четверг, 26 сентября 2013 г.

Interview Question for Trading Analyst at Accuen:
Jul 13, 2011

There are 1000 buckets, one of them contains poison, the rest are filled with water. They all look the same. If a pig drinks that poison it will die within in 30 mins. What is the minimum amount of pigs you need to figure out which bucket contains the poison. 

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1 person found this helpful
Aug 17, 2011
by dave:
you just need one pig - it drinks a bucket, wait 30 mins, if it doesnt die, it drinks another, repeat until it dies
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Sep 27, 2011
by Bill:
I think the question is missing "within one hour?" at the end. If that's the case then you only get two tests / trials. Start with 33 pigs each drinking from 30 buckets, then wait 30 min. If none die, then it's the leftover bucket, if one dies then get another 30 pigs to drink from the buckets that the dead pig drank from.
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4 people found this helpful
Sep 28, 2011
by Matt:
I make it 10.

The first pig drinks from every other bucket. The second pig drinks from the first two buckets, then skips two, and so forth. The tenth pig drinks from the first 512 buckets. Wait 30 minutes. You can determine which bucket is poisoned uniquely from the pattern of porcine mortality - if all the pigs die then then first bucket is poisoned. If none of the pigs die then the last bucket is poisoned (it's a binary encoding).

You have 30 minutes to spare. You might think it possible to divide the problem up between these two halves, but since the experiment might kill all your pigs the worst case would be needing 9+9 = 18 pigs, so worse than doing it all in one shot.
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2 people found this helpful
Oct 2, 2011
by Karoly:
Matt has the right idea with the encoding, but 1 hour gives you time for two passes. So first you divide the 1000 buckets into groups of 32 buckets each. You'll have 32 groups (the last one with only 8 buckets). The 32 groups you can binary encode with 5 digits, so 5 pigs will tell you after 30 mins which _group_ of buckets contains the poisoned one. So for the the second 30 mins you binary encode that group of 32 buckets the way Matt described.
This way you're using no more than 5 pigs at any given time. You might still kill a total of 10 in the worst case, but this approach takes advantage of the extra time to reduce the number of pigs used simultaneously. Slightly more efficient.
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Oct 3, 2011
by Vitaly:
Matt, thank you!)
To others wondering:
third pig drinks from the first 4 buckets, skips 4 etc;
fourth one drinks from first 8, skips 8 etc;

this way if you draw a table with buckets on top and pigs on the left, and populate it with 1 for drank bucket and 0 for untouched one, each column will contain unique set of values (binary rep of 1023 to 0), as 1-1-1-1-1-1-1-1-1-1 for first one and 0-0-0-0-0-0-0-0-0-0 for last one.

Just took me a while to figure, though I'm a programmer myself).
These days you can program without even knowing binary system, let alone converting drinking swine problem to this rep.

p.s. Though 32 pigs will allow you to sacrifice 2 at max :).
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Apr 12, 2012
by Barry:
9 pigs.

use 9 pigs to test half the buckets using Matt's binary encoding - 30 minutes.
if no pig dies (poor pigs), use the pigs again for the remaining buckets - 30 minutes.
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Apr 13, 2012
by Ricardo:
The previous answers consider as an optimum solution using less pigs, no matter how many of them will sacrifice their lives. I will consider I can use infinite pigs so the optimum criteria is saving pigs lives.

In the solutions bellow, at most, 1 pig dies, but it is possible to get the answer without killing any of them, as I will always exclude 1 bucket.

In 30min: I need 999 pigs;
In 1h: 500 pigs (I use 500 for the 1st round; after 30min, if all of them are alive, I use 499 of them);
In 1h 30min: 333 pigs;
In 2h: 250 pigs (in the last round I only use 249 of them);
...
In 499h 30min: 1 pig.
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Apr 16, 2012
by Bee:
The answer is one. Theoretically if the first pig finds the poisoned bucket the task is complete. Therefore the minimum number of pigs required would be one.
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Apr 29, 2012
by Saketh:
@Ricardo: You're asked to minimize the number of pigs used, not the number of pigs that die.

@Bee: The theoretical best case for the number of pigs that die is certainly 1. However, you need a greater number of pigs to be able to complete testing within one hour.

