Hello and welcome to Conservators Combating Climate Change, a new podcast series by the American Institute for Conservation's Emerging Conservation Professionals Network. I'm Emma Hartman, and I'm Natalia Swanson, and we're so excited to be hosting this series that we hope will inform, empower, and inspire action in conservation and collections care professionals at every stage of their career. This podcast is generously supported by the Department of Art Conservation at the University of Delaware in honor of Bruno Pugliott. We're so grateful to the University of Delaware and to the entire AIC and ECPN community for supporting us in this new venture. We're related to welcome our first guest speaker, Henry McGee, to the conversation today. Henry's background is as a bird ecologist, and he has always centered his career around the environment and environmental issues. Henry has led collections-related work in museum settings, and he was head of the Manchester Museum's curatorial team for nearly two decades. At present, he works with everyone from individuals to museums to coalitions to accelerate partnerships, research, collections-based projects, and public engagement in support of a better future, locally and globally. Henry actively works with museums on climate change and sustainability, notably on the UN Sustainable Development Goals. He's a member of the International Union of Nature Conservation Commission on Education and Communication, and the International Council of Museums Sustainability Working Group, where he advises on how to mainstream the Sustainable Development Goals and the Paris Agreement. Okay, well, welcome to the program, Henry. We're so excited to have you here with us today. Thanks for the opportunity to be here with you in these very strange times. Yeah, thank you so much for being here, Henry. So as our first guest in this series, we'd like to start with something a bit broad and ask you to talk a bit about what sustainability means to you and how sustainability then relates to climate change. Sure. So, I mean, sustainability is a bit like one of these kind of mystery words. It's a word that you hear a lot, but if you were to ask people to explain what they mean by it, they're often sometimes a bit unclear, and part of the challenge of that is that if people haven't got a kind of shared language or of a concept, then they're not necessarily talking about the same thing. And so one of the best ways I find to think about sustainability is to recognise what it's not. And so as I look around in the society we live in and you look at the kind of system that we live in, it seems to me to be really, really unsustainable. Like I go to the supermarket, I try to buy produce that's going to not have such a negative environmental impact, but often I don't have the choice because the choice isn't there. And so sustainability, although it's easy to kind of trot off definitions of these things, you know, like the most common one is the the Bruntland Commission definition from 1987 that about sustainable developments, development that needs the needs of the present without compromising the ability of future generations to meet their own needs. And that's the most popular one, but there's a bit of a mouthful. And really sustainability and sustainable development to me are they're about responsibility and they're about acknowledging that we're all connected to the world around us, that what we do has an impact, whether it's a big one or a small one.  And I mean, my background is as an ecologist and I mean, I know a few people who work on sustainability museums and we've got a similar kind of background. We're from an ecology background and whether that kind of predisposes you to be thinking about sustainability. But I've got lots of other people and people have worked with from different fields and they would all kind of say the same thing. Like, I know I've worked with archaeologists and they would say, oh, of course, our work is about the connections between people and their environment now and in the past. And so maybe each of us, you know, all of us with our different career paths and our different contributions, we all have a part to play in sustainability. It's maybe means slightly different things to us. But generally, it's about, I think, is just having some kind of interest and attention to the future. It's like working with the future in mind. I think it's really interesting to frame sustainability in terms of what it's not, you know, perhaps an easier concept to kind of grasp onto. Do you mind talking a little bit about how the conversation of sustainability is related to the narrative about climate change? Yeah, well, so I think what I'd say about this is like when you're faced with kind of mass media reports about climate change, very quickly, you can literally in one paragraph, very literally in a paragraph in the newspaper, you can see something that goes from climate change to biodiversity to sustainability. And sometimes even the Anthropocene, you know, just to throw in another huge concept. And these are all exactly that. They're all huge concepts and they're not necessarily the same thing. And so to talk about the relationship between sustainability and climate change, I think what I'd say is very often the way climate change is presented is as if climate change is a big, scary, you know, kind of big monster that's coming to get us as some kind of judgment for an unsustainable lifestyle. But in a way, climate change is just the symptom of something else. Climate change is the symptom, a pretty serious symptom of, as I say, our unsustainable relationship with the world around us. That's the way that we consume resources and we produce our waste is actually putting the planet's atmosphere, the gases in it, out of the balance that was there before. And so the way I would think about sustainability and climate change, it's a little bit like if any of the listeners have seen the film Fight Club, where the lead guy is kind of fighting against something. And that's a bit like the way that climate change is, you know, the kind of popular narrative of how we relate to climate change. It's something you've got to fight against. And then at the end of the film, the guy realises he's fighting against himself. And I think it's that kind of recognition is that the way that we address climate change in a way is not by addressing climate change, it's by addressing everything else because it's everything else that contributes to climate change. So climate change will be addressed through just to go through, just to pick some examples from the top of my head. Climate change will be addressed through the way we shop. Climate change will be addressed through the way we work, through the way we throw away our waste and through the way we use our energy. And because, so just to give a kind of parallel example, we'd be looking at this coronavirus situation we have. You think, oh, well, coronavirus, that's a disease, that's a health issue. Then we quit, you know, as we see health issues are social issues that are environmental issues that are economic issues. These things are all tied together. And the idea of sustainability is that you can't think about, you know, the economy and society and the environment as if they live on different planets. They're all part of the same thing. And so, I mean, the model, one of the most popular models for sustainability is think it looks a bit like a bull's eye on a centre of the world. It's that there's the environment as the outer sphere circle and then society exists within the environment and the economy exists within that. And that's a kind of nice idea, particularly for environmentally minded people because it kind of grounds people that, oh, well, of course, the environment's the biggest one, we all exist within that. But a few years ago, when the sustainable development goals were put together in 2015, they were kind of rephrased a bit as these things called five Ps, which makes it super easy to remember that sustainability is balancing considerations of people, planets, prosperity, peace and partnerships. So people, planet and prosperity are another way of saying like the old three pillars of sustainability, which would be people would be society, planet would be the environment and prosperity would be the economy. But there was this recognition that you need peace in order to grow the sustainable development goals and just as a steady basis for a result to live and exist in. But also that peace is an outcome of sustainability, a harmonious relationship between countries and sectors and reducing inequality would be great. It would make for a nice, peaceful world. But the thing that helps us get from where we are now to where we want to get to is partnerships. Partnerships are absolutely crucial because they're what enable you to do new things and to get us out of the kind of the wheel that we're on that's trashing the environment, to be honest. Can you talk a little bit about the role that museums play in kind of facilitating those partnerships or what are their responsibilities? Yeah, so I think what I'd say to that is some of the things that I said in the guide I did about the museums and the sustainable development goals is that there are estimated to be somewhere, well, the usual, the very common estimate you hear is that there are 55,000 museums in the world but that estimates about 30 years old. And then if you count up the number of museums that the different big regional networks and say maybe the American Alliance of Museums and the Network of European Museum Organisations already comes to more than 50,000. But if we reckon that there are about 80 to 100,000 museums in the world, well, what are they all about? There is a definition of what a museum is but these definitions are slightly ex, they're kind of slightly put together after the fact to make some kind of sense of all these different institutions that have got lots and lots of different histories and trajectories and so on. But if I was to think about what I think museums are all about and what kind of, what they share in common is surely some