#RJ Schema

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Goodthing Studio

[lj-writes]

Everyday we dig deeper and find new things terrible about the ST extended universe/TLJ. This morning i open imdb, they're showcasing a "what we know so far" video and they illustrate it with a pic of Rey and Kylo. Is there anything worth salvaging for Finn fans in this shitshow? TLJ was the worst thing but TFA had started throwing him under the bus. I just wanna be free of this pain but i just keep going back to lurking and it just breaks my heart a little every time.

On the one hand, fandom will find ways to focus on the white characters no matter what, and it’s to be expected that fandom would fixate on Rey and Kylo when much of the information released so far about IX has involved Finn, Poe, and Lando. That’s the schema that audieces are given in a white supremacist media environment, that the young white characters must be the leads and that any Black and brown characters are peripheral to the story.

On the other hand, it’s also true that TLJ and the end of TFA gave some validation to these fans’ expectations. It was awful for Finn to be the bait in an abrupt switch after driving the story with a very clear protagonist’s arc, and clearly Johnson had no idea what to do with Finn’s character except to position him as an object of mockery and instruction.

I think it’s incredibly cruel what the franchise has done to Finn’s fans, especially Black fans who were so excited about representation in an iconic franchise. They gave Finn a good and promising start and then yanked the carpet from underfoot for--what? To show that fans were foolish to expect Finn could be the special figure the story set him up to be? That we shouldn’t expect Black characters to be protagonists, period, and we deserve to be mocked for our expectations? RJ gets a lot of justified flack for mocking fans, but it’s really something that started with JJ. RJ just gave the larger SW fandom a taste of what Finn fans got from JJ at the TFA climax, except Finn and his fans got extra fucked over in TLJ because of course.

Fandom has piled onto the franchise’s existing horribleness, outright lying about what was on screen, laughing at fans for thinking Finn’s place could be anything but peripheral, talking shit about Finn and his actor, calling Black fans toxic antis for pushing back against fandom racism. The franchise and fandom together have helped push Black fans out of the fandom, so like mission accomplished I guess.

And the truly cruel part is that a lot of fans find it hard to let go because Finn is still an amazing character with a lot of potential, and there are just enough signs of hope together with the fear that it could be dashed at any moment and turn to yet more mockery at having expected anything but crumbs.

I’m not sure I have an answer. I know personally I’ve turned more to my original work because I have been taught the hard way that I can’t trust my favorite franchises to give me the representation I want (Asian representation in my case), and I’ve talked to other fans who are similarly putting more focus on their own projects. I’ve tried to get less attached to SW, although it’s not always easy because it’s such a huge fandom and franchise that has its own gravitational pull.

My responses are not an answer for everyone, of course. I think the classic line about hoping for the best while expecting the worst is a good general guide, personally, as is not putting all your eggs in one basket.

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Migrating SQL Server databases from Microsoft Azure to AWS in near-real time with CloudBasic

