Job Recruiter Quotes

Whiteness has already recruited us to become their junior partners in genocidal wars; conscripted us to be antiblack and colorist; to work for, and even head, corporations that scythe off immigrant jobs like heads of wheat. Conscription is every day and unconscious. It is the default way of life among those of us who live in relative comfort, unless we make an effort to choose otherwise.

In short, the brain has the power to recruit healthy neurons to perform the function of the damaged ones. Neuroplasticity enables the brain to reassign jobs.

Well, if the excitement's over, I think I'll take a bath.' 'Wow. The harsh lifestyle of a succubus. I wish I had your job.' 'Hey, our side's always recruiting. You might need to be a little prettier to be an incubus, though. And a little more charming.' 'Untrue. Mortal women go for jerks. I see it all the time.' 'Touché.

In the Bible, God never gives anyone an easy job. God never comes to Abraham, or Moses, or Esther and says, “I’d like you to do me a favor, but it really shouldn’t take much time. I wouldn’t want to inconvenience you.” God does not recruit like someone from the PTA. He is always intrusive, demanding, exhausting. He says we should expect that the world will be hard, and that our assignments will be hard.

Fifth wheel employees are those who are a result of the mistake made by the human resources wing, i.e. by recruiting wrong person to the wrong job just to fill in the vacancy and then expect better performance. Further such an employee is unable to put in his best and is just an additional mass available within the organization.

The easiest way to obtain an updated version of a candidate's CV is via SocialMedia

Selection starts even before the formal interview process.

Acknowledgements! My thanks to Hollywood When you showed me John Rambo Stitching up his arm with no anaesthetic And giving them “a war they won’t believe” I knew then my calling, the job for me Thanks also to the recruitment adverts For showing me soldiers whizzing around on skis And for sending sergeants to our school To tell us of the laughs, the great food, the pay The camaraderie I am, dear taxpayer, forever in your debt You paid for my all-inclusive pilgrimage One year basking in the Garden of Eden (I haven’t quite left yet) Thanks to Mum and thanks to Dad Fuck it, Thanks to every parent Flushing with pride for their brave young lads Buying young siblings toy guns and toy tanks Waiting at the airport Waving their flags

Of all the Winter Service Industries, the Winter Consul was the most dangerous. Few who joined expected to last out the decade, yet recruitment was never much of a problem. You didn't find the job, they said, it found you. No-one ever who entered the Winter voluntarily wasn't trying to leave something behind.

Afterwards they walked east along Fourteenth. “Dutch cant we go to your room?” “I ain’t got no room. The old stiff wont let me stay and she’s got all my stuff. Honest if I dont get a job this week I’m goin to a recruiting sergeant an re-enlist.

This sounds easy, but it’s difficult to do. All of us come into this business with the hope of recruiting some great people. It’s hard to disconnect from those expectations. But you need to remember, we’re not hunters. We’re not sharks. Our job is to educate people and help them understand what we have to offer. We act as consultants offering suggestions on how people can live a better life.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted

Salute to those who choose commitment over the counter offer.

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

Give a person a job you help them pay some bills, teach them how to find a career and you provide them with sustenance for life!

A résumé is the most important document in your journey to get a job, more important than your degree.

When in doubt, paraphrase

Help the recruiter so that the recruiter can help you

Consider all recruiters to be lazy and short of time.

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.

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.

most organizations are bad at recruiting. It starts with interviewers picking people they like and who are like them instead of focusing on what people are really like and how well they will fit in their jobs and careers.

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.

That’s your job. To make something out of nothing. To pull together all the disparate threads: recruiting (with no money), fundraising (with no reputation), and delivering joy (with no product). You must fabricate the chicken and the egg. Simultaneously.

Irena Sendler (code name "Jolanta") described it. A Christian doctor's daughter with many Jewish friends, she reconfigured her job at the Social Welfare Department, recruited ten like-minded others, and began issuing false documents with forged signatures.

Whiteness has already recruited us to become their junior partners in genocidal wars; conscripted us to be antiblack and colorist; to work for, and even head, corporations that scythe off immigrant jobs like heads of wheat. Conscription is every day and unconscious.

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.

From the moment they're recruited to the time they're 'rescued' and deported, trafficked women are terrorized. Every single day they face a world stacked heavily against them. Their only friends are the dedicated women and men who form the thin front line against trafficking--an often thankless job. Those working for nongovernmental aid agencies and organizations are the real heroes in this bleak morass. Still, their work is merely a Band-Aid solution. In the vast majority of cases, NGO workers report that their funding is ad hoc and wholly inadequate to meet even basic needs. If we truly want a fair shot at saving these women, we need to open not only our minds but also our wallets. We need to focus on programs that care compassionately for the victims and we need to implement them immediately, worldwide. The most urgent priorities are safe shelters and clinics equipped and staffed to offer medical and psychological treatment. We need to understand that most of these women have been psychologically and physically ripped apart. And we need to be prepared for the fac thtat most have been infected with various sexually transmitted diseases.

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.

The next year, Kroger refused to negotiate a new contract, and Hoffa’s victory was short-lived. But on the strength of his stand with the Strawberry Boys, Jimmy Hoffa was recruited by Detroit’s Teamsters Local 299 as an organizer. Hoffa’s job was to encourage men to join the union and through solidarity and organization to better their lives and the lives of their families. Detroit was home to America’s auto industry. As the auto industry’s chief spokesman, Henry Ford’s position on the labor movement in general was that “labor unions are the worst thing that ever struck the earth.” In

When Lebanese Muslims and Palestinians declared jihad on Christians in 1975, we didn’t even know what that word meant. We had taken the Palestinians in, giving them refuge in our country, allowing them to study side by side with us in our schools and universities. We gave them jobs and shared our way of life with them. What started as political war spiraled very fast into a religious war between Muslims and Christians, with Lebanese Muslims joining the PLO fighting the Christians. We didn’t realize the depth of their hatred and resentment toward us as infidels. The more that Christians refused to get involved in the Palestinian-Israeli conflict and to allow the Palestinians to use Lebanon as a launching pad from which to attack Israel, the more the Palestinians looked at us as the enemy. Muslims started making statements such as “First comes Saturday, then comes Sunday,” meaning first we fight the Jews, then we come for the Christians. Christian presence, influence, and democracy became an obstacle in the Palestinians' fight against Israel. Koranic verses such as sura 5:51—"Believers, take not Jews and Christians for your friends. They are but friends and protectors to each other"—became the driving force in recruiting Muslim youth. Many Christians barely knew the Bible, let alone the Koran and what it taught about us, the infidels. We should have seen the long-simmering tension between Muslims and Christians beginning to erupt, but we refused to believe that such hatred and such animosity existed. America also failed to recognize this hatred throughout all the attacks launched against it, beginning with the marine barracks bombing in Beirut in 1983 all the way up to September 11, 2001. It was that horrible day that made Americans finally ask, What is jihad? And why do they hate us? I have a very simple answer for them: because you are “infidels.

So, I created my org, Z, from the ground up, recruiting a team of hackers to help the mercenaries with their job—get into the rings, kill them all, and get the victims out safely. I stationed my mercenaries in high-rate trafficking areas and assigned them their own team of hackers. Now, Z has become so big that there are teams in every state, and several outside of the country as well.