kind of attachment to the importance of education and of people's right to have knowledge and the chance to participate in their own culture. And so that kind of language starts to sound very like some of the articles from the Universal Declaration of Human Rights that was put together after the Second World War about everyone has the right to cultural participation, everyone has the right to education, everyone has the right to leisure and I think it's those kind of, if museums kind of acknowledge that they're not self-evident institutions, they exist because they all have some kind of unwritten, tacit commitment that these things are important, whether it's in their admission statements or whatever, it doesn't really matter. And so that starts to make more sense to me than having all these different institutions all slightly doing their own thing because one of the challenges of that is that museums slightly lock the, let's go for something like, let's say they lock the culture for really very extensive partnerships. So if you were to think of something like libraries, libraries to me in the public imagination people are really super clear of what a library is and they're all roughly, they're all quite comparable in some kind of way. They are a kind of public service of a kind. If you were to think about museums, they're much more diverse in a way, they're very different. There are huge ones, there are really really small ones, there are community-run ones, there are national ones, and they just seem a little bit different. And so finding the models or the initiatives that museums can participate in that help them work in partnership is a really, really good thing to me, and that's why I totally love the sustainable development goals. And just to return to your questions, I've got a bit off the point about, what are museums' responsibilities? I think they have responsibilities to themselves, of course, in terms of safeguarding cultural and natural heritage, but they also surely have responsibilities to society. And it's very common to hear museums talk about how trusted they are, and if I'm honest, I find some of that slightly complacent, because they're trusted by the people who trust them and completely mistrusted by the people who don't. And so trust is an earned thing, and also trust is something that if it's lost, it's really, really hard to rebuild. So to me, if museums are to fulfil trust, then they have to be attendant to the world around them, looking at, well, what's going on outside? What do they have inside? Put the two things together to make some kind of public value. And I don't mean that museums have to be these kind of old fashioned heroic institutions that are the last word and provide the expert voice and all that kind of thing, because that's really old hat. But it's to acknowledge that they have a part to play, but so does everyone else. And it's not to say that they can play the part, but they need to be at the centre of things and all that kind of thing, because that just sounds like competition. But it's to say that all sectors of society have a part to play, and society will work better with museums than without them if they play their part. And so what do I think museums can do, or what responsibilities do they have? I think museums do, in a way, museums have much greater freedom than politicians, because politicians have to balance lots and lots of competing interests, all this kind of thing. If museums are surely in the business of some, surely they're in the business of upholding human rights, that would seem to be the most basic foundation for them to operate from. Because if they didn't, that would almost sound illegal if not immoral. And so this is nothing to say that it's not the same as talking about museums taking sides, because that's something completely different. But if museums do have a role in society, it is to bring different sectors of society together and imagine and debate and create the futures that the public and communities want to build, drawing on their resources, their collections, their exhibitions and so on. And so I'll give you an example around climate change. So climate change is based on this biggest assessment that's done each year is the global risk that is most likely to occur and will have the most serious impact. It's already here, it's already happening. But if you were to look at how many museums are really embracing the importance of climate change, and I don't just mean in terms of doing the odd exhibition or the odd event, I mean really embracing the seriousness of the situation and what it means for them as a sector. I'm afraid it's not that many. And so this is how it comes to, it's not just institutions who have roles. That's a bit like saying that everything depends on the government telling us what to do. That's just not how society works. It's about us all recognising we all have a part to play, whether we're an individual worker in a tiny museum, it doesn't matter if you're an individual worker in a huge museum, it doesn't matter. You're still an individual worker. And we all have a sphere of influence that we can work in. And that's where I think responsibility comes in. It's not just about professional responsibility or sectoral responsibility, it's just about personal responsibility. Yeah, absolutely. I think the idea that museums can be centres of collaboration and community is really powerful. Henry, you mentioned your museums and sustainability or sustainable development goals guide briefly just now. Do you want to talk a bit more about that and perhaps a bit more about how that guide might pertain to conservation and collections care professionals? Yeah, so I'll explain why I wrote the guide. Like I wrote it last summer. It was published last August. And I mean, if I'm honest, one of the things, like I have enough self-awareness to know is one of the things I'm pretty good at is spotting a model that I totally love models. If I see a model, I think, well, how could we apply that? How can that help us move forward? And I saw the Sustainable Development Goals a few years ago and they're just totally brilliant. I'll explain the reason why is that I mentioned before that one of the challenges for museums is that if they don't have a kind of common language, common goals, then they're always going to be kind of scattergun, you know, each doing their own thing. And that's really problematic because it doesn't, it prevents them from making collective, a collective impact. And the other reason I love the Sustainable Development Goals is that, I mean, they were put together as a follow-on from the Millennium Development Goals, which had run from 2000 to 2015. And the Millennium Development Goals were about seeking to address poverty and poor health in the Global South. And they had some, they had a lot more success than you generally see, but that's another story. But when they were looking for the revised programme, there was a recognition that, you know, we have one planet, you can't just deal with problems in one place without, you know, perhaps the problems are generated somewhere else. And so the Sustainable Development Goals were put together as a much, much more ambitious programme. And they were launched, well, they were agreed at the end of 2015 and really launched in 2016. And one of the reasons I totally love them is because the 17 goals and the 169 targets that support them were not put together by the United Nations or governments. They were put together by a big exercise that involved lots of different sectors. And so the reason I like this is because rather than museums saying, oh, well, you know, we're museums, we can do all these things, which of course they maybe can, but that's also just museums talking from an internal viewpoint. It's not from an external need. And so the 17 goals and the 169 targets were put together through this exercise. And I think the important thing to recognise as well is that the goals and the targets are not an end in themselves. They are the means for achieving something else which is called the Agenda 2030, Transforming Our World. And if people aren't familiar with it and want a really warm, fuzzy feeling, then please have a read of the vision that's in Transforming Our World. It's really easy to get on the Internet. And it's basically about setting the world on a path to a sustainable future by 2030, looking at reducing inequality within and between countries and developing an economy that doesn't rely on trashing nature in the process. And so the 17 goals cover a range of things. There's on poverty, on health, on the economy, on jobs, on consumption and production, on conserving nature and peace and justice and partnerships. I'm not going to trot them all off because it's 17, it's too many. And what I realised was these were such a fantastic opportunity for museums, not just because museums can benefit from them, but because here's an agenda that museums can participate in. So rather than museums going, oh, we're really, really important, you know, we've got all this great stuff, really the museums are much more credible if others can see them playing a part in an initiative. And they certainly have different parts to play in. So I wrote this guide to help them get started. I spent a long time thinking about the goals and targets and I used to work in museums for a long time, for nearly 20 years. What I did was look at, well, what are the things that museums do and how do they kind of align with the different goals and targets? And so I came up with my own model, which has these seven key activities and I will trot them off because I can remember them, to protect and safeguard cultural and natural heritage, both in museums and in the wider world, to support education for the sustainable development goals, to promote cultural participation for everyone, to support sustainable tourism, to support research that contributes to the sustainable development goals, to take internal museum decisions like management decisions and operational decisions that support the sustainable development goals, for instance, around energy use or waste, and