,000,000 $1 bills. Now try to picture 60,000 of those stacks. Amazed? Then consider this fact: estimates of training costs worldwide approach a quarter of a trillion dollars ($250,000,000,000) when indirect costs and opportunity costs are included. Do you find those numbers as difficult to comprehend as I do?
Understandably, senior executives are concerned about the ROI (return on investment) on these massive investments.
Many executives are not convinced that the benefits of training exceed the costs.
Corporations are now looking for organizational learning (OL) consultants who can serve as partners in the strategic decision making about these large investments of resources. These OL consultants will be expected to help improve not only learning, but ultimately performance.
To serve as strategic business partners, OL consultants must have expertise in adult learning theory, methods to promote self-directed learning, usage of learning and development agreements, knowledge capture, knowledge transfer, management and professional development, expatriate training and support, corporate universities, and what I call “strategic learning.”
The first step for the OL consultant is to be sure the organization has a well-crafted strategic plan that clearly communicates how senior management intends to fulfill the organization’s mission. Frequently, the organization has a vague mission and/or unrealistic strategic plan. There is no way to develop strategic learning and development systems until senior management has completed the strategic planning process.
Only after the organization has a well-crafted, well-communicated strategic plan can the OL consultant recommend learning and development systems that will help implement the plan. “Strategic learning” is learning that is focused on helping the organization fulfill its strategic plan.
Senior management must be able to depend on OL consultants to maximize the organization’s investment of money, time, and other resources to build its human capital into a sustainable competitive advantage. In an era when human capital is far more important than physical assets, the role of the OL consultant is critical.
Raymond Noe has made the following predictions:
the focus of learning will become business needs and performance
there will be increased emphasis on the capture and storage of intellectual capital
new training technologies will be developed
the demand for training for virtual work will increase
the use of learning management systems will be widespread
HRD departments will develop partnerships with outside vendors (e.g., traditional universities)
the practice of outsourcing training activities will continue
Senior management will be seeking the OL consultant’s advice on all of these issues. Are you and your organization prepared to address these issues?

Enzymes – Great Workers In Human Body

Enzymes – Great Workers In Human Body

Enzymes are the workers in the human body that make everything function by enabling chemical reactions. All the living cells in body contain enzymes but they are hard to visualize, since they are not tangible things. Enzymes are one of the most important things in human body that do everything ranging from helping us to breathe to digestion to living life. So most chemical reactions in the body would occur too slowly without the effects of enzymes.

An enzyme is a protein that catalyzes, or speeds up a chemical reaction. Enzymes help in digestion of food. The digestive enzymes in our human bodies break down food into tiny particles that get easily accumulated by the body into the blood stream. These are the compounds that our human body uses for fuel, repair and growth. Food is filled with enzymes called “food enzymes” that help in the digestion of food. When we cook our food we unconsciously destroy those enzymes.

How do pancreas work?

Our body, in general, can manufacture enzymes called “digestive enzymes” in our pancreas. When we eat a diet that is filled with mostly cooked and processed foods, devoid of all enzymes, then pancreas starts working hard on it and thus manufactures the enzymes that the body needs to digest the food. So pancreas overworks and the body starts spending much more energy and resources on digestion instead of spending on important things like boosting an immune system, fighting diseases and repairing body parts.

Types of enzymes

However you should try to heal the overworking capacity in pancreas by filling it with an abundance of enzymes. Foods rich in enzymes include raw materials, vegetables, seeds and nuts, as well as marinated and fermented foods. After you complete overloading your pancreas with enzyme supplementation you can check with your health care provider whether you need more medication to improve on your enzyme building system.

Food enzymes not only help in digestion procedure but they also help in cleansing the body, breaking down allergens and environmental products that can potentially prove to be harmful. So we should always have a diet that contains a range of fresh enzyme filled foods, to make our bodies stay disease free.

