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The Australian spatial industry is at risk of missing key growth opportunities, according to an announcement by the team behind a new cross sectoral initiative. To address this, SIBA and the CRCSI are leading a team developing the 2026 Spatial Industry Transformation and Growth Agenda, which aims to transform and realise the potential of the local spatial industry and to see it recognised as an underpinning element of the Australian digital economy.
A 2013 report by Price Waterhouse Coopers (PWC) listed the spatial sector as one of the key industry growth sectors in which Australia has a global competitive advantage. This is thanks to Australia’s early adopter culture when it comes to spatial technologies.
However, in a rapidly changing operating environment the Australian spatial industry is at risk of missing key growth opportunities by failing to stay ahead of, or keep pace with, changes in technology, policy, governance, research and development and global investment in spatial capabilities. The PWC study estimated that there will be a 30 per cent per annum growth in geoservices globally, a level of change which is not currently refelected in the Australian spatial sector. While many individual company growth and development initiatives are taking place, national coordination is vital to ensuring that the the spatial industry’s growth opportunities are realised.
The team behind the 2026 Agenda see an opportunity for the sector to increase the Australian footprint as a global leader in spatial technologies and capabilities over the next decade. This will occur by starting a national conversation about the future growth of the industry and how all members of the sector might work together to achieve that growth, kicked off by the 2026 Agenda.
The 2026 Agenda provides the chance to engage with both the spatial industry and other key national industries to build a roadmap for the transformation and growth of the spatial industry over the next decade.
The Agenda aims to be developed in a “spirit of openness, and collaboration.” Participants will be asked to be adaptive to change, focussing on maximising the potential for growth for the whole sector, as well as to be “forward looking.”
As such, consultation will be broad, and a working group has formed to help to coordinate the activities. Current members of the group include SIBA, ANZLIC, the Australian Earth Observation Community Coordination Group, CRCSI, CSIRO (Data61), Landgate, Geoscience Australia, Queensland Government, and the Department of Prime Minister and Cabinet. Membership of this group is expected to change over time to reflect the evolving nature of the 2026 Agenda.
The 2026 Agenda team of Phil Delaney (CRCSI) and Eva Rodriguez (CRCSI and SIBA) will be undertaking targeted interviews over the next two months. This will be followed by a national series of workshops in September and October.
Delaney, who is a research program manager with CRCSI, expects that the Agenda will be continually updated and changed over this period to form a 10 year roadmap leading up to 2026.
“We will be aiming for a rapid process to create an agenda, roadmap and action plan, co-designed with the broader spatial sector, he said. “This will involve interviews, national workshops, significant engagement with other key industry sectors.”
“These will be combined in to a clear plan for growth, which will continuously evolve and change into the future.”
The first iteration of the Agenda will be delivered before the end of 2016.
If you or your organisation would like to get involved please contact Phil Delaney, firstname.lastname@example.org, +61 3 9035 9936.
Source: Anthony Wallace
RESPECT… Earning employee respect isn’t always easy, but when employers find ways to build respect at work, positive benefits ensue. How do you build employee respect at work? According to Bruce J. Avolio, Ph.D., executive director at the Center for Leadership and Strategic Thinking in the University of Washington’s Foster School of Business, five tips for employers/managers to earn the respect of employees include:
- Be authentic: Be an authentic reflection of your organization’s espoused values and principles while promoting transparency and justice.
- Promote ‘ownership’: Make all employees feel like ‘owners’ versus ‘renters’, that their voice matters, and that people in positions of power listen to learn and engage with their employees.
- Develop potential: Help each individual feel like they are reaching their full potential and achieving their performance goals by investing in development.
- Create an energized culture: Create a positive climate where your followers’ energy is directed towards winning against competitors versus defending against internal detractors from what you’re trying to accomplish.
- Sacrifice when necessary: Be willing to sacrifice for the greater good of the organization when such sacrifices contribute to everyone’s success.
Bill Mixon, president of Universal Hospital Services, Inc., believes the key to earning employee respect is to empower employees and model the leadership behavior you desire by treating employees with dignity and respect. “If employees respect a person’s leadership, they are more prone to put those same leadership qualities into practice. Empowering employees to make decisions also builds trust. When you show employees you trust their knowledge and skills, you allow them to make smart decisions that benefit the company.”