lastly, to direct your partnerships and your collaborations to the sustainable development goals to map these against the targets and so that would cover around a third of the targets for the SDGs. There are some that museums are just not a very natural fit. And so the other great thing with the sustainable development goals is because they're already agreed by all countries, so they're a kind of universal programme, it already exists. It has lots of resources attached to it, not necessarily financial, but there are lots of resources you can pull on, you can draw on, and so in terms of how the impact it can have, so that guide, because I have it on a blog where you can see who downloads it, so that guide's been downloaded about 9,000 times now in pretty much every country in the world. And that's what I like to do, is to look for what is the kind of model that can help us collaborate and so on. And so I am very happy with that. And it's great to have opportunities to participate in things like this, to talk about them, because if people think that, oh, well, the sustainable development goals, that's all about governments, and that's all about the United Nations, it's totally, totally wrong. And when that goes back to the point I was making before about, we all have a sphere of influence. And actually in the agenda, it's set out as an invitation to all sectors and indeed every person to participate, because the future shouldn't just be something that we, it's not like where I was to leave the house tomorrow and get in a taxi and someone says, oh, I'm going to take you to this place. It's like, no, that's not how life should be like. We should occupy the future that we want. And we should occupy the future, and if we want to occupy the future we want, we also have a responsibility to make it that way. And so that I think applies to all of us. And so in terms of even very junior staff in museums or people who are interns or volunteers, it doesn't matter. And in a way I would say that, because I think quite a few of your listeners are younger people, that in a way younger people, I'm not going to come out with some really cheesy line about young people in the future, all that kind of thing. Thank you. But what I would say is that in people who are in the earlier parts of their career, they haven't got some of the bad habits that those of us who have been around for longer, that we think these fixed ideas in our mind about things have to be like this. So it's extremely helpful and very healthy for early career people just to, you know, when they're told something, well, it has to be like this, is to really, really challenge it, because very often that's just a kind of faulty thinking that actually perpetuates the wheel that I was talking about before. So for instance, like in terms of conservators, so if ever I hear someone say, well, you know, that such and such, that has to be exhibited at 50 lux, it's like we'll challenge that, you know, like rather than talking about absolutes, it's like, well, what would need to be put in place in order for it to be done differently, you know, and to look for alternatives and so on. And I would also say that, I mean, if conservators think, well, what have I got to do with sustainable development and so the one of the sustainable development goals is around sustainable consumption and production. And it's got something in it, it's got a target in it about chemicals and so on. As we all know, conservators use chemicals and some of them are not so nice. Or looking at lighting and just to, you know, just to challenge some of these things and look, well, we all produce weight, we all have negative impacts, like sustainable development is not about having a kind of beauty parade where some people go, oh, well, I'm fantastic, and everyone's go, well, I'm sorry, I'm terrible. That's totally the wrong way to look at it, like sustainable development is the commitment to change. It's about what your positive impacts are, your negative impacts, and making a conscious choice and saying, well, actually I want things to be different and recognizing that they're not going to be different by accident, they have to be different by design. Two things to say. One is that for those who are unfamiliar with your Museums and Sustainable Development Goals Guide, we will link to that blog post in our episode notes so that everyone can check it out for themselves. And secondly, Henry, maybe you could just say a brief word for those who aren't familiar with the concept of sphere influence. Just maybe we could round out the conversation where you could talk about what the premise of that is. I mean, I'm in the UK and it's, I mean, I know quite a few people, lots of people over here, lots of people all over the place, and some of the discussion would be along the lines of, isn't it terrible that a certain person who we don't need to name is withdrawing, is not that interested in climate change, like a polyclinical protection for argument. I mean, at the end of the day, I have no influence over those kinds of people, but I shouldn't let that get in the way of the influence that I do have. And so the idea of a sphere of influence is that if you imagine yourself and there's kind of consensual circles around you, there's things that you're very comfortable and safe with, and then there are things that are maybe a little bit more stretching and your sphere of influence, it might be working with different sectors or different people. It might mean within your own institution or more broadly. And then there's outside your sphere of influence. It's just like people in organisations, you're never ever going to influence, never in a million years. But some of that belief that you'll never influence and influence them in a million years is again just a self-generated fallacy that as you try things and you learn and you get better at them, if you keep going with it, that's actually how you grow your influence. And so actually the most interesting and effective place to operate is towards the edge of your sphere of influence, because that's how you grow your influence. But I mean, I'm not to sound like some kind of power crazy, and that's not what I'm talking about at all. For instance, if you're in an institution and it can be common for people in institutions to think, well, nobody understands me, nobody values my work. It's like, well, if you only talk to people who are like yourself and the people that you always deal with, things are never ever going to change. In fact, they're probably going to get worse. They need to kind of step out of it a bit and take the bit of the risk and just talk to people who are from perhaps other parts of the organization, other sectors and so on. And it's about, because that comes to partnership as well, like partnership isn't just between institutions, it's between different parts of an institution. And so I mean, one of the things I realised when I wrote that guide was that I had these seven key activities. And I was thinking about it and it's like, well, if a museum can develop them in all, in balance with one another, is actually how a museum will be sustainable as well. Because I mean, my experience can be sometimes museums, what happens seems to be a kind of slight tug of war between competing interests, between different groups of staff in an institution. And what happens is just the kind of, you know, it's a bit like a tug of war and in the middle, that's what happens. It doesn't have to be like that. It's that the more institutions and those that work in them can recognise that everyone has a part to play, they don't necessarily have the same part to play, that museums aren't necessarily one thing, they don't have one purpose. That's totally great. And that's what I mean about sphere of influence is slightly in the face of adversity as it sometimes seems, it's like, well, that's actually the time to be a little bit brave and perhaps invite someone from a different department or just say hello to someone from a different department and talk about your work. Because if people don't, if they don't understand one another's work, they're never going to value it. And in the same way, this is a totally scalable thing. So you could think about that in terms of within a museum or across a group of museums or a museum in a town. The more all the actors and sectors can understand what each has to offer, that's how we will, that's how sustainable development will happen. It won't happen from people with competing interests, doing their own thing and wishing things were the way they used to be. They're not the way they used to be. But it's like looking at working together, like what collectively do we want them to be like? What part can we play in that and getting on and doing it? Yeah, absolutely. Henry, thank you so much for coming on to talk to us today. I think this was a really, really exciting and empowering way to kick off this series. In closing, do you have anything else that you'd like to say to our listeners? Yeah, so one tiny, tiny piece of advice, like I would say, tomorrow won't be different from today by accident. You have to plan it.  And that's how it will start to become a habit. And it doesn't need to be a big thing. It can just be a tiny thing. But it's just about recognising that there's a difference that you want to make, understanding the options that you have to make that difference and then doing it and then reviewing it and enjoying it. That's it. It's super, super simple. And good luck. Thank you. That's really great advice. We so appreciate your time and sharing your information. Well, thanks for the opportunity. I really enjoyed it. And as I say, I just wish you all the best of luck with it. Thank you to everyone for joining us in this conversation. If you are interested in learning more about the topics we talked about today, please check out our episode notes. You'll also find our email address there. So please feel free to reach out if you have any questions or feedback about content or if you just want to talk. We hope everyone's staying safe and well and we will talk to you all soon with our next episode.


