Professional Recruiting Quotes

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

The effect of education on political attitudes is complicated, for democratic society. The self-professed aim of modern education is to "liberate" people from prejudices and traditional forms of authority. Educated people are said not to obey authority blindly, but rather learn to think for themselves. Even if this doesn't happen on a mass basis, people can be taught to see their own self-interest more clearly, and over a longer time horizon. Education also makes people demand more of themselves and for themselves; in other words, they acquire a certain sense of dignity which they want to have respected by their fellow citizens and by the state. In a traditional peasant society, it is possible for a local landlord (or, for that matter, a communist commissar) to recruit peasants to kill other peasants and dispossess them of their land. They do so not because it is in their interest, but because they are used to obeying authority. Urban professionals in developed countries, on the other hand, can be recruited to a lot of nutty causes like liquid diets and marathon running, but they tend not to volunteer for private armies or death squads simply because someone in a uniform tells them to do so

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.

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.

Parallel to the idea of the US Constitution as covenant, politicians, journalists, teachers, and even professional historians chant like a mantra that the United States is a “nation of immigrants.” From its beginning, the United States has welcomed—indeed, often solicited, even bribed—immigrants to repopulate conquered territories “cleansed” of their Indigenous inhabitants. From the mid-nineteenth century, immigrants were recruited to work mines, raze forests, construct canals and railroads, and labor in sweatshops, factories, and commercial farm fields. In the late twentieth century, technical and medical workers were recruited. The requirements for their formal citizenship were simple: adhere to the sacred covenant through taking the Citizenship Oath, pledging loyalty to the flag, and regarding those outside the covenant as enemies or potential enemies of the exceptional country that has adopted them, often after they escaped hunger, war, or repression, which in turn were often caused by US militarism or economic sanctions. Yet no matter how much immigrants might strive to prove themselves to be as hardworking and patriotic as descendants of the original settlers, and despite the rhetoric of E pluribus unum, they are suspect. The old stock against which they are judged inferior includes not only those who fought in the fifteen-year war for independence from Britain but also, and perhaps more important, those who fought and shed (Indian) blood, before and after independence, in order to acquire the land. These are the descendants of English Pilgrims, Scots, Scots-Irish, and Huguenot French—Calvinists all—who took the land bequeathed to them in the sacred covenant that predated the creation of the independent United States. These were the settlers who fought their way over the Appalachians into the fertile Ohio Valley region, and it is they who claimed blood sacrifice for their country. Immigrants, to be accepted, must prove their fidelity to the covenant and what it stands for.

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.

It doesn’t need a Che Guevara to raise a guerrilla army. The leaders have already been elected to state, local, and federal governments. Sympathizers have been infiltrated into our media establishment, entertainment industry, big tech, academia, even professional sports. Breitbart was right, ‘politics is downstream from culture.’ “You don’t need to take up arms in this war. Their weapons are hurled from social media platforms from which there is no defense and the assassinations are character assassinations. Public executions come not from a slice of the guillotine but by tweet, gleefully cheered on by the mob. You can fight it from your mom’s basement as you eat Cheetos and collect an unemployment check from the very government you seek to destroy. It doesn’t take courage, moral or physical, nor does it take resiliency. In fact, it takes the opposite of those once-lauded traits. It takes apathy. You don’t have to be creative, well-read, in shape, resourceful, or strong. The weaker your mind and body the better. You can be taken advantage of. You are ripe for recruitment. Racism is the witchcraft of the twenty-first century, and cancel culture is the stake at which you are burned.

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.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

Step four is to proselytize the intelligentsia who fund political campaigns and shape opinions in the press. Outlier scientists are recruited to publish in phony journals and speak at conferences of physicians, lawyers, and other professionals, emphasizing the controversy and sowing “uncertainties” and denial, thus using peer-pressure to create true believers among the influential opinion leaders.

