Okay, so, well, again, thanks for having me here and admitting me to this meetup without knowing what exactly I'm going to do and how I do my talks, but, well, here I am. I want to give a very, very short introduction about myself, simply saying, well, I am Niels. I work at a company called Nine Elements. We are based in Bochum. And if you want to talk to me or contact me, you find me on Twitter. If you maybe want to talk to me but say, please, no more CSS stuff, you can also talk to me about paper folding. I love origami. So this is the kind of thing that I do when I'm not doing front-end design stuff. So, but that's everything for me. I will go on with my talk now. So, when I started doing web design, web development about, like, 10 to 20 years ago, everything was really easy. We had the design part, then we had the front-end development and the back-end development. And over the last years, something new emerged here. That is called front-end design. I think it was Brett Frost who came up with the term. Sometimes it's referred to as UX engineering or interface development, but it is all the same. What it is, if you haven't heard this term before, it is people that are interested in HTML, CSS, and a presentational JavaScript. And I will write down some things. There are some tasks that you can do during a web development process. And I think we could argue about every single word here for, like, hours. But this is not the point here. What I want to say is that on the far left side, you have something that is clearly belongs to the design part, say, doing some illustration, drawing stuff, doing photography. And then this starts with the user interface design, UX design, and you go over to the far right end where you have this API stuff, data storage, business logic, and so on. And what is interesting for me is that when companies are searching for a full stack developer, full stack development means something like this to them. So we have to do everything except for maybe drawing and illustration. But you have to have at least basic knowledge about user interface design, because this is what you're building in the end, a user interface. And you have to do everything. This is a full stack developer. But I was always asking myself, how do you learn this?  And for some time this bothered me, and I got quite angry about this, because I value CSS and HTML, and I think this is so important. But this changed a little bit for me, because I think it is okay to do this. If you're interested in JavaScript frameworks and all this stuff, then please do this and do this, because you cannot learn everything at the same time. But we all have to acknowledge that if people are more interested in this, the full stack development becomes more something like this. And if we have on the one hand people that are doing just pure design stuff, and on the other hand we have people starting with presentation of JavaScript, it means there is no front-end design at all. And if you have no front-end design, you will end up with something like this. You have your expectations on the one hand, but the reality is kind of not what you wanted to have. So this is why we need front-end design, and I'm kind of focusing on this part here. Because the problem we now have in our company, for example, is where do we find people that are excited about front-end design? And well, I can say by myself, I don't know if I'm any good, but I at least can say that I love all this stuff that has to do with UI design, UI design, HTML, also accessibility speed, I just love these languages. And I looked and saw, well, what did I do before I started web design, web development? And I studied the history of art, and I thought maybe I did learn something there that helps me nowadays when I do my work as a front-end designer. And I think I found something there, and I want to share this with you so that maybe there is something that can help you as well. So I will show you a couple of paintings, and we will start with a very easy one. This one here, I love this painting. It is by Robert Rauschenberg, and it's called White Painting, the seven-panel version here. It's from 1951. And just to be clear, this is not one painting with small lines on it. It has seven panels, so seven canvases, very narrow, and they are put next to each other, and they are painted with white paint. There's also the four-panel version and the three-panel version. Then you have the two-panel version and, of course, also the one-panel version. But don't mistake this one with this painting here. This is also an artist called Robert, but this is by Robert Ryman, and I think it's from 1965, so 14 years later, so we see it's something completely different. So back to this one here, where we have the Robert Rauschenberg seven-panel white painting. What I really like about this painting is there was, nine years after he painted it, there was an exhibition, I think somewhere in Norway, I don't know, at least in Europe, and he was living in the United States. And they wanted to have his paintings for this exhibition, and Robert Rauschenberg said, well, transporting these and having them on the plane, they could be damaged, this is kind of expensive. I'll tell you what to do. You know, you have the size of the canvas at seven times, one hundred and roughly eighty centimeters by forty-five centimeters. The paint is used as Lapix paint, and then he said, paint them so they look like they haven't been painted. No hand, just put a coat of paint on them. And then there was his assistant, Bryce Martin. He traveled to the museum and he painted them, doing his best to do what the artist told him and painting the pictures. And then we had them. Here it is the painting. And what's interesting now is what was printed beneath it. And it said, Robert Rauschenberg, 1951. So what this process is, it reminds me kind of how a website is rendered. Because you could say that this is the HTML and CSS. This is the introduction of how the final painting should look like. Then we have the browser doing his best here, the assistant, to interpret the information and building the final painting. And we have the rendered website here. So this is kind of cool, I think, that you have this painting in a digital form where you have the digital information about the painting and then you have the analog painting itself in the museum. And if you want to, you can paint it yourself and have an original Robert Rauschenberg in your living room if you have enough space to put it there. So this is our first painting that I like. And the next one is maybe a little more of you know this one. It's by Magritte. And I don't speak French, so don't make me read the title here. It's from 1929, so we're going a little bit back in time. And yeah, what we're seeing here, at least we are seeing something here now, is a pipe and underneath it there's this little sentence Cecine Parinpe, which translates to this is not a pipe. And I always think about this painting here when I'm looking at some layout done in, let's say, Sketch, Figma, whatever you like. And I'm thinking, well, what we're seeing here is not a website. You may have done this yourself like saying, okay, this may look like a website, but it is not a website in the end. You can do prototype, but still it is not a website. And the same thinking is going on here. We are seeing there's this painted pipe, but it is not a pipe at all. And the funny thing here is even if you wanted to build a pipe from this paint here, you have to know quite a lot about pipes to actually build it. You have to know that it's open at the far right end. You have to know its size, the material it is made of. So in the end, this is just a representation of a pipe and it is not a pipe just as a layout is and never will be a real website. Okay, now you see this lessons are getting a little shorter here.  It is called Stille mit Käse und Kirchen, which translates to still life with cheese and cherries. And it's from 1635. I think it is the smallest of the paintings we are having here. It's like a regular paper or something, if I'm not mistaken. And well, coming from the white painting to the pipe one, there is quite a lot of stuff going on here in this painting. You see there's the glass of wine on the left and we have a silver plate arranged on it is the cheese. I don't know if you see my cursor. This is the cheese, by the way, and a knife and a bread and a dragonfly on top of it. And then we have some almonds and some berries and some cherries scattered around all there. So this is what's shown on this painting. For those of you who know the Christian religion, you may already have seen that on this painting there is much more going on. We have everything from original sin to Jesus, Jesus' crucification, resurrection, and final salvation is on this. And for those of you who did not see this at first glance, I will try to explain this. So everything started with Adam and Eve in paradise and then there was this original sin thing going on, eating the apple. She was seduced by the devil and the devil in form of a snake. And you have the snake in the glass here on the bottom left corner. And we don't have an apple here but we do have cherries and cherries are also symbols for fruits from paradise so they work as well. We also have, right where the original sin starts, we have to talk about the prophet. The prophet, if you are a Christian and you believe this, is Jesus.  Almuts, by the way, are symbols for Jesus The heart shell here is a symbol for his suffering and the soft fruit is a symbol for his kindness. So this is the talk of the prophet going on here. You also have these berries here. In German they are called Johannesbären. If you translate this word by word, it would mean John berries. And you have John the Baptist.  And if you know, Jesus' life did not end very well. He was crucified and you have the cherries here, which are the evil fruit from the beginning, building a cross down here. So this cross is the symbol for Jesus' crucification. But his life did not really end. He was resurrected and he died for our sins and you have this Holy Communion thing where in church now you eat bread in the symbol of Jesus' body. And this is the bread is up here and it's alongside the knife and the knife is pointing up against the reading direction because your reading in Western language is from left to right. So this is the reading direction and the knife is pointing upwards against it. So very strong upwards drift here and it's pointing to the wine. And the wine is a symbol for Jesus' blood and the bread and the blood is what finally crashes the snake down here and gives us in the end salvation. So this is what's all going on here in this painting. And I could now also start talking about alignment and golden ratio and all of this stuff, but I don't want to bore you too much with this. You might already ask yourself what does all of this have to do with front-end design and how can this help me in my daily work? Well, I will tell you. You hopefully have learned now that every element here has a distinct purpose that has its own purpose and also its place on the painting is very important. Like this wine here, you could maybe change it to red wine. It would work as well, but you could not switch it with milk because milk does have very other symbols here. And also these cherries in the far right corner, they have to form this cross. It's really important to know all this Jesus' stuff. So you analyze this painting here and you ask yourself what's the purpose of every single element and what's the job and how can I preserve this when I need to do any modifications here? And this is what we are doing now when looking at a very simple layout and trying to use what we have learned here. So we have this layout given to you by your designer friend and then you can use whatever tool you want. Let's say it's envision or sketch or Figma or whatever to know all the numbers here, to know all the margins and paddings and there's something quite strange going on in this layout here. You see this large headline is not centered. It is in here is kind of a container and inside it there's an additional margin going on here and you could translate all of these pixel values to some CSS and as this is a CSS meetup, I think you are all familiar with CSS. So I named this whole thing fancy text and then I mostly