There are multiple ways to migrate  SQL Server databases hosted in  Microsoft Azure into Amazon RDS for SQL Server. For use cases such as migrating from a Azure SQL managed instance or SQL Server on a Azure virtual machine to Amazon RDS for SQL Server or SQL on Amazon Elastic Compute Cloud (Amazon EC2), you can use AWS Database Migration Service (AWS DMS). When it comes to migrating Azure SQL databases, because they don’t support change data capture (CDC), instead of AWS DMS, you can use a technology partner solution called CloudBasic for Amazon RDS for SQL Server read replicas and disaster recovery. In addition to migration, you can also use CloudBasic for deploying and testing cross-Region Amazon RDS for SQL Server disaster recovery in an AWS environment (prior to migration cutover). CloudBasic is available on AWS Marketplace. In this post, we highlight a solution that uses CloudBasic and other AWS services to facilitate a seamless, near-zero-downtime migration of Azure SQL databases into Amazon RDS for SQL Server. The solution also comes with a deployment option of enabling fully automated Amazon RDS for SQL Server cross-Region disaster recovery. This migration strategy is applicable to the following use cases: Migrating databases from an Azure SQL managed instance to Amazon RDS for SQL Server or SQL on Amazon EC2. Migrating databases from a Azure SQL virtual machine to Amazon RDS for SQL Server or SQL on Amazon EC2. Migrating Azure SQL databases or an elastic pool to Amazon RDS for SQL Server or SQL on Amazon EC2. All SQL Server editions in Amazon RDS, including SQL Server Enterprise, Standard, and Web, are supported. Moreover, CloudBasic facilitates seamless migration between SQL Server versions and editions. Sample use cases include: Modernization – Migration from SQL Server Enterprise 2012 on Azure to the latest SQL Server Enterprise 2019 on Amazon RDS TCO Reduction – Migration downgrade from SQL Server Enterprise on Azure to SQL Server Standard on Amazon RDS, deploying multiple in-Region and cross-Region read replicas In addition, you can orchestrate a fully automated cutover from Azure to AWS plus fully automated cross-Region disaster recovery within AWS, by integrating CloudBasic with other AWS services, such as AWS Lambda and Amazon Route 53 (chained Azure[Region]-AWS[Region A] – AWS[Region B] replication), prior to final cutover from Azure to AWS. Whenever ready, you cut over to AWS by performing a planned failover. At time of cutover to primary AWS [Region A], the fully automated AWS cross-Region solution (AWS[Region A] – AWS[Region B]) is fully operational.  Solution overview The following diagram illustrates the solution architecture. CloudBasic is a cloud-native solution, which is launched into your Amazon Virtual Private Cloud (Amazon VPC). You operate with CloudBasic’s web console and API just like you would with any other AWS service. The following screenshot shows a view of read replicas on the CloudBasic console. Configuring migration and cross-Region RDS SQL Server disaster recovery with CloudBasic You can quickly configure new migration and cross-Region read replicas from any version or edition of SQL Server in Azure into any version or edition of SQL Server in AWS, in most cases without the need to select advanced options or any custom scripting. In complex migration and disaster recovery deployment cases, advanced configuration options and scripting capabilities are available in the advanced section of the CloudBasic console. CloudBasic automatically handles any necessary schema conversions, accounts for SQL Server version and edition incompatibilities, and creates SQL Server read replicas in Amazon RDS for SQL Server or Amazon EC2 in a fully automated manner. The following screenshot shows a replication job’s connection configuration on the CloudBasic console. If you’re migrating Azure SQL databases, which don’t support CDC, CloudBasic defaults the tracking of changes method to Change Tracking. You can use other tracking methods in the cross-Region disaster recovery part of the architecture. The following screenshot shows the configuration of a replication job in CloudBasic with the Change Tracking method. For a continuous replication mode to work, all the tables in the source database need to have primary keys (PKs) or unique indexes. Before a continuous replication is started, the Quick Setup wizard analyzes all the tables and lists tables without PKs or unique indexes. At this point, you can create PKs for the listed tables or choose to proceed as is. However, after the initial replication and seeding is complete, the tables without PKs or unique indexes are ignored for continuous data replication. After the initial database seeding is complete, the replication job is transitioned to continuous change tracking with a connection pool defaulted to an automatically determined size based on CloudBasic instance size and database size. To further fine-tune the replication process, and to support larger databases and high rate of transactions, you can increase or decrease the connection pool size to lower latency or reduce workload on the primary, respectively (see the following screenshot). Ongoing monitoring of migration pending data and schema changes is facilitated by runtime reports, runtime logs, and system alerting. The following screenshot highlights the replica count of the source and target datasets and timestamp of the last sync. The pending changes column displays the number of records yet to be replicated. Database schemas are tracked for changes. New tables, stored procedures, views, functions, constraints, foreign keys, new columns, altered columns changes, and more are all replicated.  Summary Performing Azure SQL to AWS migration by leveraging Cloud Basic’s cloud-native Amazon RDS for SQL Server disaster recovery solution delivers great advantages over traditional migration tools. With CloudBasic, the initial focus is on achieving intercloud disaster recovery on a database level via creating Amazon RDS for SQL Server read replicas. This approach allows extended testing to be performed against the actual AWS environment over a prolonged period of time. You can cut over whenever you’re ready by performing a planned disaster recovery failover. To deploy CloudBasic from AWS Marketplace, visit AWS Marketplace. For deployment instructions, see the CloudBasic deployment guide. In addition, you can use CloudBasic to deploy cross-Region RDS SQL Server read replicas to achieve disaster recovery within the AWS environment. About CloudBasic CloudBasic is a cloud technology firm headquartered in Irvine, California. It’s an AWS advanced technology partner that has achieved AWS Workloads Competency status for its CloudBasic for Amazon RDS SQL Server read replicas and disaster recovery cloud-native solution. About the Authors Sudarshan Roy is a Senior Database Specialist Cloud Solution Architect with the AWS Database Services Organization (DBSO), Customer Advisory Team (CAT). He has led large scale Database Migration & Modernization engagements for Enterprise Customers to move their on-premises database environment to Multi Cloud based database solutions.     RJ Petroff is the Product Manager, Founder and CEO of CloudBasic. Although remaining deeply involved in product design and management, he created CloudBasic from the ground up, and evolved it into an enterprise cloud product company with international customers across some of the most demanding verticals. Prior to founding CloudBasic, RJ was involved in fintech product development and disaster recovery management at leading wall street firms.         https://aws.amazon.com/blogs/database/migrating-sql-server-databases-from-microsoft-azure-to-aws-in-near-real-time-with-cloudbasic/