Nervously I tried to check my reflection in the opaque window of the front door. I had an idea that equerries to Her Royal Highness the Princess of Wales were several inches taller than me in their Gucci loafers and carried a reassuring air of Labradors and sports cars. They certainly did not lose their cuff links. Summoning up all my stiffening thoughts, I pressed the bell. I could not hear if it had rung, so after several minutes I pressed it again, just as the door opened to reveal the Prince of Wales’s butler. He was about my height and wore a dark blue jacket with the Prince of Wales’s monogram on the lapels. He looked politely unimpressed. “Oh yes,” he said. “Come in.” Later, I came to know Harold Brown well and grew to admire his professionalism. At home and abroad, he quietly bore the hundreds of little stresses that came with dealing with his royal employers at their less attractive moments. His gift as a mimic had me crying tears of laughter into my whiskey on many foreign tours. That afternoon, however, he was every inch the guardian of his master’s privacy and impassively allowed me to follow him to the Equerries’ Room where I was to await the royal summons. Like so much of the apartment, although undeniably comfortable and well appointed, the Equerries’ Room was dark. Clever effects had been achieved with concealed lighting, pastel colorings, and flowers, but the overriding impression was one of pervasive gloom. Two people were already there—the Princess’s lady-in-waiting, Anne Beckwith-Smith, and her current equerry, Richard Aylard. They were there to examine me as a possible recruit to their exclusive way of life. During the last few days they had been examining five others as well, of course, so they were understandably distant, if polite. I was polite too—this was surely part of the selection process—and determined, like the butler, to look unimpressed. But I did need to go to the loo. Badly. Groping in the semigloom of the cloakroom, I became the latest visitor to fumble for the trick light switch on a fiendish trompe l’oeil before finding the real switch on the wall behind me.

Soon after DIVA’s recruitment, Nate had committed the unthinkable operational transgression by sleeping with her. Risking everything. Risking her, his agent’s life. Risking a career that kept him whole and independent, risking the work that defined him. But her blue eyes and edgy temper and wry smile had blinded him. Her ballerina’s body was matchless and responsive. Her passion for her country and her rage at those who coveted power had him in awe of her. And he could still hear the way she said his name—Neyt. Their lovemaking had been drastic, clutching, urgent, guilty. They were professional intelligence officers and both knew how badly they were behaving. Typically, Dominika didn’t care. As a woman, she desired him outside the limits of the agent–case officer relationship. Nate could not—would not—commit to such an arrangement, for he worried about his standing, about operational security, about tradecraft. The irony of the situation was not lost on either of them: The hidebound Russian was more willing to break the rules to feed their passion than was the informal, loose-limbed American. But until she reappeared, until he knew she was still alive, Nate had a new Russian to handle.

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our learners are disproportionately likely to come from independent or suburban schools serving affluent students. Perhaps we aren’t offering the right courses or marketing in the right way to recruit learners serving the most vulnerable learners, or perhaps educators in well-resourced schools simply have more time and professional development support to take our courses. Social inequality is a tenacious feature of educational systems.

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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.

such figures as Bill Clinton, Al Gore, Joe Lieberman, and Terry McAuliffe, has long been pushing the party to forget blue-collar voters and concentrate instead on recruiting affluent, white-collar professionals who are liberal on social issues. The larger interests that the DLC wants desperately to court are corporations, capable of generating campaign contributions far outweighing anything raised by organized labor. The way to collect the votes and—more important—the money of these coveted constituencies, “New Democrats” think, is to stand rock-solid on, say, the pro-choice position while making endless concessions on economic issues, on welfare, NAFTA, Social Security, labor law, privatization, deregulation, and the rest of it. Such Democrats explicitly rule out what they deride as “class warfare” and take great pains to emphasize their friendliness to business interests. Like the conservatives, they take economic issues off the table. As for the working-class voters who were until recently the party’s very backbone, the DLC figures they will have nowhere else to go; Democrats will always be marginally better on economic issues than Republicans. Besides, what politician in this success-worshiping country really wants to be the voice of poor people? Where’s the soft money in that?

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Undaunted by Washington bureaucracy, Donovan had recruited an impressively eclectic array of talent for his new spy agency—from Ivy League adventurers and society girls to safecrackers and professional

Undaunted by Washington bureaucracy, Donovan had recruited an impressively eclectic array of talent for his new spy agency—from Ivy League adventurers and society girls to safecrackers and professional killers.

Control rose. He needed a moment to tamp down his temper. This was perilously close to insubordination, and rather than lash out, he went across to the mantelpiece and adjusted the photograph of his family. He spoke carefully: “What’s the Group for, Milton?” “Framing. Extortion. Elimination.” “Jobs that are too dirty for Her Majesty’s security services to touch.” “Quite so, sir.” “And your job?” “Cleaner.” “Which means?” “‘From time to time Her Majesty’s government needs to remove people whose continued existence poses a risk to the effective conduct of public order. The government requires particularly skilled professionals who are prepared to work on a non-attributable basis to deal with these problems.’ Cleaners.” He smiled without humour. That was the job description he had used when he recruited him all those years ago. All those neutral euphemisms, all designed to make the job easier to palate. “It takes a special kind of man to do that kind of work. There are so few of you—and, unfortunately, that makes you rather difficult to replace.” He paused. “Do you know how many people you’ve eliminated for me?

