#Virtual Staffing Services Dubai

[bizbeeinsights]

Virtual Staffing company in Dubai

Bizbee Insights is a VIRTUAL STAFFING services provider based in Dubai, UAE. We are a team of talented and seasoned individuals dedicated to getting the best outcomes attainable. With a global client base of 100+ customers, we have been providing services across numerous business verticals such as Trading, FMCG, Retail, Real Estate, Hospitality, Public Sector, Education, Fintech, Manufacturing, Plastics & Polymer, Automobile etc. With a team size of more than 60 people, we excel in providing virtual staffing solutions that best fits to customers’ needs.

[nursingucgconference]

14IHNPUCG Is Giving You A Chance To Learn About Health Systems For Elderly In Arabian Gulf Region From Our Speaker Prof. Asmaa. Alyaemni.

Inspire, Innovate, and Connect at the 14th International Healthcare, Hospital Management, Nursing, and Patient Safety Conference from July 25-27, 2024 in Holiday Inn Dubai, Al Barsha, UAE & Virtual.

We are pleased to announce Ms. Sharonda M. Brown will deliver her speech at the 14IHNPUCG.

Speech title: Optimizing Patient Flow in Emergency Departments: The Impact of the Culture Renovation Project on Reducing Wait Times

WhatsApp Us: https://wa.me/442033222718 Avail slot & Certifications by registering here: https://nursing-healthcare.universeconferences.com/registration/ Submit your abstract or presentation here: https://nursing-healthcare.universeconferences.com/submit-abstract/

Introduction: In the dynamic landscape of the Arabian Gulf region, marked by rapid economic growth and demographic shifts, the aging population presents a significant challenge and opportunity for healthcare systems. With advancements in healthcare technology, changing societal norms, and evolving healthcare policies, there is a growing focus on enhancing health systems tailored to meet the unique needs of the elderly population. In this blog, we explore the key features and initiatives shaping health systems for the elderly in the Arabian Gulf region.

Geriatric Care Facilities: One of the cornerstones of elderly care in the Arabian Gulf region is the establishment of specialized geriatric care facilities. These facilities are equipped with state-of-the-art medical equipment and staffed by healthcare professionals trained in geriatric care. From managing chronic diseases to addressing cognitive impairments and mobility issues, these facilities provide comprehensive care to meet the complex health needs of the elderly population.

Home Healthcare Services: Recognizing the importance of aging in place, home healthcare services have gained prominence in the region. Through home visits by nurses, physical therapists, and other healthcare professionals, elderly individuals receive personalized care in the comfort of their homes. These services not only promote independence and autonomy but also ensure continuity of care and early detection of health issues.

Integrated Care Networks: To improve coordination and continuity of care, integrated care networks have emerged as a vital component of elderly care in the Arabian Gulf region. These networks facilitate seamless communication and collaboration among various healthcare providers, including hospitals, primary care clinics, long-term care facilities, and community-based services. By streamlining care delivery and sharing health information, integrated care networks enhance the quality and efficiency of healthcare services for the elderly population.

Health Education and Promotion: Preventive care and health promotion are essential components of elderly care in the Arabian Gulf region. Health education programs tailored to the needs and preferences of older adults empower them to make informed decisions about their health and lifestyle choices. From promoting healthy diets and physical activity to raising awareness about chronic disease management, these programs play a crucial role in improving overall well-being and quality of life.

Telemedicine and Remote Monitoring: Innovative technologies such as telemedicine and remote monitoring are revolutionizing elderly care in the Arabian Gulf region. Through virtual consultations with healthcare providers and remote monitoring of vital signs, elderly individuals can access healthcare services conveniently and efficiently. These technologies not only bridge the gap between patients and providers but also enable timely intervention and support, particularly for those living in remote or underserved areas.

Caregiver Support Services: Recognizing the vital role of family caregivers in supporting elderly relatives, caregiver support services have gained prominence in the region. These services provide respite care, counseling, and educational resources to alleviate caregiver burden and prevent burnout. By supporting caregivers, health systems in the Arabian Gulf region ensure that elderly individuals receive the care and support they need to age with dignity and independence.

Policy and Funding Initiatives: Government policies and funding initiatives are instrumental in shaping health systems for the elderly in the Arabian Gulf region. By investing in infrastructure development, workforce training, research, and innovation, policymakers are strengthening the foundation of elderly care and ensuring its sustainability for future generations. Moreover, by aligning policies with cultural values and societal norms, policymakers can foster a healthcare ecosystem that is responsive to the needs and preferences of the elderly population.

Conclusion: As the Arabian Gulf region undergoes profound demographic changes, the evolution of health systems for the elderly presents both challenges and opportunities. By embracing innovation, collaboration, and cultural sensitivity, health systems in the region can enhance the quality, accessibility, and sustainability of elderly care. Through a holistic approach that integrates medical, social, and technological interventions, the Arabian Gulf region can pave the way for healthier and more prosperous aging for its elderly population.

Where Dreams Rise: Discover Dubai and attend our 14th International Healthcare, Hospital Management, Nursing, and Patient Safety Conference in Holiday Inn Dubai, UAE & Virtually from July 25-27, 2024. Register here: https://nursing-healthcare.universeconferences.com/registration/

[chequeprintingsoftware1]

The Impact of Queue Management Systems in Dubai

In the bustling city of Dubai, where businesses strive to deliver exceptional customer service amidst a thriving economy, the implementation of Queue Management Systems (QMS) has emerged as a vital solution to streamline operations and enhance customer experience. From retail outlets to government offices, organizations across Dubai are leveraging QMS to effectively manage customer queues, reduce waiting times, and optimize service delivery.

Let's explore how Queue Management Systems are making a significant impact in Dubai:

1. Efficient Queue Management

In a city known for its fast-paced lifestyle, efficient queue management is essential to prevent long wait times and ensure customer satisfaction. QMS enables businesses to organize queues effectively, assign customers to specific service points, and monitor queue status in real-time. By optimizing queue flow, businesses can minimize wait times, reduce customer frustration, and enhance overall service efficiency.

2. Enhanced Customer Satisfaction

Shorter wait times and streamlined service processes lead to improved customer satisfaction levels. By implementing QMS, businesses in Dubai can create a more pleasant and stress-free experience for their customers. With features such as digital ticketing, self-service kiosks, and virtual queuing, QMS allows customers to navigate through service queues seamlessly, resulting in higher levels of satisfaction and loyalty.

3. Improved Operational Efficiency

QMS not only benefits customers but also optimizes internal operations for businesses. By automating queue management processes and providing data-driven insights, QMS helps businesses allocate resources more effectively, optimize staffing levels, and improve overall operational efficiency. This leads to cost savings, increased productivity, and better utilization of staff resources.

4. Real-time Monitoring and Analytics

One of the key advantages of QMS is its ability to provide real-time monitoring and analytics capabilities. Businesses can track queue lengths, waiting times, service trends, and customer feedback in real-time. By analyzing this data, organizations can identify bottlenecks, optimize service processes, and make data-driven decisions to enhance customer experience and operational performance.

5. Compliance and Safety Measures

In light of recent global events, ensuring compliance with safety regulations and social distancing measures has become paramount. QMS can help businesses in Dubai enforce capacity limits, manage crowd flow, and implement safety protocols effectively. By integrating features such as appointment scheduling and remote queuing, businesses can minimize physical queues, reduce congestion, and prioritize the safety of customers and staff.

Conclusion

In conclusion, Queue Management Systems have become indispensable tools for businesses in Dubai seeking to deliver exceptional customer service and optimize operational efficiency. By efficiently managing queues, enhancing customer satisfaction, improving operational processes, leveraging real-time analytics, and ensuring compliance with safety measures, QMS empower businesses to thrive in a competitive marketplace while prioritizing the needs and preferences of their customers. As Dubai continues to evolve as a global business hub, the adoption of Queue Management Systems will play a crucial role in shaping the future of customer service and experience in the city.

[alliance75]

Top 3 Physician Staffing Trends to Watch Out for in 2023

The shortage of physicians has not been this acute for decades. There are many silent epidemics and an extraordinary rise in chronic illnesses leading to an exponential demand for physician staff at all kinds of medical service centers. The gig economy, however, offers medical graduates and specialists many new opportunities for revenue generation. Physician staffing is only going to get more challenging.

Physician staffing agencies report about the new trends that will influence doctor staffing in 2023. Here are the top key trends medical service providers need to reflect on to improve their physician staffing operations.

Top Three Trends Influencing Physician Staffing in 2023

Virtual Medical Services

The virtual healthcare segment is set to witness a huge spike in demand. Most hospitals and clinics without a virtual services arm might find it difficult to retain their patient base. Telehealth, especially, is a growing practice, and the wide range of video doctor consultations platforms and solutions are making virtual healthcare spread from big cities to small towns.

To meet the growing need for virtual healthcare, more and more hospitals and clinics are developing remote and hybrid physician workforce models and increasing their telehealth coverage.

Medical recruitment agency dubai is going to push hospitals to strategically revise their doctor workforce planning and approach. Partnering with resourceful physician staffing agencies can assist healthcare organizations in streamlining physician staffing for these new initiatives.

Rise in Locum Tenens Staffing

The work pressure, stress, burnout, and harsh environments of many hospitals and large clinics are greatly reducing physician retention and availability, which negatively impacts outpatient and inpatient treatment and care. To address these problems, healthcare organizations are increasing their locum tenens doctor staffing.

Many physician staffing services providers indicate a constant demand for locum tenens doctors, as temp physician staffing models allow medical services organizations to run and expand their operations in an efficient manner. They can scale up or scale down the doctor manpower depending on the number of patients they need to serve.

Physician staffing agencies find an increase in the number of physicians actively seeking locum tenens roles, which allows doctors many advantages. Physicians get the opportunity to live and work in different geographies. They can choose the number of hours they can work.