And the Corps as a whole focuses on its heroes and on its magnificent battle history, partly to instill a strong service culture in its new recruits, partly to instill the values necessary to do the job, and partly to teach all Marines that they have the potential to achieve something beyond themselves. After all, young Marines can understand and aspire to valor and greatness; death and defeat they cannot.

The secret to recruiting is not in convincing people, but in sorting people. You can wear yourself out and become discouraged, working with the same “empty oysters.” Your job as a professional recruiter is only to sort through the prospects until you find one who wants to be a distributor. It is ten times easier to locate a prospect who wants to work, than to convince an unwilling disinterested prospect to work.

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

Susan’s and Jennifer’s job searches are likely made harder by the color of their skin. In the early 2000s, researchers in Chicago and Boston mailed out fake résumés to hundreds of employers, varying only the names of the applicants, but choosing names that would be seen as identifiably black or white. Strikingly, “Emily” and “Brendan” were 50 percent more likely to get called for an interview than “Lakisha” and “Jamal.” A few years later, a researcher at the University of Wisconsin conducted a similar study in Milwaukee, but with a unique twist. She recruited two black and two white actors (college students, posing as high school graduates) who were as similar as possible in every way. She sent these “job applicants” out in pairs, with virtually identical fake résumés, to apply for entry-level jobs. Her twist was to instruct one of the white and one of the black applicants to tell employers that they had a felony conviction and had just been released from prison the month before. Even the researcher was surprised by what she found: the white applicant with a felony conviction was more likely to get a positive response from a prospective employer than the black applicant with no criminal record. When the study was replicated in New York City a few years later, she and her colleagues saw similar results for Latino applicants relative to whites.

I wish I could answer your question. All I can say is that all of us, humans, witches, bears, are engaged in a war already, although not all of us know it. Whether you find danger on Svalbard or whether you fly off unharmed, you are a recruit, under arms, a soldier." "Well, that seems kinda precipitate. Seems to me a man should have a choice whether to take up arms or not." "We have no more choice in that than in whether or not to be born." "Oh, I like choice, though," he said. "I like choosing the jobs I take and the places I go and the food I eat and the companions I sit and yarn with. Don't you wish for a choice once in a while ?" She considered, and then said, "Perhaps we don't mean the same thing by choice, Mr. Scoresby. Witches own nothing, so we're not interested in preserving value or making profits, and as for the choice between one thing and another, when you live for many hundreds of years, you know that every opportunity will come again. We have different needs. You have to repair your balloon and keep it in good condition, and that takes time and trouble, I see that; but for us to fly, all we have to do is tear off a branch of cloud-pine; any will do, and there are plenty more. We don't feel cold, so we need no warm clothes. We have no means of exchange apart from mutual aid. If a witch needs something, another witch will give it to her. If there is a war to be fought, we don't consider cost one of the factors in deciding whether or not it is right to fight. Nor do we have any notion of honor, as bears do, for instance. An insult to a bear is a deadly thing. To us... inconceivable. How could you insult a witch? What would it matter if you did?" "Well, I'm kinda with you on that. Sticks and stones, I'll break yer bones, but names ain't worth a quarrel. But ma'am, you see my dilemma, I hope. I'm a simple aeronaut, and I'd like to end my days in comfort. Buy a little farm, a few head of cattle, some horses...Nothing grand, you notice. No palace or slaves or heaps of gold. Just the evening wind over the sage, and a ceegar, and a glass of bourbon whiskey. Now the trouble is, that costs money. So I do my flying in exchange for cash, and after every job I send some gold back to the Wells Fargo Bank, and when I've got enough, ma'am, I'm gonna sell this balloon and book me a passage on a steamer to Port Galveston, and I'll never leave the ground again." "There's another difference between us, Mr. Scoresby. A witch would no sooner give up flying than give up breathing. To fly is to be perfectly ourselves." "I see that, ma'am, and I envy you; but I ain't got your sources of satisfaction. Flying is just a job to me, and I'm just a technician. I might as well be adjusting valves in a gas engine or wiring up anbaric circuits. But I chose it, you see. It was my own free choice. Which is why I find this notion of a war I ain't been told nothing about kinda troubling." "lorek Byrnison's quarrel with his king is part of it too," said the witch. "This child is destined to play a part in that." "You speak of destiny," he said, "as if it was fixed. And I ain't sure I like that any more than a war I'm enlisted in without knowing about it. Where's my free will, if you please? And this child seems to me to have more free will than anyone I ever met. Are you telling me that she's just some kind of clockwork toy wound up and set going on a course she can't change?" "We are all subject to the fates. But we must all act as if we are not, or die of despair. There is a curious prophecy about this child: she is destined to bring about the end of destiny. But she must do so without knowing what she is doing, as if it were her nature and not her destiny to do it. If she's told what she must do, it will all fail; death will sweep through all the worlds; it will be the triumph of despair, forever. The universes will all become nothing more than interlocking machines, blind and empty of thought, feeling, life...

Women now were expected to quit work when they started having babies. The postwar U.S. government made this clear. There was no more state-sponsored child care. In a postwar, Cold War America, child care was viewed with suspicion, as the kind of thing communists used to raise their children collectively. The U.S. government began doing the opposite of its wartime recruiting; it made propaganda-type films telling women it was important to leave their jobs, return home, and tend their households.

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.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Our employees are so enthusiastic about The Container Store, in fact, that they’re also our best recruiters. We only have a few “official” full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It’s not the recruiting department’s job to recruit. It’s the recruiting department’s job to make sure everyone takes on the personal responsibility of recruiting—that we all do it.

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.

sandy-haired, friendly, smiling, small-town attorney of Pennington, had been born in 1950 in a roach-infested Newark slum. His father had been a construction worker fully employed through World War II and Korea creating new factories, dockyards and government offices along the Jersey Shore. But with the ending of the Korean War, work had dried up. Cal was five when his mother walked out of the loveless union and left the boy to be raised by his father. The latter was a hard man, quick with his fists, the only law on many blue-collar jobs. But he was not a bad man and tried to live by the straight and narrow, and to raise his toddler son to love Old Glory, the Constitution and Joe DiMaggio. Within two years, Dexter Senior had acquired a trailer home so that he could move where the work was available. And that was how the boy was raised, moving from construction site to site, attending whichever school would take him, and then moving on. It was the age of Elvis Presley, Del Shannon, Roy Orbison and the Beatles, over from a country Cal had never heard of. It was also the age of Kennedy, the Cold War and Vietnam. His formal education was fractured to the point of near nonexistence, but he became wise in other ways: streetwise, fight-wise. Like his departed mother, he did not grow tall, topping out at five feet eight inches. Nor was he heavy and muscular like his father, but his lean frame packed fearsome stamina and his fists a killer punch. By seventeen, it looked as if his life would follow that of his father, shoveling dirt or driving a dump truck on building sites. Unless . . . In January 1968 he turned eighteen, and the Vietcong launched the Têt Offensive. He was watching TV in a bar in Camden. There was a documentary telling him about recruitment. It mentioned that if you shaped up, the Army would give you an education. The next day, he walked into the U.S. Army office in Camden and signed on. The master sergeant was bored. He spent his life listening to youths doing everything in their power to get out of going to Vietnam. “I want to volunteer,” said the youth in front of him. The master sergeant drew a form toward him, keeping eye contact like a ferret that does not want the rabbit to get away. Trying to be kindly, he suggested