Between these amorphous hacker groups and the PLA’s network professionals lies a murky middle layer whose shape, not surprisingly, is indistinct, but whose mission—information warfare (IW)—is not. In 1998 the PRC launched what may have been its first experiment with a cybermilitia: a forty-person unit in a state-owned enterprise in Datong City, Shanxi Province, which had a rich talent pool drawn from some twenty universities, institutes, and companies.48 Militias are neither official government cadres nor freelance hackers. They operate in ambiguous space, connected to one or another government office by a loose string. A twitch of a government finger tightens the string, either to restrain or direct an operation. The PLA has been actively creating IW militias since about 2002, recruiting from universities, research institutes, and commercial IT companies, especially telecom firms. Some accounts call these cadres an “active reserve,” comprising eight million network operators under direct state control.

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

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the South Africans were fighting a conventional war in Angola, a counterinsurgency war in Namibia, an unconventional war in Mozambique, and localized civil disturbances within South Africa. All good reasons to recruit professional soldiers attracted by proper compensation, especially when the permanent force was mostly officers.

As our society has become more casual, the line between a person’s personal life and professional life has become blurred, especially with the advent of social media. Personal information, your manners (or lack thereof), opinions, and pictures of your private life are available for all the world to see. HR directors, recruiters, and potential employers will often ascertain a person’s manners and moral compass from their online presence.

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Civil-military relations in modern America are characterized more by paradox than by consistency: ordinary Americans support the military more than ever but know less about it than ever. In Washington, senior government policymakers simultaneously overestimate the military’s capabilities and mistrust the military leadership. The US military is widely viewed as the strongest military in the history of the world, but military leaders view conventional military tools as less and less useful for dealing with the complex security threats we face today. Meanwhile, although the military itself is more professional than ever, its internal structures—from recruiting, training, and education to personnel policies—lag badly behind those in most civilian workplaces, making it difficult for the military to change from within. These paradoxes both reflect and contribute to an underlying conundrum. In today’s world, where security challenges increasingly stem from nonstate actors, the cyber domain, the diffuse effects of climate change, and similar nontraditional sources, it is growing ever more difficult to clearly define the US military’s role and mission. We no longer have a coherent basis for distinguishing between war and “not war,” or between military force and other forms of coercion and manipulation. In such a context, we no longer know what kind of military we need, or how to draw sensible lines between civilian and military tasks and roles.

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

Furthermore, once created, a cultural resource generates public debates whose forms, tones, and terms differ considerably from those used by scientists involved in the production of the scientific knowledge that gave birth to this resource. The arguments used in scientific disputes (logic, verifiability, controlled experiment, disciplinary consensus, technical apparatus, negotiated and agreed upon standards of measurement and presentation, and so on) lose their convincing power and are replaced by such 'social' arguments as economic utility, political expediency, ideological conformity, traditional authority, and cultural affinity. A cultural resource acquires a life of its own, evolving in accord with its own environment (of which science per se constitutes only a small part). The transformation of scientific knowledge into a cultural resource thus undermines scientists' control over their 'products' and its applications. It opens the scientific discipline from which this cultural resource emerged to invasion by 'outsiders' - whether competing disciplinary groups or politicians - eroding its professional autonomy, disciplinary boundaries, and established scientific cultures. Yet it also helps set the agendas of future research and recruit new generations of practitioners by firing up people's imaginations with fantastic tales of scientific pursuits, be it a search for a cancer cure or a quest for immortality.

Malcolm Gladwell book, Outliers. In it, he notes a well-documented Canadian study that shows kids born in January tend to make better grades and score more goals in sports than those born later in the year. The reason, he deduces, is that grade-school kids who were born just after the cut-off date for the school year (January) are always a year older than the kids who were born just before it (December), thus having a full year of mental and physical advantages.   The January kids aren’t naturally brighter and more physically capable than kids born in November and December. They’re just a year older. In elementary school, one year is a lot.   The school system doesn’t see that, so the January kids get labeled as gifted, while the December kids are called slow. Once established, those categories are hard to break out of. The gifted kids get enrolled in advanced classes, increasing the pace of their education and making the gap between them and the December kids bigger.   The physically larger January kids are recruited by better PeeWee teams, then better High Schools and colleges. That’s why, as shown in Gladwell’s book, professional sports leagues – and hockey leagues in particular – have an inordinately high percentage of athletes that were born in the first three months of the year and a much lower percentage of December birthdays.

