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DEV-450 syllabus - Salesforce Certified Platform Developer I Updated: 2024

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Exam Code: DEV-450 Salesforce Certified Platform Developer I syllabus January 2024 by Killexams.com team

DEV-450 Salesforce Certified Platform Developer I


The Salesforce Certified Platform Developer I exam has the following characteristics:

 Content: 60 multiple-choice/multiple-select questions

 Time allotted to complete the exam: 110 minutes

 Passing Score: 65%

The Salesforce Certified Platform Developer I exam is intended for an individual who has
experience developing and deploying basic business logic and user interfaces using the
programmatic capabilities of the Lightning Platform, including practical application of the
skills and concepts noted in the exam objectives below.

The Salesforce Certified Platform Developer I generally has one to two years of experience as
a developer and at least six months of experience on the Lightning Platform.
The Salesforce Certified Platform Developer I candidate has the experience, skills, and
knowledge outlined below:

 Can use the fundamental programmatic capabilities of the Lightning Platform to
develop custom interfaces to extend Salesforce capabilities and develop custom
business logic.

 Can extend the Lightning Platform using Apex and Visualforce, and understands
Lightning Components.

 Is familiar with, and able to leverage relevant declarative capabilities of the platform,
where appropriate.

 Knows when to use declarative vs. programmatic methods.

 Is familiar with the development lifecycle from development to testing, and has
knowledge of the available environments.

 Is familiar with the Salesforce Mobile app capabilities and the basics of the Lightning

 Knows when to use the Lightning Process Builder vs. an Apex trigger.

 Has experience with object-oriented languages such as Java, JavaScript, C#, Ruby,
and .NET.

 Has experience with data-driven applications and relational databases.

 Has experience with Model View Controller (MVC) architecture and componentbased architecture.

 Has invested time in studying the resources listed in this exam guide and the
additional required study materials provided by Salesforce.


The Salesforce Certified Platform Developer I exam measures a candidates knowledge and
skills related to the following objectives. A candidate should have hands-on experience
developing custom applications on the Lightning Platform and have demonstrated the
application of each of the features/functions below.


 Describe the considerations when developing in a multi-tenant environment.

 Describe how the Salesforce platform features map to the MVC pattern.

 Describe the capabilities of the core CRM objects in the Salesforce schema.

 Identify the common scenarios for extending an application's capabilities using
the AppExchange.

 Identify common use cases for declarative customization of the Lightning
Platform, and customization and features of the Heroku platform.


 Given a set of requirements, determine the appropriate data model.

 Describe the capabilities of the various relationship types and the implications
of each on record access, user interface (UI), and object-oriented

 Describe the impact of schema design and modifications on Apex

 Describe how to visualize and create entity relationships.

 Describe the options for and considerations when importing and exporting
data into development environments.


 Describe how to programmatically access and utilize the object schema.

 Describe the capabilities and use cases for formula fields.

 Describe the capabilities and use cases for roll-up summary fields.

 Describe the capabilities of the declarative process automation features.

 Describe when to use declarative automation features vs. Apex classes and

 Describe how to declare variables and constants in Apex and how to assign
values using expressions.

 Describe the primitive and complex Apex data types and when to use them.

 Describe how to use and apply Apex control flow statements.

 Describe how to write and when to use Apex classes and interfaces.

 Describe how to use basic SOSL, SOQL, and DML statements when working
with objects in Apex.

 Describe the basic patterns used in triggers and classes to process data

 Describe when to use and how to write triggers.

 Describe the implications of governor limits on Apex transactions.

 Describe the relationship between Apex transactions, the save order of
execution, and the potential for recursion and/or cascading.

 Describe how to implement exception handling in Apex.

 Describe how to write Visualforce controllers.

 Describe when and how to use standard Visualforce controllers vs. Apex
custom controllers and controller extensions.

 Describe the programmatic techniques to prevent security vulnerabilities in
Apex and Visualforce.

 Describe how Apex impacts the ability to make declarative changes.


 Describe how to display Salesforce data using a Visualforce page.