Algiers was on the brink. Before being recruited by the CIA, she had been a member of the ISA, known as “the Activity,” one of the last truly dark units within the DOD. Her job was to collect actionable intelligence for Special Operations units like Delta and SEAL Team 6. Her decision to leave the Army was the only time Meg hadn’t listened to her father, General “Black Jack” Harden. Not only did he want her to stay in, but he was willing to call in some favors after she got passed over for major. “I appreciate it, Dad, but I don’t take charity,” she had told him. “All you have to do is keep your mouth shut and play the game. How hard is that?” he’d demanded. The Army was his life and to this day he still didn’t understand why she’d left

When President Obama asked to meet with Steve Jobs, the late Apple boss, his first question was ‘how much would it cost to make the iPhone in the United States, instead of overseas?’ Jobs was characteristically blunt, asserting that ‘those jobs are never coming back’. In point of fact, it’s been estimated that making iPhones exclusively in the US would add around $65 to the cost of each phone – not an unaffordable cost, or an unthinkable drop in margin for Apple, if it meant bringing jobs back home.  But American workers aren’t going to be making iPhones anytime soon, because of the need for speed, and scale, in getting the product on to shelves around the world. When Apple assessed the global demand for the iPhone it estimated that it would need almost 9,000 engineers overseeing the production process to meet demand. Their analysts reported that it would take nine months to recruit that many engineers in the US – in China, it took 15 days. It’s these kind of tales that cause US conservative media outlets to graphically describe Asia as ‘eating the lunch’ off the tables of patriotic, if sleep-walking, American citizens. If Apple had chosen to go to India, instead of China, the costs may have been slightly higher, but the supply of suitably qualified engineers would have been just as plentiful. While China may be the world’s biggest manufacturing plant, India is set to lead the way in the industry that poses the biggest threat to western middle-class parents seeking to put their sons or daughters through college: knowledge.

One more consideration also weighed with Smiley, though in his paper he is too gentlemanly to mention it. A lot of ghosts walked in those post-fall days, and one of them was a fear that, buried somewhere in the Circus, lay Bill Haydon's chosen successor: that Bill had brought him on, recruited and educated him against the very day when he himself, one way or another, would fade from the scene. Sam was originally a Haydon nominee. His later victimisation by Haydon could easily have been a put-up job. Who was to say, in that very jumpy atmosphere, that Sam Collins, manoeuvring for readmission, was not the heir elect to Haydon's treachery? For all these reasons George Smiley put on his raincoat and got himself out on the street. Willingly, no doubt - for at heart, he was still a case man. Even his detractors gave him that.

In the fall of 1988, a white senior at Temple University founded the first White Student Union, because he was frankly angry at the racial privileges that were accorded to blacks. Temple put up every possible resistance but could find no way to deny whites their own student union when other races had theirs. Michael Spletzer, the union’s president, rejected the inevitable charges of white supremacy. “White people are being discriminated against by affirmative action,” he said. “We feel that giving scholarships, jobs, or anything else because of race is wrong and they should be given on merit alone.” In January 1989, when the union tried to recruit members, clusters of black students shouted obscenities and threatened violence.871 Any whites who so disrupted a black organization would, of course, be immediately disciplined.

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.

BEACH BALLS AND LONG SHOTS I WAS WATCHING FROM THE ROOF ONE AFTERNOON WHEN A group of roughly sixteen fully armed insurgents emerged from cover. They were wearing full body armor and were heavily geared. (We found out later that they were Tunisians, apparently recruited by one of the militant groups to fight against Americans in Iraq.) Not unusual at all, except for the fact that they were also carrying four very large and colorful beach balls. I couldn’t really believe what I was seeing—they split up into groups and got into the water, four men per beach ball. Then, using the beach balls to keep them afloat, they began paddling across. It was my job not to let that happen, but that didn’t necessarily mean I had to shoot each one of them. Hell, I had to conserve ammo for future engagements. I shot the first beach ball. The four men began flailing for the other three balls. Snap. I shot beach ball number two. It was kind of fun.

The school you went to is the most important thing. They don’t recruit at less prestigious schools. I was lucky. I didn’t go to a great school. I mean in my analyst class, we had thirty from Harvard, twenty from Wharton[’s undergraduate program], and only five from [my top-fifteen school]. Once in a while, you see someone from a state school. But usually they’re there because of connections. The most common type of connection was a personal one—either a direct or indirect friendship—with an employee of a particular firm. Michael, also a banker, came from a nonlisted school. He used his own job search experience as an example of the usefulness of connections: If you’re not from the core, then it’s much more difficult to get a job here. All firms say that you can submit your résumé online, but I’m not sure if I’ve ever heard of someone who was successful this way. In my case, I had to come out here [to New York, from the South], work through friends and friends of friends, really use connections and be proactive.

In a conversation with a British embassy official that occurred at about this time, quoted in a memorandum later filed with the foreign office in London, Diels delivered a monologue on his own moral unease: "The infliction of physical punishment is not every man's job, and naturally we were only too glad to recruit men who were prepared to show no squeamishness at their task. Unfortunately, we knew nothing about the Freudian side of the business, and it was only after a number of instances of unnecessary flogging and meaningless cruelty that I tumbled to the fact that my organization had been attracting all the sadists in Germany and Austria without my knowledge for some time past. It had also been attracting unconscious sadists, i.e. men who did not know themselves that they had sadist leanings until they took part in a flogging. And finally it had been actually creating sadists. For it seems that corporal chastisement ultimately arouses sadistic leanings in apparently normal men and women. Freud might explain it.

When these children grew older and applied to college and later for their first jobs, they faced the same standards of gregariousness. University admissions officers looked not for the most exceptional candidates, but for the most extroverted. Harvard’s provost Paul Buck declared in the late 1940s that Harvard should reject the “sensitive, neurotic” type and the “intellectually over-stimulated” in favor of boys of the “healthy extrovert kind.” In 1950, Yale’s president, Alfred Whitney Griswold, declared that the ideal Yalie was not a “beetle-browed, highly specialized intellectual, but a well-rounded man.” Another dean told Whyte that “in screening applications from secondary schools he felt it was only common sense to take into account not only what the college wanted, but what, four years later, corporations’ recruiters would want. ‘They like a pretty gregarious, active type,’ he said. ‘So we find that the best man is the one who’s had an 80 or 85 average in school and plenty of extracurricular activity. We see little use for the “brilliant” introvert.’ 