Increased Doctor Talent Mobility

The global mobility of medical professionals has been increasing year over year. There are many Benefits of physician staffing that say that the trend will continue. The question that is becoming difficult to address is how this is going to impact medical recruitment for hospitals and physician staffing agencies.

According to some top global physician staffing, this trend is making it difficult for hospitals and clinics to find talent from local and regional talent pools. They have to make their presence felt in locations where physician migration and talent availability are higher but not too expensive.

The services of global physician staffing agencies are going to become critical for healthcare organizations to market their employer brand and doctor vacancies at strategic global locations. Physician staffing agencies will have to play a larger role in attracting doctors to consider applying for licenses and permits in overseas locations. They need to provide consultation about the test requirements, linguistic testing needs, and other factors about relocating to work for a specific employer.

With so many changes impacting physician talent availability, hospitals, medical offices, clinics, and all other medical service centers have a lot to consider when choosing physician staffing services providers. Here are some well-researched tips to refine physician staffing.

Tips To Upgrade Physician Staffing

Take Advantage of Global Doctor Staffing Services

With the help of the right recruitment partner, you can upgrade your clinic or hospital’s revenue and medical service offerings by capitalizing on the opportunities provided by global recruitment options.

Build Impressive Doctor Recruitment Marketing Capacities

Experienced global physician recruiters can help your healthcare organization to effectively market its employer brand and career opportunities to target doctor candidates worldwide.

Make Your Employer Brand More Visible

Leverage social media and online marketing channels to make your employer brand popular in the destinations from which you want to source physician talent.

Final Thoughts

How quickly can you find the right talent to meet emergency medical demands? How can you create opportunities for growth and expansion through strategic doctor staffing? These questions can be answered by expert doctor recruiters. They have expertise in expanding their talent coverage and churning out the right talent from an international network of doctor talent pools. To understand the various benefits of their physician staffing agencies, reach out to a resourceful, global physician staffing agency like Alliance Recruitment Agency.

About Alliance Recruitment Agency-UAE

We are an International Manpower Consultants In Dubai offering physician staffing services in the UAE and 25+ other countries. Our medical talent-sourcing services have helped hundreds of hospital units, medical offices, clinics, nursing homes, and other medical service centers. Partnering with us enables you to get the best and most affordable physician staffing services. For more information, reach out to us.

Source: https://www.alliancerecruitmentagency.ae/top-3-physician-staffing-trends-watch-out-2023/

[visitormanagementsystemdubai]

Customer Queue Management System in Dubai

Customer queue management systems are becoming increasingly popular in the UAE, especially in busy cities like Dubai. In this article, we will explore the benefits that a customer queue management system such as Entry2Exit can bring to businesses located in Dubai.

What is an Entry2Exit Queue Management System? Entry2Exit is a digital queuing system Dubai designed specifically for businesses operating within the Middle East region. It offers features such as virtual queuing and appointment booking which help reduce wait times and improve overall customer experience. The system also provides analytics on customer flow so business owners can better understand their customers’ needs and preferences.

Benefits of Using an Entry2Exit Queue Management System:

Increased Efficiency: By using a customer queue management system like Entry2exit, businesses can streamline their operations by reducing waiting time for customers and increasing efficiency across all departments. This helps them save money while providing excellent service to their clients at the same time.

Improved Visibility: With real-time data available through entry 2 exit's dashboard, business owners have greater visibility into how their queues are performing throughout each day or week allowing them to make informed decisions about staffing levels or other operational changes if needed.

Enhanced Security: As well as improving efficiency and visibility, entry 2 exit also enhances security with its built-in authentication process which ensures only authorized personnel can access sensitive information stored within it's database making sure your company remains secure from any potential threats online or offline .

In conclusion, there are many advantages associated with using an entry 2 exit customer queue management system in Dubai including increased efficiency, improved visibility over queues performance ,and enhanced security measures ensuring confidential information stays safe . Businesses looking to take advantage of these benefits should consider investing in one today!

Also Read: Visitor Management System in Dubai

[accountantsbox2020]

Get Administrative Support Services for Big and Small Business | Accountant's Box

Need Administrative Support Services ? Outsourced Now !

We can provide you with a virtual admin person to do your day-to-day monotonous activities. Administrative Support Services aid offerings are essential to the operation of any workplace.

As a small or big business, it is straightforward to forget about the small info that allow your corporation to run smoothly. Administrative Support Services: the position of provider centres in remodeling administrative service delivery. 

Dubai Office : H Hotel Office Tower, Sheikh Zayed Road, Dubai, UAE 

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The number one function of administrative guide offerings for staffing is that they assist the operational activities.

[bizbeeinsights]

Outsourcing Agency in Dubai

We Bizbee Insights, as a outsourcing company specializes in comprehensive sales management services cater to diverse business sectors. By keeping a clear vision on what we would achieve in this service, sales oriented market, we focus to facilitate with world-class service to our valuable partners.  Our mission is to empower businesses across various industries with adapted sales, marketing, B2B, B2C solutions, ultimately driving higher revenues.

[aksbrillmindz]

What’s trending in digital health ?

Conclusion We one of the best mobile app development companies in dubai have listed what is trending and what could be the innovation in the digital health care and we have a on par development team ,always updated to create the innovative apps be it in health care or any other factor

In order to implement new or enhanced health systems, policies, products, programmes, technology, and delivery methods in the new digital era, continuous and committed efforts in healthcare innovation are needed. Taking a look at one of COVID-19's most notable healthcare outcomes, the advent of telemedicine has emerged as a viable and successful mode of healthcare delivery. The industry's adoption of emerging technology has created an unparalleled climate for digital disruption. Healthcare is set to change our daily lives for the better as the digital revolution accelerates.

What are the innovations in digital health?

On Demand Health Care

Owing to their extremely busy lives, patients pursue on-demand treatment as the healthcare industry enters the age of digital innovation. In healthcare, the term "on-demand" refers to customers who request health or medical services at their leisure, both in terms of time and place. In reality, doctors are increasingly becoming on-demand healthcare providers in order to meet their patients' evolving needs in the most efficient way possible.

Virtual Care For Health The concept of video check-ups has now been adopted by the majority of major health-care organisations in the United States. Virtual treatments are being used to treat a variety of health issues, such as chronic pain, autism, and lazy eye, among others.

Virtual reality (VR), which was once just a fanciful idea for the entertainment industry, is now at the forefront of the digital revolution in the healthcare and wellness industries. Virtual reality has revolutionised almost every industry. It is thought to be extremely promising for pain control, with several studies highlighting the benefits of using technology in post-surgery care and chronic pain treatment. Furthermore, virtual reality (VR) and augmented reality (AR) have been at the forefront of significantly reducing surgeons' training time.

Internet Of Things In Health Care

Doctors and hospitals faced significant challenges in consistently tracking patients' wellbeing and making appropriate recommendations. Remote monitoring in the healthcare sector became possible with the introduction of IoT-enabled devices, which has the potential to motivate doctors to provide superior treatment. Physicians can better track and monitor their patients' health by using IoT-enabled wearables and home monitoring equipment. Physicians may use the data or health insights obtained by IoT devices to determine the appropriate care process for their patients and achieve positive results.

Quick DIagnosis Can Be Done Through AI Artificial Intelligence (AI) has become the epitome of creativity and advances in the healthcare sector, with a slew of major players keen to invest in AI to disrupt the market. With a demand for AI-powered tools in healthcare expected to top $34 billion by 2025, the technology is poised to influence almost every aspect of the industry.

Medical imaging, genomics, precision medicine, drug discovery, and other fields have all benefited from AI. The ability of AI-enabled machines to feel and comprehend data in the same way as humans do has opened up a world of possibilities for health organisations and clinicians that were previously inaccessible or unrecognised.

Wearable Devices For Health Wearable medical devices are gaining a lot of traction because of their user-friendliness, comfortability, and usability of home healthcare. With an impressive compound annual growth rate (CAGR) of 20.4 percent, the global wearable medical devices market is expected to rise from $6.4 billion in 2020 to $16.2 million in 2025. Healthcare companies are investing proactively in wearable technology systems that can provide routine and up-to-date tracking of high-risk patients and predict the probability of a major health incident. The global wearable medical devices market is primarily driven by technological advances and consumer demand for wearables (heart rate monitors, sleep tracking devices, blood pressure monitors, activity monitors, electro-cardiographs, and electroencephalograms).

BigData Will Be Having The Major Role In Health Care

Big data's allure lies in the way it aids businesses in gaining a better understanding of the demand, determining product budgets, and developing a consumer identity based on demographics. Healthcare and pharmaceutical firms are actively investing in improved data organisation in order to take advantage of all of Big data's main advantages.

Via medical record review, big data can have a huge effect on lowering the rate of medication errors. It can detect any discrepancies between the medications administered and the patients' health. Furthermore, the predictive analysis of big data will aid accurate staffing by assisting hospitals in estimating potential admission rates, which not only saves money but also decreases emergency room wait times.

[alliance75]

Top 5 Qualities and Characteristics of a Good Teacher Placement Agency

Finding the right teaching staff could be a constant cause of worry when the education sector sees explosive growth, with hundreds of online and classroom-based educational programs and institutes opening every year. By partnering with a teacher placement agency, your institution gets access to better talent from anywhere in the country or from overseas locations. You can hire faster and with more flexibility.

Find out how to choose teacher placement agencies. Here are the top five qualities and characteristics to look for in a good teacher recruitment agency.

1. Extensive Information And Correct Insights For Teacher Talent Search

Teacher placement agencies like Alliance Recruitment Agency have been serving schools, universities, and educational institutes across the UAE for a very long time.

These agencies connect with hundreds of teaching professionals every month from across the UAE, the USA, Canada, India, the UK, Australia, and 20+ other countries in Europe and Asia. Through an extensive knowledge base, they churn out new insights with each teacher hiring campaign.