 Describe the types of web content that can be incorporated into Visualforce

 Describe how to incorporate Visualforce pages into Lightning Platform

 Describe the benefits of the Lightning Component framework.

 Describe the resources that can be contained in a Lightning Component.


 Describe the testing framework and requirements for deployment.

 Describe how to write unit tests for triggers, controllers, and classes.

 Describe when and how to use various sources of test data.

 Describe how to execute one or multiple test classes.

 Describe the differences between invoking Apex in execute anonymous vs. unit


 Describe how to monitor and access various types of debug logs.

 Describe the capabilities and security implications of the Developer Console,
Workbench, and Force.com IDE.

 Describe the different processes for deploying metadata and business data.

 Describe how the different environments are used in the development and
deployment process.
Salesforce Certified Platform Developer I
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Salesforce Certified Platform Developer I (SU18)
Question: 30
Which two statements are correct regarding an approval process? (Choose two.)
A. An approval action defines the result of record approval or rejection.
B. An assignment rule defines the approver for each process step.
C. The approval history related list can be used to track the process.
D. A delegated approver can reassign approval requests.
Answer: AC
Question: 31
Which circumstance will prevent a system administrator from deleting a custom field?
A. The field is used in a page layout.
B. The field is used in a report.
C. The field is part of a field dependency.
D. The field is used in a workflow field update.
Answer: D
Question: 32
Universal Containers has activated Web-to-Case on their corporate website. IT configured Auto-Response to thank the customer
for logging the case and activated Assignment Rules based on the state (USA) in which the customer resides. Case ownership is
therefore determined and routed to the corresponding queue North, South, East, or West. Customer Cases that do not meet the
existing criteria should be assigned to Queue World.
What solution will satisfy this requirement?
A. Using a Trigger, change the owner of Cases outside the US to Queue World.
B. In Case Support Settings, change Default Case Owner to Queue World.
C. In an Active Case Flow, change the name of the Queue to World.
D. Using a Workflow Rule, change the owner of new Cases outside the US to Queue World.
Answer: B
Question: 33
The sales team at Universal Containers wants an easy solution to gather customer requirements and share presentations with
their customers.
Which two actions should an administrator take to help the sales team achieve this goal? (Choose two.)
A. Create opportunity teams for customers.
B. Use Chatter files to share presentations.
C. Add customers to libraries.
D. Add customers to private Chatter group.
Answer: BD
Question: 34
Universal Containers wants sales reps to see the industry, annual revenue, and account owner at a glance on their mobile device.
This information should be located at the top of the account record.
What feature should the Administrator configure to meet this requirement?
A. Page Layout
B. Mobile Card
C. Field Set
D. Compact Layout
Answer: D
Question: 35
An opportunity record, created with a close date of July 30, meets the criteria of a time-dependent workflow rule. The time-
dependent action is scheduled for July 23.
What happens if the opportunity is edited before July 23 and no longer meets the criteria?
A. The time-dependent action is automatically removed from the queue.
B. The time-dependent action will execute on July 30.
C. The time-dependent action is put on hold.
D. The time-dependent action will execute on July 23.
Answer: A
Question: 36
What must an administrator do when creating a record type?
A. Add the record type to the required user records.
B. Assign the record type to the appropriate profiles.
C. Create a new page layout for the record type.
D. Set the field-level security for the record type.
Answer: B
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Salesforce Salesforce syllabus - BingNews https://killexams.com/pass4sure/exam-detail/DEV-450 Search results Salesforce Salesforce syllabus - BingNews https://killexams.com/pass4sure/exam-detail/DEV-450 https://killexams.com/exam_list/Salesforce What is Salesforce and What Does It Do? No result found, try new keyword!Salesforce is a cloud-based customer relationship management (CRM) software that helps businesses connect with and get more information about their customer base. Salesforce is a cloud-based ... Wed, 03 Jan 2024 10:00:00 -0600 text/html https://www.thestreet.com/technology/what-is-salesforce-14796378 Salesforce Pricing Guide (December 2023) No result found, try new keyword!Salesforce is a leading CRM platform providing sales, marketing and service tools. Because of the vast array of options, finding out the best plan for your business can be challenging. We at the ... Wed, 20 Dec 2023 10:00:00 -0600 text/html https://www.marketwatch.com/guides/business/salesforce-pricing/ This Is What Whales Are Betting On Salesforce

Deep-pocketed investors have adopted a bearish approach towards Salesforce CRM, and it's something market players shouldn't ignore. Our tracking of public options records at Benzinga unveiled this significant move today. The identity of these investors remains unknown, but such a substantial move in CRM usually suggests something big is about to happen.

