Hiring Recruitment Quotes

What I knew from working in professional environments—from recruiting new lawyers for Sidley & Austin to hiring staff at the White House—is that sameness breeds more sameness, until you make a thoughtful effort to counteract it.

No matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire. To put it a bit more dramatically, the fate of your business is actually in the hands of the youngest recruit on the staff.

Able hands' are more favorable to business than 'adorable hearts'.

Recruiting should never be outsourced. Everyone at your company should be different in the same way.

Salute to those who choose commitment over the counter offer.

Saturday night. Buddy Dow, hired skipper of a big lunker owned by an insurance company in Atlanta, had enlisted two recruits and was despairingly in need of more.

We can never fall short when it comes to recruiting, hiring, maintaining and growing our workforce. It is the employees who make our organization’s success a reality.

Despite all the heartaches, tears and misunderstandings, you can still attract and retain top talent.

Recruiting the best is not about selling or charming. It’s about providing big challenges and career opportunities and a little money thrown in.

No matter how long or short your résumé is, ensure you capture all important information in the first 10% of your résumé

A résumé is like a ticket to the job journey; without it, you are not in.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

TRUE OR FALSE? Employers are prohibited from practicing sex discrimination in hiring and promoting employees.1 ANSWER: False. The U.S. Supreme Court ruled in 1987 that in job areas dominated by men, less qualified women could be hired.2 It did not allow less qualified men to be hired in areas dominated by women (e.g., elementary school teacher, nurse, secretary, cocktail waiting, restaurant host, office receptionist, flight attendant). The law also requires sex discrimination in hiring by requiring quotas, requiring vigorous recruitment of women, and requiring all institutions that receive government aid to do a certain percentage of their business with female-owned (or minority-owned) businesses.

Because, if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

As hire As, and Bs hire Cs,” the point being that as long as you continued to recruit only the very best people, they would attract others, but as soon as you let your standards slip, the second-raters would begin to seine up third-raters to act as their minions and advance their agendas.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

Matriculations, gender quotas, recruiting, financial aid, room-assignments, mealtimes, rankings, class v. drill schedules, prorector-hiring, accommodating changes in drill schedule consequent to a player's movement up or down a squad. It's all the sort of thing that's uninteresting unless you're the one responsible, in which case it's cholesterol-raisingly stressful and complex.

Amazon had recruited these workers as part of a program it calls CamperForce: a labor unit made up of nomads who work as seasonal employees at several of its warehouses, which the company calls “fulfillment centers,” or FCs. Along with thousands of traditional temps, they’re hired to meet the heavy shipping demands of “peak season,” the consumer bonanza that spans the three to four months before Christmas.

There were no actual villains, just inertia. The administration genuinely wanted more diversity for reasons of its image as well as fairness, notwithstanding the cranky alumni letters in The Daily Princetonian. ... Hiring committees had not a clue where to look for or how to attract suitable candidates. And so, though a high-level recruitment plan existed on paper, there was only foot-dragging and defensive excuse making.

Because your managers don’t simply manage people; your managers manage the System by which your business, All About Pies, achieves its objectives. “The System produces the results; your people manage the system. “And there is a Hierarchy of Systems in your business. “This Hierarchy is composed of four distinct components: “The first is, How We Do It Here. “The second is, How We Recruit, Hire, and Train People to Do It Here. “The Third is, How We Manage It Here. “The Fourth is, How We Change It Here.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

Urban renewal projects were accomplished so frantically it seemed like time-lapse photography. Stadiums built, hotels refurbished, decrepit buildings detonated, flora planted, less appealing native flora removed, roads paved, bus routes added, uniforms created, musicians recruited, dancers hired, corporate sponsors slapped on any surface that would receive a logo, graffiti painted over, homeless discreetly relocated, coyotes euthanized, bribes paid; deeper schisms around race and class momentarily tabled because company was coming!

Professors should not be hired because they are Republicans, but they should not be excluded -- as they are now -- because they are Republicans. Universities should find a way to recruit scholars who happen to be Republicans until there is a reasonable balance, one that would reassure the public that the current discrimination against Republicans is ended. Universities should conduct inquiries as to how this state of affairs has come to pass and introduce procedural changes to make sure that there is no such political bias against Republicans and conservatives in the future.

Adam Lashinsky explained how Amazon. com had gone on a “military hiring spree” because Jeff was impressed with veterans’ logistical know-how and bias for action.3 In fact, Amazon.com has a dedicated military recruiting website and a highly consistent hiring and retention record for ex-military personnel. This practice of hiring veterans isn’t about expressing gratitude for ex-soldiers’ service to our country. Veterans fit Jeff’s business model. As a result, Amazon.com has not bothered to launch a huge PR campaign about its military employment program. Jeff just realized it was good business.