By consulting with such Teacher Recruitment Agencies Dubai or lecturer recruitment agencies, your institution can get the best information and choices for the teaching positions you want to fill.

2. Speeds Up Screening and Assessment

For creating a shortlist of the best-match teacher candidates per position, competent teacher employment agencies like Alliance Recruitment Agency offer tremendous support. Through technology-powered infrastructure, scheduling screening and assessments have become a fast and streamlined process. Over 100 candidates for various positions can be covered within a few days.

An unbiased process is enabled where candidate details are provided based on scores, relevant experience and knowledge, and behavioral traits. Within a week, you can find a rich, fully-vetted candidate pool for each teaching position you want to fill.

3. Facilitates International Talent Discovery And Sourcing

With a diverse, highly-cultivated, and efficient teaching staff, organizations can increase their reputation, expand their programs, or launch new centers. But universities, schools, coaching centers, and online tutorial companies find it tough to meet all their teaching professional needs from one geography. This is where international lecturer recruitment agencies or teacher employment agencies can make a huge difference.

Your organization can find international teaching talent discovery services to hire exceptional teaching professionals. You can easily find native speakers to teach a language, expert engineering graduates to teach physics, or doctoral candidates to teach economics, psychology, or chemistry.

4. Flexible Contractual Hiring

Hybrid classrooms, international online courses, virtual classroom training sessions, and a range of short-term courses have transformed the educational sector landscape. The demand for permanent positions has reduced dramatically. Job seekers are also happy with portfolio careers which allow them the flexibility to travel, discover new roles in their field, and gather a diverse range of experience and skill sets.

Partnering with teacher employment agencies and lecturer recruitment agencies offering flexible contract staffing helps education sector organizations find the right talent through contract staffing models and stay competitive.

5. Reduces Risks, Saves Time and Money

Teacher placement agenmake the recruitment process much more accountable and secure. These agencies take on responsibility for checking backgrounds, documents, certifications, and employment histories. In the case of international teacher staffing, the agencies also check for eligibility for work permits and relocation.

As lecturer recruitment agencies and teacher placement agencies conduct security checks on behalf of their clients and offer detailed reports, recruitment risks are prevented.

If you are wondering how sourcing out recruitment functions leads to savings, analyze all the hiring activities conducted in-house over the years and note down the costs of bad hires and frequent replacements. You might be surprised at how much you have spent.

The time savings are also huge. Organizations report a 3x faster and more efficient process leading to the discovery of highly-qualified talent.

Final Thoughts

Outsourcing your recruitment to capable teacher placement agencies in the UAE helps you retain only as many recruiters as you need. You have to pay only a fee for each successful hire. You also save on all the investment you make to retain in-house recruiters and technology resources. You are able to easily launch new programs and courses because you have access to the right talent. Discover the benefits of using teacher placement agencies by contacting Alliance Recruitment Agency.

About Alliance Recruitment Agency-UAE

We are a global manpower agency offering lecturer and teacher employment services in the UAE and 25+ other countries. Since 2010, we have served hundreds of educational institutions through our excellent, highly-secure teacher recruitment services. To discover more about our director hiring services – please get in touch!

View Source: https://www.alliancerecruitmentagency.ae/top-5-qualities-characteristics-good-teacher-placement-agency/

[propvestintl]

Dubai Premium Malls & Virtual Offices Presents New Ministry of Possibilities

Written by Staff writer at Gulf Business. Original article at https://gulfbusiness.com/sheikh-mohammed-launches-new-uae-ministry-possibilities/

Sheikh Mohammed launches new UAE Ministry of Possibilities

The “unconventional” entity will operate without a minister.

The UAE has launched a new virtual “Ministry of Possibilities”, which will operate without a minister and focus on building new government systems, the country’s Vice President and Prime Minister and Dubai’s ruler Sheikh Mohammed bin Rashid Al Maktoum announced on Tuesday.

Taking to Twitter, Sheikh Mohammed said the “unconventional ministry” will be staffed with cabinet members.

Sheikh Mohammed also issued directives to start working on the first phase of a number of national programmes in the form of four departments. These include the departments of Anticipatory services, Behavioural rewards, UAE talent and Government procurement.

The ministry will oversee key functions that require quick, bold and effective decisions, a statement said.

“Its roles include applying design-thinking and experimentation to develop proactive and disruptive solutions to tackle critical issues, bringing together federal and local government teams and the private sector,” it added.

Sheikh Mohammed said: “The reality we are experiencing in the UAE today is a product of unconventional leadership. We need modern systems to make our unconventional ambitions a reality.”

He added: “The future brings challenges that require constant government restructuring. The word impossible does not exist in our dictionary. It is not part of our vision and will never be part of our future.”

The ministry will begin working on several projects, including providing proactive services to the public, building an electronic platform to facilitate government purchases and shortening its time from 60 days to 6 minutes, Sheikh Mohammed explained.

It will also establish “specialised systems to discover talents in every child in the UAE”, he said.

The ministry will be located in AREA 2071 in Emirates Towers in Dubai.

.@HHShkMohd: Today we launched the Ministry of Possibilities, an unconventional ministry without a minister. Its staff are cabinet members. The ministry works on important national matters and towards building new government systems for the future. pic.twitter.com/zBgBrai9qg

— Dubai Media Office (@DXBMediaOffice) April 23, 2019

The four departments will focus on the following issues.

Anticipatory services

Working with a specialised team drawn from various government entities and experts in data analysis and data privacy, the department will develop a system for anticipating the needs of the public and delivering services to them before they are requested.

The department will conduct research to assess the current state of government service delivery and identify areas of improvement. It will also work on developing ways to embed anticipatory services in all areas of government.

Behavioural rewards

The ministry of Possibilities will oversee the department of Behavioural rewards in the first phase.

The department will bring together a team from different ministries and public entities to develop an approach for incentivising positive behaviour through a point-based “rewards” system. Individuals will be able to collect points that can be used in payments for government services.

The department will also develop a list of positive behaviours with a measurement system that will calculate points and rewards. It will launch initiatives to reinforce positive behaviour in society and develop a framework to enable government entities to contribute to the list in line with the policies.

Developing Emirati talent

The department will develop tools to identify talent of all ages and from all social segments and create innovative channels to enable citizens to develop their skills and talent for the service of their country. It will create a framework for talent development and analysis, create an evaluation mechanism and collaborate with companies to provide necessary support.

Government procurement

It aims to develop a radically new approach for government procurement that will make procurement faster and more accessible, especially for Small and Medium Enterprises (SMEs).

The department aims to create an easy-to-use government procurement platform based on the latest developments in digital markets that will help promote SMEs and improve government cost effectiveness. The platform will also update government procurement policies to speed up transactions and improve efficiency.

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[bluewatsons]

V. B. Dubai, The Time Politics of Home-Based Digital Piecework, 50 C4eJ (2020)

The woman did not go on; she stayed right there, hour after hour, day after day, year after year . . . racing with death. It was piecework, and she was apt to have a family to keep alive; and stern and ruthless economic laws had arranged it that she could only do this by working just as she did, with all her soul upon her work, and with never an instant for a glance at the well-dressed ladies and gentlemen who came to stare at her, as at some wild beast in a menagerie.” – Upton Sinclair, The Jungle

Introduction

In a 1924 Issue of True Romances magazine, the Auto Knitter Hosiery Co. of Buffalo, New York ran an advertisement targeted at women in need of additional income (Boris 1994, 155). The ad, entitled “How They Make Money in Their Own Homes,” centered the testimony of “Mrs. Unger,” who explained that her husband’s wages were not enough to support their small family. But Mrs. Unger, who cared for their infant child, did not want to “go” to work (Ibid). Having heard through a friend about an opportunity to earn from the sanctity of her home, she sent off for yarn and instructions. Before long Mrs. Unger said she was knitting for Auto Knitter Hosiery “in real earnest . . . putting in every minute [she] could spare from [her] housework.” Other manufacturers of the era similarly hawked homework as a pathway to “profit” and “dignified labor” for women who needed to earn “extra money . . . in their spare time” (Ibid).

But the reality of this homework belied the commercial narratives on profit and dignity. What was being advertised benignly in women’s magazines—industrial homework—was a hotly contested labor practice of garment manufacturers in the early 20th century. Homeworkers—most commonly immigrant women laboring in crowded tenements—were paid by the piece, not the hour, and earned roughly one-half of what women factory workers made (Boris 1985, 746; Daniels 1989, 15). They interspersed long, poorly paid hours of needling or knitting with other obligations of family and community life. Through the sustained advocacy of labor and social reformers, homework paid in piece was largely abolished in the U.S. garment industry soon after the New Deal (Boris 1985, 761). It was, by the 1980s, re-sanctioned, but through a highly regulated certification and hourly wage-based system (Boris 1994, 341; Stone 2006, 19).[1]

Homework as a labor practice and source of precarious, underpaid piecework has made a rapid resurgence in the twenty-first century digital economy, and yet, in contrast to the previous century, it has received little to no attention from labor reformers or regulators. [2] In reviving and intensifying it, technology capitalists have leveraged carveouts in existing work laws to grow an informal economy of dispersed data laborers paid to work by the piece.[3] Jeff Bezos, for example, launched Amazon Mechanical Turk in 2005, famously unveiling his plan to provision “humans as a service” through this crowdsourcing labor platform. AMT, like analogous tech labor companies, has a website—mturk.com—in which requesters with data-related microtasks dispatch these tasks to an atomized and dispersed virtual workforce who compete for and complete the tasks or “turk.” Individual workers are paid, not for their time, but by the piece, which, on AMT is called a Human Intelligence Task or HIT (Irani et al 2013, 1). Unlike homeworkers of the previous century, today’s digital homeworkers both have to spend time competing for tasks and to risk completing tasks that the go unpaid. These workers or, on AMT, “turkers” are treated as independent contractors, and neither data processing requestors nor the labor platform companies assume the legal responsibilities of the employer. Thus, digital homeworkers—more than half of whom are based in the U.S.—do not have access to the minimum wage, overtime, or any safety net protections (Difallah et al 2018).[4] Critically, they also do not have the ability to negotiate pay or the protected right to organize for better working conditions.[5] Since the amount of payment for each task is typically a few cents (sometimes less than one cent), data homeworkers are compelled to work swiftly and quickly through a set of tasks for extraordinarily low and unpredictable wages.