took all the pixel values and put it here so we have the font size, line height, margin, font weight, all of this. But you all know that as soon as I started to resize my browser and narrow the screen, this layout would break and I needed some media queries to fix this and this is maybe not the best approach so I want to show you something that is a little different here. So instead I look at this thing here again and ask myself what's the artist's intention here so the designer's intention and there are three things that I think are kind of important for this layout here to work. First thing is this headline here. It is really huge. You see there it is not about readability anymore. This is a headline that spans nearly the whole space that is available here. So this is kind of a substitute for an image that's not there. The designer wanted you to stare at the typography and acknowledge these beautiful letters here. So this is what's going on in the headline. The paragraphs are a little different. Here it is really about readability. We have a nice width of the paragraph. We have a nice line height and so on. So this is mostly about this is the content the real content that you have to read and this is done about readability. And the last thing that is interesting is the layout itself. You see you have some space up here then you have the text indented over here and a little bit less space on the right one. So this is the third thing that I kind of want to preserve. And how do I do this? I start with the headline instead of looking at these 160 pixels I kind of compare this to the whole viewport which is 1,440 pixels in this case because this seems to be the new normal when you're working on a design. And instead of using pixels I go for viewport units and I always keep a little bit of M in here. I'm told this is better for accessibility but the major part of it will be done by viewport units. You see that's 10 viewport units which makes the text size change dramatically once you change the browser width. So this stays almost always as big as possible given the browser size. So this is for the headline. Now looking at the paragraph here the width of the paragraph is 720 pixels and I could go now for a max width of 720 pixels but again here I want to say what is 720 pixels? And in this case it's the width of 50 times the character zero and knowing this I can use this in CSS and setting a max width of 50 characters. The CAH unit is the width of the letter zero so it's even better than using M because if for some reason there was another font loaded here that is much more narrow or white I'd still have the same number of characters in this paragraph and this is what you're aiming when you're doing setting a max width for a good line length. So this is the character unit that I'm using here that's the second part and the third one and final one is this distribution here that we have and again we're having the pixel values 230, 344 and 114 they look really random but if I compare them a little we could say roughly the far right corner column here it's one third, this is two times this column here and 344 is roughly three times the third column and they are mostly empty so it is kind of white space and this reputing white space is something that you could not do in CSS for a long time but finally with the grid you can do it and I think this is really awesome that you can do this what I'm doing here is I'm using grid for laying out this little layout here and it's not too complex mainly what I'm saying here is I use the fraction unit and the fraction unit works in a way that the browser asks hey is there after I put in all the content that I have is there some space left and if yes then it gets distributed like two times here, three times here and one time over here and then I only have to place my headline here starting at the second line this would be here first one would be here on the far left and ending at the fourth line and the paragraphs starting at the third line and ending here as well okay combining all of this together the CSS looks like this you see we have the fancy text this is the outer diff or whatever you're having here there's a grid thing I talked about just yet then you have the headline with the calculated font size and placed to the grid column the rest is just line-eyed font weight and so on and you have the paragraph I put in a tiny bit of view pod with here as well but not as much as I did here just a tiny bit so it gets a little larger when I'm on a big screen and the max width here to 50 characters so when I compare this one to the initial CSS that I showed you then well yeah it did get a little bit more complex you see we had 19 lines here and we have 21 lines here but it is not too complicated I think and instead of having a layout that breaks whenever you start resizing your browser we now have a perfectly responsive layout that doesn't need any media query and preserves the designer's intention and I will show you how it looks you see here how the intention is changing and you always have this nice readable paragraph here and you have this one third over here three times the width down here and you see as long as it's very narrow we only have one column because yeah there's no space left and I can show you again how this looks here you can see how the white space is distributed here with the pink columns so and you see what I think is really important that we have the designer's intention the indented text in the bottom the really large headline that is always quite large and the good readable paragraphs underneath it so the next time when you get a layout and you see a layout which is not a website and I hope you do understand this all the time please try to analyze where the things are what the element's purpose is and try to preserve it and this is for me what front-end design is really about and I hope that in the future front-end design will get the love that it deserves and well that I say thank you very much for listening and I think if you do have any questions whatsoever I'm happy to answer them


So, now I have defined a random variable with whatever we discussed so far, we try to distinguish what we mean by a discrete random variable and a continuous random variable. So, when the things are discrete, things are lot easier to visualize than understand that your random variable is just taking some finite number of values. If I describe what is the probability of each of this possible value, I kind of have almost all the information. Now, to move to the continuous case, we try to make it more formal, like we know that like if you when I say random variable is continuous, that means it is just like it can take possibly more than uncountably many possible values, right. But to make that formal, we introduce this notion of probability density function associated with our continuous random variable and then just try to connect what is the interpretation of that probability density function. So, often we just may not be interested in what is the value taken by the random variable, right.  What you care is at the end, how much money I made. I mean aggregate behavior. If you are going to go to some, like let us say this happens in intra-IIT sports, right, that I do not care on which event I lost, which event I won, whether I got the largest number of medals across all the competitions so that we are the champions. So, often instead of looking at the specific value outcomes, you want to look at the average behavior, okay. For example, what is the average rainfall in Mumbai?  All the water that comes maybe gets stored in our lakes there, right. So, at the end what you care about is how much of the water got accumulated. That is what interest you throughout the year, like not like on which day I have got how much of the rains. So, instead of looking at the micro information, maybe I want to get kind of macro information that is like a average. So, we would be next looking at what we call as expectation of random variables. So, if I say expectation like I want to get a global information about a random variable, what could be a natural way to define the expectation. Let us say if you conduct experiment, I do not want to look at the specific outcome, but I want to see if you going to repeat that experiment again and again, what is the outcome that you are going to see on an average. So, that is fine. Some of the outcomes divided by number of outcome, but that you have actually conducted the experiment, but a priori I tell you this is the description of your experiment. If you do this experiment, your experiment is going to take these possible values and it has this associated PMF. From that can I say something before conducting even the experiment? How? So, what you one possible way you want to do is you want to multiply each outcome with its associated weight. What could be the associated weight? The probability itself because the each outcome is going to happen with certain out probability. So, maybe you just want to multiply these two and sum over all possibilities. So, for the discrete random variable this is straight forward or it could be even infinity. So, let us say I have a discrete random variable as I said it is going to take either finitely many possible outcomes or it could be countably infinite, but whatever it is I can find this sum. I know what are the possible outcomes. So, Xi's are the possible outcomes and this is going to give you the associated probability. So, this Pxi is basically the PMF associated with that random variable.  I am going to see if I do a this is the expected outcome of my random variable X. So, if it only takes finitely many terms then this summation will not be over infinity it is going to be only over the possible number of outcomes. Right now we are just saying this quantity here could be finite or infinity. It is not necessarily that even though my random variable takes always finite values, but the expectation could be infinity. So, can you think of an example where this expectation can be infinity for a discrete random variable? Your series does not converge. Your series does not converge, but and what about the probabilities? So, let us take your series you want to maybe just take this as your series itself like 1, 2, 3, 4 is your possible outcomes. Can you give me a, can you put a probability mass on this so that if I look at the expectation it is 1 by. So, will it make a probability mass function? No, but this if you sum it over n it has to add up to 1. So, we can appropriately scale it right that the scaling happens to be pi by 6, pi square 6. So, I will just write that as a constant you can come up with a constant so that this will make it a probability mass function. So, now if you apply this what is this is going to be and will this converge? No, this is going to diverge right. So, and this could be infinity in this case and so this is infinity, but even when we have uncountably many possibilities the expectation can still be finite. For example, I can come up with like why outcomes has to be n it could be n by n, 1 by n itself. My possible outcomes are 1, 1 by 2, 1 by 3, 1 by 4 like that. So, if you just then if I make it 1 by n this guy is already I know this guy is going to converge and this is then in that case it is going to be finite. So, we have an expectation defined for a discrete random variable like this. Now, what about continuous random variable? We are getting 1, 2, 3, 4, 5, 6. So, in a normal way you may be asked what is your expectation. So, that values should belong to that. So, what I am expected by this by throwing a dice. Yeah, what your expectation means what I am expecting should be there. So, I will get 3.5, 3.5, 1. See like okay let us say let us say you defined your expectation such a way that it turned out to be one of the possible outcomes like 3 or 4 or 5, but let us say that happened to be 4. Now, if you throw a dice do you think your expectation is met because the die can be taking one of the 6 values and you may not 4 may not come when you throw it. So, your expectation is not met. So, by expectation here yeah fine.  What is the expectation? What is the? What is the exactly? Yeah. I am not going to get 3.5. No, average over all values you got that done. So, I am saying you right.  