In 1994 very, very few people had heard of the internet. It was used at that time mostly by scientists and physicists. We used it a little bit at D. E. Shaw for some things but not much, and I came across the fact that the web—the World Wide Web—was growing at something like 2,300 percent a year. Anything growing that fast, even if it’s baseline usage today is tiny, is going to be big. I concluded that I should come up with a business idea based on the internet and then let the internet grow around it and keep working to improve it. So I made a list of products I might sell online. I started ranking them, and I picked books because books are super unusual in one respect: there are more items in the book category than in any other category. There are three million different books in print around the world at any given time. The biggest bookstores had only 150,000 titles. So the founding idea of Amazon was to build a universal selection of books in print. That’s what I did: I hired a small team, and we built the software. I moved to Seattle because the largest book warehouse in the world at that time was nearby in a town called Roseberg, Oregon, and also because of the recruiting pool available from Microsoft.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Firms justified their approach to recruitment by asserting that the best students go to the best universities and by arguing that it was more efficient to hire from listed schools because the screening that had already been done by these institutions’ admissions offices saved firms time and money. But as the next chapter’s examination of recruitment at core campuses shows, limiting competition to students at elite schools was much more than a matter of efficiency or effectiveness. Firms spent vast sums of money each year engaging in an elaborate courting ritual with students at core campuses. This showy, expensive undertaking not only bolstered the status of the participating companies in the eyes of students but it also generated emotional investment in the outcome of the hiring contest and began to seduce students into an upper-class style of life.

Even what are considered the accomplishments of diversity are admissions of its failure. All across America, public organizations such as fire departments and police forces congratulate themselves when they manage to hire more than a token number of blacks or Hispanics. They promise that this will greatly improve service. And yet, is this not an admission of how difficult the multi-racial enterprise really is? If all across America it has been shown that whites cannot provide effective police protection for blacks or Hispanics, it only proves that diversity is an insoluble problem. If blacks want black officers and Hispanics want Hispanic officers, they are certainly not expressing support for diversity. A mixed-race force—touted as an example of the benefits of diversity—becomes necessary only because of the tensions that arise between officers of one race and citizens of another. The diversity we celebrate is necessary only because of the intractable problems of diversity. Likewise, if Hispanic judges and prosecutors must be recruited for the justice system, does this mean whites cannot dispense dispassionate justice? If non-white teachers are necessary role models for non-white children, does this mean inspiration cannot cross racial lines? If newspapers must hire non-white reporters in order to satisfy non-white readers, does this mean whites cannot write acceptable news for non-whites? If blacks demand black newscasters and weathermen on television, does it mean they prefer to get their information from people of their own race? If majority-minority voting districts must be established so that non-whites can elect representatives of their own race, does this mean democracy itself divides Americans along racial lines? All such efforts at diversity are not expressions of the strength of multi-racialism; they are desperate efforts to counteract its weaknesses. They do not bridge gaps; they institutionalize them.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

Post VC funding, of course, Info Edge was able to hire more people, as there was money in the bank. And after the dotcom meltdown, when people were leaving dotcoms, naukri was one of the few which kept its eggs in the internet basket. It kept the faith, kept recruiting.

Henrietta Swan Leavitt worked as a human "computer" in the late 1800s. Her job was to count stars at the Harvard College Observatory, which had taken on the ambitious task of cataloging every star in the sky. The work demanded painstaking manual inspection of photographic plates to pin down the stars' position, color, and brightness. Edward Pickering, the director of the observatory, recruited men to do the job, only to be frustrated by their "lack of concentration and failure to pay attention to detail." Convinced that women could do a better job, he fired the men and hired a team of women, who were nicknamed "Pickering's Harem." Not only did Pickering get a more diligent team of workers, he paid them only about half as much as he paid the men. And he did not have to worry about the women wanting to make their own observations, for (as at Mount Wilson) they were not allowed to use the telescopes. It was as part of this team of desk-bound computers that Leavitt discovered something extraordinary.

a typical student tries to impress the recruiter with the skill or theory he or she knows best, without realising the need of the recruiter. As a result, unknowingly they end up giving the message ‘I do not know what you need’ and hence get rejected

A person is hired either to perform a job in a company or to make the job of his or her boss easier

An employer would expect his employee to be easy to handle. Easy to handle means that a person needs minimum guidance, takes initiative and gets the job done, is intelligent enough to anticipate things and is well organised to get things done on time

A good résumé is very dynamic and changes with every company. It is like an advertisement of a solution to the problem faced by the company. As problems can vary from company to company, so should the résumé

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

Good one! Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right one or the smart one. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