We gleaned this information from our observations today when Benzinga's options scanner highlighted 24 extraordinary options activities for Salesforce. This level of activity is out of the ordinary.

The general mood among these heavyweight investors is divided, with 33% leaning bullish and 66% bearish. Among these notable options, 10 are puts, totaling $980,886, and 14 are calls, amounting to $619,813.

What's The Price Target?

Based on the trading activity, it appears that the significant investors are aiming for a price territory stretching from $140.0 to $390.0 for Salesforce over the accurate three months.

Insights into Volume & Open Interest

In terms of liquidity and interest, the mean open interest for Salesforce options trades today is 930.53 with a total volume of 5,604.00.

In the following chart, we are able to follow the development of volume and open interest of call and put options for Salesforce's big money trades within a strike price range of $140.0 to $390.0 over the last 30 days.

Salesforce Option Volume And Open Interest Over Last 30 Days

Largest Options Trades Observed:

Symbol PUT/CALL Trade Type Sentiment Exp. Date Strike Price Total Trade Price Open Interest Volume
CRM PUT SWEEP BEARISH 01/12/24 $255.00 $240.2K 752 1.0K
CRM PUT SWEEP BEARISH 01/12/24 $255.00 $204.2K 752 2.8K
CRM PUT SWEEP BULLISH 01/12/24 $255.00 $144.3K 752 7
CRM CALL TRADE BULLISH 01/17/25 $200.00 $107.2K 1.6K 0
CRM PUT SWEEP BULLISH 01/12/24 $255.00 $88.0K 752 517

About Salesforce

Salesforce Inc provides enterprise cloud computing solutions. The company offers customer relationship management technology that brings companies and customers together. Its Customer 360 platform helps the group to deliver a single source of truth, connecting customer data across systems, apps, and devices to help companies sell, service, market, and conduct commerce. It also offers Service Cloud for customer support, Marketing Cloud for digital marketing campaigns, Commerce Cloud as an e-commerce engine, the Salesforce Platform, which allows enterprises to build applications, and other solutions, such as MuleSoft for data integration.

After a thorough review of the options trading surrounding Salesforce, we move to examine the company in more detail. This includes an assessment of its current market status and performance.

Current Position of Salesforce

  • Currently trading with a volume of 2,053,020, the CRM's price is down by -1.15%, now at $253.19.
  • RSI readings suggest the stock is currently may be approaching overbought.
  • Anticipated earnings release is in 56 days.

What Analysts Are Saying About Salesforce

In the last month, 4 experts released ratings on this stock with an average target price of $307.5.

  • An analyst from Wolfe Research has elevated its stance to Outperform, setting a new price target at $315.
  • Maintaining their stance, an analyst from Piper Sandler continues to hold a Neutral rating for Salesforce, targeting a price of $285.
  • In a cautious move, an analyst from Wells Fargo downgraded its rating to Equal-Weight, setting a price target of $280.
  • Showing optimism, an analyst from Morgan Stanley upgrades its rating to Overweight with a revised price target of $350.

Trading options involves greater risks but also offers the potential for higher profits. Savvy traders mitigate these risks through ongoing education, strategic trade adjustments, utilizing various indicators, and staying attuned to market dynamics. Keep up with the latest options trades for Salesforce with Benzinga Pro for real-time alerts.