Hamas seeks to derive prestige and political profit from social welfare activism precisely by maintaining the professionalism and integrity of such institutions rather than politicizing them. It appears to understand better than others that if schools and medical clinics developed a reputation as recruitment centres, and services were provided in exchange for support, the crown jewels of the Islamist movement would be irretrievable debased in exchange for short-term gains of dubious value. [Quoting the International Crisis Group]

Grit is an essential ingredient in your leadership team. When you are recruiting and considering a person for a leadership position, ask them to describe challenges they have faced. See how they handled outright failure. Did they drive ahead? Did they make tough decisions that were painful in the short run, but necessary for the survival of their team? Did they do this over and over again? If yes, they have grit. I respect grit in others. You should too.

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

In 2019 the Department of Justice arrested the head of its New York office on a charge of conspiracy to commit visa fraud.82 The indictment gave an invaluable insight into CAIEP’s recruitment of scientists, engineers, IT specialists and others to return to China with their workplaces’ intellectual property. Building on united front work, the CAIEP works with ethnic Chinese professional associations, ‘friends’ in US universities, and Confucius Institutes, all in close collaboration with Chinese consulates.

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To address this issue, LinkedIn layered an additional interaction on top of its core interaction: It began allowing users to organize themselves into groups and start discussions. This second form of interaction didn’t achieve the popularity LinkedIn had hoped for either. Given the self-promotional behavior that a professional network encourages, the loudest users in the groups were often also the most obnoxious. So LinkedIn went on to add a further interaction, partly driven by the quest to monetize the platform: it allowed recruiters to use the site to target candidates, and advertisers to target ads to relevant professionals. Later still, LinkedIn created another interaction when it allowed thought leaders, and subsequently all users, to publish posts on LinkedIn for others to read, effectively turning the site into a publishing platform. This combination of many forms of interaction gives users more reasons to visit LinkedIn.

Looting and its attendant calamities (arson, rape, torture) become routine operations for the “combatants,” who are soon more akin to vampires than to soldiers. Even the regular armies—and here the parallel with the Thirty Years’ War is inescapable—all use militias to supplement or reinforce their own capacity. After a while there is a kind of “blending” between the so-called regular forces (who in Africa are usually poorly paid and poorly disciplined) and the militias they have recruited as auxiliaries. This blending leads more to the de-professionalization of the regular forces than to the professionalization of the militias. This was a key factor in the grotesque fighting between the Rwandese and Ugandan armies in Kisangani, where the invaders seemed to have lost even the most elementary vision of what they were doing in the Congo and turned to fighting each other like dogs over leftover bones.

Like a shepherd and sheep, its principle is simple, redirection towards the obligatory path, and speaking of Ozcan, he is the most proficient in this game. Watch the professionals do it in the reorientation of functional organizations. There is no need to recruit them all, it is enough for them to do what a shepherd does with a flock of sheep; blocking the roads in front of them, putting a dog in one place, standing and waving his stick in another place, to force them to take the path he wants, towards the barn. And if you spoke to one of them, it would swear to you that it is going the way it wants, which it chose with its full will, or chosen for them by their leader at the forefront of the herd, who knows the secrets of the ways, believing that they go the way they want. He decided that he should play the game according to its laws since they are sheep, so do not try to address them or convince them, but rather direct them to where you want. He did not know anything about deterministic algorithms at the time, his decision was based on his innate, something inside him. He succeeded, however, by making a butterfly flutter, far away. Some straying out of the Shepherd’s path, then another artificial flutter associated with the first to accelerate the process, and then a third, and a fourth, then the chaos ensued, and the hurricanes blew up all the inevitable of Alpha Headquarters. A butterfly fluttered where no one was watching, he studied and planned it carefully. Words by a revolutionary Palestinian poet, Mahmoud Darwish, summarized the whole story… Throw a stone into the stagnant water, rivers will break out Ring your bells in the kingdom of silence and sing your anthem And let the wall of fear break into dust like pottery

To repair the agency’s standing with potential applicants, NASA brought on a celebrity spokesperson—none other than Nichelle Nichols, the former Lieutenant Uhura on Star Trek. Relentless in her recruitment efforts, Nichols made her case across fifteen colleges and universities, thirty-four professional organizations for women and minorities, and in nearly forty radio and television appearances, like the one Ron McNair had seen.81,82 By the end of Nichols’s campaign, NASA was buried under eight thousand applications.