The labor of these precarious data processing workers is critical to the infrastructural monopolies that produce artificial intelligence (AI). Yet, much of the debate around the “future of work” and automation in the United States focuses on the supposedly inevitable displacement of workers by technological shifts. With few notable exceptions, the role of these precarious data homeworkers in the creation of automation and the poor conditions under which they labor has gone under appreciated.[6] Power, in imaginaries of the looming future displacement of workers, is seen to be concentrated entirely in the hands of entrepreneurs and engineers whose algorithms and machines aspire to mimic tasks or services traditionally completed by humans.[7] But central to the infrastructure of AI is the labor of dispersed and atomized workers in global supply chains who create, gather, pick, clean, label, and/or otherwise process the data that informs and shapes AI systems. Through a combination of homework and piece pay, these data workers’ labor is essential to the pace and growth of AI. They—and other overlooked workers—are (and will continue) to be critical to automation production for decades to come. Meanwhile, homework as a labor practice renders nearly invisible data-processing workers and their working conditions.[8]

The development of autonomous vehicle (AV) technology is an instructional example of this invisibility and the lack of regulation over this labor. For technology industrialists, the development of AV technology is an attempt to create fleets of private vehicles for the transport of goods and bodies that generate profit without the overhead of labor costs—that is, without human workers. Despite early, manic projections that self-driving cars would replace ride-hail and truck drivers by 2019, engineers now prognosticate that fully autonomous vehicles will be unavailable for half a century, if then.[9] Meanwhile, any AV advancements rely upon a long and complicated supply chain of dispersed data workers, many of whom complete individual tasks but have no idea what they are working on (Fussell 2019). These include the Uber drivers who produce and collect data about their labor, cities, speed, and traffic patterns; the temporary and contracted workers who drive lidar sensor-equipped vehicles to acquire data images of driving environments;[10] the workers in the U.S. and globally who label, organize, and manage that data to feed AV AI systems; and the millions of temporary workers from staffing agencies who are hired by technology firms to labor as low-level engineers. At almost every stage of the long and complicated data supply chains that produce basic AI infrastructures, home-based digital pieceworkers labor outside the boundaries of employment protections, conducting time-intensive tasks that are—and will continue to be—integral to the success of the automation technology itself. Though critical, these workers remain unseen, including to those charged with the enforcement of work laws.

With this invisibility in mind, this essay averts the gaze from anxieties about the “future of work” and automation to the past and present of these data workers whose labor, which cannot be automated, makes automation and AI possible. From the perspective of technology capitalists, the practice of paying people by piece who work in their homes and ostensibly on their own schedules is an innovation: a new kind of labor arrangement to lower overhead and introduce speed and flexibility to production. As AMT advertises to requestors (including technology companies and researchers), it’s a “good way to break down a manual, time-consuming project into smaller, more manageable tasks to be completed by distributed workers over the Internet” (Amazon Mechanical Turk 2020). Technology capitalists in the U.S. who utilize homeworkers through hiring entities like AMT are unburdened with the risks and expenses associated with being an employer. Requesters can “hire” workers with the click of a button and terminate them just as quickly. Unlike with employee layoffs, these terminations are neither reported to state authorities[11] nor do they trigger legal liabilities. Absent a supervisor, the way in which workers are paid—by the piece and without a wage floor—ties remuneration directly to production speed. But the payment per task is so low that a 2018 study found that the average hourly wage of an AMT data homeworker was an astounding $2 per hour[12] (Hara et al 2018).

In contrast to an earlier era of homework and despite staggeringly low pay, this digital homework has garnered little to no attention from regulators. The growing informal data economy has been largely understood, even by critics, as a new kind of work, rather than as a revived (and reviled) labor process deserving of reform.[13] In Part I, I situate contemporary digital homework historically by returning to the reform efforts and debates surrounding U.S. homework in the early 20th century. Drawing on the scholarship of feminist historians Eileen Boris and Cynthia Daniels, I show how these earlier efforts focused not just on the precarities of the work itself, but on the need to protect the time and space of “private family” from “public work” and the “ravages of industrial capitalism” (Daniels 1989, 21). In affirming that homework threatened the gendered division of labor and “sacred motherhood,” homework reformers reified the Fordist family and the cultural ideal of the male breadwinner. This not only reinforced the economic dependence of women on the Fordist family wage, but also obscured the ways in which women’s unpaid labor in the home sustained industry. But in the contemporary post-Fordist economy, temporal and spatial boundaries between gendered work in the family are less demarcated (Cooper 2017, 8), families are economically diversified (O’Brien 2019, 363), and the home is an acceptable site for production. Digital homework no longer represents a threat to the prevailing economic order; instead, it buttresses it. Homework through AMT, for example, is (mis)understood as an opportunity to enhance the economic autonomy of the private family. For single parents, the disabled, and others who cannot labor as part of the full time, scheduled workforce—and for those whose regular income is by itself insufficient—this data homework purports to provide flexibility and unlimited earning potential.

How do these claims manifest in the lives of workers, and what should the experiences of data pieceworkers mean for the future of work and work regulation? In Part II, I use the narratives of digital homeworkers to explore their relationship to time in work and non-work life. Although piecework payment ostensibly liberates homeworkers from the rigid discipline of the industrial clock such that the data workers are working “on their ‘own’ time,” I find that workers continue to think about data piecework through the structure of the hourly wage. They bemoan that much of their work time—spent competing for and revising tasks—is unaccounted for and unremunerated. Through the structure of digital piece payment, a politics emerges in which time, visible and accounted for in wage work, becomes an invisible node of power (Sharma 2014, 8). Far from offering true flexibility, this power circumscribes the temporal autonomy of digital homeworkers and reinforces the ideological commitment and economic need to work all the time, even filling “spare” time with industrial productivity.[14] In this sense, digital home-based piecework, however poorly paid, reinforces the mythical possibility of self-reliance and stands in conceptual opposition to the welfare state (Cooper 2017, 73). I conclude by considering the implications of hourly wage regulation of this work as a countervailing force to the precarious lives of these digital pieceworkers, to prevailing neoliberal norms around work and time, and to the frenetic pace of AI and automation production more broadly.

1. Time & Piece Pay: From Garment Homework to Digital Homework

The struggle over time has been central to capitalist development across the various phases of the industrialism and fundamental to new shifting time-sense related to labor discipline. Historian E.P. Thompson famously contrasted the “irregular labor rhythms” of pre-capitalist life to the time-thrift of industrialism, marking a profound change in how workers thought about and experienced time. Factory life, Thompson argued, brought with it the now familiar landscape of time discipline via timesheets, timekeepers, informers, and the machine (Thompson 1967, 82). Working in tandem with the growing moralization of “the work ethic,” industrial time discipline[15] shaped how many workers thought about the relationship between time and productivity more broadly, marking as immoral the “unpurposive passing” of the clock (Thompson 1967, 96). Nonetheless, despite the ways in which worker subjectivities were influenced by and constituted through industrial time discipline, long working hours were also met with individual and organized resistance. Over many decades, workers, trade unions, and social reformers engaged in protracted labor struggles to reverse the discipline of the factory clock, winning higher wages that corresponded to shorter workdays and weeks for industrial workers (Schorr 1992, 7; Thompson 1967, 85).

While the time discipline endemic to waged work remains ever relevant in the post-industrial digital world, the growing reality of many workers in today’s technology-enabled work economy is less analogous to factory workers and more similar to piece-paid homeworkers of the previous century.[16] The lives of these U.S. homeworkers in the late 19th and early 20th century existed both inside and outside the temporal domain of the factory. On the one hand, women who performed this homework labored to the rhythm of their families, including a breadwinning husband, his life structured to conform to the factory clock. On the other, their paid work was not directly timed by factory clocks or subject to the immediate time discipline of bosses or machines. Like the work of independent craftworkers, theirs was task-oriented and paid in piece. But their relationship of subordination to industrial capitalists fundamentally changed their relationship to work time. In E.P. Thompson’s terms, this introduction of hierarchy to piecework altered time such that it became “currency: . . . not passed but spent” (Thompson 1967, 61). Homework paid in piece, largely seen as exploitative of both women and children, was vigorously fought by social reformers of the era who demanded and eventually won state intervention (Daniels 1989, 25-29). But unlike labor reforms in other parts of the industrial economy, the successful reform efforts were not rooted in the ideal of leisure, in lower hours, or in higher pay for homeworkers. Rather, in fighting to abolish homework in the early 20th century, reformers were motivated by a socially conservative moral conception of the breadwinning father, idealized motherhood, and the family wage (Boris 1994; Daniels 1989).

In this highly gendered and racialized [17] homework economy, women earned almost one-half of what women working in the factory made for a full week’s work, and factory women, of course, made far less than factory men.[18] While (mostly men) factory workers operated machines, immigrant homeworkers did the garment finishing at home. According to one Senate investigation, “Italian homeworkers and their children finished 98 percent of all garments” (Daniels 1989, 15). During the seven months of the year when work could be found, homeworkers worked between 8 and 10 hours a day sewing garments. This work took place in between and after care work, including preparing meals, caring for children, and cleaning the home. Industrialists recognized these women as a surplus labor pool that they could readily exploit, both because the workers were mostly immigrant women and because the depressed wages of breadwinners in immigrant families made additional income, however insignificant, a necessity. As one journalist wrote in 1912, homework “‘exists because the manufacturer finds it economical to spread his finishing processes through thousands of kitchens . . . .They get their work done for practically nothing’” (Daniels 1989, 19). Ironically, manufacturers argued against providing higher wages to the women homeworkers by relying on the same ideal of a male breadwinner that reformers leveraged to abolish the practice. The women, in the manufacturers’ making, were just working for “pin money” and did not “need to earn a living wage” (Daniels 1989, 17).