© 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

Wed, 03 Jan 2024 03:15:00 -0600 en text/html https://www.benzinga.com/markets/options/24/01/36475361/this-is-what-whales-are-betting-on-salesforce
Purdue Syllabus Guidelines

Constructing a syllabus is an important component of the course design process. The following materials reflect a research-supported framework to help create a pathway to success in your course. Each semester, Innovative Learning reviews the syllabus framework, identifying needed updates and resources.

The Word files linked below outline Required and Recommended components for your syllabus. Many of these components are already in your Brightspace shell. They just need updates specific to your course. The files below include language that comes directly from University policies or is suggested by the University Senate or specific units. Other trial language reflects an autonomy-supportive classroom that can influence student perception and performance (Young-Jones, Levesque, Fursa & McCain 2019). Italicized text indicates notes to instructors. Plain text provides examples of language.

Tips for creating your syllabus:

  • Don’t revise what you don’t have to. Resources listed under University Policies and Statements and the Student Services widget in the Brightspace shell are updated each semester and automatically populated. You may call these resources to your students’ attention.
  • Instructors cannot see the Student Services widget in Brightspace, but you can see the most accurate version of it here.
  • Feel free to add additional resources that might help your students to your syllabus.

Once your syllabus is complete, please also upload it to Purdue’s Course Insights syllabus archiving system. For questions related to the syllabus framework, email innovativelearningteam@purdue.edu.

Note: The Purdue syllabus guidelines are influenced by Instruction Matters: Purdue Academic Course Transformation (IMPACT) and the resources available through Purdue’s Brightspace learning management system (LMS). It also addresses criteria of the valid and reliable syllabus rubric published by the University of Virginia Center for Teaching Excellence (Palmer, Bach & Streifer 2017). Components fall under five categories: 1) Essential course information, instructor contact information, and course description, 2) Specific, student-centered learning outcomes and objectives that are clear, articulated and measurable (Bristol et al 2019), 3) Assessment strategies for all graded assignments that make explicit connections between learning outcomes, activities, and content, 4) Pedagogical approaches and activities that help students achieve the course outcomes and objectives, and 5) Policies and approaches that foster engaging, student-centered learning environments.


Adena Young-Jones, Chantal Levesque, Sophie Fursa & Jason McCain (2019): Autonomy-supportive language in the syllabus: supporting students from the first day. Teaching in Higher Education. DOI: 10.1080/13562517.2019.1661375.

Levesque-Bristol, C., Flierl, M., Zywicki, C., Parker, L.C., Connor, C., Guberman, D., Nelson, D., Maybee, C., Bonem, E., FitzSimmons, J., & Lott, E. (2019). Creating Student-Centered Learning Environments and Changing Teaching Culture: Purdue University’s IMPACT Program. National Institute for Learning Outcomes Assessment (NILOA).

Palmer, M. S., Bach, D. J., & Streifer, A. C. (2014). Measuring the promise: A learning‐focused syllabus rubric. To Strengthen the Academy: A Journal of Educational Development, 33 (1), 14-36.

Thu, 11 May 2023 08:33:00 -0500 en-US text/html https://www.purdue.edu/innovativelearning/tools-resources/syllabus-template/
Building Skills: Deep Dive into Salesforce Admin and Developer Courses No result found, try new keyword!In the ever-evolving landscape of proactive technology, professionals often find themselves with a strong desire for significant growth. Salesforce administration is an area that presents an internal ... Mon, 11 Dec 2023 16:38:23 -0600 en-us text/html https://www.msn.com/ Salesforce escaped from the jaws of activists to find stability in 2023

This year did not start off great for Salesforce, with an unusual level of turbulence and uncertainty surrounding the company. But as the year comes to a close, Salesforce finds itself in surprisingly good shape financially: Its stock is up over 96% year-to-date. Earlier this year, such an outcome would have seemed impossible to imagine.

The bad news started rolling in even before the new year began, when co-CEO Bret Taylor, who many speculated was being groomed to be heir apparent to Marc Benioff, quite suddenly announced he was leaving the company at the end of November. A week later, Slack CEO and co-founder Stewart Butterfield announced he, too, was stepping down. Losing two key executives in less than a week would be a huge hit to any company, but it would be just the start of an onslaught of bad news for the CRM giant.