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replaced by what felt like a dispiriting uniformity, the kind of overwhelmingly white and male tableau I’d encountered so many times in my life—especially in the more privileged spaces, the various corridors of power I’d somehow found my way into since leaving my childhood home. What I knew from working in professional environments—from recruiting new lawyers for Sidley & Austin to hiring staff at the White House—is that sameness breeds more sameness, until you make a thoughtful effort to counteract it.

This is due partially, I think, to the Democratic Party’s more or-less official response to its waning fortunes. The Democratic Leadership Council (DLC), the organization that produced such figures as Bill Clinton, Al Gore, Joe Lieberman, and Terry McAuliffe, has long been pushing the party to forget blue-collar voters and concentrate instead on recruiting affluent, white-collar professionals who are liberal on social issues.

The few business families that have beaten these odds all understood the need for structures. They created a unifying family mission, established a family governance system, and often recruited professional managers. In nearly all successful multi-generational family firms, one branch of the family clearly became dominant. The Al Saud have adopted all of these strategies.

Our Marine drill sergeant was the most professional looking soldier I have ever seen. His uniform was so perfectly pressed and starched that he looked like one of those full-size cardboard Marines propped up in the window of the Marine Corps Recruiting Centers. Our instructor was African-American but wasn’t the least bit intimidated by this unruly and disrespectful group of white guys. He was accustomed to training officer candidates who had no official rank, but instructing a class of commissioned officers who all out-ranked him didn’t seem to soften his techniques. He was extremely serious and barked out all of his commands, which got the attention of even the most disruptive members of our group. He knew we were all officers on paper and that his job was to make us start looking and acting like officers." (page 137)

Hayek also thought that any collectivist system would inevitably give rise to cries for greater equality. It was simply not possible in a collectivist system to advocate for any other principle of distributive justice. Efforts for greater equality, however, would incite the lower middle class to seek more at the expense of the established middle class and unsuccessful professionals to seek more at the expense of successful professionals. It was the resentments of these groups, Hayek argued, that provided much of the fuel and many of the recruits for fascism and National Socialism.

recruitment programs that strive to bring mid-career professionals, military veterans, and minorities into the classroom.

The best alternative provision schools develop a thick seam of expertise in behaviour management. It takes time, investment and wise recruitment, but once formed it becomes an unassailable wall of calm, consistency and certainty. It is no coincidence that the very best alternative provision schools in the UK have spent years finding and developing the right adults, then holding on to them and growing their own. They have a knack of finding and training remarkable heroes: teachers and support professionals who will dodge a chair, soak up angry abuse and, moments later, inspire learning with delicate encouragement.

At the same time, the phenomenological experience of confronting these performers always testifies to the extent to which people relentlessly exceed the categories under which they have been recruited. Using amateurs is essential in this regard, for it ensures that delegated performance will never assume the seamless character of professional acting, and keeps open a space of risk and ambiguity. That this amateurism nevertheless provokes a sense of moral outrage betrays the extent to which institutional perversion has been internalised as fully normal, while that of the artists comes across as unacceptable. The logic is one of fetishistic disavowal: I know that soci- ety is all-exploiting, but all the same, I want artists to be an exception to this rule. When artists make the patterns of institutional subordination that we undergo every day both visible and available for experiential pleasure, the result is a moral queasiness; and yet the possibility of this also being a source of jouissance and a ‘tool’ is precisely the point of Klossowski’s disturbing analysis. What becomes thinkable if the pleasure of reification in these works of art is precisely analogous to the pleasure we all take in our own self-exploitation?

study conducted by the recruiting firm Korn Ferry found that many people, while perhaps not obsessive, want to be challenged. The researchers examined why professionals leave their jobs and found a variety of reasons, with the most common being boredom. One-third of the respondents said they wanted to do something that would more fully challenge them.34 They would take the risk of moving to another job in hopes of doing work that would better utilize their skills and allow them to grow as professionals. This was more important than other motivators, including the desire to make more money. For them, being bored is worse than being underpaid

Jeremy Lamph is passionate about sports and has participated in many teams at a high level. He is particularly passionate about golf and has also played on a local professional level. Jeremy Lamph is currently the Senior Vice President of JLE Industries which is valued at 62 million dollars. He hopes to direct the company towards a valuation of 100 million dollars in 2020.