with the virtual university course Human Resource Management that is MGT501 and we are here with our lecture number 26. So, let us start our today's session. Today as we said this is our lecture number 26 and we are already I think more than half way through. So, should we start? But let me ask you first, how are you doing? Any problem, anything which is not clear? Please do write us and do ask, do not leave anything unclear. Otherwise, let us start and as usual, we have to go back and see what we have covered during our last lecture. So, what was it? It was our 25th lecture and let us see what we covered. Basically, we started with the remaining part of the career. We started the career in the 24th lecture and we completed it in the 25th lecture. We discussed some part of the career in the 25th lecture and one aspect was the barriers, internal barriers as far as the organization is concerned. There is no opportunity, you are not allowed to move forward. The management is not clear and so on. And then we started a new concept, the new topic, very important, the performance. So, it is why it is important because that is the bottom line that what you want to be and any end result depends on the performance of your equipment, your machinery, your human resource, the outcome and the result depends on the performance. What was the performance? We tried to explain it to you in 2-3 different styles with reference. But the common sense is that what is the common concept developed? It has to do with something with the abilities which are knowledge and skills, the drive, the motivation and the last but also very important, the opportunity. So, do you remember what it was? Yes, that was the function of what? Ability, motivation and opportunity. The main thrust will not be there until you learn something, you will not get the opportunity, then you will not get a good performance. And then we also discussed few aspect, few things about performance management. How can you manage the performance? So, that was all about our previous lecture, the last lecture. And let us see what we are supposed to cover today. Now, once we have covered the performance, naturally the next step should be how to appraise it? How to see whether he or she is performing up to the standard or not? We will try to understand them today. What is the appraisal? Performance appraisal. As bookish definition I will tell you, the ongoing process of evaluating and managing. It is not only evaluating and it will be useless if you will only evaluate unless you will manage it. So, it is not just about evaluation, you have to manage it too. Let us take your example. Now, your instructor, your teacher wants to evaluate your performance. And that will be one indicator that how you are doing. That is not enough. So, if you are doing well, they should appreciate it, recognize it and encourage you that you should continue working hard. And if something is wrong in your results, they should make sure what is wrong. Either you are not understanding or you are not doing effort. Similarly, in the organization, this performance appraisal method is, the performance appraisal is an ongoing process of evaluating and managing of what? Both the behavior and outcome in the workplace. Again, it is twofold. Why? Because it is also affecting the outcome of not only the same person, but other people working around. So, performance appraisal, the ongoing process of evaluating and managing both the behavior and outcomes in the workplace.  Because you set goals in the basis of this. And to achieve this, performance standards are established. Now, how can this be achieved? Then you have to create some kind of standards, with which you will match, with which we call benchmarking. There are more things to be done in the future. But what happens in the performance appraisal system? Let me show you a small graph, then we will try to understand each step. Let's take an annual organization. And when we talk about performance appraisal, the first part of the system, which is its concept, why is performance major? Why do we have to do it? What is its objective? What is its use? What are we majoring? What are the criteria? What standards have we made? What basis will you major in? And how you are going to do it? Different kind of performance appraisal, different methods we are going to discuss today. There will be three things. What else can be done? Who is going to do that? Who will evaluate you? Who is going to evaluate the workforce of your organization? That is also a very important question. And part of that system of performance appraisal. And when will we do it? This is also important. For example, in your semester, midterm is there, during the term, and then there are final exams. Earlier we had an annual system, at the end of the year. Similarly, in appraisal, we will go ahead and see when we have to do it, that has to be decided. So first question, why? What is objective? And remember, the two broader objectives of performance appraisal are, number one, evaluational. You have to evaluate things. It has an evaluational objective. And second, developmental. Just go back a little bit. I just told you the definition of performance appraisal. You have to evaluate and manage. So that is what I am telling you. That evaluational objective and developmental objective. What is evaluating objective? What are we evaluating? First of all, while doing the performance appraisal, you can evaluate your own system of staffing. The whole complete, the recruitment, selection, the process, the orientation, the training and development. You evaluate all those things as well. Then you have to also evaluate what is its worth. How much you are going to compensate for the work you are doing. How much you are going to pay to him directly as in the form of money or in direct compensation. For your, as I told you, selection system that you created, right fit or not, that is also being evaluated. And of course, the outcome of the work, whatever he or she is doing. What is the developmental objective? Now based on that evaluation, what will you do? You are going to provide him the performance feedback. As I said, if he or she is doing excellent, appraise him, acknowledge him, recognize him, pay him extra, not only in the form of money maybe, maybe some other forms. So that the other people will get the motivation factor. And developmental, may be that based on that, your future, your promotion, your career development, you will also decide about that. The same performance appraisal will provide a parameter for you as a reference, and then you can make the decision whether that person is fit for promotion or not. And based on this, you can also decide what kind of deficiencies are there. Now how can you overcome this deficiency? Yes, through training and development, right? For example, I was giving your reference that if your exam is evaluated, and if your teacher figures out that you are weak in analytical part, you are not clear about math, they might suggest you to take another course in mathematics. Yeah, programming is not good for you. Accounting is not good for you, so you can be suggested for some extra training. So the same performance appraisal based on your developmental activities can also guide you as a manager, as a teacher, as a worker, whatever, that you are deficient in such and such things, so you need extra training, development, education. And that is the point that it will identify training and development needs. Now second question, what to evaluate? In that, its traits, behavior, and task outcomes. What was he supposed to do? What did he have to do? He had to look at it. His overall behavior, behavior at work, behavior with the colleagues, behavior with the superior, and even with the subordinates. Is he a team member or she is team member? Or what? And at the end, whatever task he or she was supposed to do, what is the outcome? So technically, these are the three things that we have to cover in performance appraisal. And for that, as I have told you, you need to have certain kind of standards. What are you going to compare them with? Those things should be clear before you do the performance appraisal. And it should relate back to the job description details. Now you have to see first the job description of that particular person, whom you want to evaluate. What he was supposed to do? When you know those things, then you can evaluate it on the same basis. And the well-defined standards are necessary so that you can properly evaluate it. You have given it equipment, facilities, and environment here. But you want to evaluate it. The sophisticated environment which is much better than you. So that is not fair. So let's see what should be the characteristics of a well-defined standard. First of all, it should be realistic. It is humanly possible. It is not that you have to pass these six groups in one year. That is not possible. Like you might be taking five or six subjects in this semester. Or if you say that you have 13 or 20 subjects in one semester which is not a realistic thing. That will be unfair. So the first characteristic of a well-defined standard should be that it should be realistic. And it should be measurable. It is difficult to measure generalized things. It should be measurable. It should be clearly understood on both parties. Now clearly understood by whom? The both. Those who have to be evaluated should also know what parameters should be checked. They should also know the standards. And those who have to be evaluated should also know. So the characteristic of a well-defined standard should be number one. It should be realistic. It should be measurable. And clearly understood. Then we can say that now you can have the real performance appraiser. What is the benefit of this? Both will benefit. The institution will benefit. Or the risk evaluation will benefit. Now let us move to the next stage. The next step is the appraisal process. You have to start with the requirements. What were the requirements of the performance? Again, those standards, those which were defined in the description. And what you are expecting from that person? So first of all, should this be clear? Then you have to pick a proper method of appraiser. You have to pick or choose and appropriate appraisal method. Let us see what are the methods. You have to train the supervisor who is going to supervise that performance appraiser method, the process. He or she should be clear. As I saw in the previous slide, it should be clearly understood. And the supervisor or the person who is going to do the evaluation should know. And then before you start the evaluation, you should discuss with the method with the employee. Look, this is the method. We have decided that through this method and using these standards, we are going to evaluate your work. Anyway, way before the evaluation. When I want to start a job, then I know which parameter will be tested on which standard. You have started your semester. You should know which kind of exams will be taken from you. I mean, when will it be? What kind of part? What subjects will be taken? What kind of a car will be used? And now, you have to appraise