Feminist historians have highlighted the role that gendered space played in this conceptualization (Boris 1994, 2; Daniels 1989, 13) but, I argue, have underemphasized the gendered time politics of both the work and subsequent debates about its regulation. A woman’s time was highly regulated by the tempo of her family and its demands. She was expected to fit in homework wherever possible, but because it was “in between” and not during designated hours, manufacturers claimed that it was impossible to offer her an hourly wage. Indeed, industry representatives capitalized on this reality, reframing homework as “pleasure” that could be conducted to make productive the time allocated for relaxation and sociality (Boris 1994, 155). They described it as part of the “leisurely routine of small town life” where a woman might make supplemental income while talking with friends (Ibid).[19] But labor advocates during the Great Depression who sought to abolish the practice painted a different picture. They argued that industrial homework curtailed the fulltime factory employment of breadwinning men, lowered wages of all factory workers, and undercut wage and health standards. Unions claimed it was difficult to organize these isolated women workers, and that the ability of manufacturers to claim their time and labor undermined striking factory workers. These social reformers also argued that homework “commercialized” the home, disrupting the time a woman could devote to caring for family. As the Labor Department’s Women’s Bureau put it, homework upset the “normal demands of home and children upon the housewife and mother” (my emphasis) (Boris 1985, 745).[20]

In understanding women’s temporal lives through this binary (work or home), advocates drew on ideals of “sacred motherhood” to challenge the social costs of homework which, they argued, forced a woman “to exploit her own children and to neglect her home” to earn a pittance (Boris 1985, 756). This conceptualization obscured the economic importance of women’s unpaid labor and undercut the possibility of “unproductive” leisure. The idea that abolishing homework would protect home life from the evils of industrialization—including labor exploitation and child labor—ignored the existing realities of unpaid work and the “irregular labor rhythms” of the home for many women. Indeed, it privileged and reinforced traditional models of paid and unpaid work distribution in the home, ignoring how that model “depended upon having one person who was fully dedicated to [the home’s] maintenance” (Weeks 2011, 157-8). The family, then, was seen as an alternative to work rather than as a site of gendered unpaid work, equally deserving of reform, revision, and reimagining. By the late 1930s, these arguments against industrial homework were ultimately successful in abolishing the practice by law,[21] but in the process, they reified the nuclear family, traditional gender roles, and the invisibility of women’s care work as labor.

In comparison to homework of the previous century and to other realms of the digitally mediated in-person piecework economy[22], contemporary digital homework paid in piece—like HITs completed by turkers on AMT—is neither decried as illegal exploitation nor the object of reform. In fact, U.S. labor advocates and regulators have shown little interest in addressing the time-driven precarities of data-processing piecework by enforcing existing work laws in the industry. Why? The answer lies in the work’s invisibility—both physically (in the home) and conceptually (as a hidden part of AI production)—and in how digital homework is conceptualized in relationship to the existing economic order. Almost a century later, in the post-Fordist neoliberal context, where the temporal and spatial boundaries between gendered work in the family are less demarcated (Cooper 8) and families are diversified (O’Brien 2019, 363), homework is no longer understood as a social problem. Instead of being criticized for commercializing the home, digital homework is lauded as a technological innovation that allows people—regardless of their gender—to move quickly and “flexibly” between the institutions of family and work to sustain life.[23] Rather than standing in opposition to the current politics of time in which neoliberal practices merge with networked devices to encourage all workers to be “on” at all times, digital homework reinforces it. Unlike garment homeworkers in the 20th century, digital homeworkers do not necessarily rely upon a single breadwinner. For many, it is fulltime work, or at least income upon which they are dependent. Underregulated, it does the political work of re-shaping everyday rhythms of workers to reaffirm the economic function of the private family against the shrinking welfare state. Discursively and affectively, though critically not materially, digital piecework is too often seen as a way for all people to aspire to “economic self-sufficiency,” especially when no other form of economic support or paid work is available, possible, or desirable.[24]

2. Digital Homeworkers: Temporality, Task Politics, & Perpetual Crises

How do the claims of flexibility and economic autonomy made by technology industrialists compare to the lived experiences of digital homeworkers paid in piece? In examining the narratives of AMT data processors in this section, I argue that although they are ostensibly working “on their ‘own’ time,” a politics emerges in which time, accounted for in wage work, becomes an invisible node of power (Sharma 2014). This power reinforces the neoliberal ideological commitment to work all the time, filling “spare” time, not with leisure, but with poorly paid productivity. People for whom work outside the home is impossible—because of childcare, disability, limited transportation, or lack of work opportunities—can turn, not to the state or to community, but to themselves in attempt to minimally provide. AMT workers, for example, describe moving, frenzied, between care tasks and digital tasks, both of which shift from minute to minute, second to second. They frenetically work to claim higher-paying batches in a competitive, auction-like system that requires constant vigilance[25] and simultaneously label images for artificial intelligence systems, only to remember that it’s time to take their child to the doctor or to get to the store before it closes. Belying narratives of flexibility and independence, the autonomy of digital homeworkers to engage in leisure or to volitionally decide how to spend time is circumscribed.

Although paid by the task, digital homeworkers think of their time through the medium of the hourly wage. While manufacturers in the previous century claimed it was impossible to measure the time that garment homeworkers spent laboring in order to pay them by the hour and not the piece, time laboring online can be meticulously accounted for. Digital homeworkers are even advised to install accessory scripts (Image 1) into their browser to “increase turking efficiency” (MTurk Guide). Turkers use these accessory scripts to attempt to calculate how much money they will earn per hour if they move through batches of HITs at a particular speed. In turn, the scripts intensify the anxiety of piecework, operating as tools of self-management and time discipline—pushing workers without human supervisors to maintain an exacting speed in order to increase their income. On the one hand, these scripts pressure homeworkers to labor at a dizzying pace, frantically completing tasks that are essential for AI production. On the other, the scripts are the only way that these workers can even attempt to approximate how much—or how little—money they will make on a given day or week.

Still, digital homeworkers are acutely aware of what these scripts cannot and do not account for: in particular, how much time the workers spend looking for work or doing data processing tasks that go unpaid. In this sense, they recognize the extent to which technology industrialists have found ways to gamify piece pay, intensifying uncertainty in their lives. Janey, for example, who lives in a small former mining town in Appalachia and has been a digital pieceworker for almost five years, expressed in one of our conversations how profoundly frustrated she was at the functional logic of AMT, which prevented her from predicting and calculating potential income. She bemoaned that the insecurities and temporal demands of digital homework nagged at her through the day and even into the night. Both her conscious and unconscious time was spent looking for work, and this time, she explained, went uncompensated.

If I work 12-16 hours a day, I’ll make maybe $5/hour. But that’s when there is work, but when you’re sitting in between jobs and you consider that time, when you’re just looking for work, then the hourly wage falls dramatically. There are so many of us now, and fewer quality jobs. Sometimes I wake up in the middle of the night just to see if I can grab some good requests. Most HITs are gone if you don’t click right away.

Janey and her homeworking colleagues—like garment homeworkers of the previous century—work not just long, but also unpredictable hours each day—hours that well exceed the traditional 8-hour shift. This time is spent not just completing tasks, but also competing for them. When I asked Janey how she decided that she had worked enough in one day, she answered that it was only when she met her financial goals that she let herself rest.

If I need to make $50 to pay the rent, then I’ll work sixteen hours straight. Whatever I need to do . . . . But then there are those times when you don’t get paid or your work is rejected . . . so you can’t predict the time or the money, really. But you do the best you can.

As Janey eloquently articulated to me, the very logic of AMT obfuscates the possibility of any meaningful wage calculation. She is pit against other turkers as she constantly and anxiously seeks to “claim” work, time that itself goes unremunerated. And simultaneously, the lack of work standards and the reality that completed tasks can be rejected arbitrarily by requestors means that until she is paid, Janey cannot even rely on the income from batches that she completes.

If the experience is so temporally unpredictable and exacting, why do people like Janey turk in the first place? After Janey’s husband and father of her 3 children died of an opioid overdose, a friend recommended AMT to her as a way she could make money at home, and not, she told me “just depend on welfare checks.” She explained, “There was nothing else around here, I mean, nothing . . . and even if there was, I couldn’t do it. I have these kids.” Though she eventually met a new partner, Janey continued to work as the breadwinner. She noted that her new boyfriend was “younger and had never worked.” These days, he works retail—the first job he has ever had. But, she says, “The kids are mine. So I provide.” Digital pieceworkers like Janey bear the weight of breadwinning with minimal state support, and they also harbor many frustrations about how much time they spend working and how they are remunerated.

Dawn, another turking homeworker who lives in an economically depressed, post-industrial U.S. Rust Belt town, has been working as a digital pieceworker for four and a half years. “We used to have good union jobs around here,” she told me, “but those days have passed.” Although she had previously worked as an organizer on political campaigns, Dawn, like Janey, told me that she took up digital home-based piecework because she needed to work from home and without a pre-determined schedule, “Starting around the end of 2015, I had these illnesses that hit me over night. No one knew what was wrong with me; I was ending up in the ER constantly. That’s why I started turking. I needed the flexibility.”

When Dawn tried to point to the “good days” or to be positive about her work, she found herself discussing how time in between the demands of work and family, time that could be spent recreating or in a state of leisure, was adulterated by the temporal anxieties endemic to digital piecework.