Anyway, you can actually do this with 8 pigs if you are given one hour. First pass: split the cups into 8 groups of 125, and use 8 pigs to determine which group the target cup is in (each pig drinks from all of the cups in its assigned group).

One of these pigs will die, and you are left with a narrowed field of 125 cups. The 7 pigs you have left are sufficient to binary search on this set of cups, because 2^7 > 125. See Matt's comment above for an explanation of how the binary search works.

In the case that you are only given half an hour, I agree that 10 pigs is optimal. It's relatively easy to prove this. Each pig we use will provide us 1 bit of information. Thus, n pigs can produce 2^n different possible outcomes. Since we need to distinguish between 1000 cups, we need at least 1000 distinct outcomes. n=10 is the least value of n for which 2^n exceeds 1000. Thus, n must be at least 10.

We know that there is in fact a working strategy with 10 pigs, so we also know that our lower bound is attainable.
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May 5, 2012
by James:
In the 1 hour case the correct answer is 7 pigs.

Saketh is extremely close in his approach, but only considers the loss of one pig in the first set of drinking pigs. For every pig you have remaining going into the second search, the number of tests you can make doubles. Therefore if you can get more than twice as many combinations by sacrificing an extra pig in the first search, then you can test more buckets with the same number of pigs.

Using 7 pigs, build every combination from the binary approach listed above that kills no more than 3 pigs. This gives a total of 64 combinations - splitting the buckets evenly amongst them, this gives a maximum of 16 buckets for each combination.

Then you have 4 pigs and 16 (2^4) buckets, which is solved as in the previous methods.
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May 30, 2013
by Alister:
The answer is none. You don't need any pigs.
Just go round and smell the buckets. It says they all look the same, but you'd smell the poison. And before anyone says it, even an odourless poison would have a different 'nose' (or snout...) to 999 buckets of water (because water is not 100% odorless)
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Aug 30, 2013
by nKast:
*Assuming this has to be done within an hour*

First step is to put another 24 empty buckets, or pick up pebbles, coins and pretend to be buckets. Think are made easier this way...

1) Split then into two groups, and number them from 0 to 511.
2) Get 9 pigs and put them in a row judging of their cuteness, let's say the cutest pig is on the right and the least cute pig is on the left!
2) define Dead pig =1, alive pig =0.
3) The cutest pig drinks from the last 256 buckets, the next from every second group of 128, etc. The least cute drinks from every other buckets, (1,3,5,etc remember we are counting from zero.)
4) We wait 30 minutes to see if any of the pigs died, if not we repeat with the next group. On a second though, should we wait another 1-2 minutes just in case any pig turns out to be a fighter? How can we be sure that the poison acts exactly after 30 minutes? Remember that we are at a tight timeline so we better give them to drink again exactly after 30 minutes. We can give our self a few sec window before ...

...WAAAAAIT A MINUTE...
This has nothing to do with binary coding (nor pigs)!

It's all about parallel processing and scheduling your pipelines from getting thirsty. I just need one Pig and a Timekeeper App.
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суббота, 14 сентября 2013 г.

3 главных вопроса на собеседовании.

Почему вы хотите работать в нашей компании? Кем вы видите себя через 5 лет? Опишите сложные ситуации, с которыми вы сталкивались. И многие другие вопросы нужны для того, чтобы в итоге получить ответы на три главных. Многие вопросы, которые задают на собеседовании, по сути, являются вариациями трех главных, ответы на которые так хочет узнать работодатель:

1) Вы сможете выполнять эту работу?
2) Вам будет нравиться ваша работа?
3) Сможем ли мы работать вместе?

1) Вы сможете выполнять эту работу? = Навыки.
Чтобы работодатель смог определить ответ на этот вопрос нужно объяснить почему вы справитесь с возложенными на вас обязанностями и привести примеры, как вы используете свои навыки при решении проблем и выполнении задач.
Для этого используется стратегия Ситуация-Инициатива-Результат. Ситуация: одно или два предложения, описывающих сложившуюся ситуацию. Инициатива: коротко описать, что вы предприняли. Результат: итоги и преимущества предпринятых вами действий.