according to the job standards. Now one is clear on both parts. The supervisor and the tray implies you will actually do the appraiser. And when the appraiser is done, then what do we do? After that, the next phase, which we saw in the definition of performance appraiser, you evaluate and you manage it. Now the next stage is the development phase is coming. Now if you have been appraised and nobody is telling you what you have performed, then what is the big fun of having this performance appraiser? Now let's see if somebody is doing my performance appraiser and unless he will inform me what was the deficiency in it, then how can I improve it? Unfortunately, our system is getting better. Our performance review system, unless it is negative, nobody was telling you. In our system, we call it ACR. People do it in a different way. Some call it annual confidential report. Some call it annual confidential revenge. But whatever, that is also one method of appraiser. Now the drawback of the negative is that nobody is coming back and telling you. The good performance is face to face. The appraiser you are doing, you have to discuss each point with him. So that it is going to be good for him to, or her to, learn that lesson from him and tell him that you have done good or bad, learn that lesson from him and then improve it. So you have to discuss appraisal with the employer now. After you are done with the appraisal, now you should discuss with the employee so that he or she should make the correction action. Okay, if something is deficient, he can do it or she can do it with the efforts, with the training or development, whatever. If he did a good job, then he should appreciate it so that his morale is high and his motivation is high and he should try to do a good job. So this is a very important step. One should discuss this thing with the employees. And based on this discussion and performance appraiser, now they should determine the future goals. Goals about the performance. That you have achieved your GPA in this semester, well done. Now next time, we will be expecting better. So what should be your next goal, performance goal? It should be more than 3.5. And this is like, this is how we do the business, how we do the work. So based on this, you will try to do better. So in this organization, they determine the future performance goal based on the present performance appraiser. Now let's move to the next stage where we will have to discuss some methods. How do you do the performance appraiser? In your textbook, in the books that you are reading, all the methods are described. I will just quickly go through them. I will share one or two examples with you. You will read the rest. And I believe it should be clear to you. But if it is not clear, then we are here. Come back, discuss with us. First of all, the rating scale. You are making a scale. You must have seen that there are surveys. Even the evaluation that is done, and the performance that is done, they are made in a row. And in front of a parameter, it is written A, B, C, D, E. You write some points from one to the other. And on every point, you have to tick accordingly. According to your perception or your view, this point is correct. I will share one more example with you. Then there is another comparative method where you compare with each other. There is a ranking method, there is a force distribution, there is a paired comparison. What is your position in your class? What is happening? Here, someone is comparing you with that group of people who are working in the same class. There is a comparative method in the evaluation. And then, critical incident method. What is that? Let's go one. Like I told you before, it can be checklists. Behavior anchored, there is a rating scale. I will tell you the example of that. You can use a method like that. Sometime, you can just write a paragraph or such type of thing about a person. The moment you are there, or you have to work under it, they will write a paragraph about you and tell you how their performance was. And of course, they also pick some parameters, some standards based on which they write about you. There is another way, we call it MBO. Manage bit by objective. In that, in build performance, there is a surprise. Let's go ahead and discuss this. And sometime, you can combine the methods. And again, it depends on objectives, the type of organization you are talking. Even size of organization is very important too. And how much support you have and the legal requirements are also there. Let me give you an example. Graphics rating scale. As you can see in this slide. They are starting from 1 to 7. They have written a number of 107 and they have made it 7 times. And that is quantity of work. Someone has to check how much he has done. 1 represents the lowest and 7 represents the highest.  And 7 is better than 7. And in this example, he has crossed 6. So, what does this mean? It is a very good performance. His work quantity has produced a lot of work. Though it is not the maximum, the excellent. But it is a little better. This is the same with this. This is also a way, as I told you. The rating. In addition, sometimes they are made from the diaries. 1 to A to A, B, C, D are shown. And you have to pick the appropriate circle or column. That is one method. Simple ranking, as I told you. In the class, the first, second, third, fourth positions are made. By the way, I have written 4 hypothetical names. On the first position, Mr. Aziz Ahmad is there. On the second position, Mr. Samar Abbas is there. And remember, I am not street type. I am not just a male. A female can also be there. These are all four names. The third name is Mr. Arshad Bhatt. And on the fourth number is Mr. Hamid Ali. So, this is a simple ranking. This can be a KB method. Then there is another one. The force distribution. You make a group. And then you see that it comes in this group. Let's see, in this case, they have 5 different groups. 10 percent. Number one group is called margin. Number two group is called unsatisfactory performance. Number two is called margin. Number three is satisfactory. Number four is good. Number five is outstanding. Now, in every group, you have gathered some people who come into that group. In this example, you have 10 percent unsatisfactory, 20 percent margin, 40 percent satisfactory and so on. Let's see this in a different way. This is the same example. For the force distribution. Lowest, next lowest, middle, next and highest. And what is its weight? There are 5 supplies. You have a total of 50 supplies. There are 5 supplies of which the performance is very low. You put them in the lowest. And there are 20 supplies of which in the middle, you put them on the average. And there are 5 excellent. So, a normal bell shape curve is called normal distribution. So, this step up. This is a rating curve. Don't confuse yourself with this. Just understand the concept. Because you have to see its application. Why are you doing this? What is the benefit of this? There may be other ways. You can make a lot of different ways from its combination. This is called Barge, Behaviorally Anchored Rating Scale. It is also done in such a way that you arrange it in a sequence of 3 or 4 in an effective way. An example is shown here. And then it is written in the parameter in front of it. Because in this, you don't just look at its performance, but you are also looking at how to do it. So, in this way, you can evaluate people and Management by Objective too. And this is very important. Management concept. First time I think we are using this term here. MBO. Management by Objective. In common sense, we call it Participation Management. When everybody is participating in this in making. And in this way, as I told you earlier, this performance appraisal method is already in build. And because of that, that Participation Management or MBO, it is also evaluating you. To see that, we have to understand the model of this MBO. So, in a simple way, it is the goal setting, planning, and evaluation. See, this evaluation part is built in in this system. It has another way. As I told you, if we look at its model, things will be more clear for you. There are 4 steps. Step number one. We have to set the goals. That can be strategic goal, individual goal, departmental goal, or whatever. We don't want to go on those things. But it is the goal setting. Once you have decided about the goals, next thing is, you have to develop the action plan. The second stage. And in between, you review it in the third stage. That is reviewing the progress. That is, the plan that I set and the plan that I have set, and this is the evaluation part. And if it is not working, what you will do? You will continue to do the same way? No. You have to go back to planning part and plan it again. And then again, do it and review it and make the corrective action. And if you are satisfied, your performance is according to your plan. Then, you will also appraise the whole process again. And this is the cyclic thing. You set the goal. You discuss with the people. This is how we call participative management. And you make the action plan. You decide about the action plan. Review it off and on during the process. Make the corrective action. And based on what? That performance appraisal you are doing. According to my plans, according to my goal, I am achieving those goals or not. And if you are not doing, you can again go back based on those corrective action. Replan it. Come back. Review it again. Do the evaluation. And this is how you will achieve your goal. We call this MBO. Managing by objective. Or participative management. And for appraisal, as a method, as I told you, there is a build in it. You review it and see it. And along with it, you do its active action. So these are the methods. Apart from that, as I told you, it is also written like this. You are in the form of a paragraph. You write one page about someone. Or you can combine them together. And by using the combined method, you can also do appraisal. So I believe these basic things should be clear in your mind now. Now let's see that when appraisal is done or you do appraisal as a manager, what happens in that? As I told you, there is a way to see the performance with the standard. And no need to talk about it with him. So this is not fair. This is not good. The good organizations, they have formal interviews with their employees. One-to-one. Even with a team. So they do the interview together. They sit together, discuss the performance. And then they set goals for the future. So let's see what should be considered in the interview. And now this is a different interview we are talking about. The selection interview was different. Now as a colleague, as a boss and subordinate, we are sitting together and talking about your performance. What do we have to do in that? You have to start with asking self-assessment. Participate. Ask him to talk. If I want to appraisal you, then I should start with you to tell yourself what you have done with us. Where you should be, you are feeling proud that you have achieved something there. What is the extra thing you have done here? What is the extra thing you have done? It will be your participation. And you as a appraisal, like I have told you, unless you appraise something else, you should also appreciate it. If you have done a good job, then you must appreciate it. Well done. Keep it up. From these two words, you will feel proud that you have achieved something.  