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

Nowadays, enormous importance is given to individual deaths, people make such a drama out of each person who dies, especially if they die a violent death or are murdered; although the subsequent grief or curse doesn't last very long: no one wears mourning any more and there's a reason for that, we're quick to weep but quicker still to forget. I'm talking about our countries, of course, it's not like that in other parts of the world, but what else can they do in a place where death is an everyday occurrence. Here, though, it's a big deal, at least at the moment it happens. So-and-so has died, how dreadful; such-and-such a number of people have been killed in a crash or blown to pieces, how terrible, how vile. The politicians have to rush around attending funerals and burials, taking care not to miss any-intense grief, or is it pride, requires them as ornaments, because they give no consolation nor can they, it's all to do with show, fuss, vanity and rank. The rank of the self-important, super-sensitive living. And yet, when you think about it, what right do we have, what is the point of complaining and making a tragedy out of something that happens to every living creature in order for it to become a dead creature? What is so terrible about something so supremely natural and ordinary? It happens in the best families, as you know, and has for centuries, and in the worst too, of course, at far more frequent intervals. What's more, it happens all the time and we know that perfectly well, even though we pretend to be surprised and frightened: count the dead who are mentioned on any TV news report, read the birth and death announcements in any newspaper, in a single city, Madrid, London, each list is a long one every day of the year; look at the obituaries, and although you'll find far fewer of them, because an infinitesimal minority are deemed to merit one, they're nevertheless there every morning. How many people die every weekend on the roads and how many have died in the innumerable battles that have been waged? The losses haven't always been published throughout history, in fact, almost never. People were more familiar with and more accepting of death, they accepted chance and luck, be it good or bad, they knew they were vulnerable to it at every moment; people came into the world and sometimes disappeared at once, that was normal, the infant mortality rate was extraordinarily high until eighty or even seventy years ago, as was death in childbirth, a woman might bid farewell to her child as soon as she saw its face, always assuming she had the will or the time to do so. Plagues were common and almost any illness could kill, illnesses we know nothing about now and whose names are unfamiliar; there were famines, endless wars, real wars that involved daily fighting, not sporadic engagements like now, and the generals didn't care about the losses, soldiers fell and that was that, they were only individuals to themselves, not even to their families, no family was spared the premature death of at least some of its members, that was the norm; those in power would look grim-faced, then carry out another levy, recruit more troops and send them to the front to continue dying in battle, and almost no one complained. People expected death, Jack, there wasn't so much panic about it, it was neither an insuperable calamity nor a terrible injustice; it was something that could happen and often did. We've become very soft, very thin-skinned, we think we should last forever. We ought to be accustomed to the temporary nature of things, but we're not. We insist on not being temporary, which is why it's so easy to frighten us, as you've seen, all one has to do is unsheathe a sword. And we're bound to be cowed when confronted by those who still see death, their own or other people's, as part and parcel of their job, as all in a day's work. When confronted by terrorists, for example, or by drug barons or multinational mafia men.

Hence the term “voluntary muscle” is in many ways a figure of speech. I can consciously command a movement, but I cannot consciously command the recruitment of every muscle fiber which must be used, nor the precise order of their contractions and lengthenings which actually produce the desired effect. This is to say that every consciously willed movement is always conditioned by two things: genetically established organization and habitual usage. Our genetic organization is quite plastic, open-ended, filled with potential variations in behavior; on the other hand, habitual usage can become just as limiting as it is convenient, and can become a tyrant to exactly the degree that it becomes practiced, automatic, unconscious. We are free to train ourselves to act differently, but it is very difficult to suddenly act differently than we have been trained. The tendencies in our motor behavior created by genetically determined patterns and by habitual usage do not lie within the muscle cells, nor even in the motor neurons that unite them into motor units. The search for the organizational factors of purposeful muscular control—whether it be action or relaxation—takes us deeper and deeper into the central nervous system, where we find that every muscular response is built up, selected, and colored by the totality of our neural activity, both conscious and unconscious.

I am truly happy for people who have depth and can see beyond the present not spiritually now but in terms of process and knowing that anything and everything good must take time. I am truly happy for people who know that you must sow before reaping. I am truly happy for people who know that you must count 1 before 2. I went to an organization today and spent most part of my time there. I watched this organization grow and also recruited for them apart from using the place as set for OMA LIVING SHOW. They were occupying a small space in one of the phase 2 districts in Abuja... Today, they are occupying a big edifice all by themselves and to say I am proud of them is an understatement. I am happy for the team members and staff who did not run away because of SMALL SALARY like most of us will call it. They have been there and growing with the company. They will be called LUCKY for having this job by the same people who carry shoulders up and quote things like; “I KNOW MY WORTH, I can’t work for less than 1 million Naira per second”... They will be called lucky by those who sit and complain about unemployment day in day out while rejecting every job offer on account of the most flimsy and watery reasons... But I will always say it... Nobody is lucky! Some people simply decided to face reality and abide by certain principles. Many authentic beginnings are small... But most don’t know it because they want to make it overnight! But I am happy at the revolution that is happening. This is a good time to embrace process. Start building today.

Jamie used the time away from me to do some soul-searching. She finally also did something she’d thought about for a long time. She walked into an Army recruitment office in Nashville and joined the military. She didn’t discuss it with me beforehand. Instead she called and said, “I’m joining the Army. It’s active duty and I’m going to be a truck driver with an airborne contract.” Shocked, I blurted out, “You’re going to do what? No you’re not.” “What do you mean? I’m gonna be a truck driver in a convoy.” I knew she was referring to a seventies country song she likes. Only this wasn’t a country song, this was real life. “Are you crazy? This is not a game. You will hate being a truck driver. You don’t even know if you’ll like being in the military. Go National Guard or Reserves and see if you like it.” “They said I’m already in. Basic is not for another few months but I’m in and I can’t change it.” “Yes you can. You are not in yet. You are not in the military. That was just a recruiter telling you that. Why aren’t you going in as an officer? You have a degree. You can make more money.” She seemed annoyed that I was raining on her parade, but I think it was also dawning on her that maybe I was right and she hadn’t done the research. “They told me that it’s not really that much more.” I explained to her, “They are lying to you. It is a lot more.” I had no problem with her joining the military. If that’s what she wanted to do, I supported it. But I was going to make sure she made the smartest moves she could make if that was in fact what she wanted to do with her life. I certainly wasn’t going to let her be talked into a lower-paid, higher-risk job.

He shoulders past me, pours himself a glass of milk from the fridge, and downs it. “Of course you don’t just get them, Mom. You have to earn them.” “I see. And how does that happen?” Another glass of milk disappears down Steven’s gullet. “Save some for cereal tomorrow,” I say. “You’re not the only human in this house.” “Maybe you should go out and get another carton, then. It’s your job, right?” My hand flies with a will of its own, makes contact; and a bright palm print blooms on the right side of Steven’s face. He doesn’t flinch, doesn’t raise his own hand, doesn’t react at all, except to say, “Nice, Mom. Real nice. One day, that’s gonna be a crime.” “You little shit.” He’s smug now, which makes everything worse. “I’ll tell you how I earned the pin. I got recruited. Recruited, Mom. They needed volunteers from the boys’ school to make the rounds to the girls’ schools and explain a few things. I accepted. And for the past three days, I’ve been going out in the field and demonstrating how the bracelets work. Look.” He pushes up one sleeve and brandishes the burn mark around his wrist. “We go in pairs, and we take turns. All so girls like Sonia know what will happen.” As if to defy me once more, he drains his glass of milk and licks his lips. “By the way, I wouldn’t encourage her to pick the sign language back up.” “Why the hell not?” I’m still trying to absorb the fact that my son has purposefully shocked himself “so girls like Sonia know what will happen.” “Mom. Honestly. You of all people should get it.” His voice has taken on the timbre of someone much older, someone tired of explaining how things are. “Signing defeats the purpose of what we’re trying to do here.

