certified gamer
Because shitting your pants after a KFC bucket is enough fun for now.
Don't leave us hanging, this could be a true Lemmy moment that will be part of history forever. Like when someone watches a Lemmy video in 10 years this could get mentioned.
I want to nibble your passant
I need this in my life. I am not yet ready to give up. I grew accustomed to this. Let's make it happen! We're all tech people, we know we can just upvote this post the way it needs to be. Its not nice, noone likes to press the trigger on dying deer we just hit with our car, but someone has to do it. The suffering introduced is greater if the trigger is not pressed. Do the right thing.
lol what the fuck is your problem? How about you do something and explain to me how you self host a CDN hosted by fastly?????
When did I resolve the Hostname to a DNS record? Are you fucking stupid you obviously don't know what you are talking about. I resolved it's domain to an IPv4 address which points entirely to a fastly server. It's not a resource that get's delivered by CDN, it's the whole fucking website they are serving, which is a service they sell and that's not self hosting.
God damn why am I even spending my time arguing with someone that didn't understand the basics yet. If you think a domain is a hostname and an IPv4 address is a DNS record, just back off and return to the books. You probably feel so cool and think you have done something, which you did, you ridiculed yourself.
So you mean Fastly is providing CDN servers which cache the content of dev.to and then serve them to the visitor on their servers?
Well yeah that's not self hosting.
Back in my days we just took drugs
His overall health did not increase after the dino was turned into oil which then got turned into plastic, which then got turned into a plastic dino.
It's actually a typical case, you rarely see dinos in good shape nowadays.
No, dev.to points to 151.101.194.217 which is an IPv4 that belongs to Fastly Inc
You can force employees back to the office, but not the good ones
Analysis: Organisations that impose return-to-office mandates face the catastrophic possibility of losing their most valuable workers
The COVID-19 pandemic upended the workplace in many surprising ways. Many organisations were forced to abandon the traditional arrangement of having employees come to the office five days a week in favour of a variety of schemes for remote work or working from home.
Against all expectations, remote workers appear to work harder and more productively than workers in traditional offices. Remote workers were not only more productive they were more satisfied with remote work than they had been with working in a traditional office. This finding is not unexpected. Once you let workers do away with the commute to and from the office, office politics, workplace bullying, boring meetings, the need to wear and take care of business suits and other costly and often uncomfortable attire, you should not be surprised that they will feel happier.
Since the end of the pandemic, there has been a growing push to encourage, and sometimes compel workers to return to the office. This movement has become so widespread that it has generated the acronym RTO, or Return to the Office. As I have noted in earlier columns, the rationale for RTO mandates is often murky, and it is hard to resist the conclusion that the push to get people back to the office is in part an effort to reduce the embarrassment of executives sitting in near-empty office buildings (building they often purchased or built) with nobody to manage.
There is increasing evidence that RTO mandates can be counterproductive. In particular, several organisations that have attempted to coerce workers back to the office have found that they are losing experienced managers and top performers at disproportionate rates. The dynamic here is clear, and potentially alarming. Organisations that impose RTO mandates face the possibility of losing their most valuable workers. Turnover is often costly for organisations, but turnover of your most experienced and most valuable workers can be catastrophic.
I believe the pandemic shook things up in the world of work in ways that are still poorly understood. The great political philosopher Edmund Burke noted that "custom reconciles us to every thing", and I think this applies to all sorts of workplace norms and practices. If we were used to the way things were done in organisations, we were willing to put up with all sorts of organisational policies that were burdensome (e.g., dress codes) or even abusive (e.g., the expectation that we should work beyond normal working hours if asked to do this.)
A year or two away from the office has opened a lot of eyes, and things that were once widely accepted (e.g., office politics) are now barely tolerated, if they are accepted at all. More important, time away from the office seems to have upset the traditional balance of power between employers and employees. Once you realise that you do not need the office and that you do not need to be tightly monitored or supervised, it is hard to go back.
Some employees, of course, do go back. First, there are some employees who believe that being in the office will benefit their careers. They are probably right; workers who return to the office are more likely to receive promotions. Whether organisations should promote the careerists who come back to the office in hopes that their loyalty (or submissiveness to RTO mandates) will win them promotions that their performance and effectiveness would not, is an open question. Second, there are employees who are trapped in their jobs, either because of family or community obligations or because they lack the skills, knowledge, and abilities to move to other jobs. Executives who force RTO mandates down the throats of their employees run the risk of changing their organisation into a set of lapdog careerists and people who are stuck working for you, and it is hard to believe that this will benefit their organisation.
Executives who are pushing employees to come back to the office are most likely to succeed if they can make a convincing case for why coming back to the office benefits employees and the organisation. The typical explanation that coming back to the office is important for the culture of the organisation is unfounded at best, and hogwash at worse. Second, the carrot works better than the stick. If you want employees to come back to the office, recognise that this comes at considerable costs to employees and give them incentives that more than offset these costs.
It is time for executives to recognise that the old power balance is unlikely to come back, and that mandates from on high that don't seem to make sense or that impose significant costs on employees will not be accepted by employees who have the skills, knowledge, experience, and abilities that give them ample opportunities to seek employment elsewhere. The RTO movement has, in the end, provided opportunities to executives who are smart enough and willing enough to read the new world of work to poach talent from their competitors. If this trend continues, we could see the old breed of all-powerful executives push themselves toward extinction. I can hardly wait!
Google, Apple etc save lists of APs and their GPS coordinates via phones for example.
It's nothing fancy I just needed more CPU power on my router. I'm not saying it makes sense to use a hardware key to access the internet on router level, I'm just saying it works.
openBSD is actually kinda common base for routers. Also why would I hide a router in some inaccessible corner?
She called herself 12 times Grammy nominee?
A girl told me take off your jacket but I told her man's not hot, never hot