I mean, there are days when you meet your goal by noon, and I can . . . cook a nice meal, or whatever. But then you wonder if you should spend that time turking, because what if you come up short the next day or the next week. Is it okay to stop? I don’t know. And then there are the days when I’m so sick I can’t work. When things were really bad, I would push through it, like my heart rate would go up so high, and I needed to go to the ER. And then I’d come back a few hours later and keep working. Sometimes, I’d lay on the floor with feet up and my laptop on my belly and just keep working while I waited for my heart rate to return to normal.

The urgency to compete for and complete tasks—even through emergencies—is itself, I argue, a form of time politics. Many digital pieceworkers—like a growing number of people in the U.S.—live in a feeling of perpetual crisis, they must work quickly, right now, to make rent, to pay for groceries, to care for their children. Through the disciplinary power of time politics, data-processing piece workers internalize the “propaganda of time thrift” (Thompson 1967, 90), often to the detriment of their well-being. For example, in articulating the affective labor that some of the AMT data tasks require of her, Dawn divulged how emotionally overwhelmed she would sometimes be by her work. She framed these emotions not through their effect on her psyche, but through their impact on her time, and consequently, her income. Like other digital homeworkers, slowing down to think, relax, or recreate brought on feelings of guilt and remorse.

The work can be really emotionally taxing. Like this one project . . . I have to label things as hate speech. The things that you sit there and read are horrendous, and you think, people can’t say these things. Or you’ll do a survey that says ‘tell me the worst thing you’ve ever experienced’—and I’m like, you want me to drudge up my worst memories and share them, so I can feed my family. And it makes you feel so bad that you waste time thinking about things or staring into space, and then you can’t meet your goals. And then you just feel bad for the rest of the day. (my emphasis)

For digital homeworkers paid by the piece, time is enforced, not through a didactic supervisor or wage and hour laws, but through a self-management that produces the obligation to cognize all time through the potential for productivity and, accordingly, to work exhaustively.

The speed demanded by the piece payment structure of digital piecework melds with neoliberal ideologies to define what it means not just to survive but to feel worthy. Turking makes it possible to move distractedly between family and work, placing the responsibility of predicting one’s wages—a near impossibility—on the workers themselves. Simultaneously, it engineers an anti-welfare subjectivity: a sense that if they could do it on their own, and if they failed, well, that was on them. Dawn mentioned on more than one occasion that she preferred turking to relying on state proffered safety net protections, which she perceived to be both inadequate and arbitrary,

The other side of it is, right now, if I were to file for disability which is what my doctor wants me to do, and I have too much pride to do at the moment . . . they [the state] deny every case, and even if I get it, during those two years, you can’t work, so you have to magically support yourself for 2 years. So even though turking is depressing work, it gives me a sense that I am contributing to my household, so I feel good about that. (my emphasis)

Through the ever-availability of data processing work, Janey and Dawn both strive to sustain themselves and their families. And yet, the very structure of digital homework precludes not only sufficient remuneration but also financial security and temporal autonomy.

Attention to the lived experiences and everyday crises of digital homeworkers like Janey and Dawn undermines the individual choice, independence, and flexibility that digital homework purports to provide. Through the bodies of the digital pieceworkers themselves, time politics does the dual work of fueling the pace of digital capitalism and sustaining anti-welfare subjectivities. Pieceworkers, then, are casualties, not agents to the temporal orders of automation production. In so much as digital homework exerts power over workers through and with time, reform efforts, I argue, must also focus on time, re-asserting the discipline of the clock on technology capitalists through demands for time-based wage payments.

Conclusion: Against Piece Pay

Digital homework is much more central and integral to today’s technology economy than industrial homework ever was to the garment industry in the previous century. Hidden behind internet platforms and laboring in their homes, today’s data processing pieceworkers conduct time-consuming, poorly paid tasks critical to AI and automation. Nevertheless, in marked contrast to homework of the previous century, their important work remains largely invisible to reformers and regulators, many of whom are otherwise engaged in dynamic policy debates on the potential displacement of U.S. workers by automation.[26] To make sense of the disregard for the enforcement of existing work laws in the data processing economy, this essay historically situates the time politics of piecework in the precarious lives of contemporary digital homeworkers.

Digital homework paid in piece is hyped by technology capitalists as an innovative pathway to economic stability for the people who are unable to support themselves and their families through waged work outside of the home or through one full time job alone. In reality, this work builds on and intensifies an abolished labor practice utilized by industrialists in the previous century to profit off the desperation of immigrant women and their families. Like garment manufacturers before them, companies like Amazon Mechanical Turk argue that digital piecework provides “an opportunity” for workers to move quickly and flexibly between the institutions of family and work to provide. But the life experiences of contemporary homeworkers belie this contention. Rather than provide flexibility, the time politics embedded in the structure of data piecework circumscribes autonomy, fueling both the drive and the financial need of homeworkers to work all the time, even thru crises. This reinforces the existing neoliberal economic order in which productive, paid work is not seen as an infringement into non-work life, but instead accepted as the subsumption of life as work.

I end this essay by suggesting that rather than abolish this homework, as reformers did in the garment industry, digital piecework can and should be formalized and regulated to account for all time laboring. The enforcement of existing wage and hour laws on the labor processes of today’s technology industrialists, for example, has the potential to introduce temporal autonomy and financial predictability into the uncertain, anxious lives of people like Dawn and Janey, who, for reasons different than women homeworkers of the previous century, cannot work outside the home. As a small intervention into the time politics of digital piecework—one that harkens back to minimal standards in most low-wage sectors—such regulation could serve as a countervailing force to the growing acquiescence of life as work in the digital piecework economy. It could also give digital homeworkers the time to reinvent their lives, to create collective spaces and relationships in nonwork, nonfamily time. In this sense, eradicating piece pay in digital capitalism can be linked to the greater struggle to transform temporal politics around productive paid work, enabling workers—of all genders—to imagine new life and formulate new demands, unscripted from the existing binary of work and family. For reformers and regulators concerned about job loss to automation, the hourly wage may also be understood as a force of friction, slowing down the wheels of digital capitalism, creating time to consider—and even control—the future of work.

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— — — “Hype, Profit, Labor, and Agency in the Shadows of the Fourth Industrial Revolution.” Workshop: What’s at Stake in the 4th Industrial Revolution? Medium (Mar 29, 2019). Accessed July 4, 2020. https://medium.com/whats-at-stake-in-a-fourth-industrial-revolution/hype-profit-labor-and-agency-in-the-shadows-of-the-fourth-industrial-revolution-509afd51a82c/.

— — — and M. Six Silberman. “Turkopticon: Interrupting Worker Invisibility in Amazon Mechanical Turk.” CHI 2013, April 27-May 2, 2013.

MTurk Guide. Accessed July 4, 2020. https://www.mturkguide.com/scripts.html.

O’Brien, M.E. To Abolish the Family. Endnotes #5. October 2019. Accessed July 4, 2020. https://endnotes.org.uk/file_hosting/EN5_To_Abolish_the_Family.pdf

Roberts, Sarah T. Behind the screen: Content Moderation in the Shadows of Social Media. Yale University Press, 2019.

Roediger, David R. The Wages of Whiteness: Race and the Making of the American Working Class. Verso, 1999.

Roose, Kevin. “The Hidden Automation Agenda of the Davos Elite.” The New York Times. Jan. 25, 2019. Accessed July 4, 2020. https://www.nytimes.com/2019/01/25/technology/automation-davos-world-economic-forum.html.

Salehi, Niloufar, Lilly C. Irani, Michael S. Bernstein, Ali Alkhatib, Eva Ogbe, and Kristy Milland. “We are Dynamo: Overcoming Stalling and Friction in Collective Action for Crowd Workers.” Proceedings of the 33rd Annual ACM Conference on Human Factors in Computing Systems, (2015), pp. 1621-1630.

Semuels, Alana. “The Internet is Enabling a New Kind of Poorly Paid Hell.” The Atlantic. Jan 23, 2018. Accessed July 4, 2020. https://www.theatlantic.com/business/archive/2018/01/amazon-mechanical-turk/551192/

Schor, Juliet. The Overworked American: The Unexpected Decline of Leisure. Basic Books, 2008.

Schüll, Natasha Dow. Addiction by design: Machine gambling in Las Vegas. Princeton University Press, 2014.

Sharma, Sarah. In the meantime: Temporality and cultural politics. Duke University Press, 2014.

Sinclair, Upton. The Jungle. Dover Thrift Editions, 2001.

Stone, Katherine V. W. “Legal protections for atypical employees: Employment law for workers without workplaces and employees without employers.” Berkeley J. Emp. & Lab. L. 27 (2006): 251.

Taylor, Astra. “The Automation Charade.” Logic Magazine: Failure 5 (2018). Accessed July 4, 2020. https://logicmag.io/failure/the-automation-charade/.

Thompson, E. P. “Time, Work-Discipline, and Industrial Capitalism.” Past and Present, No. 38 (December 1967): pp. 56-97.

Wallis, George W. “Chronopolitics: The Impact of Time Perspectives on the Dynamics of Change.” Social Forces 49, No. 1 (1970): 102-108.

Weeks, Kathi. The Problem with Work: Feminism, Marxism, Antiwork Politics, and Postwork Imaginaries. Duke University Press, 2011.

Weil, David. The Fissured Workplace. Harvard University Press, 2014.

Footnotes

The re-emergence of homework and homework debates in the 1980s followed the resurgence of the practice in both the garment industry and in the technology industry, particularly for microcomputer assembly and word processing (Boris 1994, 341).

In contrast, other forms of digital piecework have received quite a great deal of regulatory attention—particularly in the so-called “gig economy.” (Collier et al 2018).

Technology capitalists insist that these digital homeworkers are independent contractors, but the question of their status as either employees or as independent contractors is a legal one that has not yet been definitively decided in the United States, in large part because of lack of public and private enforcement.