Capacity of enzymes

For most enzymes to operate in the body, the optimal temperature is 37 degree Celsius or 98 degrees Fahrenheit. Most of the human enzymes have a maximal activity at pH around 7.2, which is the pH of most body fluids. However, there are exceptions such as, pepsin. However, this enzyme is most effective in the highly acidic conditions of the stomach, pH 2. The pancreatic enzymes work optimally in the alkaline conditions of pH 8.5 of the small intestine.

Enzymes have a plethora of responsibilities in the body, digestion, metabolism of carbohydrates, and much more. With all the right ingredients of enzymes, the body can remain fit and healthy.

5 Creative Ways To Find A Job

5 Creative Ways To Find A Job

Ok, you have posted to every internet job board and every job on Monster, CareerBuilder, and HotJobs. You’ve followed up with calls and networked until you are blue in the face. Each Sunday you take the newspaper and apply for every job in your field with little to no results. Well try some unique ways to find a job.

Send Half of Your Resume
Find a company you want to work. Write a great cover letter on why you are a good fit, pointing to the enclosed resume. Don’t seal the envelope and don’t enclose a resume. They’ll think the resume fell out in the mail. They will call and engage in a conversation. Sell yourself shamelessly.

Write A Prospecting Letter
Make use of the power of direct mail. Locate 5-10companies. Write up a letter to your contact network and ask them if they know anyone who works at any of the companies on your list. When a contact says they know someone on your list, send them your resume and ask them to forward it their contact or ask permission to send it yourself.

E-Mail Chain Letter
Create a list of 20 companies you want to work for and send an email to everyone you know to see if they know anyone who works at these companies. Ask them to contact you if they do, so that you can ask for a referral. Finally, ask them to forward your email to 10 more people. However don’t do this if you’re currently employed!

Distribute A Booklet
Write a booklet with information relevant to your industry and give it away. Everyone loves free information and this demonstrates your expertise. Give the booklet away electronically and advertise it to newsgroups where hiring managers will see it.

Call Human Resources
Sounds crazy, right? Call the human resources department. Ask them what outside agency or third-party recruiting firm they use. They will ask you why do you want to know. Tell them that their company is not currently looking for someone with your skill set right now the agency may be dealing with other firms, so you are looking for a recommendation. They may very well ask you for an interview. If not at least you do get a lead. They would love to save the agency fees. Also being recommended gives you special attention. Send them a thank you note.

These are guerrilla tactics that can give you better results. Be sure to stay toned for another 5 creative tips.

iSCSI vs. FC for Meeting Mission Critical Requirements

iSCSI vs. FC for Meeting Mission Critical Requirements

Mission Critical Data is just what its name says: critical to the core functioning of an enterprise. Mission critical data must be available 24×7 and fully backed up for immediate recovery in the event of disaster. Enterprises are constantly seeking more reliable, more efficient, more convenient and more affordable ways of meeting these needs. SANRAD’s V-Switch 3000 uses Iscsi technology to centrally consolidate, manage, backup and restore mission critical data at a fraction of the cost, in capital and human resources, of existing FC SAN technologies