As the year began, we learned that activist investors were, well, quite active inside the company. This included Elliott Management, Starboard Value, ValueAct Capital, Inclusive Capital and Third Point. When activists show up, they usually have a strong opinion on how to “fix” a company, and this would be no different.

First, we learned that Salesforce was bringing in three new board members, which felt like a way to appease the activists — especially because one of them was Mason Morfit, CEO and chief investment officer of ValueAct, one of those very same activists.

Activists typically pressure the company to cut costs, and in corporate terms, that usually means cutting staff. Sure enough, Salesforce soon announced that it was cutting 10% of its workforce, or 7,000 people, on January 4, 2023. The excuse was that it had overhired during the pandemic and this was a correction, but it could also have been throwing the activists a cost-cutting bone.

Either way, reports suggested the company didn’t handle the layoffs well, engineers were being pressured, and Benioff began preaching about going back to the office after embracing work from home, and what Salesforce called the “Digital HQ,” during the pandemic. The company’s reputation as a progressive, employee-friendly organization took a big hit.

Sun, 24 Dec 2023 01:59:00 -0600 en-US text/html https://techcrunch.com/2023/12/24/salesforce-lookback-2023/
Salesforce’s Most Highly Compensated Executives In 2022

CEOs Marc Benioff and Bret Taylor, Chief Financial Officer Amy Weaver, Chief Technology Officer Parker Harris, Chief Revenue Officer Gavin Patterson and Chief Engineering Officer Srinivas Tallapragada are among Salesforce’s top compensated executives.

Salesforce dedicated more than $107 millionto compensation of some of its top executives during the 2022 fiscal year, which ended Jan. 31, according to a accurate filing with the U.S. Securities and Exchange Commission.

Each of these executives with the San Francisco-based customer relationship management and data analytics company reported at least $1 million in base salary, with additional compensation from stock awards and the non-equity incentive plan, also known as the gratitude bonus plan, according to filings with the SEC.

Bonuses “are tied to overall corporate and individual performance, and the bonus pool for executive officers is based on our performance during the fiscal year compared to pre-established target levels for three equally weighted measures: revenue, operating cash flow and non-GAAP income from operations,” according to the filing.

[RELATED: Salesforce’s Marc Benioff: ‘No Company Is Better Positioned’]

Here are Salesforce's Highest Paid Executives in 2022

That money went to:

* Co-CEO Marc Benioff

* Co-CEO Bret Taylor

* Chief Financial Officer Amy Weaver

* Chief Technology Officer Parker Harris

* Chief Revenue Officer Gavin Patterson

* Chief Engineering Officer Srinivas Tallapragada

Here are some of the most highly compensated executives at Salesforce.

6. Srini Tallapragada

Srini Tallapragada, Salesforce’s president and chief engineering officer, received a $1 million base salary for the 2022 fiscal year, according to Salesforce. That was an increase over his $950,000 salary in 2021.

He received about $6 million in stock awards and about $6 million in option awards, according to Salesforce. He received $1 million in non-equity incentive plan compensation.

Salesforce gave Tallapragada about $5,000 for his 401(k). His total compensation for the fiscal year was about $14 million.

Tallapragada assumed his current role in 2019. He’s been with Salesforce for more than 10 years. His resume also includes more than 13 years on and off with Oracle.

5. Gavin Patterson

Gavin Patterson, Salesforce’s president and chief revenue officer, received about $1.02 million in base salary for fiscal year 2022, according to the company. That was an increase over his about $947,000 base pay the prior fiscal year.

Patterson received about $6 million in stock awards and about $6 million in option awards. He received about $1 million in non-equity incentive plan compensation.

He received about $83,000 in “all other compensation,” which included about $16,000 to offset any additional income taxes for family travel on the company aircraft used for business purposes. “Other” compensation included about $16,000 for a car allowance and about $51,000 for spousal travel on a corporate aircraft.