Then one evening he reached the last chapter, and then the last page, the last verse. And there it was! That unforgivable and unfathomable misprint that had caused the owner of the books to order them to be pulped. Now Bosse handed a copy to each of them sitting round the table, and they thumbed through to the very last verse, and one by one burst out laughing. Bosse was happy enough to find the misprint. He had no interest in finding out how it got there. He had satisfied his curiosity, and in the process had read his first book since his schooldays, and even got a bit religious while he was at it. Not that Bosse allowed God to have any opinion about Bellringer Farm’s business enterprise, nor did he allow the Lord to be present when he filed his tax return, but – in other respects – Bosse now placed his life in the hands of the Father, the Son and the Holy Spirit. And surely none of them would worry about the fact that he set up his stall at markets on Saturdays and sold bibles with a tiny misprint in them? (‘Only ninety-nine crowns each! Jesus! What a bargain!’) But if Bosse had cared, and if, against all odds, he had managed to get to the bottom of it, then after what he had told his friends, he would have continued: A typesetter in a Rotterdam suburb had been through a personal crisis. Several years earlier, he had been recruited by Jehovah’s Witnesses but they had thrown him out when he discovered, and questioned rather too loudly, the fact that the congregation had predicted the return of Jesus on no less than fourteen occasions between 1799 and 1980 – and sensationally managed to get it wrong all fourteen times. Upon which, the typesetter had joined the Pentecostal Church; he liked their teachings about the Last Judgment, he could embrace the idea of God’s final victory over evil, the return of Jesus (without their actually naming a date) and how most of the people from the typesetter’s childhood including his own father, would burn in hell. But this new congregation sent him packing too. A whole month’s collections had gone astray while in the care of the typesetter. He had sworn by all that was holy that the disappearance had nothing to do with him. Besides, shouldn’t Christians forgive? And what choice did he have when his car broke down and he needed a new one to keep his job? As bitter as bile, the typesetter started the layout for that day’s jobs, which ironically happened to consist of printing two thousand bibles! And besides, it was an order from Sweden where as far as the typesetter knew, his father still lived after having abandoned his family when the typesetter was six years old. With tears in his eyes, the typesetter set the text of chapter upon chapter. When he came to the very last chapter – the Book of Revelation – he just lost it. How could Jesus ever want to come back to Earth? Here where Evil had once and for all conquered Good, so what was the point of anything? And the Bible… It was just a joke! So it came about that the typesetter with the shattered nerves made a little addition to the very last verse in the very last chapter in the Swedish bible that was just about to be printed. The typesetter didn’t remember much of his father’s tongue, but he could at least recall a nursery rhyme that was well suited in the context. Thus the bible’s last two verses plus the typesetter’s extra verse were printed as: 20. He who testifies to these things says, Surely I am coming quickly. Amen. Even so, come, Lord Jesus!21. The grace of our Lord Jesus Christ be with you all. Amen.22. And they all lived happily ever after.

Mr. Scoresby,” said the witch, “I wish I could answer your question. All I can say is that all of us, humans, witches, bears, are engaged in a war already, although not all of us know it. Whether you find danger on Svalbard or whether you fly off unharmed, you are a recruit, under arms, a soldier.” “Well, that seems kinda precipitate. Seems to me a man should have a choice whether to take up arms or not.” “We have no more choice in that than in whether or not to be born.” “Oh, I like choice, though,” he said. “I like choosing the jobs I take and the places I go and the food I eat and the companions I sit and yarn with. Don’t you wish for a choice once in a while?” Serafina Pekkala considered, and then said, “Perhaps we don’t mean the same thing by choice, Mr. Scoresby. Witches own nothing, so we’re not interested in preserving value or making profits, and as for the choice between one thing and another, when you live for many hundreds of years, you know that every opportunity will come again. We have different needs. You have to repair your balloon and keep it in good condition, and that takes time and trouble, I see that; but for us to fly, all we have to do is tear off a branch of cloud-pine; any will do, and there are plenty more. We don’t feel cold, so we need no warm clothes. We have no means of exchange apart from mutual aid. If a witch needs something, another witch will give it to her. If there is a war to be fought, we don’t consider cost one of the factors in deciding whether or not it is right to fight. Nor do we have any notion of honor, as bears do, for instance. An insult to a bear is a deadly thing. To us... inconceivable. How could you insult a witch? What would it matter if you did?” “Well, I’m kinda with you on that. Sticks and stones, I’ll break yer bones, but names ain’t worth a quarrel.

I have been in many dugouts, Ludwig,” he goes on. “And we were all young men who sat there around one miserable slush lamp, waiting, while the barrage raged overhead like an earthquake. We were none of your inexperienced recruits, either; we knew well enough what we were waiting for and we knew what would come. —But there was more in those faces down in the gloom there than mere calm, more than good humour, more than just readiness to die. There was the will to another future in those hard, set faces; and it was there when they charged, and still there when they died. —We had less to say for ourselves year by year, we shed many things, but that one thing still remained. And now, Ludwig, where is it now? Can’t you see how it is perishing in all this pig’s wash of order, duty, women, routine, punctuality and the rest of it that here they call life? —No, Ludwig, we lived then! And you tell me a thousand times that you hate war, yet I still say, we lived then. We lived, because we were together, and because something burned in us that was more than this whole muck heap here!” He is breathing hard. “It must have been for something, Ludwig! When I first heard there was revolution, for one brief moment I thought: Now the time will be redeemed—now the flood will pour back, tearing down the old things, digging new banks for itself—and, by God, I would have been in it! But the flood broke up into a thousand runnels; the revolution became a mere scramble for jobs, for big jobs and little jobs. It has trickled away, it has been dammed up, it has been drained off into business, into family, and party. —But that will not do me. I’m going where comradeship is still to be found.” Ludwig stands up. His brow is flaming, his eyes blaze. He looks Rahe in the face. “And why is it, Georg? Why is it? Because we were duped, I tell you, duped as even yet we hardly realize; because we were misused, hideously misused. They told us it was for the Fatherland, and meant the schemes of annexation of a greedy industry. —They told us it was for Honour, and meant the quarrels and the will to power of a handful of ambitious diplomats and princes. —They told us it was for the Nation, and meant the need for activity on the part of out-of-work generals!” He takes Rahe by the shoulders and shakes him. “Can’t you see? They stuffed out the word Patriotism with all the twaddle of their fine phrases, with their desire for glory, their will to power, their false romanticism, their stupidity, their greed of business, and then paraded it before us as a shining ideal! And we thought they were sounding a bugle summoning us to a new, a more strenuous, a larger life. Can’t you see, man? But we were making war against ourselves without knowing it! Every shot that struck home, struck one of us! Can’t you see? Then listen and I will bawl it into your ears. The youth of the world rose up in every land, believing that it was fighting for freedom! And in every land they were duped and misused; in every land they have been shot down, they have exterminated each other! Don’t you see now? —There is only one fight, the fight against the lie, the half-truth, compromise, against the old order. But we let ourselves be taken in by their phrases; and instead of fighting against them, we fought for them. We thought it was for the Future. It was against the Future. Our future is dead; for the youth is dead that carried it. We are merely the survivors, the ruins. But the other is alive still—the fat, the full, the well content, that lives on, fatter and fuller, more contented than ever! And why? Because the dissatisfied, the eager, the storm troops have died for it. But think of it! A generation annihilated! A generation of hope, of faith, of will, strength, ability, so hypnotised that they have shot down one another, though over the whole world they all had the same purpose!” His