No. It should be realistic. You have to know the problem, know the reason, what is the reason. If the performance is not good, what is the reason? If it is good, then give it a credit and guide it so that next time it should be better. So the third part is express your appreciation. After that, as I have told you, don't criticise. What will be too much criticism? It will work now. If the performance is not good, then why is it not good? Was it his fault? Was it the environment's fault? Because as we defined the performance, it is the function of ability, motivation and environment. The opportunity. So according to these three things, you have to check and judge these three things. During the discussion, of course you have already expected to do this, but you couldn't do this. We were expecting that your GPA will go up from 3.5, but God forbid, that it will go down from 2. What was the reason? So that is the main objective of the performance. During that, instead of criticising, instead of just pushing him, say you are like this, you can't do anything, what is going to happen? Is it better than this or not? You have to realise that you have to tell him what was the problem.  You have lost your drive, your motivation. You didn't get the opportunity. And if both you and your appraisal is going on, able to figure out the reason, then the main problem will be solved. From that point of view, just keep your hand up, don't criticise too much, try to know the reason. So that you can learn the lesson and improve your performance. What else? Now remember, what you will do, you can only change the behaviour. You can change the person, the person will stay the same. You have evaluated the two aspects of the performance plagiarism. Whatever development you want to bring in that development, you have to think that you have to change the behaviour so that your performance is good. You can't change the person, it will take a lot of time to change the personality, but you can manage and remember again, it's the same thing. You have to focus on the problem solving and you should be supported. Give them the feeling that you are his or her supporter. If you know that, I am talking about something which is good for you, you will listen it carefully. You will try to adopt that. If you have this feeling that I am doing this to give you trouble, trouble, then both are working for the organization. Both are working for something. So you should be supportive. You have to establish the goals and then follow day by day all those events you have evaluated. And how to do the monitoring in the future. The purpose of this interview is to see what was the problem in the previous ones, appreciate the good, don't criticize too much, but try to understand the problem and give him a high score. If you think he is deficient of some skills, tell him that this is the skill you have to learn and you should facilitate through your organization that you should provide him the chance that he can improve his skill and try to modify his behavior. And motivate him on the same basis and set the next goal and then monitor him. And that is how that performance appraisal thing will be useful, not only for that person but for the organization too. Who should do the performance appraisal? Here it is written who should do the rating. Rating means he is rating you. Who should do the performance appraisal? It is not necessary as we were talking about Subadi Nate and Bas that only Bas does not do the evaluation. There are so many different people who can do the evaluation within the organization. Naturally your supervisor is the person who will be doing your evaluation. Peer evaluation. Peer means your colleague with you. In institution even peer evaluation is always sometimes they use it and it is very effective. Of course it is beneficial. Now you can say that in peer evaluation there can be a big problem too. Yes, your evaluation is not good for others.  Then it becomes a club type. You did my good, I will do your good. These are the other parts of discussing the logical basic things. So who does the other way? Peer evaluation can be done. Your customer and client they can evaluate you too. If you go to the hotel for food then there is a small one that you have given your comments. What is this?  You use someone's service and they write a card on it. Tell me how was our service? Is that customer-client evaluation? Even nowadays there are some organizations behind cars. The good organizations are written behind their office cars. How am I driving basically? Give me the number below. If I am driving wrong then call me and tell me that this is driving wrong. So this is also customer-client evaluation. Self rating? Very demanding and very important. It is very difficult to rate yourself. What I mentioned do follow this thing. When evaluation starts you have to evaluate yourself. Based on what objective, what goal you determined during the last evaluation. You have to evaluate yourself and tell yourself what you did. Then on the next stage your superior who is your boss and says that I drove this car so he justifies you that whether it was right or wrong. So self-rating is also one way one method of rating and evaluating. You can do it yourself. Your supervising is not only doing your evaluation but sometimes you are also doing his or her evaluation. It is called reverse appraisal. It is done inside. You should check your teacher.  You also have teacher evaluation. You evaluate yourself what you learned from this class. Are you satisfied or not? This is also, we call it reverse appraisal. Team appraisal. In the form of a team. A team can also appraise someone. A project or a person. This is also one method. And sometimes they call it 360 degree appraisal. Multiple. The rate we have told you all these appraisals can be difficult. You should do it yourself. Your boss should do it. Your client is also doing it. Team is also coming and appraising you. This is called multiple or 360 degree appraisal. Let's see a few examples. We show it graphically. We did our appraisal. Your supervisor did your appraisal. She is the rate. Your subordinate, your peers, colleagues, peer evaluation customer and the team. You see there are so many different people who can do the appraisal. Within the organization. And from outside the organization. So you understand what we are reading. So we will rate the appraisal. Who will do it? You also speak. Who can do the appraisal? Self rate. You can do it yourself. Or your supervisor can do your evaluation. Even your subordinate can do reverse appraisal. Who else can do it? Client is your customer. Yes. And your peers also evaluate you. As we in education institution when we give a project to the group. We also take feedback from the group. What do you tell your group? Who did how much work? What is happening? Everyone is evaluating each other. So that is the peer evaluation. Apart from that even in the form of a team evaluation can be done. So these are different. You can do the evaluation, performance evaluation in sub-kind trust. So let us move on. As I told you a multiple does not need to have one appraisal. Some time people go with the multiple way of doing the appraisal. You are only doing low at the time. The limit of that is 360 degree. So what are you doing? As you see in this diagram. Self-lating is also happening here. Supervisor is also doing it. Subordinate is also doing it. Customer is also doing it. Observer is also doing it. People are also doing it in the form of a team. Now for each writer there are always some pros and some cons. You do not go at that level. You are basic. So I hope that you understand this and the next. It will be very easy. Now there are certain errors too. There are some common errors that happen every now and then. They come in the evaluation. There can be some behavioral aspect. There can be some personality problems. What are those? And if you know them then if they appear obviously then we can figure out that there is a problem here. Because of which the performance is not good. If your boss is the boss with you there is a way for that then nothing can happen. Then the evaluation is not good. There is a problem in that. If your boss is upset with you or there is a bias in him for any reason then we will do supervisory bias. The basic parameters and the basic things we did not do that. But because of that bias he has given you or any person whose evaluation has been done wrong grades have been given. So what has happened because the supervisor was biased. Another error is they call it hollow effect. What is the hollow effect? You are hearing a new term. The hollow effect is that when you look at something and you judge it then that is a hollow effect. Let's see when an employee comes home late then you say that all these things are wrong then that is a hollow effect. Because if he makes a mistake then you misunderstand all his things or it can be other way around. That he is 7 in the morning and if he doesn't do anything then you say he is excellent because he is there at 7.30. The behavior part or any action basically you influence all his actions and write around that is a hollow effect they call it. This is also a biasness. Central tendency is to average everyone. This is also wrong. You have a good average and some are lower. That is also one biasness. Linency means that everyone has done very good. So if everyone is good then where is the problem? That means this is also a biasness. Opposite of lenience is very strict no one has to give a good grade. Everyone is bad so that is also a biasness. Recency is very important. But recently someone did a very good job or made you happy and you are very good at the whole year's evaluation or the other way around that the whole year was a good job and right now when you want to do the evaluation then the whole year's work is wrong. So this is also a biasness. Overal rating sometimes people just want to see some performance of Paisal's performance in your book. When overall you write a common word that dedicated hardworking young man so if you do a rating for everyone then it is not giving you the real picture. So that is also a negative aspect of biasness. I think enough for today. I hope it is clear. Let us summarize what we have covered today. So basically our lecture today was about the performance appraisal. And in the performance appraisal we saw what criteria should be and how should be done and when should be done and when should be covered. We will leave it for next time. So in the next lecture we will continue this appraisal part and we will do the job evaluation. In that we will see how to compensate the workers you have taken and how to sell them. So that is about today's lecture. So with this summary today's session we will finish that you will study for the next lecture and will work hard. Till then Allah Hafiz and salamu alaikum.


