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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.
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Michelle Obama (Becoming)
“
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.
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”
Akio Morita (Made in Japan)
“
Able hands' are more favorable to business than 'adorable hearts'.
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”
Amit Kalantri
“
Recruiting should never be outsourced. Everyone at your company should be different in the same way.
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”
Peter Thiel (Zero to One: Notes on Startups, or How to Build the Future)
“
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.
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”
John D. MacDonald (The Deep Blue Good-By)
“
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.
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”
Vern Dosch (Wired Differently)
“
Despite all the heartaches, tears and misunderstandings, you can still attract and retain top talent.
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”
Mitta Xinindlu
“
Salute to those who choose commitment over the counter offer.
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”
Dax Bamania
“
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.
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Walter Isaacson
“
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.
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”
Andrew Yang (Smart People Should Build Things: How to Restore Our Culture of Achievement, Build a Path for Entrepreneurs, and Create New Jobs in America)
“
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.
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”
Warren Farrell (The Myth of Male Power)
“
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.
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”
Reni Eddo-Lodge (Why I’m No Longer Talking to White People About Race)
“
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.
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”
Neal Stephenson (Reamde)
“
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.
”
”
Reni Eddo-Lodge (Why I'm No Longer Talking to White People About Race)
“
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.
”
”
David Foster Wallace (Infinite Jest)
“
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.
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”
Jessica Bruder (Nomadland: Surviving America in the Twenty-First Century)
“
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.
”
”
Sonia Sotomayor (My Beloved World)
“
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.
”
”
Michael E. Gerber (The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It)
“
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!
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”
Gabrielle Zevin (Tomorrow, and Tomorrow, and Tomorrow)
“
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.
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”
David Horowitz (Big Agenda: President Trump's Plan to Save America)
“
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.
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”
John Rossman (The Amazon Way: Amazon's Leadership Principles)
“
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.
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”
Jeff Bezos (Invent and Wander: The Collected Writings of Jeff Bezos)
“
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.
”
”
Clayton M. Christensen (Competing Against Luck: The Story of Innovation and Customer Choice)
“
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.
”
”
Eugene H. Peterson (Run with the Horses: The Quest for Life at Its Best)
“
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.
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Lauren A. Rivera (Pedigree: How Elite Students Get Elite Jobs)
“
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.
”
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Jared Taylor (White Identity: Racial Consciousness in the 21st Century)
“
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
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Walter Isaacson (Steve Jobs)
“
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.
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Bill Clinton (The President Is Missing)
“
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.
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Laszlo Bock (Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead)
“
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.
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Eric Schmidt (How Google Works)
“
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.
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Laszlo Bock (Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead)
“
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.
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Sheryl Sandberg (Lean In: Women, Work, and the Will to Lead)
“
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
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Anonymous
“
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
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Anonymous
“
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:
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Ted Coiné (A World Gone Social: How Companies Must Adapt to Survive)
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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
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Anonymous
“
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.
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Mark James Walsh (HIRE WITHOUT RECRUITMENT AGENCIES: Develop your own recruitment strategy to hire the talent your business needs)
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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.
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Jay A. Block (101 Best Ways to Land a Job in Troubled Times)
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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.
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Frederic Laloux (Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness)
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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.
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Laszlo Bock (Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead)
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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.
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Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
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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.
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Cheong Yip Seng (OB Markers: My Straits Times Story)
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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.
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Morag Barrett (Cultivate: The Power of Winning Relationships)
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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
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Claudio Fernández-Aráoz (It's Not the How or the What but the Who: Succeed by Surrounding Yourself with the Best)
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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.
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Diane Foreman (In The Arena)
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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.
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Jay Conrad Levinson (Guerrilla Marketing for Job Hunters 3.0: How to Stand Out from the Crowd and Tap Into the Hidden Job Market using Social Media and 999 other Tactics Today)
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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.
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Barbara Bissonnette (Helping Adults with Asperger's Syndrome Get & Stay Hired: Career Coaching Strategies for Professionals and Parents of Adults on the Autism Spectrum)
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Recruiting the best is not about selling or charming. It’s about providing big challenges and career opportunities and a little money thrown in.