2) Вам будет нравиться ваша работа? = Энтузиазм.
Работодателю важно знать, что вы не просто будете выполнять свои обязанности, но и будете выполнять их с максимальной эффективностью. Даже если ваша квалификация как бухгалтера высока, но на самом деле вы не любите цифры и делаете свою работу только ради денег, вы не подойдете. Разнообразными вопросами интервьюер попытается определить вашу степень заинтересованности.
Проведите предварительное исследование деятельности компании. И объясните почему вам будет интересна эта работа. Но помните, что она действительно должна быть вам интересна.

3) Сможем ли мы работать вместе? = Способность продуктивно взаимодействовать с другими.
На самом деле это очень важный фактор. Менеджеры по персоналу стараются создавать эффективные команды, потому что от их слаженной работы и будет зависеть успех самой компании. Для этого могут быть заданы вопросы типа «Как вы представляете себе идеальный рабочий день?». Нужно определить в какой обстановке предпочитает работать человек: непринужденной или же ему по душе более формальные и профессиональные отношения с коллегами; кандидат предпочитает работу в команде или он одиночка и др. В этом случае лучше давать честные ответы, а не «правильные», чтобы не делать медвежью услугу компании и себе.

четверг, 1 августа 2013 г.

How to Bring Up SALARY on a Job Interview

 
I wrote this story about how to deal with lowball salary offers, and as usual when I write about sticky human topics, my inbox got slammed. People love to share their job search horror stories and I don't blame them, because a job search is nothing if not a daily accumulation of epic ups and downs, a soap opera that surpasses anything on TV.
At times on a job search, you feel like you're slogging through mud up to your knees. Every inch of ground you gain represents a heroic effort. When the wind shifts and things start to go your way job-search-wise, your heart is light. You laugh at your friends' bad jokes, you're so happy. Life is grand, so why not spread the good stuff around?
A job search is Mood Swing Central. That's hard on your body. It's exhausting. It makes sense that when you have an opportunity on the line, you'd be hesitant to say or do anything that might feel forward or pushy. You don't want to knock yourself out of the running by being overly demanding.
What job-seekers don't realize is that things work in just the opposite way. The more you stand for yourself in the job search process, the more employers will respect and value you. I'm referring, of course, to employers with spark and mojo themselves - the only kind of employers who deserve you. Fearful managers prefer to hire docile, sheeplike employees. Life is too short, as you know, to work among people like that. If you do, you might become one.
After that lowball-salary-offer story, a few people wrote to me to say "In some cases, you can't bring up salary during the interview process. There was nothing I could do. I had to wait and see what kind of offer I got. In the end, the offer sucked monetarily and I was devastated."
I feel so sorry for a person in that situation. I can imagine how crushing it would be to see your hopes for an awesome new job melt suddenly into a disappointing, confidence-bruising waste of time.
At the same time I have to gently call bullshit on the assertion that we are ever prevented from talking about salary on a job interview. It is suspicious to me that the awful, conventional wisdom "Don't mention salary - let the employer bring it up first. Whoever speaks first, loses" fits so nicely with many job-seekers' natural aversion to broaching sticky topics like money.
That advice is repeated everywhere, and it couldn't be more mistaken. In a job search, you have to price yourself like a house. You have to let employers know what it will take you get you on board. If you wait for the job offer to finally learn what an organization is planning to pay you, you're in the world's worst negotiating position.
After all, it was your obligation to show (not tell) these folks what you're worth, during the interview process. If you've been through two or three interviews with a gang of people and they subsequently decide collectively -- maybe delusionally as well, but that's a different topic -- that you are worth $X, then in their eyes you are worth $X, and you've already missed your prime opportunity to show them differently.
If someone is going to scoff, bristle or get apoplectic hearing your perfectly reasonable salary expectation, you want them to do it early. Let them fall down on the floor convulsing when you name the figure. Good! They need to do that. You are just an outlet for their fearful reactions. Blessings to them on their path. You couldn't care less what they think, right?
You are not here to please people. If you've researched your salary (I will tell you how in a second) and know your number is realistic, it is good for you to get a range of reactions to your number. Don't be swayed by those. There will always be disconnected-from-reality people who will try to convince you that you should work for peanuts and be grateful for the offer. Ignore them.
The Reactionometer™ at the bottom of this page is a tool for job-seekers. If people don't get you, they don't deserve you. The last thing you want to do is spend valuable mojotrons trying to make people like you better or find you more valuable dollars-and-cents-wise. When you get that reaction, move on, brush it off, and go get a gelato.