So, what I care is to throw this what is the value I got average over all I mean on an average like okay. So, so other way of interpreting is you are going to do this experiment let us say you do 1, 2, 3 times every times you did this every time you are going to get a different value and if you take average of all this what is the value would have gotten that is the value that is the interpretation with which we are defining this expectation. So, I can coming back to this gambling one if you are going to whatever the money you are going to put for whatever the number of days you are going to do it whatever the total wealth you are accumulated. Now, I want to average if I average it then I can kind of in a sense I can interpret right this is what I would have got on an average in on each day right because like so suppose let us say so let us say on day 1 you got this day 2 you got this day 3 like this day 4 like this you add all of them and then 10 you did this where end is and you got this ratio now other way of interpreting it instead of this looking at over for all these days on an average this is what I would have got every day instead of looking at the value of per day instead of looking at the accumulation and then dividing it by and we can think of this average as per day maybe this is what I would have got that is what the interpretation like we want to come this is what the interpretation this is what this is what that leads to this definition this kind of interpretation that we want to derive that should be naturally coming from this formula right. So, fine this expectation need not be the final point is this expectation need not be one of the possible outcomes this could be any value in the real number ok. Now, how to define it for continuous random variables we are going to define the expectation of a continuous random variable as what is and what is called as the Lebesgue's. So, as we expect in the in the continuous version right to define integration naturally the integration will come into picture and there are different notions of integration Riemann's integration, Lebesgue's definition of integration and this Lebesgue's this kind of integration. So, what we will take we will go with this it is called Lebesgue's integration and this is going to be defined as X of derivative of my CDF function which I can write it as right we have already shown that D of of X is nothing, but this from this definition here. So, through this definition of expectation of random variable or mean value of random variable we are trying to characterize the kind of global observation about that one can make about this random variable X not about the individual value it is going to get, but what we are saying as the value are going to get on an average or the expected value here. Now, we are going to define it like this maybe what are the properties this character has here like when we defined our CDF we looked at what are the properties that satisfies right. So, what properties this expectation satisfies. So, for this we are going to also call it we are going to call average of random variable or we are going to call it as mean of random variable or expectation of a random variable here all them in the same thing. So, first thing what we call linearity property. So, take a C then expectation of C of X is going to be C of expectation of X. So, do you think that this is true this property. So, what I am saying is you give me C whatever the initial random variable X I had I am going to scale it by C and then if I look at the expectation of that scaled random variable that is nothing but scaling the expectation of the original random variable and further if X and Y are random variable then expectation of X plus expectation of Y is expectation of X plus expectation of Y. I mean this should be very much straight forward from this formula right. So, when I say C X that means I have to replace X I by what? C X I. So, then it is already true that you can just pull out C and it is not remains and that same thing holds in your continuous random variable also. And now expectation of X plus Y, how you are going to verify this? We are going to reply X I by X I plus Y I and then what is this probability? They will be different. No, I am not saying independent. I just say that just I say X and Y are random variable. How we will show that? So, what is this? Let us say my new Z is my new random variable X plus Y right. Now this Z may take values different than what this X and Y would have taken.  So, X took value 1, 2, 3, 4, 5, 6. Y also took value 1, 2, 3, 4, 5, 6. What Z took? Z started from 2, 3 all the way up to 12. So, this Z is going to be different. And now to find the expected value of Z, you have a different probability mass function. But do you think that is going to separate out and you can get this? Why is this should be true? Expectation of X plus Y is equals to 2. Okay, think about this. Let me complete the other properties. So, what is the meaning of this? Probability that X is going to be take greater than or equals to Y is 1. What does this means? Yeah, what do you mean by that? So, if you take any, so X and Y are the two random variables that are defined on the same sample space, right? On any sample point, X is going to give a higher value than Y. And the collection of those sample points is such that that has a probability of 1. If X is going to give a higher value for every possible value of sample point, do you expect this expectation to hold? Then in the expectation also this should be higher, right? So, basically what we did here is when I wrote this quantity, right? So, you can replace this by X of omega i, right? X i is what? X i is the one of the realizations taken. And I can say that realizations taken is for some sample point omega. And this is what my expectation, if my Y is such that on the same sample point, it is going to assign a smaller value, then you expect that this whole of the expectation is going to be smaller, right? So, and also I have assumed that this expectation is strictly greater than minus infinity. This is because if this expectation was not strictly greater than minus infinity, but it is minus infinity, then this trivially holds, right? Because anything is going to be larger than minus infinity, right? On the same probability space, yeah? So, yeah, this is what I have taken here, yeah? And by the way, and this property is bit more than that, like this, you can see that this not necessarily that X and Y here should be coming from the, should be defined on the same probability space. Even if they are possibly defined on different, this should be satisfied. But if you have not checked that, we have just, we just showed that this, I mean, we have not actually showed anything, but we are just saying that if X and Y are two random variables, this linearity property holds, like I am going to take this expectation of the sum of random variable as nothing but the sum of the expectation of the random variables. And you can extend this argument not just two random variables, you can extend it for any n number of random variables, okay? Third, suppose you have a random variable X and you have a function, you apply a function g on that. So, what does this mean? Whatever the outcome of the random variable, you are going to further apply another function on this. For example, you want to like, you, whatever the outcome of the dice, you just do not want it, you are going to take twice the value of that. Then the g is that function which is making it twice, okay? Now, you want to compute the expectation of not X, but g of X. How does expectation of g of X look like?  And now if I apply g of X on that X, it is going to take different values. And g of X may have a different outcomes than X itself, right? And because of that, its pdf may change, right? And its cdf may also change. Is it necessary that I should first compute the new cdf and then with respect to that I should find this expectation? So, one natural way to solve, okay, let us call this Y, whatever is Y. If I can find the pdf for cdf for this Y, I know already you know how to find the expectation, right? If I know what are the possible values of Y and associated cdf pdf, I already have a formula. But without computing the new cdf of pdf, can I write this with the original cdf pdf of my X? It looks like that is possible and the, this is going to be simply g of X of, so I really do not need to find the, so this is the pdf of my X. Earlier if I, instead of g of X, if I just write X here, what would it have been? It is just the expectation of X. But then like even if I want to find expectation of g of X, all I need to do is replace this X by g of X. I still retaining my pdf function of the original X here. That means in a way when I am doing this computation, the random variable X is still having this property. Only the value you are looking at these values. And, but so you are just like, so you are, it is that your value outcome of the random variable has changed. But the underlying X's are still generated at the same pdf, so that is why we can use this formula. And this formula is often called what they call Lotus or what they call law of unconscious satisfaction. So it is called unconscious here because like even though you are computing the expected value of g of X, you are still not caring about changing the pdf of this. You are still working with the original pdf. And one formula which comes pretty handy in some cases, the expectation of X can be written in terms of only cdf like here we have written it in terms of the pdf right. But it can be written only express in terms of the cdf, the area under the cdf. How it looks like? 0 to infinity. So you see that, so how I get this formula, this is I think we just need to apply integration by parts here, where is my formula. So, I mean just check that like we know that expectation of X is nothing but X d of of X dx right. We know this is the case. Just use integration by part formula and manipulate it, it should you should able to get this. Now what did this saying is, if I have if I have some cdf like this and let us say this is one here. In the interval 0 to infinity, what I am looking at, I want to integrate the area under 1 minus f of X. So what is 1 minus f of X? So this is my f function right, 1 minus f of X is this portion. From this it is saying that you just subtract the area under my f of X, but in the negative half of the interval. And what is this region? This region is going to be just this. So you find the region total area of this and from this you subtract the total area from this, then this is going to be still in the expected value of expected value of your random variable X. Suppose let us say your random variable X is such that it is only going to take positive values, it is not going to take negative values. So then this part would not be there right. And then in this case your expectation is simply going to be this part, which is a just a much simpler version right. It is just like you are going to integrate the area, I mean the complementary area of your cdf in this particular discrete random variable. So you can also show that. So by the way what is 1 minus f of X?  What is 1 minus f of X is just probability that X greater than c. So then this simplifies that your expectation of X is nothing but you can write it only in terms of your probability that probability that X less than c into d of X. This is provided your X is only taking positive value right that in that case you can ignore this negative values. And also if your X is a continuous random variable even if I include equality here nothing changes. Is that true? Because probability X exactly taking value X is 0 that is not going to change anything here. And so what was your question? Can we do write a similar formula for the discrete ones? So based on this you think you should be able to write your expectation in a discrete case also similarly. Let us see what you have in mind. So in what way you want to convert it? We have this PMF right. We want to remove this PMF and bring in CDF but we already have said that the relation between PDF and CDF right. So we know that this is nothing but we said that probability that X equals to taking XI is nothing but that jump of my CDF at that point. So then we have you can write this expectation in a discrete case in terms of the CDF directly in this fashion. So that is nothing fancy about this right. Okay fine then let us stop here.