So what did you and Landon do this afternoon?” Minka asked, her soft voice dragging him back to the present. Angelo looked up to see that Minka had already polished off two fajitas. Damn, the girl could eat. “Landon gave me a tour of the DCO complex. I did some target shooting and blew up a few things. He even let me play with the expensive surveillance toys. I swear, it felt more like a recruiting pitch to get me to work there than anything.” Minka’s eyes flashed green, her full lips curving slightly. Damn, why the hell had he said it like that? Now she probably thought he was going to come work for the DCO. Even if he wanted to, he couldn’t, not after just reenlisting for another five years. The army wasn’t the kind of job where you could walk into the boss’s office and say, “I quit.” Thinking it would be a good idea to steer the conversation back to safer ground, he reached for another fajita and asked Minka a question instead. “What do you think you’ll work on next with Ivy and Tanner? You going to practice with the claws for a while or move on to something else?” Angelo felt a little crappy about changing the subject, but if Minka noticed, she didn’t seem to mind. And it wasn’t like he had to fake interest in what she was saying. Anything that involved Minka was important to him. Besides, he didn’t know much about shifters or hybrids, so the whole thing was pretty damn fascinating. “What do you visualize when you see the beast in your mind?” he asked. “Before today, I thought of it as a giant, blurry monster. But after learning that the beast is a cat, that’s how I picture it now.” She smiled. “Not a little house cat, of course. They aren’t scary enough. More like a big cat that roams the mountains.” “Makes sense,” he said. Minka set the other half of her fourth fajita on her plate and gave him a curious look. “Would you mind if I ask you a personal question?” His mouth twitched as he prepared another fajita. He wasn’t used to Minka being so reserved. She usually said whatever was on her mind, regardless of whether it was personal or not. “Go ahead,” he said. “The first time we met, I had claws, fangs, glowing red eyes, and I tried to kill you. Since then, I’ve spent most of the time telling you about an imaginary creature that lives inside my head and makes me act like a monster. How are you so calm about that? Most people would have run away already.” Angelo chuckled. Not exactly the personal question he’d expected, but then again Minka rarely did the expected. “Well, my mom was full-blooded Cherokee, and I grew up around all kinds of Indian folktales and legends. My dad was in the army, and whenever he was deployed, Mom would take my sisters and me back to the reservation where she grew up in Oklahoma. I’d stay up half the night listening to the old men tell stories about shape-shifters, animal spirits, skin-walkers, and trickster spirits.” He grinned. “I’m not saying I necessarily believed in all that stuff back then, but after meeting Ivy, Tanner, and the other shifters at the DCO, it just didn’t faze me that much.” Minka looked at him with wide eyes. “You’re a real American Indian? Like in the movies? With horses and everything?” He laughed again. The expression of wonder on her face was adorable. “First, I’m only half-Indian. My dad is Mexican, so there’s that. And second, Native Americans are almost nothing like you see in the movies. We don’t all live in tepees and ride horses. In fact, I don’t even own a horse.” Minka was a little disappointed about the no-horse thing, but she was fascinated with what it was like growing up on an Indian reservation and being surrounded by all those legends. She immediately asked him to tell her some Indian stories. It had been a long time since he’d thought about them, but to make her happy, he dug through his head and tried to remember every tale he’d heard as a kid.

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

On my next weekend without the kids I went to Nashville to visit her. We had a great weekend. On Monday morning she kissed me goodbye and left for work. I would drive home while she was at work. Only I didn’t go straight home. I went and paid her recruiting officer a little visit. I walked in wearing shorts and a T-shirt so my injuries were fully visible. The two recruiters couldn’t hide the surprise on their faces. I clearly looked like an injured veteran. Not their typical visitor. “I’m here about Jamie Boyd,” I said. One of the recruiters stood up and said, “Yes, I’m working with Jamie Boyd. How can I help you?” I walked to the center of the room between him and the female recruiter who was still seated at her desk and said, “Jamie Boyd is not going to be active duty. She is not going to be a truck driver. She wants to change her MOS and you’re not going to treat her like some high school student. She has a degree. She is a young professional and you will treat her as such.” “Yes, sir, yes, sir. We hold ourselves to a higher standard. We’ll do better. I’m sorry,” he stammered. “You convinced her she can’t change anything. That’s a lie. It’s paperwork. Make it happen.” “Yes, sir, yes, sir.” That afternoon Jamie had an appointment at the recruitment center anyway for more paperwork. Afterward, she called me, and as soon as I answered, without even a hello, she said, “What have you done?” “How were they acting?” I asked, sounding really pleased with myself. “Like I can have whatever I want,” she answered. “You’re welcome. Find a better job.” She wasn’t mad about it. She just laughed and said, “You’re crazy.” “I will always protect you. You were getting screwed over. And I’m sorry you didn’t know about it, but you wouldn’t have let me go if I had told you ahead of time.” “You’re right, but I’m glad you did.” Jamie ended up choosing MP, military police, as her MOS because they offered her a huge signing bonus. We made our reunion official and she quit her job in Nashville to move back to Birmingham. She had a while before basic training, so she moved back in with me. We were both very happy, and as it turned out, some very big changes were about to happen beyond basic training.

Employment Prayer II by Sonya I. Perkins As I embark on new areas in my life, I ask for the blessings and guidance of God, my ancestors, my spirit guides, and guardian angels. I ask for their blessings to guide me through this difficult period in my life. May I walk through this time with my head held high and with faith in myself and in spirit, and may I survive hard times as my ancestors survived hard times. I ask in the name of God for assistance in my search for suitable and gainful employment. I ask that my ancestors hear my pleas and put the right devices into my path, such as advertisements and people like recruiters, and that word of mouth reach my ears if the work is right for me. I ask that whatever opportunities are looking to find someone, let that opportunity find me, for I will be grateful for the blessing that opportunity will bequeath me. I ask that opportunity search and find me, as I have searched and searched for employment. They say opportunity knocks, but only one time. My eyes are open to see opportunity; my ears await the sound of opportunity knocking. I am ready to receive opportunity. I have patience, and I will continue to search for the job/career that is right for only me. I seek employment not just for a paycheck but also to be a productive, contributing member of my community. I ask for a suitable job, so that I may take care of my loved ones and myself. I ask for work to come to my hands so that I may feel and be useful. I ask that the people I work with be decent, friendly, hard working, and easy to get along with. I ask that I be compensated accordingly for the work that I provide. I ask that the job I secure will be something that I can look forward to doing on a daily basis. In the name of the divine providence, may my roads be opened and clear for me to find the right job. In the name of my spirit guides, I pray that the door of opportunity be opened to me as I try to become a more productive being. In the name of my guardian angel, I ask that you assist me during the hard times and help me to make it through until suitable employment is held securely in my hands. In the name of the most high and all that is light, I ask for these blessings for myself and for all those in search of employment for the betterment of all. So it was spoken, so it shall be.  Àṣe o!