There is not going to be a time over the course of your relationship with an employer where they value you more than they do at the point just before they make a job offer. If they don't value you at that moment, things can only get worse over time.
So bring up the salary issue. Here's how.
Know Your Value
You have to know what you're worth on the talent marketplace. SalaryPayscale andGlassdoor are three good resources. If you know a local search consultant or two, ping them for a range based on your experience, too. Be ready to supply a number for a full-time salaried gig and a consulting assignment, both. Know what various benefits cost and are worth to you, in case you get into negotiation and need to start talking about the moving parts of your offer.
Not on the First Date
I'm old-school enough to believe that in the white-collar world, you don't bring up salary on the first interview. You young kids out here today, zooming around on your skateboards past Granny's knees all the time, you gotta do things your own way and Granny understands that. I'm just sayin. Granny got opera glasses for her ninth birthday and was overjoyed. Different world today. I still recommend that you get home from your first interview and wait to hear the employer say "We'd like to come back in" before your broach the salary topic.
Synch Up
When they call you or write to you to invite you back for Interview Number Two, it's your move. "Is this a good time, and are you the right person to have a salary-synch-up conversation with?" you will ask. The person on the other end of the line will probably say "What were you earning over at Acme Explosives?" You'll say "I'm focusing on roles in the $60K range, so that's a good starting point. Is this role in that range? If so, it makes sense for me to come back for a second interview."
Clarify
If you follow this approach, you won't go on any second interviews unless you and the company HR person or your hiring manager have heard one another say "We are in the same ballpark compensation-wise. It makes sense for us to keep talking."
Nonetheless, have another conversation with your hiring manager (the guy with the all-important business pain) before you take any other steps to move the process forward. Don't send your job references over, don't talk about start dates, and don't sit down with the company shrink for a psych eval before you and your hiring manager get to the brassiest of brass tacks and lay out what it would take compensation-wise to get you on board.
No Games
There is no need for a job offer negotiation to be a cat-and-mouse game. It doesn't benefit anyone to go through those machinations, but some people get off on it. If the dickering becomes extreme, that is a sign to hit the Greybound bus station and get out of town. Like I said before, these guys will never love you more than they do right now.
Who Trusts Who?
Sometimes you'll get hiring managers or HR people saying to you "I'm sorry, we have to do this salary verification and I really apologize, but I have to have your W-2s for the last three years. Sorry."
Don't fall for that garbage. Who is supposed to trust whom, in a selection process? You have no idea whether your boss will still be employed tomorrow. The guy could be fired before you show up for your first day of work. One time I worked with a man who ended up in prison. You have no idea what’s going to happen with this organization. The employer isn't showing you its financial statements. Tell them your financial information is private, your accountant would have a cow if you shared it, and if they aren’t comfortable based on your conversations extending an offer, you totally understand.
Our Role Models
Here's a trivia question for you: Which group of working people has always gotten a job this way (stepping outside the lines in their approach to hiring managerstheir correspondenceand their resumes)? Executives have. When's the last time a C-level officer flung a resume into a corporate Black Hole? The answer is never.
What I am encouraging you guys to do is find your voice, feel your feet under you and job-hunt the way executives have done forever. It's a matter of mojo. When you know what you bring and don't feel you have to grovel to get a job, your altitude is higher. You see the pluses and minuses of each situation and see how to navigate. You don't approach a job search as an exercise in pleasing other people, but in learning what you need and want in your life and going after it. I want that for you, because you deserve it.
As a matter of fact, let's go whole hog and promote you - there! It's done. I just flicked my wand at you, between the last sentence and this one. Congratulations! You are now CEO of your own career. Wow, your rise to the top was tumultuous, wasn't it? But here you are. You're driving the bus. Where are you going to take it?
==================================================================
If you send me a LinkedIn invitation at liz@humanworkplace.com, please include a joke or a palindrome in the invitation. If you have a question for me, please don't send it in the invitation - send it to my colleague Michael at michael@humanworkplace.com, instead. Thanks!
JOIN Human Workplace (the Friend level is free) when you have time, and JOIN our LinkedIn group, too! LIKE Human Workplace on Facebook and follow us on twitter: @humanworkplace
http://treasuresofheaven.hubpages.com/hub/10-Characteristics-Of-Passionate-People

