The 'Joker' Virus Has Returned to Android: It Can Empty Your Bank Accounts Without You Noticing It and It Is Hidden in These Apps in the Google Play Store

The 'Joker' virus hides in several apps on the Google Play Store and the user does not realize it until their bank accounts are emptied. See how this malware operates and what are the dangerous applications.

The Belgian Police warned about the return of the 'Joker' virus , which attacks Android devices and hides itself in various applications on the Google Play Store . This malware is capable of subscribing the user to payment services without their authorization and emptying their bank accounts without them noticing.

"This malicious program has been detected in eight Play Store applications that Google has suppressed," say the Belgian authorities in a statement published this Friday on their website.

It may interest you: Did you get a free ebook for Kindle from Amazon? This new hacking method can access your bank details

The 'Joker' malware became famous in 2017 for infecting and robbing its victims by hiding in different applications. Since then, the Google Play Store defense systems have removed around 1,700 apps with the 'Joker' malware before they were downloaded by users.

In September 2020, the 'Joker' virus was found in 24 Android applications that registered more than 500 thousand downloads before being removed. It is estimated that that time it affected more than 30 countries including the United States, Brazil and Spain. Through unauthorized subscriptions, hackers could steal up to $ 7 (about 140 Mexican pesos) per subscription weekly, a figure that has most likely increased in recent months.

Complete Article at Entrepreneur India

Why You Need to Protect Your Sense of Wonder — Especially Now

Summary.   

As the pandemic era goes on, more than ever we need ways to refresh our energies, calm our anxieties, and nurse our well-being. The cultivation of experiences of awe can bring these benefits and has been attracting increased attention due to more rigorous research. At its core, awe has an element of vastness that makes us feel small; this tends to decrease our mental chatter and worries and helps us think about ideas, issues, and people outside of ourselves, improving creativity and collaboration as well as energy. The authors, a physician and a psychologist, have facilitated hundreds of resilience and well-being workshops; they suggest a number of awe interventions for individual professionals as well as groups.

We may be slowly returning to our offices (more or less), but the strains of the pandemic are hardly over. As we enter a transitional stage after a year of trauma and strain, more than ever we need ways to refresh our energies, calm our anxieties, and nurse our well-being. One potentially powerful intervention is rarely talked about in the workplace: The cultivation of experiences of awe. Like gratitude and curiosity, awe can leave us feeling inspired and energized. It’s another tool in your toolkit and it’s now attracting increased attention due to more rigorous research.

Complete Article on HBR

Pandemic has led to changing skill needs and more challenging placements: Harappa’s Bridge the Gap Survey

In the face of changing skill needs and highly challenging placements, talent leaders and academics must reinforce greater industry-academia collaboration to make the young talent ready for building their careers.

Harappa recently conducted a survey titled ‘Bridge the Gap’ to understand the distinct need gaps and challenges faced across the education-work continuum. This survey saw participation from over 200 talent leaders and academics and put the spotlight on challenges across the spectrum and how industry and academia can come together to meaningfully solve the employability challenge that Indian youth continue to face. The top industries that respondents represented were IT, Edtech, Consulting, Manufacturing, e-commerce, Government & Public Administration, and Telecom. 

The survey revealed that close to 80% of the talent leaders & academics feel the pandemic has changed the skill requirements needed to successfully maneuver post-pandemic workplaces and has made placements more challenging for young talent. The survey also found that the top three skills that employers look for in young talent are: the ability to proactively problem-solve, self-motivation, and affinity for teamwork. Other skills highlighted were excellent communication skills, resilience, reasoning logically, time management, and learning on the job. 

Complete Article at People matters

Let Your Top Performers Move Around the Company

Summary.   

As a manager, it’s human nature to want to hang on to the superstars in your group, department, or division. But ultimately, that’s detrimental to the organization and to the individuals involved. Multiple studies on talent mobility show that actively moving employees into different roles is one of the most underutilized, yet most effective, development and cultural enhancement techniques in companies today. In fact, research has shown that high-performance organizations are twice as likely to emphasize talent mobility versus low-performance companies. Building a culture of mobility is a trait of very healthy organizations, and the benefits are clear. Cross-functional collaboration increases, departmental cooperation is enhanced, innovation improves, and companies begin working more as one cohesive team instead of separate fiefdoms.

Over the many decades my company has been studying the link between people practices and performance, we’ve seen a common trait among low-performing, non-agile, slow-to-change companies: talent hoarding. This is the practice of allowing managers to keep their top performers from moving anywhere else in the company.

Of course, it’s human nature to want to hang on to the superstars in your group, department, or division. But ultimately, that’s detrimental to the organization, and to the individuals involved. Multiple studies on talent mobility show that actively moving employees into different roles is one of the most underutilized, yet most effective, development and cultural enhancement techniques in companies today. In fact, research conducted by our colleagues at i4cp revealed that high-performance organizations (as measured by revenue growth, profitability, market share, and customer satisfaction) are twice as likely to emphasize talent mobility versus low-performance companies.

Complete Article at HBR