Developing employee potential is also important. Notes Mixon, “When employees feel valued and appreciated, they take stronger ownership of their work and seek new opportunities to grow in their roles. This not only benefits the employee, but also the company and its customers.”
Howard Behar, retired president of Starbucks Coffee Company, used this same tactic of showing employees they are appreciated to help establish the Starbucks culture, which stresses the importance of people over profits. For example, Starbucks made sure there were no special perks for executives. “All employees are called ‘partners’ and there is no separation in any way of partners and the management team. Outside of pay and stock, every partner gets the same, even the same health insurance. We did this because it was the right thing to do, not because we thought it would help us build respect,” Behar explained.
In addition, the Starbucks management team held ‘open forum’ meetings where any partner could ask anything and they would address it. “It was open dialogue, and I mean really open dialogue during these meetings. If they wanted to debate what I was paid as the president of the company then they could,” said Behar. “No topic was off-limits.”
The management team also included a feedback card in every partner’s paycheck asking for comments on anything that seemed in contradiction to the company’s values and morals – with Behar reading every feedback card submitted. If an executive didn’t live up to the values and morals of the company, the organization would eject that individual. Behar added, “You could get fired a lot faster for not living the values than not achieving the financial numbers.”
Bottom Line: Are you a manager/employer looking to earn the respect of your employees? Then focus on relationships and trust. The foundation for earning respect is establishing good relationships with employees by building trust within the organization. Explains Behar, “If people are feeling trust, they will be more productive, are more willing to take risks, be creative, and solve difficult problems. It doesn’t mean issues won’t arise, but it means you can withstand just about anything because you can talk things through.”
Source: Lisa Quast http://www.forbes.com/sites/lisaquast/2012/09/17/5-tips-for-employers-to-earn-respect-from-employees/#110b5df15e33
Throughout most of Australia the sun has been shining and the warmth in the air brings a spring to your step. Let the good times keep rolling and let us help you achieve your employment goals by checking out our Weekly Update here at Spatial Jobs.
If there is one thing Homer Simpson got right it was saying “All my life I’ve had one dream, to achieve my many goals.”… so set them and go get them!
So you’ve aced your resume and now it’s time for the interview. Instead of feeling doubtful – get prepared! From what the employer has read about you, they have liked – they have already got an inside scoop from you! Now it’s your turn to get some information from them – make the interview a two way communication pathway and you will be amazed at the outcomes. You will feel empowered and they will be impressed that you had the confidence to dig deeper than most people do. Read on for some tips on which questions you should ask at your next job interview.
It’s obviously important to ask your potential future employer the basics, but don’t bore them with the same old lines without throwing in a few things they actually really want to be asked.
Here are some ideas for shaking up the interview and keeping both you and your interviewer on your toes. These will help you stand out and get remembered the next time you’re job searching.
1. What’s the one quality you hope for your employees to have?
This simple question begs a concise, definitive answer from your interviewer. It also is a great way to really get a feel for what the company you’re interviewing with is looking for — and to see if it’s the right fit for you.
For instance, if you’re a people person and love working with a team, and the “one thing” your interviewer is looking for is someone who is self-directed and can work well alone, then that may already mean the position isn’t what you’re looking for.
2. How does the company define and measure success?
Future employers like it when you know your professional goals and are impressed when you can be assertive about personal and team success within the company.
By asking for more information about how the company measures success and recognizes accomplishments, you’re subtly saying that you already plan on being a model of success in your role.
3. What is the company culture like?
Company culture is crucial. It can make or break a job for many people, so getting a feel for what the people are like at your potential place of work is must-know information. Interviewers will see that you understand the importance of office relationships and company culture by asking this question in your interview in anticipation of being hired.
It’s also an indicator that getting along with co-workers is important to you, and this implies that you’re a team player.
4. What do you enjoy most about working here?
Asking someone who knows firsthand about a company is the best way to get an idea of what it’s really like — so ask your interviewer! It’s a polite and professional way of asking someone in an interview situation personal information, without crossing the line.
It gives your interviewer a chance to talk a little bit about themselves, and it’s also a great way to figure out if the position is really what you want.
