In a clip shared on X, Zuckerberg and Chan are seen complimenting the groom-to-be on the watch he wears on his wrist.

Mark Zuckerberg & his wife Priscilla was surprised to see Anant Ambani's watch. Anant was seen carrying beautiful audemars piguet royal oak open worked skeleton worth INR 14 crore. 🤑#AnantRadhikaWedding | #AnantAmbani pic.twitter.com/DEql5XFWUA

— Radhika Chaudhary (@Radhika8057) March 3, 2024

“This watch is fantastic,” Chan said, and shortly afterwards Zuckerberg added, “I know, I already told him.”

Zuckerberg then explains that although he’s not a fan of watches, Ambani’s has changed his mind.

This weekend, the CEO and his better half shared beautiful footage on Instagram from the three-day pre-wedding celebration. The couple shared a few behind-the-scenes shots of their outfits.

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A post shared by Mark Zuckerberg (@zuck)

In the picture, Zuckerberg is seen wearing a blazer with gold dragonfly embellishments and a Sunderbans Tigress shirt by Rahul Mishra Couture. Priscilla Chan opted for a black dress with gold flowers that accentuated her figure.

“Love an Indian wedding. Congrats to Anant and Radhika!”, wrote Zuckerberg under the photo.

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A post shared by Mark Zuckerberg (@zuck)

The couple changed several outfits during the celebration. In a subsequent post of the Meta founder, he wore a wildlife-patterned shirt and crisp white trousers, while his wife opted for a long, snake-print role again.

Other guests in attendance include the names of Bill Gates, Ivanka Trump, Hillary Clinton, members of the royal family of Bhutan and more.

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It remained to be seen how much scientific data might be lost as a result of the shortened lifespan of Odysseus, which according to previous estimates from the company and its biggest customer, NASA, was supposed to operate on the moon for seven to 10 days.

Intuitive Machines ‘s forecast for a premature end to the mission came as new details emerged about testing shortcuts and human error that led to an in-flight failure of the spacecraft’s laser-guided range finders ahead of its landing last Thursday near the moon’s south pole.

“There were certainly things we could’ve done to test it and actually fire it. They would’ve been very time-consuming and very costly. So that was a risk as a company that we acknowledged and took that risk”, Mike Hansen, the company’s head of navigation systems, told Reuters in an interview on Saturday.

The company said during its first post-landing news briefing on Friday that Odysseus caught the bottom of one of its six landing legs on the uneven lunar surface on final descent and tipped over, coming to rest horizontally, apparently propped up on a rock.
Shares of Intuitive Machines plunged 35% on Monday.

Despite its less-than-ideal touchdown, Odysseus became the first U.S. spacecraft to land on the moon since NASAs last crewed Apollo mission to the lunar surface brought astronauts Gene Cernan and Harrison Schmitt there in 1972.

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“The developer skills gap has been well-documented, but with so many tech companies forced into making redundancies across the business, the requirement for developer talent is as urgent as ever,” said JuhaPekka Niemi, senior vice president of product management at Qt Group.

“Despite an uncertain economic market, companies are still looking for – and struggling to recruit – developer talent”, he continued.

The company clarified that numerous redundancies were documented in 2023, attributing many layoffs to ongoing re-prioritization initiatives. As an illustration, a technology company, despite recording 27,410 redundancies, retained 5,437 developer positions on its website as of November 15.

The report asserts that to address the skills gap, companies must “enhance their design and development processes and enhance efficiency.” Additionally, Qt Group examined the impact of AI, noting that despite the current enthusiasm for AI, the demand for developers remains high due to their crucial role in fostering innovation and creativity.

Many of you may be wondering what the role of engineering managers actually is and how they differ from the rest. From a management perspective, engineering managers lead strategy meetings, coordinate with product and business teams, create timelines for specific projects, and ensure team satisfaction. Another area of focus for engineering managers is bringing on new team leaders, meeting with job candidates, and attending conferences. Now that we know what engineering managers do, let’s find out what the most common challenges they face are.

Engineering Managers Biggest Challenges: How Are They Overcome?

Challenge 1: High SDLC Blockers, and Low Workflow Visibility

How to Overcome High SDLC Blockers and Low Workflow Visibility?