Patterson’s total compensation for the fiscal year was $14.13 million. He’s held his current title since 2020, about a year after he joined Salesforce. Patterson previously worked at telecommunications company BT for more than 15 years, leaving with the title of group chief executive.

4. Parker Harris

Salesforce co-founder and Chief Technology Officer Parker Harris received $1 million in base salary for the 2022 fiscal year, according to the company. That’s the same base pay he’s received since at least the 2020 fiscal year.

He received about $6 million in stock awards and about $6 million in option awards, according to Salesforce. He received $1 million in non-equity incentive plan compensation.

Harris’ total compensation for the year was about $14 million. Before founding Salesforce with Marc Benioff, Dave Moellenhoff and Frank Dominguez in 1999, Harris co-founded Left Coast Software in 1996.

3. Amy Weaver

Amy Weaver, Salesforce president and chief financial officer, received $1 million in base salary for fiscal year 2022, according to the company.

She received about $6 million in stock awards and about $6 million in option awards. Weaver saw $1 million toward non-equity incentive plan compensation.

Weaver received about $43,000 in “all other compensation.” Other compensation included about $20,000 in security benefits, about $18,000 to offset any additional income taxes from the security benefits, according to Salesforce. Salesforce contributed $5,500 to Weaver’s 401(k).

Weaver’s total compensation for the 2022 fiscal year was about $14 million. She has worked at Salesforce for more than eight years and held her current role since last year.

She previously worked at chemical distributor Univar Solutions for more than two years, leaving in 2013 with the title of executive vice president and general counsel.

2. Bret Taylor

Salesforce promoted Bret Taylor from chief operating officer to co-CEO in November, increasing his base salary from $1 million to $1.4 million. Salesforce reported his salary for the 2022 fiscal year as about $1.07 million.

The median Salesforce employee saw a base pay of $78,158 for the fiscal year, meaning Taylor’s base salary was about 14 times that of the median employee, according to the filings.

Taylor received $500 as part of a patent bonus, according to Salesforce. He received about $10.5 million in stock awards and about $9.5 million in option awards.

About $1.7 million went toward non-equity incentive plan compensation. His fiscal year 2022 target cash bonus opportunity is about 158 percent of his eligible base salary, according to the company.

Taylor received about $34,000 in “other” compensation, which includes about $29,000 for a security driver and a rental car for commuting. Taylor received $5,000 from Salesforce for his 401(k) plan.

In all, Taylor received $22.8 million in total compensation for the 2022 fiscal year. He made about 125 times that of the median employee’s total compensation, according to the filings. The median employee saw about $182,000 in total compensation.

Taylor joined Salesforce in 2016 with the $750 million acquisition of Quip. He previously worked at Facebook for about three years, leaving in 2012 with the title of chief technology officer.

1. Marc Benioff

Salesforce co-CEO and chairman of the board Marc Benioff received a base salary of $1.55 million in fiscal year 2022, the same salary he’s received since at least fiscal year 2020, according to Salesforce.

That is about 20 times the base salary of the median Salesforce employee, according to the filing. In fiscal year 2022, employees made a median of $78,158.

Benioff received about $13.5 million in stock awards and about $9 million in option awards, according to Salesforce.

Stock awards are not genuine compensation received by executives. Instead, the amount is calculated from the aggregate grant date fair value of restricted stock units (RSUs) and performance related restricted stock units (PRSUs).

Option awards are also not actually compensation received by executives. Instead, the amount reflects the grant date fair value of stock options granted to the executives.

Benioff received $3.1 million in non-equity incentive plan compensation and about $1.45 million in “all other compensation.”

That other compensation included additional security arrangements totaling about $1.4 million and about $5,000 from Salesforce into his 401(k) plan.

In all, Benioff’s compensation package for the 2022 fiscal year was $28.6 million. His total compensation was about 157 times the total compensation of the median Salesforce employee, according to the filings. The median employee saw a total compensation of about $182,000.

Benioff founded Salesforce in 1999 after more than 13 years with Oracle.