Mission Critical Requirements and SANRAD’s Solutions

Storage Area Networks (SANs) are used to manage mission critical data and, as they have developed, storage and network administrators have identified three main requirements on a SAN to manage this critical data:
• High Availability: Storage systems and their mission critical data must be available 24×7. There is no leeway for downtime. Every minute of downtime equals a loss of revenues and credibility for an enterprise.
• Remote Backup and Recovery: Data must be backed up off site to enable remote recovery in the event of disaster. Experts estimate that 30% of companies could not recover from a catastrophic loss of data and having backups on premises is of no use if the premises are destroyed.
• Manageability: A SAN management system must be able to be centrally managed and provide a consolidated storage solution accommodating different storage subsystems and infrastructures. In addition, the SAN management must not exert added strain on the network and storage
administration staff.
• Dynamic Expandability: Storage networks must be able to grow with an enterprise. Systems cannot be taken offline to accommodate this growth and no one wants to search for new storage management solutions every time there is a growth spurt. SANRAD has taken these requirements and provided comprehensive solutions in a single centrally managed platform using iSCSI technology.
• SANRAD’s High Availability: The V-Switch 3000 hardware is fully redundant to weather power, processor and fan failures. The V-Switch 3000 configuration database is written to both flash and compact flash memory. The software IP-based SAN configuration provides automatic V-Switch 3000 failover and failback as well as data mirroring. No single point of failure ensures high availability.
• SANRAD’s Remote Backup and Recovery: The V-Switch 3000 can create global IPbased storage networks to allow mission critical data transfer to remote sites within the IP SAN.
• SANRAD’s Manageability: The V-Switch 3000 enables storage pooling across multiple platforms and infrastructures and eliminates the need for host agents. The V-Switch 3000 functions at the network layer and is therefore independent of host OS and storage vendors. The V-Switch 3000 provides storage virtualization and precise LUN carving of the pooled storage,
supporting volume concatenation, mirroring and striping. The locally accessed GUI-based Storage Pro management server is used to centrally configure volumes, monitor status and manage the storage pool.
• SANRAD’s Dynamic Expandability: The V-Switch 3000 uses existing adapters, network and disk subsystems to form a sophisticated SAN solution ranging from 72 GB to 16 TB. New storage devices can be added dynamically and their volumes virtualized in real time without taking the system offline or impacting on functioning volume performance. Two V-Switch 3000s can be combined in a SAN to form a cluster to provide inter-V-Switch 3000 load balancing and failover.

Benefits of iSCSI SAN over FC SAN
When creating a SAN, enterprises find that the traditional answer is FC SAN. However, the investment required to implement an FC SAN is often beyond the means of a young enterprise. As a result, growing enterprises may find themselves delaying the inevitable upgrade to a SAN and, therefore, gambling with their mission critical data store.
The FC investment comes from four fronts:
• Infrastructure: An FC network demands FC switches, hubs and bridges along with specific GBICs and cabling. In addition, each host requires dedicated FC HBAs.
• Storage Devices: The storage devices must be costly FC RAID arrays. If an enterprise wants to maintain its JBOD stores, it must purchase virtualization appliances to convert the JBODs for use in an FC SAN.
• Software: A variety of software tools is needed to manage all of this new equipment as well as the dedicated FC HBAs.
Human Resources: dedicated group of FC storage and networking IT administrators is needed to manage all of this. For a growing enterprise, this represents a sizable investment in capital and human resources to acquire,
implement and manage only one aspect of the enterprise’s data flow.
SANRAD’s V-Switch 3000 provides a single integrated hardware/software solution to SAN management:
• Infrastructure: The V-Switch 3000 uses an enterprise’s existing IP infrastructure including existing Ethernet switches, cabling, GBICs and SFPs. A host’s existing NIC is all that is needed to connect to the SAN.
• Storage Devices: The V-Switch 3000 supports existing legacy storage devices, both FC & SCSI, RAID & JBOD, so there is no need to purchase new storage devices. Due to the V-Switch 3000’s storage pooling capabilities, enterprises may have an increase in usable storage space.
• Software: The V-Switch 3000 has both hardware and a software component. There is no need for additional software beyond the included Storage Pro storage management tool.
• Human Resources: Because the V-Switch 3000 operates over the enterprise’s existing Internet network, minimal additional knowledge or training is needed to implement or manage the SAN. The existing network or storage administrator is readily qualified to manage SANRAD’s Iscsi SAN.