Engineering managers should prioritize enhancing visibility into the software development life cycle (SDLC) and workflows to address this challenge. By gaining a clear picture of each phase of development, from planning to execution and customer deliveries, managers can identify bottlenecks and optimize processes.

Utilizing indicators beyond high-level metrics and centralizing process indicators in one place provides comprehensive visibility. This allows managers to create action plans, reconfigure team time and tasks, and build trust within the team.

Challenge 2: Broken Communication

How to Overcome a Broken Communication Challenge?

Effective communication is vital for successful team collaboration. Engineering managers should focus on resolving communication issues and aligning software teams.

Automated standup tools for your communication stack (Slack, Teams, Emails) can help engineering leaders in knowing the daily work tasks, and progress made, and even identify blockers on the go. This balanced approach ensures managers stay informed while actively resolving development barriers.

Challenge 3: Developer Burnout

Solution to Overcome Developer Burnout Challenge

Addressing developer burnout requires empathy and proactive measures. Engineering managers should understand the causes of burnout, ranging from overwhelming ad-hoc requests to dysfunctional work conditions.

Challenge 4: Unsustainable Workload

Solution to Overcome Unsustainable Workload

Engineering managers need to figure out achievable (and practical) ways to distribute work, especially by keeping all members on the same page. One way is to use data-driven visibility for managing your dev’s workplate: PR reviews, interview load, WIP tasks, and more. It is easier to plan productive work this way, and even create happy developers as an added outcome.

Challenge 5: Poor Developer Experience

Solution to Overcome Poor Developer Experience

Protecting developer experience is essential for retaining talent and fostering team cohesion. Engineering managers should focus on improving the workflow, reducing code review periods, addressing workload imbalances, and minimizing technical debt.

Every engineering manager is different, as are their roles, responsibilities, and ideas for improving their teams. However, across the spectrum, there are a few common challenges that every manager faces when entering the software industry.

The Biggest Challenges for the Engineering Manager

High SDLC Blockers, and Low Workflow Visibility
Today’s SDLC is driven by the culture of continuous improvement and ongoing iterations. It is an engineering manager’s role to figure out the impediments their devs face, challenges in delivering results, or the processes needing some optimization. A weak SDLC is a silent velocity killer, yet most managers find it challenging to know the ‘what’ and ‘why’ behind it. While talking to 100s of EM, we found that managers do know something in their present process is lagging, and have metrics results as north-stars; they just don’t have the right indicators or approach to move forward. One reason behind the persistent manager conundrum is limited visibility.

Most managers we talked to struggled because their teams were not making enough deliveries, and deemed ‘slow’. Looking at the cycle time metric gave them limited value, however, after centralizing all process indicators in one place, they could see that devs were working outside work hours, and the workload became unendurable. Only when managers got full-fledged visibility into the issue, they could create a plan of action, reconfigure the team’s time and tasks, and earn trust of teammates.

Broken Communication
Alignment issues and context switching between software teams are real, and most engineering managers have largely recognized the persistent issue. And that’s where the second top challenge of an engineering manager lies- to resolve communication debts stemming out of the two.

Engineering managers need to be constantly updated with their dev’s work items. The idea is to take stock of the present team status: what the engineers are doing, their blockers, and how to move forward. That’s why standups were originally invented. But, most standups today are more or less about status updates and rarely end with some constructive feedback, or discussing blockers.

Even after hour-long calls, devs might not have clarity over how to resolve their blockers. Ever happened to know that your devs are frustrated because of work, but couldn’t figure out why? Pining devs for constant updates might alienate them from managers- their best buddies/mentors/support system at work. Ongoingly, it can hurt the team’s focus hours irrevocably, even hurting developer productivity. EMs now need to find a balance between taking status updates, and ‘qualitatively’ resolving dev barriers.

Developer Burnout
When it comes to the developer ecosystem, everything is related and interconnected. Developer burnout has become a common workplace phenomenon, with over 82% of developers going through reversal burnout symptoms. An engineering manager is considered a pillar of support for their devs and is expected to help navigate the crisis with much empathy, and a plan of action to get them back in shape, and spirits.

However, managers cannot be of much help to devs if they don’t know what causes this alienation in the first place. Figuring out the reasons for your dev’s withdrawal, and lacking enthusiasm is a key priority challenge for leaders today. In the same survey above, 77% of developers have accepted that their managers are not aware of what’s happening. The causes could be anything; from overwhelming adhoc requests to dysfunctional work conditions, incident alerts, and debugging outside work hours. Since EMs are already dealing with work visibility challenges, these signs often come too late to them. By then, either their high-performing devs quit, become disengaged, or face a powerful loss in their productivity.