Live A Life Of Passion

Is passion something you must have in life to be successful? Yes and No. Passion is something I believe most people want; and frankly, I believe most people have. The problem is, we don’t pursue our passion. Your passion is something you have very strong feelings and emotions about. When you love what you do, your passion for it comes through.
When we think about passion, it is often associated with a relationship or a career. A man and woman have a passionate relationship – deep love. He brings her roses, rubs her feet, and brings her gifts when it’s not a special day. A person who is passionate about their career excels far above the rest in their pursuits. They get promoted, become trainers, mentors and leaders, ceo and president.
Listen to the powerful teaching in the video on passion. T.D. Jakes says that you must have purpose to pursue your passion.

What Is Your Passion?

Find your passion within your heart and write it down!
Find your passion within your heart and write it down!
Source: Pixomar
Source: Stuart Miles
Source: Stuart Miles
Source: imagerymajestic

Do You Need Passion
Is passion necessary for life and living? No, but it is necessary for abetter life. Do you want to just exist or do you want to enjoy your life?
Now for the unveiling of the list ofTen Characteristics of the Passionate:
  1. Expressive.
  2. Focused.
  3. Independent Thinker.
  4. Learner.
  5. Love their job/work.
  6. Perseverance.
  7. Productive.
  8. Risk-taker.
  9. Skillful.
  10. Strong-willed.
Statements About Passion:
Passion creates excellence when mediocrity will do. Passion makes you laugh, when you feel like crying. Passion makes you open your mouth and proclaim something, when a whisper will do. Passion allows you to sit still, when you feel like walking away. Passion makes you close your mouth, when you want to talk. Passion will cause you to break a record, when finishing the race will do. Passion will make you stay up all night long, when you want to sleep. Passion will cause you to love, when you would rather hate.
Observing passionate people is very uplifting and exciting. I have had the opportunity of working with some very passionate individuals, and have first-hand information for you. They are driven by goals, and are result-oriented. They don’t let anything stop them. They have a “will to find a way” attitude. They don’t accept “no” for an answer. If you need a job done with excellence, find the passionate individual on your team.
I have also had the privilege of working with the not so passionate. They are the opposite of the passionate. They find excuses for not doing their job. They are slothful, and lack motivation.
Passion Explored
Is Lack of Passion an Indicator of Something Gone Wrong? Passion is a sign that you are where you are supposed to be. If you lack passion, re-evaluate your position(s) in life. Apply this rule to every area of your life.
Cure for lack of passion. Here are some simple quick fixes for lack of passion. Take a break. Take a time-out. Ask for help or assistance.
Cure for lack of passion – long-term fixes. Change your life. This might mean: Changing jobs, changing churches, changing your relationships, changing locations and/or changing your habits.
Where Does Passion Come From?
I believe that passion comes from the inner desires of our heart. Passion comes from our belief and value system, which, in turn, creates a purpose for our very existence. A desire is something that you long to see or have happen. On the inside, we are hard-wired with desire. I’m not just talking about a desire for ice cream, chocolate cake or playing some sort of game. I speak of desire that affects your surroundings, not just you. I mean, a desire to cause change to happen. As I write on HupPages, I have a desire to make a difference in people’s lives through writing and being a part of this forum. It’s in my heart. I cannot fully explain it, but there is something on the inside of me that wants you to come to the realization that you matter.
Use Passion Everyday
Passion can’t be bought or sold. You won’t find it in a bottle, nor packaged in gift-wrap. No one can give passion to you. You must find passion within you, and use it to your benefit. Whatever your thoughts are about you; something you have been thinking about doing, see yourself doing it. A friend said it this way, “follow your inner thoughts”.
“Above all, be true to yourself, and if you can not put your heart in it, take yourself out of it."
In order to pursue your passion, it helps to have a vision...Write the vision, and make it plain upon tablets, that he may run that readeth it. Habakkuk 2:2 King James Version.
Let me know if you like this hub by clicking on the "like" button up at the top right corner.

http://www.fastcompany.com/3007369/heres-google-perk-any-company-can-imitate-employee-employee-learning

HERE’S A GOOGLE PERK ANY COMPANY CAN IMITATE: EMPLOYEE-TO-EMPLOYEE LEARNING

GOOGLE TAPS ITS OWN RANKS TO TEACH VALUABLE CAREER-BUILDING CLASSES AS WELL AS "EXTRACURRICULARS" LIKE KICKBOXING AND SOCIAL SKILLS FOR ENGINEERS. FAST COMPANY TAKES A PEEK AT THE CURRICULUM.