So the thing that I'm interested in the most, I'm a wood technologist by training and I'm interested in the way that wood integrates with all the other things that people want from the forest and how you manage large landscapes to get a range of biodiversity and economic and social benefits from the forest. At the board meeting I'm the deputy coordinator for Division 5, which is forest products, but this was an excellent opportunity to learn about things that I don't know much about. And one of the things that I'm very interested in is the types of arrangements that different groups, particularly in South and Central America, are making to benefit people who live in near forests in the management of public lands to help try to understand how do you manage public lands but have the people that live around those forests benefit from them because we have very similar issues in the Pacific Northwest, actually in all of the West in the United States, where we have large areas of federal land and we have people who were dependent upon that land for their economic livelihood and then the federal government changed the management regime for that land and it's been very difficult for those communities to adjust and a lot of people are quite bitter about this and so I'm looking to learn from things that are happening in a developing world that could be applied in the United States. The U.S. Forest Service has a international programs division and they are quite interested in the whole Caribbean basin and they do a fair amount of work there and also in Africa. And something that I learned when I was here, I didn't know this and I'm kind of embarrassed that I didn't know it, but back in the 40s the U.S. Department of Agriculture, which is part of what the Forest Service is part of, helped to establish CADIA, which I was impressed by. I think it was a really good idea on somebody's part and seems to have flourished and thrived over the years. I'm not really to tell you the truth, I'm not really sure what the interaction is now, but they certainly recognize that when I visited CADIA the other day and they recognize the role that U.S. Forest Service had in or the U.S. Department of Agriculture had in helping to establish it. And so, you know, in general, we're interested in things that have to do with the sustainable management of lands and wherever we can, particularly forest lands and wherever we can help out with that, we try to do that.


Hello everyone. It's great to have you all here. My name is Artem Andreyev. I'm a product manager for Morantys. Morantys specifically opens stack line of products that includes all the known existing distributions of opens stack we ever did or ever going to do. And today I would like to talk to you about our new launch that is just about to happen in a matter of several weeks. And this is Morantys opens stack on Kubernetes, our new next generation opens stack distribution. So I would like to highlight a few topics or questions that you might probably have. First, well, why Morantys is building a new distribution? Why do we need it? What's wrong with those that are currently there? What exactly is Morantys opens stack on Kubernetes? What's going to be a part of the package? What's going to be now going to be there as of today, as of tomorrow? And well, how exactly Morantys opens stack on Kubernetes works? What's on the inside on the architecture and things moving together? How exactly Morantys is solving opens stack management complexity with the help of Kubernetes? Let's start. So why Morantys opens stack on Kubernetes? Why do we need another distribution? Well, Morantys has a long history of deploying and managing opens stack, and over these past years we've learned a lot. So we realize that some of the requirements that modern customers for open stack have, they're quite hard to implement, hard to provide with our current product lines with our current technology. And while these are actual requirements much higher than they used to be, so the expectations of the market are growing and we need to move along with these requirements to sustain our open stack business. So what we want to achieve with Morantys open stack on Kubernetes is first, reliability and robustness because well, this is important, especially in some areas like telco, which, well, they did not forgive you any down times. Like it's a second, a minute down time means a loss of thousands of dollars. Security and transparency, this is very important for those customers who operate in highly regulated areas, having to comply with a lot of standards and governance around data placement, data transparency of the infrastructure, and well compliance with, of course, Morantys standards for encryption and well data protection. On the other hand, the distribution needs to be simple and easy to deploy and operate because well, you don't have to, as a cloud operator, don't have to read a thousand books before actually doing something. It should be intuitive. And well naturally, one of the biggest challenges we recognize with open stack is that, well, sometimes our customers are quite reluctant to update just because, well, they believe that the updates and upgrades are complex and are impactful on their workloads and well that introduces a lot of interesting situations like when, well, we have to patch a very, very old code base and somehow deliver that to the field. And of course, well, if we want to compete with the public clouds, well, there needs to be some level of feature parity in between what public cloud providers offer and what our open stack can do. So Morantys open stack on Kubernetes, the launch is on November the fourth. So the initial general availability version is going to contain the core set of services like standard set identity management, images virtualization, block storage, networking, Verizon, orchestration. Well, but of course there's some extras like bare metal management service, DNS as a service, still a meter for metering of the and auto-scale on the workloads, management of secrets, and load balancing through Octavia. And all this mix is augmented with Morantys know-how subsystems that provide ability for operators to manage their infrastructure full stack from the very bottom of the hardware to the very top of the software. Of course, operation support system, quite well-known Morantys stack-light, logging, monitoring, alerting, also containerized. Oh, naturally, zero touch day two operations capability, so meaning that while adding a node, removing a node, changing configuration is a matter of one or two API calls and not a thousand manual actions. And of course, continuous and seamless updates to the OpenStack installation in the field, meaning that applying new code should not be a matter of hours but rather minutes and should not have any impact on the running workloads. And we will be achieving that from the very beginning, from the very first version of Morantys OpenStack. And by the way, it's going to be OpenStack or Surrey release. So quite new, quite stable by that time. Okay, so how exactly Morantys is doing that? So how are we exactly deploying and running OpenStack on top of Kubernetes? So we achieved that through the integration with our new line of products. We call it Docker Enterprise Container Cloud. This is a Kubernetes as a service distribution and tool set around it. So on which OpenStack relies, just like any other typical Kubernetes workloads relies to manage and control the underlying infrastructure. Hardware, whole step breading system. Well, naturally the Kubernetes, underlay Kubernetes cluster itself add-ons to this Kubernetes cluster. Well, yes. And while we as developers for OpenStack, we rely on these capabilities that Kubernetes provides us with and we'll just deploy it and manage it just like any other Kubernetes workload. So, yeah. However, on the packaging side, we not only ship OpenStack as it is, just as before with our previous products, but also Container Rights staff as a major backend for storage, naturally Container Rights stack light to do login, monitoring, and alerting, and two software-defined networking solutions based on OpenWiz Switch, classic architecture, and Container Rights text and fabric. And while Docker Enterprise Container Cloud solves the tasks of managing all of this stack and actually can do a bit more by, for example, allow you to deploy, to give your customers user's ability to deploy their own small Docker Enterprise Kubernetes clusters on top of your OpenStack, Container Rights OpenStack. Okay. How does the deployment and management look like in terms of from the operator perspective? First, well, Docker Enterprise Container Cloud takes care of the provisioning of the infrastructure through the data-special bare-metal management system. So, all the host-to-est provisioning, all the host-to-est configuration, discovery of the nodes, et cetera, et cetera, it's all handled through this mechanism. Then the next step is to deploy Kubernetes cluster on top of that. So, essentially, everything is running on top of Kubernetes. Any component you can think of which is in a user space of the host-to-est is a container. Right. So, we install Kubernetes cluster. We install add-ons, necessary add-ons like operators and we implement life-cycle management for OpenStack and supporting components as Kubernetes operators. So, there's a Kubernetes operator for OpenStack, there's a Kubernetes operator for SAF and, well, that will be, at some point, a Kubernetes operator for StackLab. So, having these life-cycle management models and exposing their APIs as a part of the