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Lou Adler (Hire With Your Head: Using Performance-Based Hiring to Build Great Teams)
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The recruiters and hiring managers of today are becoming more and more like politicians when asked difficult and uncomfortable questions. If they reply at all, they will not directly answer the job seekers’ questions.
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Paul Babicki (Netiquette IQ: A Comprehensive Guide to Improve, Enhance and Add Power to Your Email)
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If you are trying to be creative with a hiring manager, prospect or recruiter and you fall, they will never help you up.
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Paul Babicki
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If Bryant knew, it was something of a secret to those hoping otherwise. The college recruiting letters arrived by the boatload—from Duke and North Carolina, from UCLA and USC, from Delaware and Drexel and Villanova and Temple. This was the fall of 1995, and at the time Joe Bryant was in his second year as an assistant at nearby La Salle University, his alma mater. He had been hired in 1993 by Speedy Morris, the head coach, and while the official reasoning was that the program needed a replacement for the recently departed Randy Monroe, the reality was different. “Did I think it’d help us get Kobe?” Morris said decades later. “Yes. Of course. Joe was not a good assistant coach. He didn’t work hard, he didn’t actually know that much. Nice guy. But he was there so we’d get his son.
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Jeff Pearlman (Three-Ring Circus: Kobe, Shaq, Phil, and the Crazy Years of the Lakers Dynasty)
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We also changed our recruiting practices to improve our digital talent pool. Formerly, we had sought out digital talent from the best, name-brand colleges and universities. Now we focused on attracting members of a small subset of elite programmers who were capable of producing ten times the output of the typical programmer. To attract these premier programmers, or “multipliers” as we called them, we began evaluating potential hires on specific skills related to programming, collaboration, and teamwork, observing their actual behavior rather than just relying on their academic record. We took a similar approach to hiring data scientists as well. Our efforts in this area helped us significantly up our game as we developed software as a business and incorporated it into more of our existing products.
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David Cote (Winning Now, Winning Later: How Companies Can Succeed in the Short Term While Investing for the Long Term)
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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.
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Frank Slootman (Amp It Up: Leading for Hypergrowth by Raising Expectations, Increasing Urgency, and Elevating Intensity)
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A person is hired either to perform a job in a company or to make the job of his or her boss easier
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Roopesh Tiwari (WHAT WON’T GET YOU YOUR DREAM JOB : STORY OF A JOB HUNT)
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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
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Roopesh Tiwari (WHAT WON’T GET YOU YOUR DREAM JOB : STORY OF A JOB HUNT)
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A résumé is like a ticket to the job journey; without it, you are not in.
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Roopesh Tiwari (WHAT WON’T GET YOU YOUR DREAM JOB : STORY OF A JOB HUNT)
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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
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Roopesh Tiwari (WHAT WON’T GET YOU YOUR DREAM JOB : STORY OF A JOB HUNT)
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No matter how long or short your résumé is, ensure you capture all important information in the first 10% of your résumé
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Roopesh Tiwari (WHAT WON’T GET YOU YOUR DREAM JOB : STORY OF A JOB HUNT)
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Abdul Kunateh excels as a leader, especially when it comes to instilling confidence in employees. He also has extensive experience with recruiting and performance management. His unique approach leads to increased engagement and retention, which helps save money on recruiting and hiring. Abdul Kunateh also has extensive experience with project management.
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Abdul Kunateh
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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.
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Tom Eisenmann (Why Startups Fail: A New Roadmap for Entrepreneurial Success)
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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.
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Henrietta Newton Martin, Author - Strategic Human Resource Management -A Primer
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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.
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Talisa Lavarry (Confessions From Your Token Black Colleague: True Stories & Candid Conversations About Equity & Inclusion In The Workplace)
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When you deal with truck driver hiring companies you will get the information about so many things may have never knowledge about. Contact Rig On Wheels for best Truck Driver Recruiting agency. Call us at: +1-281-968-3100
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Rig On Wheels
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Delivery drivers, fueled by coffee and pep pills, worked twenty to twenty-two-hour shifts, then slept for seven hours, had a meal, and returned to duty. Carpenters and construction crews formed out of nowhere and rows of Nissen huts came together in a minor miracle at the edge of the airfields. Men and women slept on floors. DPs and German veterans and anyone else who had been lucky enough to be hired were constantly disturbed all night by others looking for a sliver of space to sleep. The average participant saw it as a challenge. The older recruits had been through far worse in
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Noel Hynd (Judgment in Berlin: A Spy Story)
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Strong, vibrant, positive company culture values their people so greatly that no one feels like just a number.