5. How can I add value to the team?
Instead of asking “what is expected of me?” in an interview, it’s better to phrase the question in a way that emphasizes your consideration of the company and the future potential team you’ll be a part of. Ask what the vision is for the role, and then elaborate on how you think you embody that vision.
6. What is one challenge that comes along with this role?
Again, asking for one definitive answer is something that benefits both you as an interviewee but also helps the interviewer. It allows them to focus their answers in order to provide succinct details about the position, and it gives you a single, solid idea of what would be expected of you in the role.
7. What is a fun fact about this company?
Interviews, depending on the position you’re going for, can be pretty dry. While you should never delve into extremely personal information, one way to make things a little more interesting is to ask for a fun anecdote or fact about the company you hope to work for. This gives the interviewer a break from the same old questions, while still giving you more background on the company.
Source: Hilary White
Earlier this year, Australia’s Intergovernmental Committee on Surveying and Mapping (ICSM) held a questionnaire aimed at quantifying the awareness around Australia’s datum modernisation initiative. While it is true that the accuracy of modern positioning technologies will require us to move beyond the plate-fixed GDA94 onto an Earth-fixed datum, there is a lot of confusion and concern over just how GDA2020 will be practically adopted.
ICSM has now released the results of the survey, which are available on the ICSM website.
Surprisingly, the questionnaire revealed that a 67% majority of respondents did not envisage significant issues implementing GDA2020. While the questionnaire responses indicated there is a good level of base knowledge about the modernisation of GDA94 and the move to GDA2020, it also indicated a need to raise awareness of the change and details of the process proposed both within and without the spatial sector.
A perhaps concerning result was that some 25% of respondents answered ‘no’ to Question1.2 : Were you aware that all GNSS systems operate in an “Earth-fixed” reference frame that shows coordinates of features on the Earth’s surface changing over time, unlike GDA94 which is a static or “plate-fixed” datum where coordinates don’t change?
This is in fact a major feature of the proposed datum, which significantly changes how coordinates will be used and managed by members of the industry including surveyors and GIS professionals.
Respondents were also invited to nominate an appropriate date for their organisation to adopt GDA2020 as the operational datum. Nationally, 85% of respondents nominated a date before or during Q1 2018, suggesting that ICSM will be looking to establish a group of early adopters well ahead of this point in time.
A large proportion of respondents (68%) also indicated that they would require the property boundary layer to be available on GDA2020 before they could operate on GDA2020.
A list of over 100 different software platforms from over 80 suppliers used with spatial data were listed as requiring added support for the new datum.
ICSM have indicated they will look to fully consider the responses and address them in detail over the coming months. This will result in the development a raft of general resources, including updating FAQ’s, issuing guidelines and producing targeted communiques.
GDA2020 is intended to commence January 2017 and aims to ensure Australians continue to have access to the most accurate location information achievable.
To learn more and see the full results, please visit the ICSM website.
Source Anthony Wallace, Spatial Source
Hi there friends in the Spatial Industry! Are you looking for a new job? Or a new employee? Well I’ve got some exciting news…our Weekly Update from Spatial Jobs Online can help!
Editor’s Note: In a field that evolves as rapidly as geospatial information science and technologies, the idea of “getting a GIS job” may not be as straight-forward as it sounds. What are employers looking for, and how do you know that your training and education will get you there? Join Directions Magazine as we begin a short series of articles examining these topics.
Was there really ever a time when all you needed to know to get a GIS job was how to do a few software tasks and design a map or two, or is that as overly idealistic and unrealistic as the image of every 1950s household having an apple pie cooling on an open window sill?
If you did manage to get a job on that “lick, spit and promise,” are you still in that position? What daily tasks are expected of you now that didn’t even exist 15 years ago?
New GIS degree and certificate programs continue to launch each year. Keeping curricula current, and instructors both confident and competent, is a perpetual challenge. There are also more numerous and diverse approaches to professional development than ever before. Is there validity in the Monday-morning-quarterback statement that what employers want, what degree programs provide, and what students actually learn are always out of synch?