Unsustainable Workload
Workload distribution among members may sound like a direct task, but it’s complicated and hands down, one of the hardest for an engineering manager. In a SmartBrief survey, only 29% of engineering leaders were fairly confident of their workload distribution. The issue rapidly snowballs into frustrated devs if managers have low visibility into the engineering workloads (the big deal about visibility, eh?). Sometimes, the work allotment is done without accounting for geographical barriers, past trends of progress, and existing work share. Your next sprints are destined to go down if devs are not able to clear their previous backlogs owing to overburdening work.

Poor Developer Experience
Devs are good at switching teams, based on their career progress, happiness, or overall satisfaction. However, for EMs, this transition is like a double-edged sword- core hours devoted by devs per project are decreasing, while the training, and recruiting time keeps increasing. And that’s why protecting developer experience by managers becomes vital to the future of a company.

Good DX doesn’t necessarily have to follow Steve Jobs’ come-make-it-your-world approach, so much as it’s about improving a developer’s involvement, and satisfaction with the current workflow. If your current process has long code review periods, workload imbalance, security issues, frequent firefighting, flaky builds, high incident and interview workloads, and devs had to undergo frequent context switching and technical debt; then your life as an engineering manager might take a lot of toils.

At the beginning of the week, we chose to share with you a curious conversation between TechCrunch and Matthew Johnson-Roberson, in which he shares more about Robotics, its future, the role of Artificial Intelligence and other interesting issues related to Robotics.

Matthew Johnson-Roberson is an American researcher, entrepreneur and educator. As of January 2022, he is the director of the Robotics Institute at Carnegie Mellon University. Prior to that, he was a professor at the University of Michigan’s College of Engineering since 2013, where he co-directed UM’s Ford Center for Autonomous Vehicles (FCAV) with Ram Vasudevan.

His research focuses on computer vision and artificial intelligence, with specific applications to autonomous underwater vehicles and self-driving cars. He is also the co-founder and CTO of Refraction AI, a company focused on providing last-mile autonomous delivery.

What role(s) will generative AI play in the future of robotics?

Generative AI, through its ability to generate novel data and solutions, will significantly bolster the capabilities of robots. It could enable them to better generalize across a wide range of tasks, enhance their adaptability to new environments, and improve their ability to autonomously learn and evolve.

What are your thoughts on the humanoid form factor?

The humanoid form factor is a really complex engineering and design challenge. The desire to mimic human movement and interaction creates a high bar for actuators and control systems. It also presents unique challenges in terms of balance and coordination. Despite these challenges, the humanoid form has the potential to be extremely versatile and intuitively usable in a variety of social and practical contexts, mirroring the natural human interface and interaction. But we probably will see other platforms succeed before these.

Following manufacturing and warehouses, what is the next major category for robotics?

Beyond manufacturing and warehousing, the agricultural sector presents a huge opportunity for robotics to tackle challenges of labor shortage, efficiency, and sustainability. Transportation and last-mile delivery are other arenas where robotics can drive efficiency, reduce costs, and improve service levels. These domains will likely see accelerated adoption of robotic solutions as the technologies mature and as regulatory frameworks evolve to support wider deployment.

How far out are true general-purpose robots?

The advent of true general-purpose robots, capable of performing a wide range of tasks across different environments, may still be a distant reality. It requires breakthroughs in multiple fields including AI, machine learning, materials science, and control systems. The journey toward achieving such versatility is a step-by-step process where robots will gradually evolve from being task-specific to being more multi-functional and eventually general purpose.

Will home robots (beyond vacuums) take off in the next decade?

The next decade might witness the emergence of home robots in specific niches, such as eldercare or home security. However, the vision of having a general-purpose domestic robot that can autonomously perform a variety of household tasks is likely further off. The challenges are not just technological but also include aspects like affordability, user acceptance, and ethical considerations.

What important robotics story/trend isn’t getting enough coverage?

Despite significant advancements in certain niche areas and successful robotic implementations in specific industries, these stories often get overshadowed by the allure of more futuristic or general-purpose robotic narratives. The incremental but impactful successes in sectors like agriculture, healthcare, or specialized industrial applications deserve more spotlight as they represent the real, tangible progress in the field of robotics.