Although the demographics shift, an online “m turk tracker” indicates that in June 2020, on any given day, roughly 56-81% of turkers were laboring in the U.S.; 11-33% were in India; and 9-21% were in other countries. This data was accessed at http://demographics.myturk-tracker.com/#/countries/all on July 3, 2020 (Difallah et al 2018).

In the United States, the protected right to organize to better working conditions is reserved for employees. Independent contractors who attempt to organize could be liable for violations of anti-trust laws. Turkopticon is a third-party platform created by Lilly Irani and M. Six Silberman that facilitates non-traditional organizing without implicating anti-trust laws. Through Turkopticon, instead of negotiating directly with requestors and AMT to raise and standardize the price of tasks, turkers can recommend superior jobs to each other and alert other workers to bad requestors who refuse to pay (Lilly et al. 2013). Dynamo, another third-party platform, was also created to help workers facilitate and organize letter writing campaigns to better their work environment. Amazon has made it difficult for turkers to enroll in Dynamo (Salehi et al. 2015).

In the academy, Lilly Irani’s work is the most notable exception. Professor Irani has written extensively on “turking” as a labor process that “transforms people into ‘human computation’” (Irani 2015, 227). She argues that through platforms like AMT, technology industrialists have “generated an industry of startups claiming to be the future of data.” But, she notes, “Hiding the labor is key to how these startups are valued . . . .” Rather than advertising themselves as “labor companies,” Irani explains, they hide the labor “rendering it manageable through computing code” and call themselves “technology companies (Ibid, 231). Mary L. Gray and Siddarth Suri have also written on the human labor powering artificial intelligence systems, calling workers like those who labor on AMT “ghost workers” (Gray et al 2019). Sarah T. Roberts’ important book Behind the Screen, which focuses on commercial content moderation, also makes visible the labor processes created by “microlabor websites” (Roberts 2019).

Astra Taylor calls this process “fauxtomation.” Taylor argues that “automation exponentially oversells the shifting workplace dynamic.” She describes how automation does not take away or remove work; instead, it changes the person doing the work and ensures that as much labor as possible goes uncompensated or under-compensated (Taylor 2018).

Lilly Irani writes, “By hiding the labor and rendering it manageable through computing code, human computation platforms like AMT have generated an industry claiming that the future of work resides in the programming powers of master engineers and algorithms and robots they produce” (Irani 2019, 3).

In 2020, for example, the CEO of Volkswagen, admitted that fully autonomous vehicles might “never happen.” (Chin 2020).

In a single working day, one of these vehicles produces as much data as the Hubble Space Telescope produces in one year. All of this data needs to be sorted and labeled (Accenture 2018, 3).

Under the WARN Act, companies in the U.S. with 100 or more employees must provide employees and state officials 60 day advanced notification before mass layoffs or plant closings.

The federal minimum wage in the United States has been $7.25 since 2009.

For example, Alana Semuels, in a widely circulated expose on the precarities of turking, describes it as a “new kind of poorly paid hell.” (my emphasis) (Semuels 2018).

Indeed, the incursion of networked devices and work into all aspects of everyday life was the initial step that enabled digital homework like turking.

I use the term “industrial time discipline” to encompass scientific management theory, but it is much broader than just systems to introduce speed to the production process. In addition to time management techniques, this time discipline extended to self-management techniques, constituting how workers feel about their identities and their lives.

Increasingly, for example, technology companies use independent contractors, temporary workers (hired through staffing agencies), and vendors (who hire their own workers) to core and peripheral aspects of work. This practice displaces the risk and liabilities associated with employment onto other entities, including the workers themselves. Economist David Weil calls this phenomenon the “fissuring” of the workplace.

The labor history traced by David Roediger explains how Italian immigrant workers were viewed as “below white” in the construction of racial identity in the early 20th century (Roediger 1991). While Jewish men and single Jewish women predominated in the factory, married Italian women predominated amongst garment homeworkers (Daniels 1989, 16). Manufacturers explained that the Italian women had “more delicate fingers” than women of other “races.” (Boris 1994). One said, “[T]hese green horns . . . they cannot speak English and they don’t know where to go and they just come from the old country and I let them work hard, like the devil, for less wages.” (Daniels 1989, 18).

The difference, for some, was as much as $3.60 versus $6 per week. This $3.60 per week represented the labor of many people who assisted the woman—including children (Daniels 1989, 16).

In fact, employers frequently had no idea how homeworkers fit the work into their home schedule. Even when time records were required by law, homeworkers used books filled in advance by employers so that it appeared that they were making exactly the minimum wage in a forty-hour work week (Boris 1994, 155).

A failed attempt to regulate homework through the National Industrial Recovery Act in 1933 reinforced the belief that only legal prohibition could end the exploitative nature of homework (Boris 1985, 747-61).

The administrator of the Wage and Hour division explained in 1943, “the very factors that make homework seem attractive . . . the absence of factory discipline, the fact the work can be done on the worker’s own time, and in a casual way, and that she is enabled to attend at the same time to her household responsibilities while supplementing the family income, preclude any possibility of reasonable assurance that . . . home workers . . .  are . . . actually receiving the minimum [wage].” (Boris 1994, 299). The Fair Labor Standards Act Between ultimately banned homework in specified industries, forecasting a widescale reduction of the system. 1939 and 1957, at least six congressional amendments attempted to exempt homeworkers from FLSA coverage (Ibid 286). While, in the 1940s, some manufacturers attempted to get out from under these regulations using independent contractor business models, courts stymied these efforts (Ibid 279).

Much of the work in the digital piecework economy is visible, in-person service work—like ride-hailing and food delivery—conducted outside the home. In jurisdictions all over the world, including the U.S., public and private enforcement actions have been brought against companies that proliferate this kind of piecework, like Foodora, Uber, Instacart, DoorDash, and Ola. They have been charged with misclassifying their workers as independent contractors paid by the piece, instead of as employees paid by the hour.

Fascinatingly, men turk more than women. Only one-third to one-half of people turking in the U.S. during the month of June 2020 were women. This data was accessed at http://demographics.myturk-tracker.com/#/countries/all on July 3, 2020.

In the shadow of liberation movements that rightfully challenged nuclear family and male-bread winner model of capitalism, we have “witnessed the strategic reinvention of a much older, poor-law tradition of private family responsibility.” (Cooper 2017, 21). As Melinda Cooper has painstakingly detailed in her book Family Values, neoliberals have found common cause with social conservatives on the question family.

The very way in which AMT operates, forcing workers to competitively and constantly search for and grab good work in an auction-like system, functionally resembles how online poker produces “addiction by design,” profiting off a system in which the phenomenon of chance is gamified, rather than tamed (Schull 2014).

For example, in 2020, the Governor of California, Gavin Newsom, created a Future of Work Commission with the purpose, among other things, of considering “automation and the resulting transitions for workers” (California Future of Work Commission 2020). Pointing to the hypocrisy of these conversations, Kevin Roose reports that corporate executives all over the world publicly, “wring their hands over the negative consequences that artificial intelligence and automation could have for workers,” and privately, “spend . . . billions of dollars to transform their businesses into lean, digitized, highly automated operations” (Roose 2019).

[hudsonespie]

Carnival Partners With University Of West Florida To Create World-Class Interactive Training Programs

Company’s CSMART Academy teamed up with UWF’s Innovation Institute to launch training course for environmental officers that started in August 2019. Combining UWF’s specialty in challenge-based learning with CSMART Academy’s award-winning faculty, professional development and advanced simulators, the program is designed to foster culture of excellence in environmental compliance.

Carnival Corporation & plc, the world’s largest leisure travel company, today announced it partnered with the University of West Florida (UWF) to enhance the company’s fleet-wide environmental officer training program with the launch of an innovative and interactive new Environmental Excellence course.

Carnival Corporation’s award-winning Center for Simulator Maritime Training (CSMART) Academy located at its Arison Maritime Center in Almere, Netherlands teamed up with UWF’s Innovation Institute to jointly develop and produce the new environmental training course, designed to foster a culture of learning, ownership and greater understanding of environmental compliance.

Representation Image – Credits: carnival-news.com

The Environmental Excellence course incorporates UWF’s specialization in challenge-based learning and CSMART Academy’s deep knowledge of maritime training and advanced simulator capabilities to provide interactive instruction and continuous professional development for environmental officers across Carnival Corporation’s nine global cruise line brands.

The weeklong course consists of a virtual 23-day voyage aboard the MV Oceans Alive as the “ship” departs on a repositioning cruise from Dubai, United Arab Emirates, to Venice, Italy, followed by a 7-day voyage in the Adriatic and Ionian Seas. Participants of varying experience levels work together in small cross-brand teams to enhance communication, collaboration and leadership skills by investigating real-world challenges, researching rules and regulations, and conducting shared-learning discussions throughout the continuing storyline.

“This new course that incorporates a challenge-based training methodology is another example of how we are constantly looking to enhance the understanding of compliance across the corporation, and how we are strengthening our approach to achieving and maintaining a culture of compliance, learning and overall environmental excellence,” said Chris Donald, senior vice president of corporate environmental compliance for Carnival Corporation. “We value the opportunity to work with UWF to maximize the effectiveness, level of engagement and impact of our training courses through a fun and engaging approach that incorporates participant feedback, and results in enhancing teamwork, shared learnings, responsibility and ownership.”

The Environmental Excellence course announced today was developed as an advanced training course for Carnival Corporation’s environmental officers that must be completed starting in the third year of service and then required annually. The new course builds on two prior environmental courses that are required for environmental officers to take at CSMART in their first two years, on top of the six-hour Operational Excellence course required annually at CSMART Academy for the nearly 7,000 environmental, bridge, engineering and electrical officers who support the company’s global fleet.

This latest training development effort builds on previous work in partnership with the UWF Innovation Institute, based in Pensacola, Florida. In 2018, the UWF team collaborated with CSMART Academy to introduce challenge-based learning into the development of the Operational Excellence course, an interactive, discussion-based course focusing on ownership, environment, ethics and technology for all of Carnival Corporation’s deck, engineering, electrical and environmental officers.