Bangladesh Software company, We give proficient web architecture, improvement and support administrations. Our gifted website specialists and engineers achieve different site ventures from pamphlet locales to multi-useful online interfaces. With numerous times of involvement in planning, creating and keeping up web application (PHP and .Net) and numerous activities finished for customers everywhere throughout the world, we respectable and dependable in the web application. Completely practical and very usable web applications that match your business necessities and desires precisely as you proposed. Moreover, the trust is there is a lack of developers on the market. In order to build a better developer team, you have to go through a process in terms of reach developers, interview them, and confirm their skills. Else, you should consider external assistance when you don’t aware of programing. The recruitment process has its own risk. You must have professional skills to hire staff that would save your time and money. Here we offer the right tools and technologies for your projects. You won’t need to bother about the right tools or technologiesand don’t need to know how to make it. All you just need to hire a professional team. Software development companies have experience workingon many projects and they are aware of the recent tech trends to help you choose the right solutions. Last but not least, To wrap things up, Outsourcing Software Development to Bangladesh gives you the best item with genuinely minimal effort, If you pick us, you can make certain of a high caliber of your item. We utilize mechanized CI/CD, quality confirmation procedures, and improvement apparatuses, and we do it from the very beginning when chipping away at your task. It constructs your product speedier and better. To put it plainly, as you probably are aware, Our outsourcing programming advancement administration will give you best administration without the additional charge. This is a frequently case in new companies: you require 5 individuals to manufacture MVP, at that point one to help enormous fixes when we confirm your MVP available, at that point 5 again to rotate, at that point two for hot-fixes and little enhancements, at that point 20 to give it a chance to scale. This implies you have to secure assets to help group of 5 continually and develop it to 20 preceding you scale not to lose time. When working with us an outsourcing organization, it won't be an issue to change your requests alongside your evolving needs.

Exciteur Consulting recruits three trainees for this one-year program every year, one of the most prestigious in the industry. Exciteur Consulting might not be a household name, but they’re everywhere. Advising a large medical company on advertising? Exciteur Consulting. Hired to oversee the strategic overhaul of a failing conglomerate? Exciteur Consulting. Come an alien invasion or the apocalypse, I have no doubt they’d be hired on the spot for their crisis management expertise.

Many would ask if exceptions could be made. But of course, this was part of the problem—hiring almost always felt urgent. We know of no instances where managers were allowed to take shortcuts. Successful managers would quickly realize that they had to devote a considerable amount of their time to the process and would redouble their efforts to source, recruit, and hire candidates who were Amazonian. Managers who failed to put in the time (in addition to their day job) to recruit and interview didn’t last. There is no substitute for working long, hard, and smart at Amazon.

The methods used by most companies to compensate employees are not ideal for a creative, high-talent-density workforce. Divide your workforce into creative and operational employees. Pay the creative workers top of market. This may mean hiring one exceptional individual instead of ten or more adequate people. Don’t pay performance-based bonuses. Put these resources into salary instead. Teach employees to develop their networks and to invest time in getting to know their own—and their teams’—market value on an ongoing basis. This might mean taking calls from recruiters or even going to interviews at other companies. Adjust salaries accordingly.

Agent Briggs had led that team. Shortly thereafter, he’d started using Dean—the son of a notorious serial killer—to get inside the head of other killers. Eventually, the FBI had discovered what Briggs was doing and, instead of firing him, they’d made it official. Dean had been moved into an old house in the town outside of Marine Corps Base Quantico. Briggs had hired a man named Judd to act as Dean’s guardian. Over time, Briggs had begun recruiting other teenagers with savant-like skills. First Lia, with her uncanny ability to lie and to spot lies when they exited the mouths of others. Then Sloane and Michael, and finally me.

Hiring specialists too soon can cause trouble, as can delaying their recruitment. The same holds true for formal structure and systems. Such problems are rarely the main reason for a late-stage startup’s failure: The root cause is almost always that goals for speed or scope are out of whack. Nevertheless, organizational problems can act as amplifiers, boosting the odds of failure by distracting management when marketplace challenges require their full attention.

Now that we've opened our minds to breaking barriers in hiring, it's time to zero in on a pervasive myth that holds sway over most hiring departments: the 'Perfect Fit'. You've seen it—the job postings calling for someone who fits a particular mold, like a square peg for a square hole. The truth? This notion of a perfect fit is a mirage that can cost you dearly in the long run.

If any of the news coverage had drawn blood, Meta wasn’t going to show it. Zuckerberg told the company’s People Planning team to bring him an aggressive hiring target for 2022. When they brought him an unprecedentedly ambitious plan to bring on 40,000 new staffers that year, Zuckerberg took the one-page document—known as “the napkin”—and then passed it back with a handwritten instruction to hire 8,000 more. “If we don’t hit these targets it’s game over,” Recruiting VP Miranda Kalinowski told the managers on her staff. To handle the deluge of hiring, Meta brought on an additional 1,000 recruiters between the last quarter of 2021 and the first quarter of the following year. Few of the new staffers would be slated to go into integrity work. Zuckerberg had declared that the company’s existing products were no longer its future, and Haugen’s document breach had solidified a sense that researchers and data scientists working on societal problems contained a potential corporate fifth column.