In an effort to understand distinctions and requirements of GIS jobs, Jung Eun (Jessie) Hong, an assistant professor in the Department of Geosciences at the University of West Georgia, recently completed a content analysis of GIS job advertisements. She compiled almost 1000 GIS job postings, spanning 2007 – 2014, from GIScareers.com, GISjobs.com and the GIS Jobs Clearinghouse. The titles of the jobs were used to sort the positions into five different job categories:
- Analysts (27.4% of job postings)
- Programmers/developers/engineers (29.8%)
- Specialists (14.0%)
- echnicians (11.2%)
- Other (17.7%).
Though programmers, developers and engineers differ in training and expectations, their primary job tasks are similar enough to be grouped at this scale. The “Other” category included GIS coordinators, instructors and the like.
Then, individual skills specified in each ad — such as data mining, web mapping, programming or project management, for example — were all coded into four technical areas:
- Data processing/management
- Software/application development
and three general skill areas:
Hong then used this coded information in NVivo, a product designed for analyzing text-based content.
What were the similarities and differences in skills among the five job categories? The most requested skill set across all jobs involved analysis and modeling, with over 56% of all job ads specifically referencing such needs. This includes such tasks as aerial image interpretation, data analysis, database development, data mining, network analysis and/or the use of spatial statistics. The second most requested skill set was a general one: communication, interpersonal skills, and self-motivation and independence.
Within job categories, the similarities were more interesting than the differences. Not surprisingly, the number one most requested skill for a programmer/developer/engineer was web or mobile application development; 57.4% of all job postings within that group identified that skill. But what was the most frequently expected skills for the other four categories of GIS jobs positions? Communication skills, above all other technical or more job-specific needs, with up to 45.9% of the postings specifying that skill set.
Another revealing result from within each job category was that database development was ranked as the second most frequently desired skill across all five job type categories. Within the domain of GIS&T, “database development” can have a specific meaning for a specific use case, but those two words are also common and important on their own within the fields of computer science and information technology. Their high frequency designation as a skill across all of these GIS job postings may reflect diverse and different interpretations of what “database development” actually means in a given scenario…which makes us wonder about the myriad ways that “communication” itself plays out in the world of GIS&T.
In practice, communication skills can include everything from accurately representing one’s self on a resume to finding out during an interview that everyone is interpreting “database development” in distinctive ways. In the Venn diagram world of database development, surely there is overlap with data manipulation, programming, and/or database design. Are you ready for that? Or, does the new boss really just need someone to populate an Excel spreadsheet and join it to a shapefile? Either way, whether you are a wise boss or an eager job seeker, are you prepared to listen carefully enough to the other person so you could tactfully, professionally and courteously adjust and address the miscommunications? Voila, now you get points for interpersonal skills as well!
If the ubiquity of “database development” may reflect instances of commission, Hong’s research also illustrates an example of omission with the absence of the term “geocomputation” in any of the job ads. She had been prepared to code the term as an example of a required or desired skill within the analysis and modeling set, based on the fact that geocomputation had been identified as an entire knowledge area in the 2006 GIS&T Body of Knowledge, one of the sources for her coding information. Geocomputation had been described in the BoK as the “development and application of computationally intensive approaches to the study of complex spatial-temporal problems.” The complete absence of the term from job ads does not mean that those complex spatial-temporal problems are no longer an issue! Instead, I would suggest that the high performance computing, cellular-automata and agent-based models, and simulation modeling that once differentiated a geocomputational approach have now become expected and necessary, and thus have been integrated into analytical approaches in general. Perhaps “Big Data analytics” is more likely to be the nom du jour in a job ad of today, but these are of the same ilk.
Overall, Hong’s findings confirm what many of us have experienced over time: that technical skills will always be critical on a particular day for a particular task, but those must be complemented with a life-long ability to unravel problems. When the Department of Labor’s Geospatial Technology Competency Model was revised in 2014, the bulk of the changes were specific technical competencies in Tier 4 and above. Personal effectiveness, academic and workplace competencies, largely the “general” skills in Hong’s study, have remained as solid and important as ever.
In psychological and human resources parlance, skills are things which we can acquire and learn, while abilities are things that we have naturally. Importantly, both can be refined through training and education. To increase your employability, hone your skills as well as your abilities, and develop your competence and confidence to communicate about them both. Consider these 20 Challenging GIS Interview Questions, which are as relevant today across all types of GIS positions as when they were first published; effective communication is central to them all.