[michaelfallcon]

Employee Retention: Why Workers Leave

Employee retention is good for business. While not all employers look at the costs of turnover in their organizations, leading HR group the Society for Human Resource Management (SHRM) estimated that the loss of a salaried employee can cost a business an average of four to nine months of that employee’s salary. Other estimates put that cost even higher, and those costs get steeper and steeper the more highly placed an employee is in an organization. High employee turnover can also create a vicious cycle of burnout of remaining staff and further turnover, which can place tremendous social and financial strain on businesses.

While retention is crucial to employers’ well-being, there’s a growing body of evidence that shows that staying with a company isn’t always in workers’ best interests—and, in fact, can be just the opposite. There are real drawbacks to unconditional employee loyalty: fiscal costs, professional costs, and emotional costs.

Salary and Benefits

According to a 2014 article in Forbes, employees who stayed in their jobs for more than two years could expect to make 50% less over their lifetimes. Specifically, employees could expect an average yearly raise of 3%; on the other hand, employees who leave for new positions receive an average raise of 10-20%.

Tom Baker, who has worked in coffee for 15 years and held a variety of positions from cafe manager to wholesale trainer, now coordinates operations for in-house cafes and event spaces within the Salesforce corporation. With his tenure in the coffee industry, Baker sees these numbers as a very real reason to be discerning about how long you should stay with a given company. “In food service, most employers don’t offer a pension plan, and wages or salaries for entry and mid-level positions are so low that workers can’t set aside much to contribution plans even if they’re available. If the goal is to get with a company that I can stay with for a long time—one that will take care of me now and after I retire—it might be a long road to get there. That said, I probably don’t want to spend more time than I need to at any stop along the way.”

Baker adds that given the raise workers can get from having the chance to negotiate a new base salary with a different company, if workers aren’t making what they need to meet their goals, “staying with their employer is not going to get them there.”