The president's action on steel probably had something to do with the timing of the decline, but I don't think it was the factor which determined the amount of the decline. For some time, stocks have been rising at rather rapid rates, corporate earnings have not been rising, dividends have not been increasing, and it's not to be unexpected that perhaps a correction of some of those unusual factors on the upside might occur on the downside. Some observers from time to time say that the stock market is a forecaster of events to come. Can you predict or would you care to take a look at what you think this might be forecasting to the decline? The stock market has been a good forecaster from time to time in the past. It also has been a rather poor forecaster occasionally. For example, the last four or five years the stock market has been booming along and presumably forecasting better business which is really not materialized. Their profits are not any better than they were five years ago, but stock prices are fifty percent higher thereabouts. So maybe the stock market is really correcting a previous incorrect forecast this time rather than making a new correct one. Well, in a nutshell, Mr. Buffett, can you give us your opinion just exactly what happened? What caused it? Well, there was undoubtedly some force selling the week when the stock market hit the news. The previous week prices had declined about six percent for the week on average. And there was some stock that was forced upon the market both by margin calls from brokers and some that was forced out by improperly secured bank loans. And this in turn set up a self-generating mechanism on the downside for a while, which we may have seen the last of and which we may not have seen the last of. So I really hope you enjoyed the video. It's amazing to see how sharp Buffett was what, sixty years ago. But the most important thing that I want to discuss here is that nothing has changed. Buffett is still the same guy now than as he was back then. Just his language is more adapted to the masses, he's not so sophisticated anymore. But what he was saying then holds now. Let's just go through the topics that I find very important to understand for our well-being and financial success. The key point to grasp is that as Buffett said, if stocks go up for no reason, those might also go down for no reason, especially if corporate earnings do not improve. And let's take a look at SAP 500 earnings since 2006. They haven't gone anywhere, but the stock prices exploded. Further on the question, if the stock market can forecast things, he says it can be good, it can be bad. As a forecaster, the stock market. So again, this is pure Buffett, I don't care about the market, I care about my businesses. Simple as that. He has been doing that for the last 60 years and we now see the success of his mentality back then. It's not about the stock market, it's about the businesses. Then something very important, he mentioned how the stock market declined back then 6% in one week. And that's something we have just have been seeing some glimpses in the past few months, but there is plenty more from where that comes from. He says how there were broker margin calls, other debt calls that triggered a sell-off in the market. And that's something normal. The same happened in 2000, 2002, 2009, 2008, 2009, and will probably happen in the next recession. Because as you can see here, margin debt is at the highest historical level. And that usually happens when stocks are expensive and high, and not the opposite when stocks are cheap, when everybody should be high on margins. And Buffett closes with something very important. Which we may have seen the last of and which we may not have seen the last of. So that has been his mantra for his whole life. Don't ask me what will happen in the stock market in the next week, month, year, two years, because he doesn't know it and he doesn't care about it. What he cares is his prices, his purchase prices, his stock, his businesses that give him the cash to grow his capital, his portfolio. And that was his mantra for his whole life and very, very successful. And if you want to be successful, I think we should just follow what he has been doing, buying great businesses, risking a little bit, paying a little bit more for a great business, long-term business. But really understanding the businesses we buy. And that's exactly what I do. Buffett is from the US. I'm from an emerging market, so I'm more focused on emerging markets because I know them better as Buffett knows the US better. I think I'm at an advantage now because I can really find bargains at emerging markets, so subscribe to this channel as the next step for my research and my sector and my research platform are in detail analysis of Brazil and Argentina and many Brazilian and Argentinian stocks that might be cheap now because nobody likes emerging markets now, but life there goes on. Thank you for watching. I'll see you in the next video.


Okay, we're back here at theCUBE on this floor in Cloud City, the center of all the action at Mobile World Congress. I'm John Furrier, your host. Michael Card, CTO, VertiSan is here with me remote because this is a virtual event as well. This is a hybrid event. It's the first industry hybrid event. Great to be back in real life on the floor. Michael, you're coming in remotely. Thanks for joining us here in theCUBE in Cloud City. Thanks for having me. I'm excited to be here. We were just talking on camera about you went to Michigan and football, all that good time while we were waiting for a matter from the studio, great stuff. But let's get into what you guys are doing. You got a great cloud news we're going to get to but take a minute to explain what you guys do first. So VertiSan helps organizations of any size thrive in the cloud. So we have a unique combination of proprietary technologies such as our cloud optimization platform that we'll talk about in a minute and a global team of experts that helps companies make the most of the cloud from getting to the cloud and building the cloud to optimizing the cloud all the way to managing the cloud at scale. Well, you got a lot of experience dealing with the enterprise. A lot of customer growth over the years, great leader. Cloud dynamic here is the big story at Mobile World Congress this year. The change over, I won't say change over per se, but certainly the shift or growth of cloud on top of telco. You guys have some news here at Mobile World Congress. Let's share the news. What's the big scoop? So we have an automated cloud optimization platform that helps companies automatically understand the usage patterns and reduce spend fully automatically. And we focus first on AWS as the biggest cloud provider, but starting this week, we wanted to announce is we're actually going live with our GCP product, which means people who are on the GCP cloud platform can now leverage our platform to constantly understand usage patterns and spend and automatically take action to reduce spend. So we typically see customers save over 50% when they use our platform. So now GCP customers can take advantage of the same capabilities that our AWS customers take advantage of every day. Talk about the relationships as you get deeper, and this seems to be the pattern. I want to just unpack, you don't mind a little bit, the relationship with Google and this announcement and Amazon. You're tightly coupled with them. Is it more integration? Talk about what makes these deals different and special for your customers. What's about them? What's the big deal? Well, I think for us, obviously we think that, the public cloud's the future, right? And obviously cloud city and all the different companies there agree with us.  We don't think you're going to, you're going to build your own technology infrastructure for the most part. We think that pretty much all compute will be in the public cloud. And obviously AWS is the market leader. I'm in the largest cloud provider in the world.  And we think that, you know, organizations are going to want choice. Many will go multi-cloud, meaning they'll have one, two, three of the big providers and move workloads across those. But even those who choose one cloud provider, you know, each cloud provider has their strengths and different companies will choose different providers and they're all, you know, they've all got strong capabilities and their uniqueness. So we want to make sure that whether, you know, an organization goes across all cloud providers or they choose one that we can support them no matter what their workloads look like. And so for us, you know, developing deep relationships with each of the public cloud providers, but also, you know, expanding our full set of capabilities to support all of them is critically important. Because we do think, we do think that there's, there's going to be, you know, a handful of large public cloud providers. And obviously AWS and GCP are among them. Yeah, I mean, I talk to people all the time and even, you know, we're an Amazon customer pretty robust cloud and the bills out of control is what's, what's this charge for? There's more services to tap into. You know, it's like, first one's on me.  