In addition to its work with CSMART Academy, the UWF Innovation Institute has led the curriculum development for other leading facilities including the National Flight Academy’s (NFA) immersive, game-based learning programs for middle- and high-school students located in Pensacola, Florida.

Carnival Corporation’s CSMART Academy has established itself as a world-renowned maritime training, professional development and research facility that is part of the seven-acre Arison Maritime Center. Founded in 2009 and staffed with one of the world’s most experienced maritime training faculties, the CSMART Academy provides rigorous annual safety training for nearly 7,000 bridge, engineering and electrical officers responsible for the safe navigation and operation of the world’s largest fleet of cruise ships from the corporation’s nine cruise line brands.

The investment in new and expanded training courses is part of the company’s long-term commitment to sustainability, responsible operations and protecting the environment, as outlined in its 2020 sustainability goals. In 2017, Carnival Corporation announced it achieved its 25% carbon reduction goal three years ahead of schedule and made additional progress on that goal in 2018, and is on track with its nine remaining 2020 sustainability targets for reducing its environmental footprint, while enhancing the health, safety and security of its guests and crew members, and ensuring sustainable business practices among its nine cruise line brands, business partners and suppliers.

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[iexcelize]

BIM: Helping construction projects to be On-schedule & In-budget

Real-estate businesses are expanding like never before. Their territories are growing, moving out of niche and downtown areas, into more sub-urban or significantly remote areas. Real-estate developers and commercial building contractors are finding it difficult to keep design, operations, and other back-office departments physically on-site, purely due to logistic reasons. The competition is virile, violent and cut-throat. Land is one resource which limited. So, when they construct, either they expand vertically, and make taller buildings, or they acquire virtual land by reclaiming it on sea, like the palm islands in Dubai, and the Incheon International Airport in Seoul, Korea. Everyone wants to be cost effective, and be there first. In such a scenario parameters that define any business’s operational excellence capabilities and financial strengths; are lower operational costs, and effective time management. Thus to exploit the cost and time resource, most real- estate developers and building contractors now prefer to work in a distributed office setup.  Building Information Modeling (BIM) made it possible for distributed teams to coordinate efforts and manage multiple projects, even at remote locations in a streamlined and near real-time way. BIM provides seamlessly integrated technology & solutions, which allow sharing knowledge resources to assist decision-making activities, while a building proceeds through various stages such as: concept, design and construction, and later in its operational life and eventual demolition. BIM Consulting Services at Excelize BIM offers solutions that can simulate actual physical construction process, even when the entire building is merely a concept. Simulation helps identify possible issues related to design, construction challenges, safety concerns, standards and statutory compliance requirements. Once the simulation lists out possible problems, potential impacts and appropriate remedial actions can be taken. Excelize is a leading offshore production AEC and BIM services company presently assisting some of the top Globally listed Architects, Design Build and General Contracting firms in US, Middle East, Europe as well as in Asia for their projects worldwide. With about a decade’s experience in offshore AEC business, today we are 50+ technically staffed professionals, assisting our clients at different phases of their projects (right from concept to completion) limiting our self as their extended production AEC & BIM arm.

[stavri123-blog]

WorldEX - P2P cryptocurrency exchange

The market and banking system shew several problems as unauthorized charges, inability to withdraw funds, crashing, freezing the accounts and some others. Decentralized exchange platform WorldEX project is trying to solve the mentioned problems, providing faster, safer and easier way compared to traditional exchanges.

What is WorldEX?

WorldEX is a crypto trading and exchange platform with more than one method intake or depositing cash and dynamic PHP web framework of Codelgniter. The wallet will be stored on the server giving exchange centralized nature while the coins will act as decentralized. The trading pairs will be in the following coins: BTC (Bitcoin), ETH (Ethereum), WXC (WorldEX Coin), ZZC (ZoZo Coin), LTC (Litecoin). No fiat currency will be supported. The release of v 0.1 (beta version) is performed by zzcex.com. The WDX tokens equal to 25% of each quarter profit will be destroyed until 50% of WXD tokens are bought back. Only 50,000,000 WDX will remain at the end. The Software Development Life Cycle - Agile Methodology will be applied. Cryptocurrency converter is the fastest exchange capable of sustaning 1, 800,000 orders/sec

Cloud Server

Compute Cloud Cluster Compute Quadruple Extra Large Instances will be utilized for high performance compute (HPC) applications in order to achieve rapid computation assessment. The millions of transactions can be processed just by calling up additional Amazon EC2 Cluster Compute Instances. The virtual private servers will be divided into 5 modules: database server, session server, exchange/webApp, API server, real-time server, priority scheduler algorithm. This will ensure the security of servers.

Security Levels:

Level 1 - normal

Level 2 - Sms

Level 3 - KYC (know your client)

Level 4 - login tracking and verification in case of suspicion

WorldEX's revenue

Initial Exchange fee will be fixed per trade and equal to 0.15% with no plans to charge above it

Other pricing will be developed as well and include maker-taker, volume-based tiering and free promotions.

There may be withdrawal charges

There may be a fee for listing innovative coins and other assets

There may be a fee or interest on margin in case of margin trading

There may be other fees for various services (for instance, automated algorithmic order)

Features of WorldEX platform.

user-friendly interface

lower fees

open to many countries globally

hardware and software wallets

24/7 full-staffed well-trained customer support service with the team based in the US, Philippines and Dubai

Google Captcha for security, SEO and SEM settings, min. and max. trade limits, supervision of orders

Open technology LAMP stack and HTML5 web application development (JSON-RPC calls) for all crypto.

ISO 27001 and 27002 information security standards conformity

2FA (2 Factors Authentication) security protocol

multilingual Support (English, Chinese, Japanese, Korean)

AML (anti-money laundering) and KYC verification procedures

ML (machine learning) and AI (artificial intelligence)

WorldEX device coverage:

Web

Android

iOS

Mobile HTML5

REST API

WDX tokens and ICO

• Ticker symbol: WDX • Total supply: 100,000,000 WDX • ICO participants: 50,000,000 WDX • ICO date: 03/18/18 - 05/30/18 • Initial price: 1 WDX=$0.65 (03/18/18 -04/02/18) • Soft Cap: $4,000,000 • Hard Cap: $10,000,000

For more information, please visit links below : WEBSITE · WHITEPAPER · TWITTER · TELEGRAM · ANN

Prepared by Stavri (Bitcointalk Profile) : https://bitcointalk.org/index.php?action=profile;u=955201 ETH Wallet: 0xf263f99B27E37e97720b9DdaF525B565E18A89c2

[bizbeeinsights]

Sales Outsourcing Services

Welcome to Bizbee Insights – Your Strategic Partner for Comprehensive Business Solutions in Dubai, UAE!

At Bizbee Insights, we take pride in being a dynamic and forward-thinking company, dedicated to elevating your business to new heights. As a leading provider of Sales-as-a-Service, Virtual Staffing, Sales Outsourcing, and Staffing Outsourcing, we understand the evolving landscape of the business world and offer tailored solutions to meet your unique needs.

Our Key Services:

Sales-as-a-Service: Boost your sales performance with our top-notch Sales-as-a-Service solutions. Our expert team is ready to drive your revenue, enhance customer relationships, and ensure business growth.

Virtual Staffing: Leverage the power of virtual teams with our Virtual Staffing solutions. Access skilled professionals remotely, reduce costs, and increase operational efficiency.

Sales Outsourcing: Unleash the potential of your sales force through our Sales Outsourcing services. We provide dedicated and experienced teams to handle your sales functions, allowing you to focus on core business activities.

Staffing Outsourcing: Streamline your workforce management with our Staffing Outsourcing services. From recruitment to onboarding, we handle the entire staffing process, ensuring you have the right talent for the right job.

Third-Party Solutions:

Our partnerships with industry-leading platforms such as Zoho, MS Dynamics 365, and the Oracle suite empower your business with cutting-edge technology. We integrate these solutions seamlessly into your operations, enhancing efficiency and productivity.

Custom CRM Solutions: Tailor your customer relationships with our bespoke CRM solutions. Our in-house CRM platform can be customized to meet your specific requirements, providing a user-friendly interface and robust functionalities.

Integrated Software Solutions:

Logistics Management System (LMS): Seamlessly manage and optimize your entire supply chain with our Logistics Management System. From order processing to final delivery, our LMS ensures real-time visibility, efficiency, and cost-effectiveness in your logistics operations.

Warehouse Management System (WMS):

WMS Integration: Elevate your warehouse operations with our Warehouse Management System. Our WMS ensures efficient inventory management, order fulfillment, and real-time tracking, enabling you to streamline processes, reduce errors, and enhance overall productivity.

Transport Management System (TMS):

Optimized Transportation: Enhance the efficiency of your transportation network with our Transport Management System. Our TMS offers route optimization, shipment tracking, and real-time visibility, allowing you to make informed decisions, reduce costs, and ensure timely deliveries.

Third-Party Solutions:

Our strategic partnerships with industry leaders such as Zoho, MS Dynamics 365, and the Oracle suite empower your business with cutting-edge technology. Seamlessly integrated into your operations, these solutions enhance efficiency and productivity.

Why Choose Bizbee Insights?

Innovation: Stay ahead in the competitive landscape with our innovative solutions and technology integrations.

Tailored Approach: We understand that every business is unique. Our services are tailored to your specific needs, ensuring maximum impact.

Reliability: Count on us for reliable and scalable solutions that grow with your business.

Strategic Partnerships: Benefit from our strategic partnerships with leading technology providers, ensuring you have access to the latest tools and platforms.

Partner with Bizbee Insights and embark on a journey of business transformation. Let us help you achieve success through strategic insights and unparalleled services. Contact us today to explore the possibilities!

[estimatemygrade5-blog]

how to calculate your final grade in a class

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