Typically, the best avenue to significantly increase wages and professional growth without moving companies is through getting promotions, which can remain elusive for a variety of reasons. Rob Rodriguez, head roaster at George Howell Coffee, points out that not only are many companies unable to offer those opportunities because of their structures, it’s also harder for people of color and people from other marginalized groups to access them. “In the past, I’ve had to take a backseat to cisgender white coworkers when it came to promotions,” Rodriguez says. Because of the well-documented barriers to mobility people of color face, Rodriguez points out that leaving is often a more effective way to move up professionally than waiting in line for scarce promotions.

In addition, different workers have different needs benefits-wise in order to achieve long-term stability. For instance, employees who want to have children may be unable to if their company isn’t flexible on developing parental leave programs for longer-term employees, or employees with certain medical needs may need to find jobs that meet their specific healthcare needs, and so on.

Professional and Personal Growth

While the fiscal impacts of long-term employment within a company are significant, most of the coffee workers I interviewed for this piece placed professional growth above pay as the biggest reason to leave one’s job.

Barista Guild Executive Council member Adam JacksonBey (who’s worked at DC cafe The Potter’s House for two years now) feels that baristas sometimes benefit from changing jobs even if they aren’t moving up and to the right in terms of position. “I personally think you become a much better barista even after changing jobs once. In general, you learn a different way of doing the thing you’ve been doing for however long you’ve been doing it. Being in a new environment challenges or reinforces what you’ve learned before and makes you adapt.”

Equator Coffees’ Specialty Sales and Account Manager Mark Dias feels that not only is this kind of growth important for individuals as professionals, it’s actually helpful to companies as well. “One benefit of moving from job to job is the ability to see how different companies are structured and how they operate. You’re able to pick up different pieces and adapt better to different work environments in the long term.” This means that organizations that gain a new hire also get an employee who has learned a variety of organizational schema and is better equipped to recognize and solve deep organizational issues that can often be invisible or feel insurmountable from the inside.

Rodriguez points out that stagnation within a position can have negative mental health impacts for both workers themselves and those around them. “It’s a dangerous place to allow yourself to fall into in your professional development, but mainly for your mental health and how it impacts your workplace,” he says—an effect which can devastate productivity and happiness. “You can easily start doubting your own abilities. It can skew your perception of self and the people around you significantly.”

Growing Within Your Organization, or Without It

In what is perhaps an indicator of how much the specialty coffee industry does value employee loyalty, most of the veteran coffee professionals I interviewed for this piece offered advice on how to stay happy and engaged without leaving, even when an employer isn’t necessarily meeting your growth needs; however, they all noted that it’s important to recognize your needs and find happiness and security, even if that does mean leaving.

“Reach out to your community, regional and national, and see if there are outside educational opportunities for you,” JacksonBey encourages. He also recommends talking to friends from other shops, or making some if you don’t yet have any. And, lastly, “talk to your direct manager about how you feel and if there’s anything more you can do.” If all else fails, he encourages workers to move on—but, he says, there’s potentially a lot you can do even within an organization.

“Start seeking avenues of growth elsewhere. Full stop. This doesn’t necessarily mean leaving the company you work for in any way,” says Rodriguez, who himself has found effective growth through moving laterally within companies. “But, if it comes down to it and the place you’re working for doesn’t cut it, then it may be time to seek out employment for a company that can value your work ethic and your drive for self and workplace improvement.”

Retention Matters, and Engagement Does Too

There are many ways employers can provide growth and engagement for employees, and many reasons beyond money and promotions that many workers stay happy in their positions long-term, especially in a passion-driven industry like specialty coffee. By developing a solid retention plan that allows workers to grow, learn, and continue to earn, companies can avoid the lose-lose situation of poor morale or high turnover costs due to a lack of engagement and dissatisfaction. Ultimately, most coffee employees work at will, which means that their contract with their employer lasts as long as both parties decide to continue it. Employers have more power in the equation, but employment is a two-way street, and both parties have an equal right to prioritize their needs.