We all love that. But as a random aside here, I want to get your thoughts real quick. If you don't mind, this idea of a cloud economist has become part of a new role in organizations. Certainly SREs, DevOps. Then you're starting to get into people who actually can squint through the data and understand the consumption and be more on the economics side because people are changing how they report their earnings. They're changing how they report their KPIs based upon the usage and costs. And what, is this real? What's your thoughts on that? I know it's a little random, but I want to get your, get your thoughts on that. Well, yeah, it's interesting that that's been a development. What I will say is, you know, the economics of cloud are complicated and they're still changing and still emerging. So I think that, I think that's probably more of a reaction to how dynamic the environment is than kind of a long-term trend. And admittedly for us, you know, we hope that, you know, a lot of those, that analysis and the data that's required will be provided by our platform so you can think about it as a digital or AI-powered cloud economist. So I don't know, hopefully our customers can use the platform and get everything they need and they won't need to go out and hire a cloud economist. It sounds expensive. Well, I think one of the things that sounds like great opportunities to make that go away where you don't have to waste the resource to go through the cost side. I want to get your thoughts on this. This comes up all the time, certainly on Twitter, I'm always riffing on. It comes up on a lot of my interviews and private chats with people about their cloud architecture. Spen can get out of control pretty quickly and data is a big part of it. Moving data is always going to be cost-efficient. Amazon and Google, moving data in and out of the cloud is great. Now with the Edge, I just talked to Bill Vass at Amazon Web Services, the VP of Engineering. You can literally bring the cloud to the Edge and all the clouds are going to be doing these Edge hubs. So that's going to process data at the Edge but it's also going to open up more services, right? So it's complicated enough as it is. Spend is getting out of control and it only seems to be getting out of control even more. How do you talk to customers that want to not be afraid, they want to jump in, but they also want to have a hedge? Yeah. What's your take on that story? I think that, sure, I think there's a lot of debate right now as to whether or not moving to the cloud from a cost perspective is cost effective or more costly. And there's a pretty healthy debate going on at the moment. I think that the reality is, yes, the cloud makes it easier for you to take on new services and bring on new things and that, of course, drives spend but it also unlocks incredible possibilities. And what we try to do is help organizations take advantage of those possibilities and kind of the capabilities of the cloud while managing spend. And it's a complex problem but it's a solvable problem. So for us, we think that the job of the cloud providers is to continue to innovate and continue to bring more and more capability to bear so that organizations can transform through technology. The job of the teams using that technology is to really leverage those capabilities to build and to innovate and to serve their customers. And what we wanna do is enable them to do that in a cost effective manner and we believe and we have data to prove that if you do public cloud right, it's cheaper because those organizations, much like at the turn of the Industrial Revolution factories used to have their own power plants because you couldn't effectively reliably and kind of cost effectively generate power at scale. Obviously no one does that now. And I think with the cloud providers, it's the same thing. I mean, they're investing in for pride, very hardware, tons of software, tons of automation. They're highly secure. At the end of the day, they're gonna always be able to provide a given capability at a lower cost point. Like of course they need to make profit. So there's a bit of margin in there but at the end of the day, we think that both the flexibility and capability of it combined with their ability to operate at scale gives you a better value proposition, especially if you do it right. And that's what we wanna focus on is, the answer is there. You just need the right data and the right intelligence to find it. And you can have it. I totally agree with you. In fact, I had a big debate with Martin Casada at Andreessen Horowitz about cloud repatriation and he was calling this paradox. Do you focus on the cost or the revenue? And obviously they have Dropbox, which is a big example of the did that. And I even interviewed the Zynga guys and they actually went back to Amazon, although they didn't report that. But I'm a big believer that if you can't get the new revenue then you're in cost mode and there are other issues. But again, I don't want to go there right now. I'll talk about that another time. But I want to get the playbook. So first of all, I love what you do. I think it's an opportunity to get, take that heavy lifting away from customers around understanding cost optimization. A lot of people don't know how to do it. So take us through a playbook. What are some best practices that you guys have seen to help people figure this out? What do you say to someone, hey, help me, Michael, I'm in a world of hurt. What do I do? What's the playbook? Can you give some examples, day in the life? Sure, so I think the first thing is, know what you're spending money on, which sounds obvious, but there's, cloud environments are complicated, especially at scale. There's hundreds of thousands of skews and lots of different usage patterns. And I think the first thing is, understand what you're spending money on. Number two is, understand what you're getting for that spend. So what value are you driving with that spend? And then number three is, put the information in the hands of the people who can do something about it. And I think that is one of the things that we really focused on is, we built our product from an engineering focus first. It was engineers solving the problem of understanding how to keep cloud costs in control. And so our whole principle is, give the people working with the technology, the data, to make good decisions and give them the power to act on it. And so a lot of companies say, oh, we're spending more over here or maybe we should look at that. But what we believe is, actually be specific. Where are you spending money? Where exactly are you spending too much and what should you do about that and give that information to the people who can take action, which are the engineers. And then lastly, make it important in the organization because there's a ton of competing priorities. And what we've found is that where there's leadership support there's results. And so I think if you do those four things, results will follow. Now obviously you need to understand specific utilization patterns and know what to do with different kinds of resources and all of that stuff is complicated. But there are certainly solutions out there, ours included, who help you with that. So if you get the other four things right plus you have some help, you can keep it under control. And actually not just keep it under control, but operate an environment that's much cheaper than hosting all this technology yourself. And much more flexible. That's a great point. I mean, the fact that you mentioned earlier, the engineering piece, that is so true. People I talk to, our experience is in it's pretty common. The DevOps team tends to get involved in things like making sure you're buying reserve instances or all kinds of ways to optimize patterns. And that's also an issue, right? I mean, first of all, it makes sense that they're doing it but they're also the engineering time is being spent on essentially accounting at that point. Demonstrates the shift. I'm not saying it's good or bad. I'm just saying that it's got to be realistic. It's a time sink for the engineering when they're not engineering, accounting, or should they, this is a legit question. It's not so much they should or shouldn't.  That's obviously a mismatch. But when you talk about SREs and DevOps, Michael, it's kind of what might not be a bad thing. I mean, so how do people react to that? Are they kind of scratching their head in the same way or are you guys the solution to that? Well, I think that at first they are, but for us at least it's, you know, we don't want them trying to understand the intricacies of a savings plan or understanding kind of the different options for compute instances. What we want them to do is we give them all the information. So our approach is give them all the information they need to quickly make a decision, let them make a decision, push a button, and then let the change happen automatically. So if you think about it, you know, the amount of time they spend is a minute and that's the goal because then we can use their expertise so it's not a finance person or an accountant doing research and then making decisions that may or may not make technical sense and then looping in a bunch of people and they all talk and then, you know, all that kind of whole process. It's now here's, you know, a data-driven observation and recommendation. You have contacts, say yes or no. If you push the button and then you say yes, then, you know, the change happens. If you say no, the system learns and it's- It's building right into the pipelining there. It looks like shifting left of security is the same concept. It's really a great thing. I really think you're onto something big. I love this story. It's kind of one of those things where reality's there. Michael, we've got 30 seconds left. I want to get your thoughts to share. Put a plug in for the company. What you guys are doing, what are you looking at higher? Give it, you got a 30-second plug. Go plug the company. What do you got up? Well, you know, we think that for any organization big or small, trying to make the most of the public cloud and be cloud first, you know, we bring a unique set of expertise, automation and technology capabilities to bear to help them thrive in the cloud and make the most of it. So, you know, obviously, we would love to work with any company that wants to be cloud first and fully embrace the public cloud. And I think we've got all the tools to help them thrive. Yeah, and I think the confidence of business logic, technology, engineering, working together is a home run. It's only going to get more stronger. So congratulations. Thanks for coming on theCUBE. Okay, thank you. Adam, back to you in the studio for more action. theCUBE is out. We'll see you later.


The International Organization for Migration is determined to stay and help the people of Afghanistan. It's estimated that nearly 40% or over 40% of the population rely on humanitarian aid. And this is why it's very important that you continue to support us in delivering the assistance that the Afghan people need. Your support is still extremely important.