Kubernetes of this Kubernetes cluster API, an operator creates their corresponding clusters providing by means of providing a YAML form definition of what needs to be there and all management models handle all the rest of the deployment and management. So, changing things is actually as easy so you use the same APIs you use to deploy. Basically, you describe what you want to get in the end and, well, Kubernetes handles get in there to that desired state. Well, naturally there are certain pros and cons to this approach. Well, someone might say, well, this approach is quite complex. Why do I need that? Well, yes, but managing OpenStack in a classic way through packages for some sort of configuration management is actually as complex. Kubernetes does a great deal of work to help us achieve self-healing auto-scaling, for example, for the native Kubernetes way of doing that. Well, isolation of components and libraries is successfully addressed by means of using Docker images. We're all in updates out of the box mechanisms for Kubernetes workloads. Well, networking and building blocks like load balancing as a service and then interconnectivity between the containers solves a great deal of job complexity to manage the huge, robust amount of services that OpenStack has in connecting them together, making them talk together. Well, and as I said the reconciling mechanism so operator describes what he wants to get and the rest is handled through the internal mechanisms is actually a great contribution to the simplification of the deployment and management process. And we are scaling up of controlling as easy as just provisioning a new node, making it a Kubernetes worker and assigning label to that so everything else is automatically handled through internal mechanisms that Kubernetes provides. Well, of course, you as an operator you would have to learn how to deal with all that but well, since the market is still actually moving towards containerization very fast so it would probably be a beneficial benefit. Yes, OpenStack is not a typical 100% typical Kubernetes workload because it has certain components that are stateful that need to be pinned to certain work nodes and while this overhead logical overhead needs to be implemented somewhere so inside the life cycle management modules. Yeah, that's true. Well, of course one would need to take care about allocating a dedicated set of resources to run Kubernetes control plane so that OpenStack as a workload does not for some reason being overloaded does not affect the ability to operate the underlying Kubernetes cluster that could be leading to disastrous consequences. The long story short this is what OpenStack on Kubernetes is going to look like and we are all very excited about it. Well, as a sneak peek, I would like to show you a demo of one of the most powerful and exciting capabilities that OpenStack on Kubernetes is going to have. It's the upgrade in between OpenStack releases done within a matter of well hours, not days as before and well with very minimum impact on the users. Today we will upgrade a very small but still featureful OpenStack cluster. We will start the upgrade process and watch the main services getting replaced with the newer versions. After the upgrade is done, we will check if the cluster is still operational and in the background there will be a rally job running to collect some statistics about the successful and failed user operations. One more little thing before we start. This demo was created with the help of Lens. Lens is the integrated development environment created specifically for Kubernetes applications and since we say that OpenStack for us is just another Kubernetes application this IDE seems to be a great fit for the demonstration purpose. Okay, let's start. Here we have a nine node cluster running the latest Docker Enterprise Kubernetes. On top of it, there is an installation of Mirantis OpenStack on Kubernetes which has all the major services available. Every user space service is represented by one or more containers that runs under the control of Kubernetes Orchestrator. Pieces of lifecycle management logic for all of the components including OpenStack are implemented in a form of Kubernetes operators. The lifecycle management module for OpenStack is called OpenStack operator. Let's check which OpenStack release we are currently running. Okay, the version of Nova API is 2.60 that represents OpenStack Queens. Let us also check the version of the Nova service itself by means of running a Nova Managed version command from inside a container. The version of the Nova service also maps to the Queens release. Let's set up a rally job to simulate some user activity during the upgrade. The job will be starting up and then shutting down box of VMs in cycles. The simulation has now started. Every LCM operator exposes a custom resource on Kubernetes API. OpenStack operator is not an exception to this rule. OpenStack deployment CR is a single point of entry into OpenStack cluster management. The target OpenStack release is specified just as another parameter in the custom resource. Changing this parameter to something different will trigger an upgrade. The upgrade has now started. First we need to pre-cache all the new images for the containers. This usually takes a while. 20 minutes later we are ready to proceed with the rolling upgrade itself. The rolling upgrade starts with the Kiston service. While the service is being renewed let's check if its API is still available. Kiston API is still running on Queens release. After a while we can see it has bound to Rocky. Now let us give the OpenStack operator a chance to finish with the Kiston service. Operator reports that the identity service has been successfully upgraded. Now since we are done with Kiston upgrade let's take a look at plans. Let's check how the process of upgrade affects the end user experience. And let us give it another try after a while. Everything is okay. The dashboard seems to be working. In the meanwhile the image service has been also upgraded and now it is time for the networking. Taking the network's dashboard in horizon to make sure there is no impact on the users. Everything seems to be working fine. The time is running and we are done upgrading the Neutron service. So now it is time for the compute. Nova. We are filtering out the Kubernetes pods that comprise the Nova service and watching them getting upgraded one by one. Let's check the version of the Nova API. 2.60 is still Queens. Let's give the operator a bit of time to complete the upgrade of Nova. Checking the API version again and we see it changed to 2.65. This corresponds to Rocky release of OpenStack. And just for the sake of prudency, since we checked this in the beginning of the demo, let us see what Nova managed version command produces as an output. Nova service has been upgraded to version 18.31 which is Rocky. The operator keeps upgrading the rest of the components in the background. The upgrade normally takes around 2 hours. Since everything is running in parallel, there is no linear dependency on the size of the cluster. After roughly 1 hour, the whole cluster has been upgraded. All of the OpenStack services are now running in Rocky release. Now let's do a quick health check of the cluster. We'll play with it a bit to see if it's still operational. The compute, volume, images, and networking dashboards seem to be working fine which is definitely a good sign. Now let us try the Disognate service. We'll create a new DNS zone and a record set in it to make sure that Disognate is still operational. Creating a simple record set let's try creating a new volume from an image to see if the render and glance services can work together. We have a set of tenant networks pre-configured and we need to adjust the rules in the default security group to make sure that the incoming SSH and ICMP traffic is allowed. Okay, now it's time to launch a new instance and try to log in into it. We will be using the previously created volume to run an instance from it. Okay, the instance is up and right now it's time to float in IP. So that we could access the instance from the outside of the cluster. All set, now it's time to SSH into the guest. Using the float in IP address previously attached to the instance. And we're in. So, we have proven the OpenStack cluster is fully operational after the upgrade. Now we just need to give Rally a job a bit of time to finish and see the statistics of the execution. The full upgrade has taken roughly 2 hours minus 20-30 minutes for the Rally job to finish with 98.4% of cloud user operations finished successfully. To conclude, we have just seen how Morantis OpenStack on Kubernetes solves the challenge of upgrading such a complex application like OpenStack using the advanced mechanisms the Kubernetes platform provides. The first release of Morantis OpenStack on Kubernetes is going to become available on November the 4th. It's going to provide enough functionality for any company to build their own private infrastructure as a service platform. From the very beginning, Morantis will start delivering continuous updates to the product. A new release will be available every 6 weeks with a zero touch and zero impact migration path in between the versions. The second release of the product which is going to become available in the end of the year 2020 is going to support OpenStack Victoria together with an upgrade path from OpenStack Osury. That is it. For more information about Morantis OpenStack on Kubernetes, visit our website info.morantis.com Thank you everyone for watching the demo and have a nice day!