In the future, white supremacy will no longer need white people,” the artist Lorraine O’Grady said in 2018, a prognosis that seemed, at least on the surface, to counter what James Baldwin said fifty years ago, which is that “the white man’s sun has set.” Which is it then? What prediction will hold? As an Asian American, I felt emboldened by Baldwin but haunted and implicated by O’Grady. I heard the ring of truth in her comment, which gave me added urgency to finish this book. Whiteness has already recruited us to become their junior partners in genocidal wars; conscripted us to be antiblack and colorist; to work for, and even head, corporations that scythe off immigrant jobs like heads of wheat. Conscription is every day and unconscious. It is the default way of life among those of us who live in relative comfort, unless we make an effort to choose otherwise. Unless we are read as Muslim or trans, Asian Americans are fortunate not to live under hard surveillance, but we live under a softer panopticon, so subtle that it’s internalized, in that we monitor ourselves, which characterizes our conditional existence. Even if we’ve been here for four generations, our status here remains conditional; belonging is always promised and just out of reach so that we behave, whether it’s the insatiable acquisition of material belongings or belonging as a peace of mind where we are absorbed into mainstream society. If the Asian American consciousness must be emancipated, we must free ourselves of our conditional existence. But what does that mean? Does that mean making ourselves suffer to keep the struggle alive? Does it mean simply being awake to our suffering? I can only answer that through the actions of others. As of now, I’m writing when history is being devoured by our digital archives so we never have to remember. The administration has plans to reopen a Japanese internment camp in Oklahoma to fill up with Latin American children. A small band of Japanese internment camp survivors protest this reopening every day. I used to idly wonder whatever happened to all the internment camp survivors. Why did they disappear? Why didn’t they ever speak out? At the demonstration, protester Tom Ikeda said, “We need to be the allies for vulnerable communities today that Japanese Americans didn’t have in 1942.” We were always here.

SETs are the engineers involved in enabling testing at all levels of the Google development process we just described. SETs are Software Engineers in Test. First and foremost, SETs are software engineers and the role is touted as a 100 percent coding role in our recruiting literature and internal job promotion ladders. It’s an interesting hybrid approach to testing that enables us to get testers involved early in a way that’s not about touchy-feely “quality models” and “test plans” but as active participants in designing and creating the codebase. It creates an equal footing between feature developers and test developers that is productive and lends credibility to all types of testing, including manual and exploratory testing that occurs later in the process and is performed by a different set of engineers.

It is a matter of legal record that, for years, the CEOs of Apple, Intel, Google, Pixar, and other Silicon Valley firms operated something very much like a cartel against their own employees. In a scandal that journalists now call “the Techtopus,” these worthies agreed to avoid recruiting one another’s tech workers and thus keep those workers’ wages down across the industry. In 2007, in one of the most famous chapters of the Techtopus story, the famous innovator Steve Jobs emailed Eric Schmidt, demanding that this CEO and friend of top Democrats do something about a Google recruiter who was trying to lure an employee away from Apple. Two days later, according to the reporter who has studied the case most comprehensively, Schmidt wrote back to Jobs to tell him the recruiter had been fired. Jobs then forwarded Schmidt’s email around with this comment appended: “:)

enablers I know: results-oriented high achievers. They have real experience working with customers, communities, and constituents. They are practical. They are hardworking. They always have an appetite to make things better. They have a diverse set of jobs in their career that can be tied together with an enablement theme. They are great storytellers. They are mentors. They are technical. They are not afraid to roll up their sleeves and do hard work. They work many thankless hours. Q is all of the above and an inspiration to us all. How do we find and develop more people like Q in corporations? How do we make sure that every team, every department, and every company has their quota of enablers met? If we agree that having more enablers in our businesses will yield great results and build culture, then the next step is to recruit, develop, and mentor more enabler leaders.

Manson attracted the attention of another woman, Patricia Krenwinkel, on Manhattan Beach in 1967. Krenwinkel later said that Manson was the first person who had ever told her she was beautiful and that she had sex with him on the first night they met. Thoroughly transfixed by Manson and desperate to become one of his girls, Krenwinkel left her job, car, apartment, and last paycheck behind and returned with the budding family to San Francisco. Krenwinkel gave Manson her father’s credit card and the foursome survived for a while by stealing and writing bad checks. Susan “Sadie” Atkins was the next woman to join the Manson Family. Atkins was an ex-convict who was supporting herself by topless dancing. Manson was drawn to Atkins when he learned that she had danced in a cabaret led by the self-styled leader of the Satanic Church, Anton LaVey. Atkins was a heavy drug-user when she met Manson and was easily convinced to join his family and to set about recruiting more members, preferably male. Atkins was able to lure Bruce Davis to join the family in the fall of 1967, the first male member and a man who was later described as Manson’s right-hand man. Davis met the family when they were in Oregon. Manson had traded his minibus for a full-size yellow school bus and had taken his family on a tour of the American West; he had decided the family should move to Los Angeles. The Haight had become too dangerous, Manson said, life would be better for the family in L.A. What he didn’t tell his family was that the real reason he wanted to move to Los Angeles was to pursue his dreams of stardom. Charles Manson was looking for a record deal.

The relationship of employment and inflation is a funny thing... "Government’s stated goal in this respect is to maintain the economy at full employment. That has the benefit of keeping most citizens happy, while contributing tax to the general good. However, if everyone is in a job the only way a new or growing business can recruit additional staff is to poach from other organizations, usually by offering higher wages. That in turn feeds into inflation..." Barrow, Colin. The 30 Day MBA: Your Fast Track Guide to Business Success (p. 235). Kogan Page. Kindle Edition.

...this is hard to explain, but it's not a government operation, the Kennedy thing [assassination]. I've been in government my whole life, and I've seen a lot of slimy deals go down, and the one characteristic they all have is stupidity and simplicity; once you pick at them, they start to unravel. People rat each other out. They leave evidence lying around. They buy yachts they can't afford. And let's face it, you want to start a conspiracy in the government, who've you got to do the job? Guys who signed up to work at a desk eight hours a day for thirty years, with no chance of layoffs and a nice pension at the end. Not your top recruits for skullduggery, right? Prime example: Watergate. Now that's a government conspiracy.