Hello. My name is Miklos Gaspard and I'm in charge of digital communications at the IAEA. I also happen to have COVID so I'm at home and not with the panel as usual. We are live from Vienna, our headquarters, and this is already the eighth session in a series of lives where we discuss what it is like to work at the IAEA and explain how the recruitment process works. We'll also answer some of the questions that candidates have asked us about working with us. You too can ask questions during this live, just drop them in the comments box and we'll be answering some of them at the end of the session. Today's topic is assessing job applicants. We'll explain all the steps and provide tips to help you better prepare. We have selected two great colleagues for you to meet today. First, let me introduce you to Janine Leopold from New Zealand, who is coordinating various administrative matters including recruitment at the Division of Nuclear Security. Then we also have Jorge Alcina from Spain. He is what we call an HR business partner. He advises managers on human resource strategy including recruitment. So they have both seen tons of candidates succeed and also fail. Let me begin with Janine. Could you tell us that after application, how are candidates selected for the assessment stage? Thank you very much for that question. All applications are reviewed by the hiring manager that the position will report to. They evaluate the qualifications, the experience detailed under description of duties in the application form, as well as specific questions at the end of the application. This is all reviewed very carefully. The candidates whose profile meet the requirements and have the most directly relevant experience to the position may be shortlisted for the next steps. Thank you. And what are those steps? What are the different assessment steps that we go through? Jorge, could you please answer that? Sure. Thank you very close. So throughout our recruitment processes, we can have up to four assessment steps. The first one would be the written test, a specific written test in alignment with the requirements of the position. Then could come an asynchronous video interview. After that, panel interviews, which would be interviews run by a panel including the hiring manager and the candidate. And then we could have a psychometric test, which is normally applied for managerial leadership position and other senior positions. So asynchronous video interview, perhaps our listeners might not be familiar with that. Jorge, could you explain what these are, why we do them, and how they can prepare for them? So asynchronous video interviews are basically interviews that candidates do online and are asynchronous because they would record their interview in a video then would be later on watched by the panel interviewing for that position. So in those type of interviews, we're going to focus on assessing the content of the answers that candidates give, communication style, and they can encompass questions that go from more generic motivational questions and why you applied for the job to more specific skills related questions for skills that are important to the position, or even competency-based questions in some occasions where you need to put forward some examples that prove your competency in a certain domain. So how long would these videos take, Jorge, and how should people prepare? I couldn't hear you well, Nikolas. Can you repeat the question? Sure. Sorry about that. So how long do these video interviews usually last, and how should a candidate prepare? So they are fairly short, actually. We can see an average of five questions for each of those asynchronous video interviews that we run. Each question can take up to two to three minutes to answer. So they're fairly short, but it's important to prepare as you would for a normal panel interview, being well the position, the requirements, a little bit of what you bring to that position, where your strengths are, your skills that fit into the role, and I think as well as potentially some examples that you could put forward for the core competencies and the competencies that are assessed in that position. And it's a fairly user-friendly platform that we use.  It's true. Once you start your interview, you need to go all the way and record the full interview, responding to all the questions. So it's good to prepare, have a good setup, lighting, be comfortable, and as well address professionally because it's still a professional interview. Thank you very much. If I may just add, lots of candidates have told us how uncomfortable they are with this method. Don't worry, it's just as uncomfortable for everybody else you are competing against. So it's a very fair assessment method. All right. So sometimes we start with the asynchronous interviews. Sometimes we start with written tests. As Jorge explained, they are both optional. Let's talk about the written test next. So Janine, why do we do this and how do we assess a written test? Thank you very much for that question. We use a written technical assessment to evaluate the candidate's ability in relation to duties that are required in the position that's been advertised. This is usually done after an initial shortlist and provides insight to the hiring manager who may then subsequently propose only the highest ranked candidates to be moved to the next step. An example is, for example, we may require data analysis. There may be some tests in there on analysis of data and extraction of maybe to a report. The people who do this the best will then move forward to the next step. So this is, we get a shorter shortlist. Thank you. Thank you for that. So how long are these tests normally? They can actually vary depending on what we're doing. It can be anything from 45 minutes to three hours. It depends on exactly what we're looking for, how many candidates we have. It's always customized to the position and what we're looking for in a candidate. Thank you. And these tests, as you said, are always technical, right? Not competency-based. These are technical assessments. Yes, that's correct. All right. So after the written test, as Janet explained, some candidates will make it to the interview, the panel interview. That is a compulsory step we have in every recruitment process as Quark has said at the beginning. We will actually dedicate a session to preparations for the panel interviews next month. So now I'd like to move to the following step, which is a psychometric assessment, if I recall correctly what Quark has said at the beginning. So why do we do this? When do we do this? And what are these? Quark, could you give us some details? Sure. Thank you, Miklos. So, yes, this will be the last step. It doesn't apply to every single position. As we were saying at the beginning, it would apply to managerial positions, senior or leadership roles in the organization. But when we do this assessment, it's related to just after the panel interviews. The why? Well, it's an additional layer of information that we would have. It's an independent external provider that would run these assessments, these psychometric assessments. It's HHL, an industry leader in the field. And basically it would look at personality, ability and managerial judgment through a number of tests that are performed online. And it includes as well an interview with an HHL expert that lasts about one hour and a half or so. So that provides additional information that will really focus on the leadership part on the managerial aspect of the position. And the panel will consider as well that information from that independent provider when it comes to taking the decision for the selected candidate. Thank you. So I see in the meantime one of our viewers said in the chat that the recruitment process is too long. We are aware of that. As my colleagues have explained, there are lots of steps to go through. We want to make sure it's fair and we tend to have many candidates for these jobs. So bear with us, sometimes it takes a while. But after it's completed, what happens next? What happens after all the assessments have been finished? How and when is the decision made? Okay. Sure. So yes, it's a very lengthy process. We have a good number of steps in the assessment. And then at the very end, after that psychometric assessment or the final interview, depending on the position, there is a recommendation for selection that the panel makes. That recommendation for selection goes through a number of internal approvals. And depending on the level of the position that we're recruiting for, it can actually go up to the director general. And only after that decision is taken that approval is obtained, we are able to communicate to all candidates participating in the selection process. Many thanks. These are all the questions I have prepared for you. In the meantime though, our audience has asked a few questions. So let me start. If an applicant possesses all the job requirements, does it guarantee passing the pre-screening stage? Thank you for that question. If they meet all of the requirements, they will be compared against the other applicants. And the ones with the most directly relevant experience will normally move forward to the next step. So it really depends. It could depend on the numbers of years of experience. It depends on the skill that we're looking for. So it's not a guarantee, but it gives a much higher chance if they meet all of the requirements in the job description. Okay. Thank you for that. So another question actually several people have asked is if we could tell them how long typically these various steps take. And I know these vary, but perhaps we can give a range. So from we start assessing them as the applications come in, historically I can tell you that we get sometimes 40% of applications on the last day that it closes. So then we start looking at them. It depends also on the hiring manager and their availability. We have priorities and we do have a timeframe we try to stick to. But if, for example, the hiring manager is on duty travel, of course it can have delays. So we do do them as we do process as quickly as we can. We also go through levels of endorsement and reviews because we have a very rigorous recruitment process. It can take anything, depending on the number of applications also, I'm seeing between 80 and 300 applications for every position, for example. And we look, because we're looking at everything, we really take our time to assess everybody's application. We're reading the motivation later. We're reading all of your experience and assessing this against the fit. So of course this takes time as we do our due diligence. The whole recruitment process, we try to conclude within six to eight months from the position closing. But we do try and speed it up where possible, but it also depends on when the position is becoming vacant and how quickly we need. We try to have no gaps in the agency. Thank you. Thank you for that. We have a couple of questions about written assessments. So first, how are these assessed? Do we have a word, Marks? How does it work? The hiring manager who is making the test and looking for what they want, they will have a scoring system per question. We have multiple reviewers. They are done anonymously. We do not know which candidate has done this. The hiring manager will put the test together, and then it's conducted by human resources. They give it back to us anonymously. It gets reviewed by two independent panelists. And after we've done that, we get the scores, and then we get the next shortlist. I hope that helps answer that question. Sure. Thank you. If I may just to build on that, just to confirm that indeed all these written tests are tailor made for each position. And that may vary a lot from very specific technical questions with true false answers or predetermined answers to building a business case for which you actually have a deadline and that you need to produce or a certain document or strategy. So it's really tailor made, and obviously the way of assessing that will be as well tailor made for each position. Thank you. One of our viewers asked to give examples of positions where typically a written test would be required. So we have had them for some general service positions where we want to know how activities are prioritised, for example. It could be questions on travel management. Then for professional positions, it could be relating to budgets and extracting information from reports. It could be compiling Excel. Those types of positions, maybe Hohai wants to add to that. Yeah, it could be as well potentially communications positions where you need to either respond to certain questions that sort of assess your knowledge or potentially create something. But it could be as well for more engineering or scientific type of background positions where very specific questions are asked about certain technology or science domain. So perhaps based on what you've said, could it be one good way of summarising this, that it would be an example of the kind of tasks one would have to perform during the job. And that's then a good way for candidates to prepare. Look at the job description, what would be the kind of tasks you would be asked to do, and it would be some sample of that that would be on the written test. Is that a fair summary? Yes, that's absolutely a fair summary. Everything relates to the job description, whether it's the video interview, the test, and then also the panel interviews. Everything is tied to the job description. So the candidate concentrating on that is the best way to prepare. Thank you. Thank you. The next question relates to the asynchronous videos in video interviews. So what happens if there are technical difficulties during the session, like my Wi-Fi or internet goes down? Yeah, so our provider, the provider for the platform we use to run these asynchronous video interviews, has technical support that is very responsive. Again, the platform is very user-friendly, and you get a lot of guidance and instructions to run your interviews. If you come across technical problems, you can always contact them. If for whatever reason, you don't manage to run your interviews, you can as well contact our recruitment team and they will be able to help. Thank you. The next question is related to what happens before all these assessment starts. Somebody has asked, what happens if they don't meet all the requirements exactly that are in the job description? For instance, they have a different type of degree or a few years of experience. Would they still be considered? Is it worth applying? Everything is being looked at and would depend on the number of candidates. If there are more qualified candidates that do meet all the requirements, then they're unlikely to be recommended for further evaluation. I would add there one important point. That is, in every job description that you will see, there will be requirements that are musts, that are really requirements, and then other items that may be desired or nice to have. The requirements need to be met in order to be shortlisted for the position in order to move on to the next step. Thank you very much, Jen and Jorge. These were the questions that the audience has asked. So that is the end of our session. Thank you everybody from around the world for joining us. As I said, this is our eighth session. If you missed any of the previous ones, look for the links in the comment section and also on our website on the recruitment page of the IA website. Please also participate in our anonymous three-minute survey that will help us to develop other interesting live videos like this one for you. You can again find the link in the comment section. So thank you for joining us. Don't forget to subscribe to our newsletter and see you next month. Bye-bye.