Adam Green sprinkles his lecture on data visualization with class participation. “Does anyone read sheet music?” he asks before showing a video that re-imagines music notation in a more visual way. “Anyone ever in the military?” he asks before explaining that branch of government’s preference for white type on black backgrounds. And then, finally, after covering the basics, he gets to the point: "What would you do to make this graph more clear?"
His 19 students take notes, having pushed the electronic devices they arrived with toward the center of the table. Most are relatively young, and, except for the woman wearing Google Glass, this could easily be a college classroom.
But it’s not. This is a New York City Google conference room. Everyone in it is a Google employee, including Green himself. Most days, he works in Toronto managing Google’s relationships with ad agencies.
On days like today, however, he participates in a program called “Googler to Googler,” which places employees from across departments into teaching roles that would otherwise be filled by the HR department (or rather, as Google calls it, “People Operations”). Green’s class is part of the Google core curriculum, which includes courses on management, orientation, and skills such as public speaking. Other classes taught Googler to Googler--everything from kickboxing to parenting--were initiated and designed by an employee.
An early Google engineer named Chade-Meng Tan, for instance, started a popular class on mindfulness that became a new job (title: Jolly Good Fellow) and a book (title:Search Inside Yourself). A class called “Creative Skills for Innovation” became a process for design thinking across the company. In 2013, about 2,000 Googlers have so far volunteered to teach classes through the program, and together they will teach about 55% of the company’s official classes.
It's not about money. Google feeds 37,000 employees three gourmet meals a day. It can certainly afford to hire teachers. The company thinks it’s a good business idea to have employees teach employees. Here's why:

PROMOTING A CULTURE OF LEARNING

Telling your employees that you want them to learn is different than asking them to promote that culture themselves. Giving employees teaching roles, says Google's head of people operations, Karen May, makes learning part of the way employees work together rather than something HR is making them do.
Though management courses might be more directly related to work performance than kickboxing, any learning opportunities contribute to the goal of preserving culture. “By offering a wider curriculum," May says, “we’re able to meet the wider range of their needs and interests. I think that makes people feel like they can be their whole self at work, whether we’re looking at photography or mountain climbing or mindfulness.”

PUTTING EMPLOYEES IN TEACHING MODE

Sergey Brin’s habit of asking potential job candidates to teach him something he doesn’t know has by now become part of Google’s mythology. “Since I’ve heard that story,” says May, "I’ve adopted that question myself several times…they sort of look at you funny and think for a minute, and then their eyes just light up. And they tell you about something they’re passionate about. And something they feel confident about enough to teach someone else.”
Employee-to-employee education gives them the same opportunity. “It’s a remarkable thing to put someone in teaching mode,” May says. “In a way, you get to see the best of them.”

IN-HOUSE TEACHERS GET AN "A"

It’s not just Green--a seasoned salesperson--who can hold his own in front of a class despite a lack of teaching credentials. Google’s assessment of its courses (yes, of course it has data, though it declined to share the specifics) shows that performance of teachers outside of the HR department is consistent with teachers who facilitate employee education as their primary job.
Employees whose managers took a course about having better career conversations, for instance, reported that those conversations improved--whether their instructor was a full-time course facilitator or a volunteer from another department of the company. In some ways, it might be better. “If we can take somebody who is doing a great job and have them not only share the content we have, but also share their own personal twists, it makes much more powerful,” May says.

ANY COMPANY CAN DO IT

Companies are spending more money than ever reskilling their employees. According to a report by Deloitte, overall training spending rose 12 percent last year, following a 10 percent gain in 2011. Even those companies that can’t afford to up their budgets can still beef up their training benefits by tapping into employees' passions and interests.
Setting up a program doesn't require any special technology or scale, or even much time. May's advice? “Put the support structures in place to make it happen and then get out of the way.”