Thu, 30 Jun 2022 00:16:00 -0500 text/html https://www.crn.com/news/cloud/salesforce-s-most-highly-compensated-executives-in-2022
Salesforce acquires automated commission management platform Spiff

Salesforce has announced plans to acquire Spiff, a platform that automates commission management for sales teams. Terms of the deal were not disclosed.

Founded in 2017, Spiff serves up a low-code interface designed to make it easy for businesses to create a sales compensation plan that automatically updates based on personnel meeting their pre-agreed targets. With native integrations for the common enterprise CRM and ERP systems, Spiff says it can handle the most intricate commission structures, including whatever conditions may be in place to trigger payments, while sales representatives can see what commission they’re due in real time.

The Salt Lake City-based startup had raised north of $110 million in its six-year history, including cash injections from Salesforce’s very own venture capital firm Salesforce Ventures, which invested in Spiff’s Series B round in 2021 and led its $50 million Series C round earlier this year.


Image Credits: Spiff

Once the acquisition closes, which is expected in the first few months of 2024, Salesforce says that Spiff will be put to work within its Sales Performance Management software, a CRM-connected product that connects customer and sales team data.

It’s worth noting that the two companies have a history that goes beyond the previous equity investment, with Spiff making itself available on the Salesforce AppExchange for several years already.

The deal also constitutes the latest in a line of ecosystem companies that Salesforce has eventually brought in-house. Back in September Salesforce acquired Airkit, a low-code platform for building AI customer service agents. Not only did Airkit’s founders have a previous exit to Salesforce, having sold a big data startup called RelateIQ for $390 million in 2014, but Salesforce Ventures had invested in Airkit over several rounds since its founding in 2017. And similar to Spiff, Airkit was also available on AppExchange.

So it’s clear that Salesforce continues to see tried-and-tested ecosystem companies as a safe bet for its M&A endeavors, with “low-code” playing a key factor too.

Mon, 18 Dec 2023 20:40:00 -0600 en-US text/html https://techcrunch.com/2023/12/19/salesforce-spiff-commission/
The Syllabus

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Thu, 26 Oct 2023 19:03:00 -0500 en text/html https://www.insidehighered.com/shows/syllabus
Syllabus Guidelines / Provost's Office

The syllabus is a critical roadmap to the intellectual journey we embark upon with our students. This website provides tips and resources for crafting this important map. 

When crafting your syllabus, confirm that you are adhering to the credit hour policy in your course design.

Per the Academic Affairs Board, all transcripted courses (i.e., courses that appear on a student’s transcript and where at least one student is enrolled during the course offering) must upload a syllabus to FAR to provide continual support for our students and alumni. Syllabi must be uploaded by the second Friday of each term. Please consult the Steps for Uploading Syllabi for instructions. 

Part-time instructors do not have access to FAR. If you are part-time at Hope, please send your syllabus to your office manager. If you don't have an academic office manager or if your office manager is unavailable, send your syllabus to the systems administrator, Hillary DeBoer (deboerh@hope.edu). Office managers and the systems administrator can upload the syllabus for you.

View syllabi and course design resources on the CTL website  

Identifying and Contact Information
  • Hope College's name
  • Semester
  • Course title and number with section number
  • Course meeting times and location
  • Name of instructor
  • Instructor's office location, phone number, school email and office hours
Course Description & Preparation
  • Course description from current course catalog with credit hours
  • Pre-requisites/co-requisites
  • Required materials
  • Methods/modes of instruction
  • Student Learning Outcomes for the course, program and general education
  • Topics by weeks or dates
  • Readings and assignments by weeks or dates
  • Accommodations Policy: Disability and Accessibility Resources (DAR) has a very helpful faculty and instructional staff resource guide. In this guide are a few examples of syllabus statements. Here is one of the example statements:

    Hope College is committed to providing equitable learning environments to all students. If you have a temporary or permanent condition that requires accommodation(s) (including but not limited to: mental health, attention-related, learning, vision, hearing, physical,or health-related), you may call Disability and Accessibility Resources (DAR) at 616.395.7925 to schedule a meeting with a specialist or visit the DAR website to request accommodations. Reasonable accommodations are established through an interactive process among you, your instructor(s) and DAR. You may request accommodations at any point in the semester, but DAR encourages you to initiate the process early, as accommodations are not granted retroactively. Your course instructors will receive an email from DAR verifying the approved accommodations.