Devin slept with a lot of guys gentlemen Devin has a high body count.  You think that I think I found some special snowflake who declined parting through her 20s even though she has a great body. Give me a break guys. I am well aware that Devin's notch count is a lot higher than she will ever admit.  She's had bigger and better than me. She hasn't told me this but I know. Post wall women they get married all the time but the men they get married to are very low value. They're beta males. They're pushovers. They're not real men. They're not the men that aroused these women. These aren't the men that these women respect and love. These are the beta males. These are the lower wrong men. I misled my audience about Devin's age but I did that for privacy purposes. Dude listen man my results speak for themselves. Speak for themselves. Devin slept with a lot of guys gentlemen.


Good morning everybody. We're in Watertown, South Dakota. We're at Stone's Truck Stop. It's a pretty big one. I haven't gone inside yet, but it looks like there's quite a bit to do in there. We got old blue here. Just turned her over getting her warmed up, getting the blood moving. We've got this nice corner spot here, sort of like a country, country lot almost. Got some trees, some forest. Delivering this lumber today. I'm gonna get this off my trailer, and then I have a reload in Davenport, Iowa that's taking me back home. As soon as old blue is ready to go, we'll be on the road. Raining. I just started raining as I was talking to you out there. The joys of wearing glasses. Glasses and rain do not go together. For those of you who've been following me for, I guess, more than a year. I only got my glasses about a year ago. Up until then, I never wore glasses. My eyes aren't that bad. Like, I still don't need my glasses. It just sharpens everything. Turns everything from, you know, HD into 4K, or from 720 into 4K, or I don't know. But keeping these things clean, that has been, that has been a challenge. For those of you who don't wear glasses and are getting glasses soon, it is a constant struggle, constant. Who knew? When you take them away from the eyeglasses shop, or where you buy them and you first put them on, they will never have that same razzle-dazzle. They will never have that same clarity. You take them home and the first speck of dust that gets on them is only the first of millions and billions and trillions. It never ends. And then eventually they start getting scratched, and you're so careful. You don't know how they got so scratched, and I have like multiple different like levels of cloths to clean them. I have the cloths like that just to, you know, lightly get the water droplets off them. And then there's another microfiber that I use to clear the dust off for them.  You got to get that, that off there too. Then there's all these different products you can use to spray on there. There's these like little wet nappies, wet naps that you use to clean them and sterilize them. It's a whole ordeal. Glasses, I don't mind them. I kind of like seeing everything in like 4k. So it's, it's alright. You get used to them. You get used to them after a while. But the first time when I put them on I was like, whoa, that made me dizzy and like, well, it made me nauseous for a while. It seemed like whenever I'd move my head this way, everything would warp. And for some reason, now it doesn't do that anymore. It is what it is. Okay, let's get out there. I just got to get a coffee ready here.  Let's get going. It's going to be a good day. Do a little tug test to make sure my trailer is definitely attached. I looked and it was attached, but now I tried it. It's definitely attached. This truck stop is huge. Obviously a regular like convenience store like most truck stops. All fuel cards here. Fuel cards they accept. I didn't fuel here. Obviously have owners that care about their business. I think this is the way out. I don't see any other driveway anywhere. So no one's looking at me funny or yelling at me not to go here. So here we go. So we're getting a later start this morning. That's usually how my schedule ends up. I usually drive late into the night and then start when the sun comes up or after the sun is already up. I know it's a better schedule to start before the sun is then you end earlier and you get a better parking spot. But in my region where I am here meters take the entrance to the left on In my region where I am here, there's usually plenty of parking. 80 degrees Celsius here. It's a massive facility. Empty trailer. And I've slid my fifth wheel back to my preferred position. Not quite all the way to the back, but close to the center of my axles. A little bit off center to the rear on this, but that's okay. Davenport 500 kilometers from here are 300 miles. Half a day I'm going to try to get there today yet. I want to say I'm going to make it, but I only have two hours and 44 minutes left of driving time. How does that work? Took a lot longer to get here than I thought. We better get going then. I have to load there at 11 a.m. tomorrow. And then I have to book it home. I've got to be home. Not tomorrow, but the next day by the afternoon because our dogs have important vaccine appointments or they have to go and get their annual shots, right? How did I drive that much today? I only drove what? I don't figure out what's going on here. I drove 447 kilometers today, so half a day I should have more time. Oh, there it is. Five hours and 44 minutes. Okay. My 30 minutes hadn't clicked over yet. I was at 29 minutes here. Once I stopped for my half hour break because of U.S. hours of service, then I get the rest of my 11 hours of driving. I just jumped the gun. I panicked. Where did all my time go? It didn't take me that long to get here. Did it? Okay. Five hours, 44 minutes left of driving time now. Makes more sense. Oh, I have six hours and 20 minutes left in which I can drive that time. So I have a little bit of time to go fuel up. We're going to get all the way to Davenport and hopefully find a parking spot, get loaded tomorrow, and then go home just like that. Well, I'm the only one getting fueled apparently. We're all fueled up now. I don't have to worry about being overweight to get fuel so I can fill up the tanks all the way to the top. This is Loves and Valley, Nebraska. Lots of parking spots here, but we're not staying here. We've got to go about another five hours down the road yet towards Davenport. So when I get back, I'm going to have to take the truck back to the shop to get my visor secured a little bit better. You can see I've got a one-inch strap in there. The wind is grabbing it. The wind is grabbing it and it's pulling it off the cab and it's making a sort of making this piece in there bump against my windshield because that's just pressed against my windshield. And the wind is catching it and causing it to shake too much. So I secured it more with this little one-inch strap and it fixed the problem perfectly. But I can't leave it like that. It just doesn't look right. I don't like the way it looks, but it's doing the job. Right? Can't even really towel. Right? Can you? And now that you're looking at it, of course, now you can tell. Yeah, I'll get them to adjust that as soon as I can when we get back. It just needs an extra couple of bolts. We'll see if they'll figure something out. It's too bad. I mean, I really like the way it looks. It turned out great. I love the visor. I just didn't want the visor to get damaged by the wind because South Dakota had crazy wind this morning and it kept it fluttering in the wind. I didn't want it to suddenly... That's not good. So I tried this method. Just secured it, sort of like pushing it against the windshield. Perfect. Didn't even budge. Didn't even move a little bit. So I solved the problem, but not permanently. It's on the list of things to do. All right. Let's go. Let's go. Enough chatting. Destination on the right side in 20 meters. We are pulling up to the world's largest truck stop. How do I get in here? Quick entrance. Nice big sign right there. Right in front of me. 284. Destination on the right side. Iowa 80. Truck stop. I already beat you to it. I told them where we are. But thanks. This place is awesome. And I'm guessing there should definitely be parking here for me. I might just have to wander around a little bit till we find one. This place is a trucker's paradise. No, you know what? It's not even... It's heaven. Trucker heaven. Hands down the best truck stop in the world. It's also the biggest. Or so they claim. I'm not going to dispute that claim. It's pretty big. Look at that. They got a truck inside the truck stop. You see that? Drive you right past here. Look at that. It's got all the green LEDs on it. I don't know if the camera's picking that up or not. They have a semi-truck inside the truck stop. Oh, and there's a parking spot right here too. Great. Nice. Like seriously, look at this parking spot. Look at this. That's the building right there. Like, it doesn't get any better than this. I checked. It's not even a reserve or paid spot. Nothing. It was just open right out into the driveway there. So it's nice and easy. These guys have an easy out in the morning so that they don't hit me. It's like it was meant to be. That is so awesome. Can you see that truck in there now? The camera doesn't zoom in as much as I'd like it to, but I can get a different lens for that if I want. Right up front. Like, parking does not get any better than this right at the building. I don't know exactly how many parking spots are at the world's largest truck stop here, but I'm guessing it's more than anywhere else. I'm actually going to go and grab my tarps from back here and move them up to the front of my trailer. I don't like them being all the way back here, though it's very well-lit here. I still don't like having my tarps all the way back here. Leaving my tarps in the back of the trailer. I like bringing them to the front to discourage thieves. I've never had a tarp stolen before. I've never had anything like that happen to me before. But it's at the back of my trailer. I feel like that would be a lot easier for the thieves to mess with them. And if it was right behind my cab, it's up here that I'd have to climb up on my truck, get on the trailer, at least climb up on the trailer, and I'd most likely feel that inside the truck. Now they're right behind my cab, and it'd be much harder to sneak up on here because I feel everything inside my truck.