By Diana S. Sinton
A new phenomenon is happening in the streets of the world’s cities and on the screens of mobile devices. Since the weekend you may have noticed more people than ever stopping in the streets with their phone enraptured in whatever is happening on the screen. What has happened is that gaming, mobile devices, GNSS positioning, augmented reality and the enduring success of the Pokémon franchise have all culminated in the widespread craze that isPokémon Go.
If you think this is just confined to the gaming community, think again. Despite the fact it technically hasn’t even been released yet, ‘Pokémon go’ is about to surpass Twitter in daily active users on Android. In the US, the Android Pokémon Go app is now installed on more devices than Tinder. In just a matter of days Pokemon Go has rocketed to the number one application on both the App Store andGoogle Play Store.
Currently the game is only officially available as part of a soft launch in select areas, including Australia and New Zealand. However, this hasn’t stopped desperate fans using workarounds to play along despite the risk of malware. As a result the servers supporting the game have been overrun, leading to delays in the global release of the game.
Why this is important for Spatial Source readers is the fact that the gameplay that is driving this craze is defined almost entirely by spatial means. As a result, Pokémon Go might be the first in a profitable new era of location-based gaming.
When playing Pokémon Go the majority of the gameplay is spent navigating a 3D map with a modified scale, based on a representation of the real world. Positioning established by each mobile device’s GNSS receiver provides a means to navigate the features of the real world. As you can see from the imagery of the University of Sydney below, at first glance it appears to be based on the rich data of the Open Street Map (OSM), which defines public areas using a number of different layers. However, closer inspection reveals that Pokemon Go appears to have even more detailed data than OSM and Google Maps combined. As The Atlantic explain, where Pokémon Go got its map remains a mystery. The most obvious answer might be that they laboriously, or with the aid of machine learning, crafted their own. To do that on a global scale such as Pokémon Go’s developers have done is no easy feat and the resulting map has potential for navigation, emergency, logistics and security applications.
The map shows the streets, parks and basic features of areas globally, complete with geotagged locations known as PokeStops. There are also places called gyms, normally located at public parks, train stations and even public bars, where you can battle other trainers. To play the game, users travel about this map by navigating the real world in search of Pokémon. These are essentially imaginary monsters, but as we will see, the game is having some very real ramifications.
When players do encounter Pokémon, augmented reality is used to superimpose the creatures onto a real-world backdrop through the use of the phone’s camera. Players then attempt to capture them by throwing pokeballs at them, before heading on to catch more.
Even in the 1990s, The Pokémon Company were no stranger to branching out into different mediums. On the back of the success of the 1996 release ofPokémon Blue and Pokémon Red, they swiftly launched a TV series, card trading game, feature length movies, comic books and toys.
Fast forward to 2016 and many casual gamers like me who haven’t touched Pokémon since the 90s are rediscovering the passion for the game. The Pokémon Company are now taking advantage of the ubiquity of smart phones to mobilise gaming.
This method of gameplay has a lot of people concerned. In addition to the fact this has seen the inherent dangers of using mobile device’s while walking in public go through the roof, there have also been examples of crime.
In Missouiri Armed robbers used the game to lure victims to an isolated trap. According to the police report by Sgt Bill Stringer,
“Using the geolocation feature the robbers were able to anticipate the location and level of seclusion of unwitting victims.”
There are also serious cyber security risks. If you register for Pokémon Go with your google account, the app can read your emails and view your search history.
In the Northern Territory the police are getting involved whilst including some safety tips of their own. The Northern Territory Police, Fire and Emergency Services posted the following on their Facebook page:
“…whilst the Darwin Police Station may feature as a Pokestop, please be advised that you don’t actually have to step inside in order to gain the pokeballs.
It’s also a good idea to look up, away from your phone and both ways before crossing the street. That Sandshrew isn’t going anywhere fast.
Stay safe and catch ’em all!”
The Pokémon Company have issued their own warnings, posting the following on the game’s website:
“For safety’s sake, never play Pokémon GO when you’re on your bike, driving a car, riding a hoverboard, or anything else where you should be paying attention, and of course never wander away from your parents or your group to catch a Pokémon.”