In the tech business world, the secret to success lies in employee satisfaction. Recent studies highlight the key role of employee happiness, showing that it has a significant impact on motivation, productivity and innovation. The extra effort that happy employees put in is not an obligation, but a genuine desire to contribute even more to the company they work for. Remarkably, studies show that employees who are happy and satisfied in their jobs are 48.4% more likely to stay with the same company and work for its success, giving their all.

On the other hand, the consequences of unhappy and dissatisfied employees are a serious problem for businesses. Employee dissatisfaction leads to annual financial losses of a staggering $300 billion, according to a study, which is attributed to increased sick leave, absenteeism and an increase in workplace errors.

In a fast-paced industry like tech, a pleasant work atmosphere is key to the well-being of a company’s employees and the sense of comfort they feel despite being away from home. And when an employee feels comfortable and “in place,” they are productive, motivated and full of interesting ideas and a desire to work.

Today we will introduce you to the top 5 ideas on how to create a more pleasant working atmosphere in your tech office according to Hiveage.

How to Create a More Pleasant Working Atmosphere in TECH Office

Bring in natural lighting to the work environment
Not only does natural lighting look better, but there is a strong connection between natural light in the workplace and employees’ quality of sleep and energy. Neurology researchers at Northwestern University found that people who work in offices with windows receive 173 percent more white light (i.e. light from the sun) during work hours and sleep an extra 46 minutes every night. Workers were better rested and therefore in a better frame of mind.

Create a clean and comfortable office space
It doesn’t take a psychologist to tell you that when you are in an area that is attractive, comfortable, and pleasant, you feel better. This is true of both the home and the work environment, so be sure to clear away clutter and broken equipment, and mend flickering light bulbs and temperamental air conditioning or heating units. And though it may not seem like a big deal, invest in new, ergonomic furniture, plants, updated equipment, and quality coffee and snacks. Your staff will not only appreciate that their well-being is important to you, but they’ll be energetically affected by the space in a positive way.

Provide quiet rooms for employees
Open office layouts are a necessity in many cases, but you should consider providing a few areas where employees can retreat if they need quiet or solitude to concentrate on a difficult project. It can cut down on the stress and interruptions, which improves mood and productivity. You might also think about providing nap rooms, for which Google (among others) is famous. Studies show that a 20 or 30 minute power nap is better than a cup of coffee to boost energy for those people who regularly work long hours, engage in intensive, complicated work, or travel to out-of-town bureaus.

Have an open-door policy for team members
Employees report higher job satisfaction and are more likely to stay at a job where they feel listened to and appreciated. One way to do this is to ensure transparency between managers and workers because conflicts often surface when employees feel left out of the loop or like they are merely indentured laborers. Make it known that you are always available for questions, comments, and concerns. And “open door” should be taken literally—keeping the door open encourages friendly communication.

Equip the office with recreational areas for employees
If you can, make room for outdoor hoops or an indoor ping pong table. Team members will enjoy having a place to get a little exercise or to blow off some steam between tasks. Plus, friendly games with others can lead to better rapport and team cohesion.

Here are some valuable tips to keep in mind when requesting a raise:

Choose the Right Timing:
Timing plays a crucial role in seeking a salary increase. One of the optimal moments to make your request is right after you’ve completed a successful project or received recognition for your accomplishments at work. This ensures that your hard work is still fresh in your employer’s memory.

Additionally, consider broaching the topic of your compensation when the company is in a financially stable position. For example, if the company has recently launched a new product or secured a significant client, your employer may be more willing to grant a raise due to the increase in revenue.

Schedule a Meeting Thoughtfully:
Select a time when your employer is receptive to having a conversation. Avoid moments when they are busy or stressed. Planning your meeting well in advance can prevent your employer from feeling pressured to make a quick decision. If you communicate your desire to meet and discuss your position, your employer will likely anticipate that the conversation pertains to your compensation.

Seek a Promotion
A promotion often accompanies greater responsibilities and, in many cases, a higher salary. If you’re prepared to take on more tasks at your workplace, initiate a conversation with your manager to explore potential promotion opportunities. This proactive approach demonstrates your commitment to contributing more to the company. When you secure a promotion, it’s also a prime opportunity to discuss your salary before accepting the new role.