Hiring isn't just about finding someone to fill a role; it's about inviting someone to join a journey, to become part of a vision, and to contribute to a shared dream.

It is my firm conviction that an executive or business owner should pack a team with 51 percenters, because training them in the technical aspects will then come far more easily. Hiring 51 percenters today will save training time and dollars tomorrow. And they are commonly the best recruiters for others with strong emotional skills. Nice people love the idea of working with other nice people.

Furthermore, in my experience, loving your idea is key because it can often lead to helping others love your idea too. Enthusiasm is contagious, but authentic enthusiasm is even more contagious, which can come in very handy whenever you’re pitching to a potential investor, recruiting a new business partner, or hiring that hard-to-get key employee.

On Jobs in Pods, you can hear the hiring manager (or recruiter) tell you specifics about the job, and what impresses them in a job interview.

The How of Achieving Goals Each year, organizations spend thousands of hours defining WHAT needs to be achieved in the near future—objectives are set, plans are made, Gantt charts are drafted, and to-do lists are created—all of which are tactical in nature. However, organizations nearly always overlook the HOW of achieving their goals: HOW we will behave when working together HOW we will talk about each other, even when the other person is not present HOW we will resolve disagreements and respond when things do not go to plan HOW we will leverage our individual experiences and skills to work together to achieve the corporate goals The HOW focuses on identifying who is involved in achieving each goal. Regularly reviewing this means we can identify new skills or capabilities that may be required and then determine how the organization will provide these, whether it will be an in-house (build) or a recruit-and-hire externally (buy) approach. In focusing on the HOW, an organization can identify new roles or additional headcount needed to support a growth strategy. It can look for opportunities to streamline and create efficiencies.

AT TRIGON I LEARNT business is all about people, so to ensure I had the first look at executive talent and could hire the best, I created my own recruitment company. I needed a temporary CFO at Emerald and was told about a recruitment consultant called Carmen Bailey. Within 10 minutes of meeting me, Carmen had asked more questions about my business and what drove and motivated me than anyone I had ever met. Carmen is a perfect example of someone who puts the client first. She is never transactional and for her it wasn’t about finding me a contractor but, rather, about wanting to form a long-term sustainable relationship with my business.

Getting better at recruiting, for example, doesn’t mean that you’ll hire more people. It means that you’ll get better at identifying which people will be more successful in your company. We want the people who will perform their best here, not the ones who will perform better elsewhere.

It turned out that when you accounted for turnover rates and the cost of recruiting and training, Cary, North Carolina, engineers were cheaper to hire than Bangalore, India, engineers.

Higher salaries were not the only way the government strove to staunch the bleeding. In the past, before admin salaries were raised, government leaders intervened when officers they considered key were targeted. Dr Goh Keng Swee, then still in the Cabinet, once told me: "We only let you take those we were prepared to release." In one celebrated case, in the early 1960s, he personally stepped in to stop one important hire. The paper's British management had recruited Herman Hochstadt, a rising young officer who later became permanent secretary. The morning he was to start work, even before he could settle in his chair at Times House, he found that Dr Goh had demanded his return to the civil service.

Each person interviewing a candidate would vote “hire” or “don’t hire,” with no “maybes” allowed. Six months later, the newly integrated employees would be evaluated by their managers on their performance: below, meets, or exceeds expectations. The company could then calculate the accuracy, or HBA, of each interviewer. If a manager had approved ten candidates and, six months out, eight of them were performing at or above expectations, her HBA would be .800, and she’d get to stay involved in the recruitment push. This simple technique has at least four great benefits: First, it separates the wheat from the chaff among your interviewers—the

Denham Resources is a California-based recruiting, staffing and human resources consulting firm. It produces videos on how to answer interview questions. Skits feature “good,” “bad,” and “ugly” responses. The latter are quite exaggerated and clearly illustrate poor verbal and nonverbal communication. The videos can be found by searching Denham Resources Interview Videos on YouTube.

Superb hiring isn’t just about recruiting the biggest name, top salesperson, or cleverest engineer. It’s about finding the very best people who will be successful in the context of your organization, and who will make everyone around them more successful.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

Men of all ages must commit to changing the leadership ratios. They can start by actively seeking out qualified female candidates to hire and promote. And if qualified candidates cannot be found, then we need to invest in more recruiting, mentoring, and sponsoring so women can get the necessary experience.