  • Academic Integrity
    Statement from the Loading...:

    Academic Integrity is based on the principles of honesty and individual responsibility for actions. As these principles are applied to academic life at Hope College, it follows that a student will not:

    • Give, offer, or receive aid on examination other than that specifically allowed by the professor.
    • Do course work in a manner that is inconsistent with the standards of conduct set forth by the professor.
    • Falsify or fabricate data. This has particular application to laboratory work and research.
    • Engage in conduct that destroys another person's work or hinders another in their academic endeavors. This has particular application to computer files, library resources, and laboratory or studio work.
    • Knowingly represent the work of others as one’s own. This includes plagiarism

Academic Integrity statements are also a part of the student handbook and faculty handbook.

  • Excessive Absence Policy 

    Hope College encourages students to regularly attend class and allows faculty to develop their own classroom attendance policies. Attendance and participation in class are vital components of a residential college experience.

View the entire Excessive Absence Policy

  • Student Complaint

    Hope College is committed to the appropriate resolution of complaints as efficiently and effectively as possible. We believe that providing a mechanism for complaints to be heard gives us the opportunity to Strengthen our services.  Students are encouraged to speak directly to other members of the Hope community in an effort to resolve conflict and/or seek an informal resolution of the dispute directly with the other community member(s) whenever possible. Please use this form in circumstances where such resolution is not possible.

  • Explanation of expected hours working on class assignments
    Instructors should ensure that instructional time (in and outside of scheduled class hours) is reflected on the syllabus. It is useful to consider our credit hour policy.

    Additionally, the Boerigter Center for Calling and Career is excited to partner with faculty to offer asynchronous or in-class sessions. These 30-60 minute sessions are facilitated, they cover content related to calling and career readiness, and often offer optional assignments for your in-class use should you choose. With additional questions or for more information, please visit the Boerigter Center's faculty webpage or email Shannon Schans at schans@hope.edu.

  • Safety & Emergency Preparedness

    Students should dial 911 (the United States’ primary emergency response system) from any phone if they or someone else experiences a medical or mental health emergency.  Students can also contact Hope College’s Campus Safety Office (616.395.7770) in any kind of emergency situation, and Campus Safety will contact the necessary emergency response service. View instructions for specific emergency situations. Students can sign up for emergency text message alerts at

  • Inclement Weather

    Campus Safety sends emergency notification texts, including notice of weather-related closures, via the HOPE ALERT system. A decision to close campus offices and cancel classes is typically announced prior to 6:30 a.m. Find more information regarding inclement weather notifications.

Statement on Academic Assistance

The Academic Success Center (ASC) offers a variety of free services (e.g., tutoring, testing strategies, time management resources) for all students.  The ASC is located in Van Zoeren Hall — immediately adjacent to the Van Wylen Library second-floor entrance. To contact the ASC send an email to asc@hope.edu or call 616.395.7830. 

  • Syllabus/schedule are subject to change
  • Include how students will be notified & how changes will be communicated

Diversity & Inclusion

Websites with examples of DEI and antiracist statements:

Counseling and Psychological Services (CAPS)

Students may experience stressors that can impact both their academic experience and their personal well-being. These may include academic pressures, relationship challenges, alcohol or other drugs, financial concerns, identity development, body image, etc.

If you are experiencing similar concerns, we encourage you to seek support. Hope College Counseling and Psychological Services (CAPS) is a free and confidential resource. Call 616.395.7945, or visit the top floor of the Bultman Student Center to find the right form of support for you

If the source of your stressors is academic, please contact us or academic advising so we can find solutions together.

Course Syllabi Examples

Syllabi examples will be provided here starting in the 2024 spring semester. 

Thu, 28 Oct 2021 16:05:00 -0500 en text/html https://hope.edu/offices/provost/teaching-learning/resources/syllabus/index.html

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