Determine Your Desired Compensation
Prior to requesting a raise, it’s essential to conduct thorough research. Find out what individuals in similar positions are earning, taking into account factors like your industry, location, and level of experience. Based on this research, identify your preferred salary figure, as well as the minimum amount that would leave you satisfied. In the event that your employer doesn’t grant the raise immediately, continue to excel in your current role. Your sustained dedication may lead to a raise down the road as your employer recognizes your increased efforts.

Are you ready to get more responsibilities
A promotion often accompanies greater responsibilities and, in many cases, a higher salary. If you’re prepared to take on more tasks at your workplace, initiate a conversation with your manager to explore potential promotion opportunities. This proactive approach demonstrates your commitment to contributing more to the company. When you secure a promotion, it’s also a prime opportunity to discuss your salary before accepting the new role.

Determine Your Desired Compensation
Prior to requesting a raise, it’s essential to conduct thorough research. Find out what individuals in similar positions are earning, taking into account factors like your industry, location, and level of experience. Based on this research, identify your preferred salary figure, as well as the minimum amount that would leave you satisfied. In the event that your employer doesn’t grant the raise immediately, continue to excel in your current role. Your sustained dedication may lead to a raise down the road as your employer recognizes your increased efforts.

Present a Convincing Argument
To successfully secure a raise, you need to construct a compelling case that justifies the increase in your compensation. Articulate the skills you’ve honed and the additional responsibilities you’ve shouldered during your tenure with the company. Emphasize how your role has evolved beyond your initial job description and convey your readiness for the next stage in your career.

Demonstrate Your Worth Before Making a Request
To earn a raise, it’s essential to demonstrate your value as an employee before broaching the subject with your employer. This could entail consistently arriving at work punctually or even ahead of schedule, volunteering for additional tasks, displaying a keen interest in acquiring new skills, taking the initiative to lead projects, and actively contributing innovative ideas to benefit the organization. By showcasing your worth, you provide your employer with compelling reasons to consider a raise.

Maintain a Positive Outlook
Throughout your meeting, center your rationale for a raise on your achievements and your contributions as an employee. Highlighting affirmative, evidence-based grounds for a raise can enhance the receptiveness of your manager to your request.

The aim of the study is to understand more about the impact of Artificial Intelligence, and what the trends are in the sector today.

The topic of the role of Artificial Intelligence is of great importance not only for the representatives of the IT sector, but also for humanity. What lies ahead? How useful is artificial intelligence? Are the benefits or harms more than its application? How often do companies use it and will its necessity become greater? Questions that only the future will tell.

Join the study here.

Crucial to this is showing that you are not only a good professional, but also a good person and your company is a great place to work. Candidates want to understand what it would really be like to join your workforce, and that’s where employer branding comes in: it’s the reputation of the company and its essence – the values, vision and purpose of the business that are reflected in the experiences you offer employees and the workplace culture you create.

 

And in order to attract the best people in your company to conquer every peak and complete successful projects on time with satisfied clients, today we will present to you the TOP tips for attracting talent from none other than the “father” of science are employer brand – Simon Burrow according Huxley.

Let’s understand what it takes to Acquisition talents:

• Brand management needs to be close to senior management and the same goes for the employer brand. Success in employer brand management means influencing the practical and urgent changes as well as the future strategic direction needed to create your reputation as a great place to work. This can require determination and courage to change the way the enterprise operates and the behaviour of those in charge.
• Employer brand management needs to be at the heart of HR/people management, not separated out as a specialist unit alongside recruitment and communications. This can lead to tremendous impact, passionate belief and inspiration throughout the organisation.
• The company’s HR function needs a much stronger two-way relationship between HR professionals and modern leadership. Many brand managers become senior leaders and CEOs. But HR should also be a potential stepping stone to the top, because that experience is a key part of being a great boss.
• Conduct a consistent, comprehensive review of the business – looking at everything from the many elements of HR (described above) to the actual employee experience you provide, which includes every part of the work environment from colleagues to management and from individual development and career planning to rewards. Ask your employees questions like: are they listening to you? What is the level of trust in your managers?
• Check your reputation as an employer in your own community and consider how your graduates are doing. If you can’t showcase your graduates’ successes, why would talented and ambitious people join you?