Tall, muscular, and broad-shouldered, he’d been an obvious hire for the railroad company, but the recruiter had looked at his young wife’s protruding belly and had wanted to hire only him. Disgusted to have to play such games, she batted her eyelashes and, a convincing smile lighting up her pretty face, flexed the muscles of her right arm for show: “I promise, I am a good worker.” She signed the paperwork along with her husband. And cried herself to sleep that night. Something tragic was waiting for them. There had been signs. Only hours after she’d been hired, she had seen warning in the pueblo curandera’s eyes. “Will you please bless my babies?” she had asked when she arrived at the curandera’s home with her toddler daughter in tow. “Of course,” the curandera had said, and invited them in. “Sit, please.” She motioned to her one chair and then to the clean-swept dirt floor beside it for the girl. The curandera kneeled in front my father’s mother. One hand on her pregnant round stomach, the other hand on the little girl’s head, the old woman closed her eyes and breathed slowly, the deep wrinkles of her face smoothing as she concentrated. This quiet stillness continued for minutes. And then: “No!” The curandera yanked her hands away as if she’d felt fire. “The baby?” my father’s mother asked nervously, her hands moving in an instinctive, protective gesture to her middle. “It is a boy,” the curandera said. And then she stared at the little girl and refused to say more. The next morning, the curandera visited my father’s mother. “This is for the girl,” she said, and handed over three slices of candied sweet yam. “Give her some each night before she sleeps.

We Are hiring A Talent Not They People Who Have Great Qualification…

Failure can feel like the ultimate death sentence, but it’s actually a step forward. When we fail, life is pushing us in a different direction so we can experience something new. One adventure has ended and another is about to begin, because it must. Think of your activities in life as scientific experiments. Scientists expect the vast majority of their tests to fail, but they still view each test as a step forward, regardless of the outcome. This is because each failed test rules out that particular approach, narrowing the remaining scope of potential solutions. You might be thinking, “What if all of my experiments fail until the day I die?” Great question. That might happen, depending on how you define failure and success. Here’s the magical solution to that problem: The results of your experiments are of little consequence. Only the experiments themselves matter. The old platitude is true: It’s about the journey, not the destination. Doing experiments will account for 99% of your time on this earth. That’s the journey. The result of your experiments is the other 1%. If you enjoy 99% of your life (the time spent in experimentation), who cares about the results? This is how to remove the problem of failure. Failure is just a temporary result. Its effect is as big or as small as you allow it to be. Elon Musk is becoming a household name. He cofounded Paypal. He now runs two companies simultaneously. The first, Tesla Motors, builds electric cars. The second, SpaceX, builds rocket ships. Many people think of Elon Musk as a real-world Iron Man—a superhero. He’s a living legend. He works extremely hard, and he’s brilliant. Did you know that Elon Musk never worked at Netscape? This is interesting because he actually wanted to work there very badly. He applied to Netscape while he was in grad school at Stanford, but never received a response. He even went to Netscape’s lobby with resume in hand, hoping to talk to someone about getting a job. No one in the lobby ever spoke to Elon that day. After getting nervous and feeling ashamed of himself, he walked out. That’s right. Elon Musk failed to get hired at Netscape. The recruiting managers didn’t see a need for him, and he was too ashamed to keep badgering them. So what happened next? Well, we know what happened from there. Musk went on to become one of the most successful and respected visionaries of our time.[30] Take a deep breath and realize that there are no life-ending failures, only experiments and results. It’s also important to realize that you are not the failure—the experiment is the failure. It is impossible for a person to be a failure. A person’s life is just a collection of experiments. We’re meant to enjoy them and grow from them. If you learn to love the process of experimentation, the prospect of failure isn’t so scary anymore.

Federal review of San Diego police urges more supervision By ELLIOT SPAGAT SAN DIEGO (AP) — A U.S. Justice Department review of the San Diego Police Department finds lack of supervision and failure to hold officers accountable contributed to an environment that produced a rash of misconduct allegations. The audit released Tuesday offers 40 recommendations to improve recruiting, hiring, training and supervision aimed at more quickly identifying problem officers. Police Chief Shelley Zimmerman pledged to adopt all of the suggestions, but said some will require time and money. Zimmerman's predecessor, William Lansdowne, requested the federal review last year after misconduct allegations against officers rocked the department. Several were accused of committing sexual assault or battery while on-duty. Officer Anthony Arevalos was sentenced to eight years in prison after being charged with soliciting sexual favors from women he pulled over in traffic stops. Posted: Mar 17 3:56 pm

Social recruiting—despite its infant state—is being given credit for fixing, at least in part, our broken hiring system. According to that 2013 Jobvite survey:

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

At Google, we front-load our people investment. This means the majority of our time and money spent on people is invested in attracting, assessing, and cultivating new hires. We spend more than twice as much on recruiting, as a percentage of our people budget, as an average company. If we are better able to select people up front, that means we have less work to do with them once they are hired. The worst case with a 90th percentile candidate is that they have an average year. They are unlikely to become the worst performer in the company. An average candidate, however, will not only consume massive training resources, but is also just as likely to end up performing well below average as above average.