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Mitch Gray (How to Hire and Keep Great People)
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Spiritually healthy employees are the greatest asset and partners an organization can have. They are positive, solution-seeking, and unifying people.
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Mitch Gray (How to Hire and Keep Great People)
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The ‘purpose’ element of onboarding is where you begin to lay the foundation of success for your new team member.
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Mitch Gray (How to Hire and Keep Great People)
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People are the lifeblood of any business.
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Mitch Gray (How to Hire and Keep Great People)
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A strong, positive culture holds us accountable for taking responsibility and finding solutions.
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Mitch Gray (How to Hire and Keep Great People)
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Leader, you have to know your why, for yourself and your business.
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Mitch Gray (How to Hire and Keep Great People)
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The magic to recruiting is going to where the people are, and the people are living on social media.
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Mitch Gray (How to Hire and Keep Great People)
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You want your people recruiting, especially your highest performers.
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Mitch Gray (How to Hire and Keep Great People)
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This is about designing a culture that is so strong and healthy, your team can’t stay quiet about their experience.
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Mitch Gray (How to Hire and Keep Great People)
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There is an art to developing people.
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Mitch Gray (How to Hire and Keep Great People)
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The people within your leadership are a direct reflection of you.
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Mitch Gray (How to Hire and Keep Great People)
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In January 2017, Bloomberg reported that although Facebook had started giving recruiters an incentive to bring in more women, black, and Latino engineering candidates back in 2015, the program was netting few new hires. According to former Facebook recruiters, this was because the people responsible for final hiring approvals—twenty to thirty senior leaders who were almost entirely white and Asian men—still assessed candidates by using the same metrics as always: whether they had gone to the right school, already worked at a top tech company, or had friends at Facebook who gave them a positive referral.15 What this means is that, even after making it through round after round of interviews designed to prove their skills and merits, many diverse hires would be blocked at the final stage—all because they didn’t match the profile of the people already working at Facebook.
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Sara Wachter-Boettcher (Technically Wrong: Sexist Apps, Biased Algorithms, and Other Threats of Toxic Tech)
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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.
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Clark Finnical (Job Hunting Secrets: (from someone who's been there))
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Hiring Managers And Recruiters Say “You’re Overqualified”
This is like being told, “That outfit doesn’t make you look fat.”
It sounds complementary, but it’s hiding something.
“You’re overqualified” is a standard response when the recruiter either doesn’t want to or can’t tell you why you didn't get the job.
Usually, recruiters don’t want to tell you why you didn’t get the job, because they don’t want you to be mad at them, in case they have another role that is an ideal fit.
A LinkedIn connection recently told me that she wanted to work for a certain organization. She interviewed but was told that she was overqualified. She asked me why the recruiter would say such a thing.
After reading her message, I explained, as delicately as possible, that her English skills prevented her from landing the position.
A hiring manager told a close friend of mine that he was overqualified. My friend is a tall man with a deep voice. He’s articulate, experienced, and capable. For all of these reasons, I believe he intimidated the hiring manager.
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Clark Finnical (Job Hunting Secrets: (from someone who's been there))
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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
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Christophe Jaffrelot (Modi's India: Hindu Nationalism and the Rise of Ethnic Democracy)
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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.
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Phil Knight (Shoe Dog)
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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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Peter Thiel
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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
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Roopesh Tiwari (WHAT WON’T GET YOU YOUR DREAM JOB : STORY OF A JOB HUNT)
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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
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Roopesh Tiwari (WHAT WON’T GET YOU YOUR DREAM JOB : STORY OF A JOB HUNT)
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Neither hire faster nor fire faster.
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Dax Bamania
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Remember that once you become a manager, you’ll stop doing the thing that made you successful in the first place. You’ll no longer be doing the things you do really well—instead you’ll be digging into how others do them, helping them improve. Your job will now be communication, communication, communication, recruiting, hiring and firing, setting budgets, reviews, one-on-one meetings (1:1s), meetings with your team and other teams and leadership, representing your team in those meetings, setting goals and keeping people on track, conflict resolution, helping to find creative solutions to intractable problems, blocking and tackling political BS, mentoring your team, and asking “how can I help you?” all the time.