The California Health Care Foundation is dedicated to advancing meaningful, measurable improvements in the way the health care delivery system provides care to the people of California. How does this impact the community on a national and local level? With me today is Stephen Burnbound, Senior Communications Officer at California Health Care Foundation, which has been investing in health care coverage for more than 20 years and just did an evaluation of their work. So let's start with that. We just commissioned an assessment report from the Aston Institute, and that has cataloged some of our investments. And so to go back to your question, we've been investing in capacity building, we've been investing in public media health reporter positions, and then we've been also investing in data journalism. So those are the three main areas. I'm familiar with Healthline because it's come across by speed in different ways. So what are examples that people in California might have, or they might not know that you're helping fund it? Yeah. So California Healthline, which is the one you mentioned, is a daily news digest that also has a lot of original reporting, and it's produced by Kaiser Health News. We also fund five public media stations throughout California in the major markets. So Fresno, LA, San Francisco, Sacramento, and San Diego. And then the third one is the USC Data Journalism Fellowship, which is from the USC Center for Health Journalism, and that's really building skills of health reporters who can then go on to do data journalism projects. And they all work synergistically. That's what we were really excited about from this Aspen report. And so what did you figure out? From the Aspen report, they basically went out and talked to all of the fundees or the grantees, I should say, the ones that you've been supporting. So what's working well? Let's start with that. Yeah. Aspen went out and talked to about 80 different stakeholders. It includes reporters, editors, people at high levels in the newsroom. It talked to our folks who read California Healthline, other stakeholders, I would say, of our audience. And it found that these investments are having an impact, that they're helping to buttress the health journalism ecosystem in California, which has changed remarkably just like everywhere else in the past 20 years since we've been making these grants. Because there used to be health reporters that used to be a bee, that used to be part of a local newspaper or an ecosystem, but that's been decimated in a lot of places. Yeah. And what I also think is interesting is we started out funding not-for-profit journalism, and it wasn't necessarily the shiny new thing, and now it's kind of come full circle. So these investments we've been making, these relationships we've had, turn out to be really powerful because that's kind of who's left at this point is the not-for-profit journalism, particularly public media, and we're starting to see lots of examples of collaboration between public media organizations, and all three of these investments kind of work in tandem because you'll see a reporter from, say, Capital Public Radio do a story, and then that story will end up in California Healthline, and it turns out that the reporter also did a data fellowship, and so you're just seeing this kind of, this buttressing effect, and that's really the most we could hope for in this situation. And Sanau, what are the areas of improvement? What do you hope to be able to do differently after looking at this dive that Aspen took into your programs? Yeah, there's definitely room for improvement. I think one area is focusing more on ethnic media. We haven't cracked that nut before, and so part two of this project is to ask Aspen to go and do a landscape report about how we could fund ethnic media more than we're doing. There are drips and drabs of examples, but it hasn't been a concerted effort, and part of that is also getting these existing grantees to work with ethnic media. Traditionally, it's been more of, at least with California Healthline, it's been more of they're working with ethnic media to distribute California Healthline's content, but not necessarily take the content from the ethnic media outlets and distribute it on California Healthline, so I think there's work to be done there. We also found one of the big takeaways was that community engagement, which is this kind of hot new buzzword, is very effective, and so we are actually starting a little mini community engagement fund to help our public media grantees spread the work when they have a project and they feel like they need to do a listening session or they need to go out into the community, so we're really excited about that. Yeah, it's interesting because you didn't have to think about the distribution when there was kind of this stable idea that I'm going to publish my work, my paper's going to carry it, it's going to land on all these doorsteps or whatever. And now it seems like that's actually part of designing some sort of a long story or project or a feature, so how do I actually get this in front of the people that will be impacted by it? It's true. Getting a read on what people are listening to and really being closer to them is something that I think public media has picked up on in the last few years, and I'm noticing, you know, I'm very into trendspotting and I'm noticing all the different public media stations have community engagement, editors and managers, they're starting to use their spaces for events to try to bring people in. And I think what the bridge is to try to get the people who aren't traditional public media listeners and watchers to trust that the reporters and the stations are going to report on them in a positive way, that it's not just disparities reporting, and, you know, it's a great way to hopefully grow new audiences for them. Have you found, at least or at least from the different reporting that you support, that there is an increase in the amount of disinformation or misinformation in the health space?  It's an interesting question. I'm more focused and the foundation is more focused on dealing with the health industry and providers and Sacramento folks. And so there I'd say a different audience than the general public. I do think that it comes back to trust and, you know, there are high ratings for for public media when it comes to trust. So we feel pretty good about that. I think what happens is when there isn't enough local reporting, then those stories don't even happen. And what happens is maybe the the local health system gets a free pass if they're doing something where the the local politician isn't held accountable. And so that's really one of the the downsides of the loss of all this local journalism is the stories that aren't getting written on those subjects. So how do you how do you engage or encourage more people to get into this space and say that picking off a particular beat is a good way to have a kind of long term impact? If you want to support in the health care space, if you want to support, let's say it's good governance and support somebody to show up at the the city council meetings week after week because nobody does that anymore. Yeah, it's hard. I mean, we we as as foundations, you know, everyone looks to us and says, OK, you have the resources to fund this. But in California, for example, our foundation makes grants of about thirty five million dollars a year as our old CEOs to say that's what Medi-Cal spends in the morning. So in a state the size of California, you can't fund everything. We're actually doing a lot with journalism proportional to the size of our foundation. That's because we have such a belief in it. But I think it's about priorities. And I also think it's about collaborations and partnerships. And that to me is one of the the most positive things about this new era, is that as not for profit journalism has become ascendant, there is less competitive instincts between people. And hopefully that's going to spread to foundations doing the same thing and and sharing their resources so that we can we can have a greater effect together. Whether it was through this Aspen report or anecdotally, what have you found that works when it comes to that collaboration between these different partners? And you said that you've got data fellows, you've got different types of journalism that you're supporting. How is there any way that as on a foundation level, you can encourage that synergistic behavior to occur more often? Yeah, I mean, we we we try to bring people together. That's a big function of what we are. We're conveners and collaborators. I think one of the great benefits is that we've been doing this for 20 years. And so people know us. There's a big trust factor. It's a little bit of a side note, but I think one of the things that Aspen found was maintaining that editorial firewall actually increases the ability for these grants to work better. And we really pride ourselves on not dictating what the grantees should cover. And by doing that, they feel confident that they can go about and doing their work. So, yeah, it's about it's about getting the grantees you have to work together, if possible. There's a great example. We were both just in this session on local journalism. And in California, there's a collaboration between CalMatters and five public media stations. Well, it turns out we are a funder of all of those guys. And, you know, it wasn't that we were pushing it. But when you start to see the same names over and over again, you can you can build on that in a way. So a lot of it is about them being innovative and then you supporting them. All right, Paul Berenbaum, thanks so much. Nice to meet you. Thank you.