COVER LETTERS Most people today, including hiring authorities, are living a high-stress life. They are being bombarded by e-mail, voice mail, U.S. mail, and junk mail. They take calls from cell phones, business phones, and home phones, not to mention the demands for attention from many other voices. Most HR managers, executive recruiters, and hiring managers are placing less and less importance on cover letters. Yes, they are still a part of the process, but they play a less significant role.

Talented people often don’t need experience. They rely on ability and sound judgement to deliver results. The very definition of talent is the ability to do things that others can’t do or to do things using fewer resources or less time than others might need to achieve the same result.

Hiring should be like dating. A great marriage does not happen in a 30 minutes interview.

Creative professionals know the importance of quantitative goals and how they can lead to qualitative results.

A writer might write several thousand words a week, every week, even without a compelling topic. A photographer might try for 250 photos per day. Regular practice leads to mastery, but even more important, it increases the chances of having one spectacular success. The more chips you can spread around the roulette table, the higher the likelihood you’ll hit a winner.

By the time I returned to Albany that fall, I was committed to turning things around. I marched into the career-planning office and began researching the firms at which I might still have a shot. Most did their main recruiting from the second-year, not the third-year, class, so I was late to the party, and I knew it. One firm, however, did stand out: Bickel & Brewer. They were based in Dallas, with smaller satellite offices in Washington, DC, New York, and Chicago. They liked to hire third-year law students, and at New York salaries. William Brewer bears a decent resemblance to a young Robert Redford. He walks with a strong gait and wears a tan Burberry trench coat over perfectly tailored navy or gray suits. He was also legendary in the halls of Albany Law School, where he had studied law. I researched him and his firm with vigor and soon found that Brewer’s looks weren’t the only thing attractive about this firm. The term “Rambo litigation” was coined there. They took no prisoners. You hired them when you wanted a fight. At twenty-three years old, I loved that. Kill or be killed! We’re not here to make friends, we’re here to win! You sue my client? F— you and your request for an extension! You want a settlement conference? Pound sand! Our offer is screw you! Looking back, this feels a little silly, but as a young gun it sounded very sexy to me. I could enter a frat or a brotherhood of sorts. The bravado naturally appealed to me, given the protective armor I’d built up since being bullied, not to mention the fact that I’d probably always had a bit more testosterone than most girls. Going on the offensive was thrilling, and the more I acted tough, the tougher I felt. Being a litigator was the perfect job; it not only let me hide my insecurities, it felt like a tool for conquering them.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

Establishing a successful hiring culture that delivers a steady stream of outstanding people starts with understanding the role of recruiters in sourcing candidates. Hint: It isn’t their exclusive realm.

If that sounds cultish, I’m unapologetic. When organizations talk about creating an innovative business culture, a lot of people focus on the external symbols. The ping-pong and foosball tables in the office, the team-building Thursday beers after work, the company ski weekends, and the anything-goes dress code. At TMHQ we have all those things. But they are marginal to what we are really about. A culture is built up over months and years of good practice, questioning, and improvement. Of doing things the right way and having anyone who comes into the group or participates in an event recognize what that means. Culture is all the things that happen in an organization when the boss isn’t looking. Tony Hsieh describes, in his book Delivering Happiness, how he built his online shoe business Zappos by concentrating on service and integrity above all else. “Your personal core values define who you are,” he argued, “and a company’s core values ultimately define the company’s character and brand. For individuals, character is destiny. For organizations, culture is destiny.” I think that’s true, and doubly so when you are “delivering happiness” as an experience that asks people to take on and display some of the virtues of that culture themselves. In this sense, we believed, in our initial phase of recruiting, that a candidate’s previous career path and qualifications were less important than his or her willingness to embrace our credo. Though we had no experience in event management, the plan was never to go out and hire people from the event industry. We had obstacles where participants jump through flames and we feared the first thing an outside event person might instinctively do was pull out a fire extinguisher.

While hiring, look for candidates who have been laid off, or who took extended paternity or maternity leave to be with their kids in their growing years. Not only will it give you an excellent hiring experience, in terms of lower joining attrition rate and shorter recruitment cycle, but it will also ensure higher retention rate. People who get laid-off are not bad people or non-performers, it is just that they didn't fit into the culture of one organization or that particular organization couldn't afford them (cost-cutting). Such people deserve to be looked differently and given another chance. People who take an extended break to take care of their infants are career oriented people with a temporary shift in their priorities, do not make it look permanent.

First of all, I have several years of experience as a PM, and I’ve consistently shown success in the role. I’ve launched four critical features from scratch in that time, and was rated the top PM at my company. This is what led to my current hiring manager recruiting me to his team.

Does she know how to hire salespeople?   What is her profile?   Ask her to describe a recent bad hire.   How does she find top talent?   What percentage of her time is spent recruiting?