RJ Joseph (@RJ_Sproseph) is a Sprudge staff writer, publisher of Queer Cup, and coffee professional based in the Bay Area. Read more RJ Joseph on Sprudge Media Network.

The post Employee Retention: Why Workers Leave appeared first on Sprudge.

Employee Retention: Why Workers Leave published first on https://medium.com/@LinLinCoffee

[mrwilliamcharley]

Employee Retention: Why Workers Leave

Employee retention is good for business. While not all employers look at the costs of turnover in their organizations, leading HR group the Society for Human Resource Management (SHRM) estimated that the loss of a salaried employee can cost a business an average of four to nine months of that employee’s salary. Other estimates put that cost even higher, and those costs get steeper and steeper the more highly placed an employee is in an organization. High employee turnover can also create a vicious cycle of burnout of remaining staff and further turnover, which can place tremendous social and financial strain on businesses.

While retention is crucial to employers’ well-being, there’s a growing body of evidence that shows that staying with a company isn’t always in workers’ best interests—and, in fact, can be just the opposite. There are real drawbacks to unconditional employee loyalty: fiscal costs, professional costs, and emotional costs.

Salary and Benefits

According to a 2014 article in Forbes, employees who stayed in their jobs for more than two years could expect to make 50% less over their lifetimes. Specifically, employees could expect an average yearly raise of 3%; on the other hand, employees who leave for new positions receive an average raise of 10-20%.

Tom Baker, who has worked in coffee for 15 years and held a variety of positions from cafe manager to wholesale trainer, now coordinates operations for in-house cafes and event spaces within the Salesforce corporation. With his tenure in the coffee industry, Baker sees these numbers as a very real reason to be discerning about how long you should stay with a given company. “In food service, most employers don’t offer a pension plan, and wages or salaries for entry and mid-level positions are so low that workers can’t set aside much to contribution plans even if they’re available. If the goal is to get with a company that I can stay with for a long time—one that will take care of me now and after I retire—it might be a long road to get there. That said, I probably don’t want to spend more time than I need to at any stop along the way.”

Baker adds that given the raise workers can get from having the chance to negotiate a new base salary with a different company, if workers aren’t making what they need to meet their goals, “staying with their employer is not going to get them there.”

Typically, the best avenue to significantly increase wages and professional growth without moving companies is through getting promotions, which can remain elusive for a variety of reasons. Rob Rodriguez, head roaster at George Howell Coffee, points out that not only are many companies unable to offer those opportunities because of their structures, it’s also harder for people of color and people from other marginalized groups to access them. “In the past, I’ve had to take a backseat to cisgender white coworkers when it came to promotions,” Rodriguez says. Because of the well-documented barriers to mobility people of color face, Rodriguez points out that leaving is often a more effective way to move up professionally than waiting in line for scarce promotions.

In addition, different workers have different needs benefits-wise in order to achieve long-term stability. For instance, employees who want to have children may be unable to if their company isn’t flexible on developing parental leave programs for longer-term employees, or employees with certain medical needs may need to find jobs that meet their specific healthcare needs, and so on.

Professional and Personal Growth

While the fiscal impacts of long-term employment within a company are significant, most of the coffee workers I interviewed for this piece placed professional growth above pay as the biggest reason to leave one’s job.

Barista Guild Executive Council member Adam JacksonBey (who’s worked at DC cafe The Potter’s House for two years now) feels that baristas sometimes benefit from changing jobs even if they aren’t moving up and to the right in terms of position. “I personally think you become a much better barista even after changing jobs once. In general, you learn a different way of doing the thing you’ve been doing for however long you’ve been doing it. Being in a new environment challenges or reinforces what you’ve learned before and makes you adapt.”