It did occur to him that perhaps he’d gone to the wrong Academy – the guys in the Space Fleet always had more interesting stories to tell at the spaceport bars. You know, tales about the dude who got vaporized in a plasma accident in the engineering section, or the fella who got turned into a blob of weird space jelly by some alien virus – or the time someone flew a starship into an astor-field at warp four by mistake (they were still trying to find the black box on that one). The Imperial Space Fleet’s recruiting office sure didn’t go around advertising ‘Join up, see the universe, meet interesting aliens and die screaming’, but it was known there were risks involved. It was part of the job after all, and yet somehow, they still got recruits signing up in droves. Yes, indeedy – the stories were far more interesting than his – took a load of ore to Gorda, took a load of mining equipment back to Tordrazil. Took a load of Florpavian Flame-birds to a zoo on Deanna, took a load of machinery to Salus. Picked up and dropped off a few passengers on the way. Still, Florpavian Flame-birds were a risky cargo… and damned tricky to transport – which is probably the only reason he’d had any entertainment at all on the last trip.

Locum Pharmacist London Quality Locum Solutions are specialized at performing Pharmacist Jobs In London and an excellent assistance to our clients with a staff of dedicated recruitment specialists supplying outstanding recruitment service. applications@qualityls.co.uk Quality Locum Solutions,10 Watergate Row, Chester CH1 2LA UK Phone: 01244 555133

We’re all “storytellers.” We don’t call ourselves storytellers, but it’s what we do every day. Although we’ve been sharing stories for thousands of years, the skills we needed to succeed in the industrial age were very different from those required today. The ability to sell our ideas in the form of story is more important than ever. Ideas are the currency of the twenty-first century. In the information age, the knowledge economy, you are only as valuable as your ideas. Story is the means by which we transfer those ideas to one another. Your ability to package your ideas with emotion, context, and relevancy is the one skill that will make you more valuable in the next decade. Storytelling is the act of framing an idea as a narrative to inform, illuminate, and inspire. The Storyteller’s Secret is about the stories you tell to advance your career, build a company, pitch an idea, and to take your dreams from imagination to reality. When you pitch your product or service to a new customer, you’re telling a story. When you deliver instructions to a team or educate a class, you’re telling a story. When you build a PowerPoint presentation for your next sales meeting, you’re telling a story. When you sit down for a job interview and the recruiter asks about your previous experience, you’re telling a story. When you craft an e-mail, write a blog or Facebook post, or record a video for your company’s YouTube channel, you’re telling a story. But there’s a difference between a story, a good story, and a transformative story that builds trust, boosts sales, and inspires people to dream bigger.

Occupational Health Service UK => Quality Locum Solutions have an extremely skilled and able team who fit the current requirements of Occupational Health Services in the UK. Quality LS have a great collection of recruitment specialists. 10 Watergate Row, Chester CH1 2LD UK 01244 555133

Pharmacist Jobs In London Quality LS offers pharmacist jobs in London and an invaluable assistance to our patients with a team of dedicated recruitment professionals supplying excellent recruitment service. For full info first, you can talk via email applications@qualityls.co.uk. Quality Locum Solutions, 10 Watergate Row, Chester CH1 2LA UK Phone: 01244 555133

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.

The three key goal areas you will always have to address regarding your people are: 1. Recruiting—What people needs do I have? a. Who do I need and what do I need them to do? b. Where will I find them? 2. Training—What training needs do I have? a. Now that I have someone, how and when will I teach them what to do and how to do it well? 3. Consulting—What performance or accountability issues do I have? a. Now that my people are in the job and trained, what/how/when will they be supported and held accountable so they can excel?

One thing they didn’t tell newbies about this job during recruitment: All the damned nightmares. That walked on two feet.

ProLink is the staffing partner you can count on to help you grow personally, professionally, and financially. ProLink has incredible opportunities across a variety of professional fields.

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

Jobs’s master plan had always been to impact the entire world. That was even the term he used in 1983 to recruit John Sculley, a leader at Pepsi. “Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?

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.

The rise of “teamwork” has made it difficult to trace individual responsibility, and opened the way for new and uncanny modes of manipulation of workers by managers, who now appear in the guise of therapists or life coaches. Managers themselves inhabit a bewildering psychic landscape, and are made anxious by the vague imperatives they must answer to. The college student interviews for a job as a knowledge worker, and finds that the corporate recruiter never asks him about his grades and doesn’t care what he majored in. He senses that what is demanded of him is not knowledge but rather that he project a certain kind of personality, an affable complaisance.

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.

Today, more than 97% of recruiters use LinkedIn and its powerful search and filtering functionality to source job candidates, and the network also creates value for the hundreds of millions of professionals who use it to manage their personal brands. If LinkedIn had tried to simply replace recruiters with technology, they wouldn’t have a business today.

Daniel Koehler, the bearded and bespectacled director of the German Institute on Radicalization and De-Radicalization Studies, began thinking about the problem of violent extremism while he was still in his teens, watching neo-Nazi skinhead cliques at his Brandenburg high school. He began his career working with right-wing violent extremists, and when he later expanded his work to include jihadists, he found striking similarities. Recruiters, whether speaking the language of religious extremism or white supremacy, encourage a narrowing worldview based on intolerance. Koehler has said, ‘a de-pluralization of political values and ideals.’ They persuade the people they target that their own problems are linked to larger, fictitious struggles, like the ‘global struggle against Islam by the infidels…or the destruction of Aryan race through immigration.’ A deft recruiter can braid someone’s loneliness, or struggle to find a girlfriend or a job, into an extremist’s worldview. Slowly the target’s isolation, disappointment, and anger melds in their minds with a larger struggle. The pitch, explained Koehler, is that by building a caliphate or Aryan society, ‘then all of these problems would go away.

Apple was criticized for extractive pricing policies, offshoring jobs, exploiting its retail staff, abrogating responsibility for factory conditions, colluding to depress wages via illicit noncompete agreements in employee recruitment, institutionalized tax evasion, and a lack of environmental stewardship—just to name a few of the violations that seemed to negate the implicit social contract of its own unique logic.

In a high-performance environment, paying top of market is most cost-effective in the long run. It is best to have salaries a little higher than necessary, to give a raise before an employee asks for it, to bump up a salary before that employee starts looking for another job, in order to attract and retain the best talent on the market year after year. It costs a lot more to lose people and to recruit replacements than to overpay a little in the first place.

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 founder of eHarmony, Neil Clark Warren, wants to get into matching people with the perfect job or the perfect financial adviser or even the perfect friend. That may be good business, but you have to wonder whether this effort will work any better for recruiters and job seekers than it does for singles.

Then Jee started losing her mind. We are not guaranteed perfect sanity on this job. In fact, the recruiter warned me specifically about that two years ago, when I became a succubus. We get the perfect body, a fat salary, a credit card, and a place to live. If we have issues, that’s what money is for—to pay for a shrink if we need one. Yeah, I can just see that first session. Hi, I work for hell, do you take Visa?

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.

Misery wreaks havoc. The yawning gap between this place and the rest of the country is unfathomable to anyone who has not experienced it. Boko Haram recruits them like child's play because the sect at least offers a tangible, immediate solution. As shocking as we might find it, their message appeals to some. Dying for God is more thrilling than dying of hunger, humiliation, or because the neighbourhood dispensary has run out of antibiotics. Maybe one day someone will study just how personally distressed one must be to weaponise faith against one's own people, but that is not my job.

I use job interviews for two things. First, to recruit people. Second, to get some help with my work. I give job candidates problems I can’t