Don’t Invent Job Titles I used to make up job titles because, as a bootstrapper, I didn’t particularly care what someone’s title was. I didn’t want it to matter—but it really does. When we realized we needed an architect to scale our infrastructure at Drip, we asked our internal recruiter to hire for the job of “Senior Scaling Architect.” She eventually talked us into the title of “Senior Architect.” Why? Because when she ran the data, she couldn’t find enough salary information on the title we’d given her. Not only that, but if we’d used a made-up job title, qualified candidates wouldn’t have known what we were hiring for. There are standard SaaS job titles. Use them. Your ideal candidates have saved job searches for things like “Engineer,” “Customer Service Lead,” and, yes, “Senior Architect.” Ignoring that makes it harder to connect with people searching for the job you’re hiring for. It also does a disservice to whomever you end up hiring. They’ll have a much tougher time explaining their qualifications to their next employer when their job title was “Code Wizard” rather than “Senior Engineer.” Although a treatise on organizational structure is beyond the scope of this book, here’s a typical hierarchy of engineering titles (in descending order of authority) that can be easily translated into other departments: Chief Technical Officer VP of Engineering Director of Engineering Manager of Engineering Senior Software Engineer Software Engineer Junior Software Engineer Entry-Level Software Engineer Note: These titles assume the typical path is to move into management, which doesn’t have to be the case. Individual contributor titles above Senior exist, such as Principal Engineer and Distinguished Engineer. But for the sake of simplicity, I’m laying out the above hierarchy, which will work for companies well into the millions of ARR. Another note on titles: be careful with handing out elevated job titles to early employees. One company I know named their first customer service person “Head of Customer Success.” When they inevitably grew and added more customer service people, they didn’t want him managing them and ended up in a tough situation. Should they demote him and have him leave? Or come up with an even more elevated title for the real manager?

new is “What do you do?” Next time you answer that question (probably in the next week or two if our experience is any guide), follow up with “Say, now that I have told you what I do, who are the most talented people you know who could be a good fit for my company?” Do that, and you will turn a common social question into a sourcing opportunity. After years of asking for referrals and personally recruiting

HR isn't merely resource management; it's the art of nurturing the seeds of success within every organization, fostering growth and prosperity.

research university that primarily awards master’s degrees and PhDs, JNU saw the number of seats offered to students wishing to enroll in a master’s or a doctoral program plummet by 84 percent, from 1,234 to 194 in one year.101 Furthermore, admissions committees were made up solely of experts appointed by the JNU vice-chancellor, flouting university statutes and guidelines followed by the University Grants Commission (UGC), which stipulate that academics should be involved.102 This made it possible to hire teachers from Hindu nationalist circles,103 with few qualifications,104 and some facing charges of plagiarism.105 In particular, several former ABVP student activists from JNU have been appointed as assistant professors even after being disqualified by the committee in charge of short-listing applicants.106 The vice-chancellor replaced deans in the School of Social Sciences without following appointment procedures, cutting the number of researchers by 80 percent and ceasing to apply rules JNU had set to ensure diversity through a mechanism taking into account the social background and geographic origin of its applicants.107 The new recruitment procedure strongly disadvantaged Dalits, Adivasis, and OBCs, who used to make up nearly 50 percent of the student intake and who now accounted for a mere 7 percent. The vice-chancellor also issued ad hoc promotions, nominating recently appointed faculty members to the post of full professor. Conversely, the freeze on promotions for “antigovernment” teachers who should have been promoted on the basis of seniority prompted some of the diktat’s victims to take the matter to court.108 However, even after the court—taking note of the illegality of the rejection procedure—ordered a reexamination of the claimants’ promotions, the latter were once again denied.109

Amazon Bar Raisers receive special training in the process. One participates in every interview loop. The name was intended to signal to everyone involved in the hiring process that every new hire should “raise the bar,” that is, be better in one important way (or more) than the other members of the team they join. The theory held that by raising the bar with each new hire, the team would get progressively stronger and produce increasingly powerful results. The Bar Raiser could not be the hiring manager or a recruiter. The Bar Raiser was granted the extraordinary power to veto any hire and override the hiring manager.

At the height of the George Floyd protests, Omar Johnson, a former Apple marketing VP and chief marketing officer for Beats by Dr. Dre, took out a full-page ad in the New York Times. “Dear White corporate America,” he began,… I get it. I know you have the best intentions.… You want to do the right thing. But you just don’t know how. Is that about right? I know it is, because you’ve been calling me. For the past two weeks, several times a day. It’s been the same question: What can I do? He went on to upbraid corporate leaders for failing to nurture Black talent, for failing to include Black people in decision-making, for failing to listen, and ultimately, for failing as businesspeople: “This is a business problem, too. And you fix business problems all the time. So, you got this.” He laid out a game plan. Most notably, “You need to hire more Black people. Period.” Identify, recruit, develop, and elevate talented Black employees. Partner with Black-owned businesses. Believe in the people you hire. Mentor them. “No doubt, it’s daunting,” Johnson writes. “But lean into the discomfort.” And “before you call me again—before you ask me what you should say, or what you should change—I’ll tell you my answer right now: Absolutely everything… See you in the room.