Equator Coffees’ Specialty Sales and Account Manager Mark Dias feels that not only is this kind of growth important for individuals as professionals, it’s actually helpful to companies as well. “One benefit of moving from job to job is the ability to see how different companies are structured and how they operate. You’re able to pick up different pieces and adapt better to different work environments in the long term.” This means that organizations that gain a new hire also get an employee who has learned a variety of organizational schema and is better equipped to recognize and solve deep organizational issues that can often be invisible or feel insurmountable from the inside.

Rodriguez points out that stagnation within a position can have negative mental health impacts for both workers themselves and those around them. “It’s a dangerous place to allow yourself to fall into in your professional development, but mainly for your mental health and how it impacts your workplace,” he says—an effect which can devastate productivity and happiness. “You can easily start doubting your own abilities. It can skew your perception of self and the people around you significantly.”

Growing Within Your Organization, or Without It

In what is perhaps an indicator of how much the specialty coffee industry does value employee loyalty, most of the veteran coffee professionals I interviewed for this piece offered advice on how to stay happy and engaged without leaving, even when an employer isn’t necessarily meeting your growth needs; however, they all noted that it’s important to recognize your needs and find happiness and security, even if that does mean leaving.

“Reach out to your community, regional and national, and see if there are outside educational opportunities for you,” JacksonBey encourages. He also recommends talking to friends from other shops, or making some if you don’t yet have any. And, lastly, “talk to your direct manager about how you feel and if there’s anything more you can do.” If all else fails, he encourages workers to move on—but, he says, there’s potentially a lot you can do even within an organization.

“Start seeking avenues of growth elsewhere. Full stop. This doesn’t necessarily mean leaving the company you work for in any way,” says Rodriguez, who himself has found effective growth through moving laterally within companies. “But, if it comes down to it and the place you’re working for doesn’t cut it, then it may be time to seek out employment for a company that can value your work ethic and your drive for self and workplace improvement.”

Retention Matters, and Engagement Does Too

There are many ways employers can provide growth and engagement for employees, and many reasons beyond money and promotions that many workers stay happy in their positions long-term, especially in a passion-driven industry like specialty coffee. By developing a solid retention plan that allows workers to grow, learn, and continue to earn, companies can avoid the lose-lose situation of poor morale or high turnover costs due to a lack of engagement and dissatisfaction. Ultimately, most coffee employees work at will, which means that their contract with their employer lasts as long as both parties decide to continue it. Employers have more power in the equation, but employment is a two-way street, and both parties have an equal right to prioritize their needs.

RJ Joseph (@RJ_Sproseph) is a Sprudge staff writer, publisher of Queer Cup, and coffee professional based in the Bay Area. Read more RJ Joseph on Sprudge Media Network.

The post Employee Retention: Why Workers Leave appeared first on Sprudge.

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EAPP

Hello, I’m Rj Gementiza and blogging about ways on “how students knowledge of text types and academic reading improve their reading comprehension.“ Many people says that a good reader is a good writer, well actually that is based on our discussion. But not all good reader is a good writer. For it depends on what people read, if it was academic text or literature text. mostly literature text improve our reading comprehension and also our imagination. Thus it was more effectively improve ones reading comprehension by academic writing, because it was in organized style. Whereas the readers could understand it completely. Normal people could actually read, Fairly normal cause they are normal?

Children with learning disability affects their ability to understand the meaning of the word in the text. Some children are usually forced to read or volunteers to read literature text, this is where they start to gain knowledge or schema to improve their reading comprehension. But it actually depends on what kind of book they are reading. We could find Academic text in a boring way but more knowledgeable information to be given to us. But most children do prefer literature than academic text, other than it was entertaining it also boost their confidence to learn new words and read more. There are few people who find academic text passionately to be read and understand thoroughly.

Most people don’t find pleasure in reading books anymore. Many people of the society are stuck up in their phones, scrolling and walking while texting or whatever they are up to inside those devices. Where ever we go we could see people facing up their phones instead of reading books to improve their reading comprehension. But either way it is also one thing that improves people’s way of reading, even that reading through books is much better.