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Tony Fadell (Build: An Unorthodox Guide to Making Things Worth Making)
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Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there.
Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.
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Rick Wartzman (The End of Loyalty: The Rise and Fall of Good Jobs in America)
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Effective communication within an organization fosters collaboration and fuels success.
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Dax Bamania
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Recruitment is not a one-time event; it's an ongoing strategy to attract and retain top talent.
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Dax Bamania
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Recruitment is a team effort, where every stakeholder plays a crucial role in finding the perfect match.
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Dax Bamania
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Recruiting top talent is like finding a needle in a haystack; it takes careful searching and a magnetizing company culture.
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Dax Bamania
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Hiring is like building a winning sports team; you need a combination of talent, chemistry, and a shared goal
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Dax Bamania
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Right state of mind is an extremely important trigger to support, sustain and scale up remote work or WFH.
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Dax Bamania
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What appears to be happening is that organizations have decided to eliminate the Director of IT title and simply adopt the Chief Information Officer title so they can say they have one. But they have not made all the required changes in authority or compensation or their recruiting methods to ensure that the person they hire is really qualified to serve in these strategic positions. In many organizations, the Director of Networks or other similar level positions have been retitled as a Chief Information Security Officer. Some organizations have split up the roles of security and privacy and actually have a Chief Information Security Officer and a Chief Privacy Officer (CPO) creating serious confusion and conflict within the organization. They typically hire lawyers in the CPO positions and a technology person in the CISO positions. Instead of combining the salaries and hiring the right person, they have purposefully depressed the salaries of both positions and will have trouble recruiting for both positions.
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Mansur Hasib (Cybersecurity Leadership: Powering the Modern Organization)
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Although employers aren’t trying to entice employees to quit, their goal is similar in arriving at a compensation package to get the prospect to accept the offer and stay in the job. They must balance offering attractive pay and benefits with going too far and impairing their ability to make a profit. Employers also want employees to be loyal, and work long, productive hours, and maintain morale. An employer might or might not offer on-premises child care. That could encourage someone to work more hours . . . or scare off a prospective employee because it implies they may be expected to sacrifice aspects of their non-work lives. Offering paid vacation leave makes a job more attractive but, unlike offering free dining and exercise facilities, encourages them to spend time away from work. Hiring an employee, like offering a bet, is not a riskless choice. Betting on hiring the wrong person can have a huge cost (as the CEO who fired his president can attest). Recruitment costs can be substantial, and every job offer has an associated opportunity cost. This is the only person you can offer this opportunity. You might have dodged the cost of hiring Bernie Madoff, but you might have lost the benefit of hiring Bill Gates.
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Annie Duke (Thinking in Bets: Making Smarter Decisions When You Don't Have All the Facts)
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Goldman Sachs saw an uptick in female hires when recruiters stopped assessing whether candidates were "aggressive" and instead asked a set of questions more focused on intellectual curiosity and candidates' ability to articulate their points of view.
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Colleen Ammerman (Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work)
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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.
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Colin Bryar (Working Backwards: Insights, Stories, and Secrets from Inside Amazon)
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What’s Slipping Under Your Radar?
Word Count:
1096
Summary:
Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure.
Keywords:
Dr. Karen Otazo, Global Executive Coaching, Leadership
Article Body:
Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure.
At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too.
But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens.
In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential.
Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense.
But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast.
Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills.
To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.
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What’s Slipping Under Your Radar?
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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.
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Reed Hastings (No Rules Rules: Netflix and the Culture of Reinvention)
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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.
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Olivia Hayle (Think Outside the Boss (New York Billionaires, #1))
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Recruiting Simple: Streamlining Your Hiring Process
In the fast-paced world of recruitment, finding the right talent efficiently is crucial for the success of any organization. That's where Recruiting Simple comes in – a cutting-edge platform designed to simplify and optimize your hiring process. Whether you're a small business or a large enterprise, our intuitive and user-friendly interface ensures that recruiting top talent is not only effective but also hassle-free.
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Recruiting Animal