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Ruby Evolution

thefeednewz by thefeednewz
July 17, 2022
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A very brief list of new significant features that emerged in Ruby programming language since version 2.0 (2013).

It is intended as a “bird eye view” that might be of interest for Ruby novices and experts alike, as well as for curious users of other technologies.

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It is part of a bigger Ruby Changes effort, which provides a detailed explanations and justifications on what happens to the language, version by version. The detailed changelog currently covers versions since 2.4, and the brief changelog links to more detailed explanations for those versions (links are under version numbers at the beginning of the list items).

The choice of important features, their grouping, and depth of comment provided are informal and somewhat subjective. The author of this list is focused on the changes of the language as a system of thinking and its syntax/semantics more than on a particular implementation.

As Ruby is highly object-oriented language, most of the changes can be associated with some of its core classes. Nevertheless, a new method in one of the core classes frequently changes the way code could be written, not just adds some small convenience.

🇺🇦 🇺🇦 This work was started in mid-February, before the start of subjectivefull-scale war Russia leads against Ukraine. I am finishing it after my daily volunteer work (delivering food through my district), why my homecity Kharkiv is still constantly bombed. Please care to read two of my appeals to Ruby community before proceeding: first, second. The latest blog post dedicated to the reference creation also juxtaposes the evolution of the language with my personal history and history of my country.🇺🇦 🇺🇦

Tags: referenceRubysubjectiveUkraine

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When pressed on what steps employers can take to improve employees’ health, it’s easy to see why many corporate and business leaders feel resigned to the status quo. The ever-increasing expense associated with medical care — including both the cost of insurance coverage for employers and employees as well as out-of-pocket costs for individuals and families — forces difficult trade-offs for companies when it comes to health spending. On top of that, employers and benefits teams are inundated with vendors and consultants preaching about increasing employee engagement with far fewer details on better health outcomes. Charting a new direction to improve outcomes and affordability can feel like an uphill battle. But for CEOs looking to make a real difference in employees’ health, there are five important steps that can be deployed now. 1. Expand availability of accountable care models to improve the care experience, quality and affordability at a local level. For many large or “jumbo” national employers, the hassle, complication and cost associated with managing the litany of contracts and partners can make direct contracting with local providers and hospitals a non-starter. However, in cases where a local provider or partner can deliver significant benefit or improvement over the status quo, a more localized approach can be a benefit. For example, JPMorgan Chase’sJPM partnership with Kaiser Permanente in California to advance specific health equity programs and our forthcoming primary care program with Vera Whole Health and Central Ohio Primary Care represent two highly localized initiatives that can deliver more personalized and direct care within the communities where our employees work. A range of other companies, including Firefly, Eden, Transcarent and Centivo offer virtual accountable care models that hold promise as an alternative to standard insurance offerings. Taking inventory of strategic strengths among providers and partners on the ground can be valuable, even if an employer still maintains a national approach with other care models. 2. Invest in the data access needed to assess health outcomes. Any meaningful health intervention or program can only succeed if employers have access to the data and insights to fully understand the health of their employee population. Yet, many employers lack the human and technological infrastructure to effectively analyze data for a comprehensive view of population health. There are several reasons behind this — long-standing and misguided gag clauses across benefit vendors leave employers unable to perform complex analysis of meaningful health data, in addition to the significant time and resources required to identify a robust data system. 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Alignment around population health outcomes can also extend to those responsible for structuring benefit programs. Imagine if employee benefits teams were compensated in part on improving population health, increasing the rates of cancer screenings, or eliminating health disparities. 4. In a new era of hybrid work environments, prioritize care models that can meet employees wherever they are. Before COVID-19, employers sought to create a workplace environment that supported work-life integration. As we move into a new era — and a new type of hybrid workforce — employers will have to pursue two paths simultaneously: promoting a safe and engaging office environment that empowers employees to return while also enabling colleagues to work in locations other than the office. In many cases, this might mean living in communities and areas outside of where physical offices are located. 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