Scheduling Free Software
Alayna Rother
The site is secure.
The ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.
The compliance review may progress in three phases: a desk audit, an on-site review, and an off-site analysis. OFCCP describes the phases of a compliance review in its regulations at 41 CFR Chapter 60.[3] For the desk audit, please submit the following information:
If you are a post-secondary institution or Federal contractor with a campus-like setting that maintains multiple AAPs, you must submit the information requested in this scheduling letter for all AAPs developed for campuses, schools, programs, buildings, departments, or other parts of your institution, or company located in [city and state only].
Pursuant to 41 CFR 60-1.12(e), 60-300.80(c), and 60-741.80(c), failure to preserve complete and accurate records constitutes non-compliance with your obligations as a Federal contractor or subcontractor. In addition, once the evaluation begins, you are required to maintain all personnel and employment records described in the regulations enforced by OFCCP until the final disposition of the evaluation.[5]
You should be aware that OFCCP may initiate enforcement proceedings if you fail to submit the AAPs and Itemized Listing information within 30 calendar days of your receipt of the letter. Please also be aware that OFCCP may use the information you provide during a compliance evaluation in an enforcement action. We may also share that information with other enforcement agencies within the U.S. Department of Labor, as well as with other Federal civil rights enforcement agencies with which we have information sharing agreements.
According to the Paperwork Reduction Act of 1995, an agency may not conduct or sponsor, and a person is not required to respond to, a collection of information unless it displays a valid OMB control number. Your response is required as a condition of your Federal contract or subcontract, pursuant to 41 CFR Chapter 60. The estimated public reporting burden for this information collection is 37.5 hours, including the time for evaluating instructions, searching existing data sources, gathering and maintaining the data needed, and completing and evaluating the collection of information. If you have comments regarding the estimated reporting burden, or suggestions for reducing the burden, please send them to the Office of Federal Contract Compliance Programs (OFCCP), Division of Policy and Program Development, 200 Constitution Avenue, N.W., Room C-3325, Washington, D.C. 20210, and reference OMB Control Number 1250-0003.
LinkedIn and 3rd parties use essential and non-essential cookies to provide, secure, analyze and improve our Services, and to show you relevant ads (including professional and job ads) on and off LinkedIn. Learn more in our Cookie Policy.
If you were to see my calendar, you'd probably notice a host of time slots greyed out but with no indication of what's going on. There is no problem with my Outlook or printer. The grey sections reflect "buffers," or time periods I've purposely kept clear of meetings.
In aggregate, I schedule between 90 minutes and two hours of these buffers every day (broken down into 30- to 90-minute blocks). It's a system I developed over the last several years in response to a schedule that was becoming so jammed with back-to-back meetings that I had little time left to process what was going on around me or just think.
At first, these buffers felt like indulgences. I could have been using the time to catch up on meetings I had pushed out or said "no" to. But over time I realized not only were these breaks important, they were absolutely necessary in order for me to do my job.
As an organization scales, the role of its leadership needs to evolve and scale along with it. I've seen this evolution take place along at least two continuum: from problem solving to coaching and from tactical execution to thinking strategically. What both of these transitions require is time, and lots of it. Endlessly scheduling meeting on top of meeting and your time to get these things right evaporates.
Take coaching, for example. It's often quicker for senior leaders to solve people's problems for them. You've amassed years of experience solving the issues being brought to you. But doing so provides short-term relief at a longer time cost. As the organization gets larger, so too will the frequency of those issues, yet there remains only one of you. Unless you can coach others to address challenges directly, you will quickly find yourself in a position where that's all you're doing (adding even more meetings to your day). That's no way to run a team or a company.
Learning what makes people tick -- their unique perspectives, fears, motivations, team dynamics, etc. -- and properly coaching them to the point that they can not only solve the issue on their own the next time around, but successfully coach their own team takes far more time than telling them what to do. The only way to sustainably make that investment in people is by not jumping from one meeting to the next but rather carving out the time to properly coach those who stand to benefit from it the most. Equally if not more importantly is taking time in between those meetings to recharge. I want to ensure I'm at my best when coaching the next person who needs it.
The same can be said of the transition from tactical execution to thinking strategically. There will always be a need to get things done and knock another To Do item off the list. However, as the company grows larger, as the breadth and depth of your initiatives expand -- and as the competitive and technological landscape continues to shift at an accelerating rate -- you will require more time than ever before to just think: Think about what the company will look like in three to five years; think about the best way to improve an already popular product or address an unmet customer need; think about how you can widen a competitive advantage or close a competitive gap, etc.
That thinking, if done properly, requires uninterrupted focus; thoroughly developing and questioning assumptions; synthesizing all of the data, information and knowledge that's incessantly coming your way; connecting dots, bouncing ideas off of trusted colleagues; and iterating through multiple scenarios. In other words, it takes time. And that time will only be available if you carve it out for yourself. Conversely, if you don't take the time to think proactively you will increasingly find yourself reacting to your environment rather than influencing it. The resulting situation will inevitably require far more time (and meetings) than thinking strategically would have to begin with.
Above all else, the most important reason to schedule buffers is to just catch your breath. There is no faster way to feel as though your day is not your own, and that you are no longer in control, than scheduling meetings back to back from the minute you arrive at the office until the moment you leave. I've felt the effects of this and seen it with colleagues. Not only is it not fun to feel this way, it's not sustainable.
The solution, as simple as it sounds, is to periodically schedule nothing. Use that buffer time to think big, catch up on the latest industry news, get out from under that pile of unread emails, or just take a walk. What ever you do, just make sure you make that time for yourself -- everyday and in a systematic way -- and don't leave unscheduled moments to chance. The buffer is the best investment you can make in yourself and the single most important productivity tool I use.
Zoom offers multiple methods to schedule a meeting. A host has control over the options for their scheduled meetings, except for settings that an administrator has locked for all users in the account or for all members of a specific group.
After creating/scheduling a meeting, you can invite Zoom contacts to an ongoing session or an upcoming scheduled meeting, using various methods to bring more participants into your meetings. These invitation methods include sharing the Zoom link for a meeting, inviting by phone (requires the audio conferencing plan), or inviting a room system (requires Cloud Room Connector add-on).
The scheduling activity is carried out by a process called scheduler. Schedulers are often designed so as to keep all computer resources busy (as in load balancing), allow multiple users to share system resources effectively, or to achieve a target quality-of-service.
Scheduling is fundamental to computation itself, and an intrinsic part of the execution model of a computer system; the concept of scheduling makes it possible to have computer multitasking with a single central processing unit (CPU).
In practice, these goals often conflict (e.g. throughput versus latency), thus a scheduler will implement a suitable compromise. Preference is measured by any one of the concerns mentioned above, depending upon the user's needs and objectives.
In real-time environments, such as embedded systems for automatic control in industry (for example robotics), the scheduler also must ensure that processes can meet deadlines; this is crucial for keeping the system stable. Scheduled tasks can also be distributed to remote devices across a network and managed through an administrative back end.
The scheduler is an operating system module that selects the next jobs to be admitted into the system and the next process to run. Operating systems may feature up to three distinct scheduler types: a long-term scheduler (also known as an admission scheduler or high-level scheduler), a mid-term or medium-term scheduler, and a short-term scheduler. The names suggest the relative frequency with which their functions are performed.
The process scheduler is a part of the operating system that decides which process runs at a certain point in time. It usually has the ability to pause a running process, move it to the back of the running queue and start a new process; such a scheduler is known as a preemptive scheduler, otherwise it is a cooperative scheduler.[5]
c80f0f1006