I had no background, or I had a very exiguous background in finance. The guy who hired me always talked about hiring good intellectual athletes, people who were sort of mentally agile in an all-around way, and that the specifics of finance you could learn, which I think is true. But at the time, I mean, no hedge fund was really flooded with applicants, and that allowed him to let his mind range a little bit and consider different kinds of candidates. Today we have a recruiting group, and what do they do? They throw résumés at you, and it’s, like, one business school guy, one finance major after another, kids who, from the time they were twelve years old, were watching Jim Cramer and dreaming of working in a hedge fund. And I think in reality that probably they’re less likely to make good investors than people with sort of more interesting backgrounds. n+1: Why? HFM: Because I think that in the end the way that you make a ton of money is calling paradigm shifts, and people who are real finance types, maybe they can work really well within the paradigm of a particular kind of market or a particular set of rules of the game—and you can make money doing that—but the people who make huge money, the George Soroses and Julian Robertsons of the world, they’re the people who can step back and see when the paradigm is going to shift, and I think that comes from having a broader experience, a little bit of a different approach to how you think about things.

If the recruiting team or hiring manager doesn’t meet their commitment to you, follow up three times, with each interaction six days apart. If you still don’t hear, let it go. Why six days? It’s less than a week, allows for weekends, and gives you a mental road map of the next few weeks. More important, it also permits you to let things go.

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Neither hire faster nor fire faster.

The way you carry yourself, move around, sit, stand, wear your clothes, carry facial expressions and hold eye contact communicates far more than what you say in the form of words

Whenever talent is in short supply, as it almost always is in Silicon Valley, betting on aptitude is a great recruiting strategy for employers, albeit a less certain one. You can hire people ahead of their own development curve and inspire them to grow into challenging new roles.

We didn't assemble a mafia by sorting through resumes and simply hiring the most talented people. I had seen the mixed results of that approach firsthand when I worked at a New York law firm. The lawyers I worked with ran a valuable business, and they were impressive individuals one by one. But the relationships between them were oddly thin. They spent all day together, but few of them seemed to have much say to each other outside the office. Why work with a group of people who don't even like each other? Many seem to think it's a sacrifice necessary for making money. But taking a merely professional view of the workplace, in which free agents check in and out on a transactional basis, is worse than cold: it's not even rational. Since time is your most valuable asset, it's odd to spend it working with people who don't envision any long-term future together. If you can't count durable relationships among the fruits of your time at work, you haven't invested your time well- even in purely financial terms... The kind of recruit who would be most engaged as an employee will also wonder: "Are these the kind of people I want to work with?" You should be able to explain why your company is a unique match for him personally. And if you can't do that, he's probably not the right match. p119-121.

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My call to action goes well beyond asking you to pressure your recruiting team to hire a couple of token employees. That's easy and you've been doing that for years. My call to action is that you dig deeper and place focus on making the work environment sustainable for the minorities you introduce to your team. I'm challenging you to refrain from the habitual practice of listening only to the jaded opinions of people that you are more familiar with. Consider that, although you may be under the impression that your employees have strong ethics, morals and values, there is a possibility that they mat not be telling you the entire truth when speaking about the performance or demeanor of minorities. Furthermore, I challenge you to accept that racism, ageism, ableism, classism, sizeism, homophobia, etc., are real and shaping the semblance of your organization. Accepting that fact does not mean that people you work with and trust are bad people. It simply means that many of them are naïve, fearful, and more comfortable with pointing fingers at the innocent than they are with facing and addressing their own unconscious and damaging biases.

reminded Hayes, not for the first time, that there’s no shoe school, no University of Footwear from which we could recruit. We needed to hire people with sharp minds, that was our priority, and accountants and lawyers had at least proved that they could master a difficult subject. And pass a big test. Most had also demonstrated basic competence. When you hired an accountant, you knew he or she could count. When you hired a lawyer, you knew he or she could talk. When you hired a marketing expert, or product developer, what did you know? Nothing. You couldn’t predict what he or she could do, or if he or she could do anything. And the typical business school graduate? He or she didn’t want to start out with a bag selling shoes. Plus, they all had zero experience, so you were simply rolling the dice based on how well they did in an interview. We didn’t have enough margin for error to roll the dice on anyone.

Strong, vibrant, positive company culture values their people so greatly that no one feels like just a number.

Spiritually healthy employees are the greatest asset and partners an organization can have. They are positive, solution-seeking, and unifying people.

The ‘purpose’ element of onboarding is where you begin to lay the foundation of success for your new team member.

People are the lifeblood of any business.