Where Pokémon Go will end up remains a mystery, but it’s safe to say that it is the start of something big. This is by no means the first location-based game. Pokémon Go’s developer, Niantic, previously developed a similar game known as Ingress. With a launch in 2012 Ingress never saw anything like craze that Pokémon Go is now undergoing, even in four years of availability. Now, on the back of an already successful franchise, Pokémon Go can now be considered the tipping point towards the mobilisation of gaming in a what may become a new wave of spatially-enabled play.
To get a better idea the best way is to play it yourself by downloading the app free on either the App Store or Google Play Store. Or, if you are already onto it, here are some tips to secure your Poke-success.
Written by Anthony Wallace http://www.spatialsource.com.au/pokemon-go-brings-location-based-gaming-masses/
An employer’s first impression of you is usually your Resume. Here are some tips to consider.
Job seekers, give yourself an edge with some modern touches.
“In today’s job market, your resume needs to immediately stand out,” says Dawn Bugni, a professional resume writer in Wilmington, N.C. Attention spans are at an all-time short, with hiring managers spending just six seconds looking at a resume before deciding whether the applicant is worth further consideration, a recent study by The Ladders found. (That’s if a human looks at it at all; before your application even reaches a hiring manager, it usually has to make it past an automated applicant tracking system.)
As hiring continues to increase, job seekers will face stiff competition this year. Follow the tips below to make your resume shine in 2016.
Like this resume? Click here for a downloadable template.(Resume courtesy of Wendy Enelow.)
1. Enhance your contact information.
Put simply: hiring managers are busy; make their job easier by hyperlinking your email address so that you’re only one click away, says Wendy Enelow, co-author of Modernize Your Resume: Get Noticed…Get Hired. Bear in mind that you expose yourself to identify theft if you include your full mailing address, says Enelow, so only put your city, state, and zip code on your resume. Also, use active links to your LinkedIn profile and any other social media accounts that are fit for recruiters.
2. Make the page “pop.”
Depending on the industry, you can distinguish your resume by punching up the design, but exercise caution: a graphic artist, for example, has more creative leeway than an accountant.
Enelow’s co-author Louise Kursmark recommends using color to make your resume unique. To stay professional, consider making only section headers blue, for example, and leaving the rest in black, Kursmark suggests. And replace the outdated Times New Roman with a more modern font such as Cambria, Calibri, or Georgia, Enelow says. (As standard typefaces, they translate well between operating systems.)
3. Ditch the objective statement…
Today’s hiring managers aren’t concerned with what is it you’re looking for—they’re focused on finding the right hire. Thus, “the objective statement has become obsolete,” says Tiffani Murray, an HR professional and resume writer at Atlanta-based Personality On a Page.
…and lead with a summary.
To capture the hiring manager’s attention, start your resume with a short professional synopsis that states your years of experience, job history, and big career achievements. Instead of labeling the section a “summary,” use the header to highlight your area of expertise, says Enelow.
4. Guide the reader’s eye.
The Internet has changed reading behavior, says Kursmark: “People don’t read top to bottom anymore. They’re constantly skimming and looking at different parts of the page, and if you don’t structure your resume to appeal to that, a lot of good material will get overlooked.” Therefore, use bolded text to ensure your achievements stand out.
5. Beat the robots.
Many medium and large companies use software to weed out candidates. Your resume will need the right keywords to get through, so mirror the language of the job posting, advises Bugni, and pay attention to detail. “Changing something as simple as ‘customer service’ to ‘client relations’ can get your resume approved or rejected,” she says.
6. Forgo a “skills” section.
Weave your talents into your work experience. “Employers are looking for more than a list of skills,” says Murray. “They want to know how you’ve applied them.” The exception: It’s beneficial to have a designated section when applying for a skills-based job that requires specific qualifications, such as an IT specialist.
7. Maximize your real estate.
Despite what you may have heard, you don’t necessarily need to limit your resume to one page. “A resume is as long as it needs to be to convey value. And not one word more,” says Bugni. That said, a two-page resume may be appropriate for someone with 30 years’ experience—not for a recent college graduate. To conserve space use bullet points, active verbs, and industry-specific acronyms, and don’t state the obvious (e.g., including “references available upon request”).
Source: Fortune.com by Daniel Bortz, Money