Business Case: V-Switch 3000 vs. FC

Typical SAN topographies can be divided into 5 groups according to the number of servers accessing the
SAN and the net storage capacity of the SAN.
• Small: 8 servers accessing a net capacity of 500GB.
• Small – Medium: 12 servers accessing a net capacity of 1TB.
• Medium: 16 servers accessing a net capacity of 1.5TB.
• Medium – High: 24 servers accessing a net capacity of 2TB.
• High: 32 servers accessing a net capacity of 3TB.
To best understand the budgetary impact of implementing an FC SAN compared to a SANRAD iSCSI SAN, consider the costs of each for a medium enterprise with sixteen hosts accessing a storage pool of 1.5TB.
In an FC SAN, this would require two FC switches. Upstream of the FC switches there are five server clusters, including Exchange, SQL and file servers, plus six individual servers. Each server requires FC software and each server has two HBAs, each connected to a different switch for a total of thirty-two HBAs. Downstream of the FC switches is a RAID system with RAID 5 and hot spare capabilities and a net capacity of 1.5TB.

In a SANRAD V-Switch 3000 SAN, this would also require two V-Switch 3000s. Upstream of the V-Switch 3000s there are two multi-Gbit switches but no special host software or HBAs are required. Downstream of the V-Switch 3000s are the legacy SCSI or FC JBODs with a net mirrored capacity of 1.5TB.

For a medium enterprise, implementing an FC SAN for Mission Critical Data is more than two times as expensive as a SANRAD iSCSI SAN. This expense does not take into consideration the Total Cost of Ownership (TCO), e.g. FC cabling installation costs; cost of human resources to regularly upgrade FC
software and maintain two separate networks or the cost of replacing an FC RAID unit compared to a JBOD disk. As the size of an enterprise grows, the cost par between FC and iSCSI SAN grows.

SANRAD iSCSI SAN provides all of the key SAN requirements needed to manage, backup and restore mission critical data with added benefits over FC SAN. SANRAD’s V-Switch 3000 represents a single integrated hardware/software solution to SAN management, including storage pooling, virtualization, mirroring, striping and remote backup. The IP-based iSCSI SAN permits remote storage access and provides greater flexibility in the location of network and storage components within an enterprise and it
does so at a fraction of the cost of an FC SAN.

Still waiting on your background Checks

Still waiting on your background Checks

Source: Flickr

Still waiting on your background Checks

Background checks of an employee is a critical aspect of the recruitment process. All companies outsource the background checks of their employees to external agencies. Now let us understand why background checks are important. The primary reason why background checks are important is to check the past employment records of the prospective employee, education verification and to check whether the employee has been involved in any unlawful activities. Social security number checks are also done by the employers. Pre employment screening has become one of the most important aspect of the employment process without which companies do not generally give the offer letter to the employees. The HR team insists that a candidate with a clean background is an asset to the company because most jobs involve critical information which the company cannot afford to lose to competition. Let us see how this process is executed by professional screening firms which check the records of an employee.

Generally a company may ask the screening firm to execute a fixed set of tasks. These may include social security
number trace, employment history background check, criminal background and general employment background screening. It may include other tasks also such as Federal records check, I9 compliance and driver history. The professional screening agency gets down to these tasks immediately and gives a response within the agreed timeframe. Time is critical in this business because if the employer is taking more time in completing the verification checks the employee may join some other company. Based upon the feedback that the company gets from the employment screening service it is decided whether the candidate should be absorbed in the company or not. However, there are certain parameters that are followed by employers before they reject the employee. If it is found that the details given in the records are not matching entirely, then the candidate is not selected at all. However, if there are minor discrepancies the company may consider the case and take a decision on whether to hire the employee or not. The job of an employment screening agency is critical as it can make or break the career of an employee. Therefore it is important for an employer to hire a agency which can do the job professionally with correct results and within the shortest possible timeframe possible.

Even a decade ago employment verification checks were not considered so seriously by employers except the larger multinationals. However, in recent times even smaller companies ensure that the employee records are verified before the employee joins the organization. As a result employment screening services have come into much demand. Let me give you a brief idea of how this job is executed. The screening agency has agents who either call up the respective educational institutes or if required they visit the place physically to check the records provided. They also check the police records, license records and SSN details of employee that is screened. Drug records are also verified by the screening company. The company that hires a professional screening agency saves on time and money. The average turnaround time for a verification agency is less and a
report is generally submitted within 24-48 hours.