Later in 1923, he was one of forty-six Bolsheviks of the Left who signed a secret memorandum to the Politburo which spoke of “the ever-increasing, and now scarcely concealed, division of the party between a secretarial hierarchy and ‘quiet folk,’ between professional party officials recruited from above and the general mass of the party which does not participate in the common life.”[483]

According to the findings, the most effective team building practices in creation of virtual networks of practice are: ‘(1) recruitment and selection; (2) training and development; (3) rewards and recognition; (4) supervisory support; (5) rules regarding knowledge disclosure; (6) time pressure; and (7) collaborative programs and projects (Jolinka and Dankbaar

Wikipedia: Unofficial Collaborator The great range of circumstances that led to collaboration with the Stasi makes any overall moral evaluation of the spying activities extremely difficult. There were those that volunteered willingly and without moral scruples to pass detailed reports to the Stasi out of selfish motives, from self-regard, or from the urge to exercise power over others. Others collaborated with the Stasis out of a sincerely held sense of duty that the GDR was the better Germany and that it must be defended from the assaults of its enemies. Others were to a lesser or greater extent themselves victims of state persecution and had been broken or blackmailed into collaboration. Many informants believed that they could protect friends or relations by passing on only positive information about them, while others thought that provided they reported nothing suspicious or otherwise punishable, then no harm would be done by providing the Stasi with reports. These failed to accept that the Stasi could use apparently innocuous information to support their covert operations and interrogations. A further problem in any moral evaluation is presented by the extent to which information from informal collaborators was also used for combating non-political criminality. Moral judgements on collaboration involving criminal police who belonged to the Stasi need to be considered on a case by case basis, according to individual circumstances. A belief has gained traction that any informal collaborator (IM) who refused the Stasi further collaboration and extracted himself (in the now outdated Stasi jargon of the time "sich dekonspirierte") from a role as an IM need have no fear of serious consequences for his life, and could in this way safely cut himself off from communication with the Stasi. This is untrue. Furthermore, even people who declared unequivocally that they were not available for spying activities could nevertheless, over the years, find themselves exposed to high-pressure "recruitment" tactics. It was not uncommon for an IM trying to break out of a collaborative relationship with the Stasi to find his employment opportunities destroyed. The Stasi would often identify refusal to collaborate, using another jargon term, as "enemy-negative conduct" ("feindlich-negativen Haltung"), which frequently resulted in what they termed "Zersetzungsmaßnahmen", a term for which no very direct English translation is available, but for one form of which a definition has been provided that begins: "a systematic degradation of reputation, image, and prestige in a database on one part true, verifiable and degrading, and on the other part false, plausible, irrefutable, and always degrading; a systematic organization of social and professional failures for demolishing the self-confidence of the individual.

It took me two more decades of persistent effort to switch my professional career entirely to wildlife biology: first graduating from the University of Florida, and then being hired to work in India for the New York-based Wildlife Conservation Society (WCS). Tata was truly happy at this outcome. Tata had originally seeded this interest in natural history in my heart. In 1963, he had given me George Schaller's book on gorillas, saying, 'Read about this remarkable man and his dedication to wildlife.' Once again, it was in Tata's collection of LIFE magazines in 1965 that I read Schaller's article titled 'My Year With Tigers', which made me set my heart on becoming a tiger biologist. This chain of events came full circle when George Schaller recruited me off the University of Florida campus to join WCS in 1988 at the ripe old age of forty.

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Next came the professional evaluation, for which Trump would have had to meet with an experienced operative at least three or four times. “In terms of his personality,” Shvets added, “the guy is not a complicated cookie, his most important characteristics being low intellect coupled with hyperinflated vanity. This combination makes him a dream for an experienced recruiter.

Another way in which second interviews differ from first interviews is that the questions become much more specific and technical. The company must now test the depth of your knowledge of the field, including how well you're able to apply your education and work experience to the job at hand. At this stage, the interviewer isn't a recruiter. You may have one or more interviewers, each of whom has a job related to the one you're applying for. Typically, these interviewers will represent your potential boss, professional peer group, or executives who oversee the work group. The second round of interviews can last one to two days, during which you might meet with as few as two or three people or as many as fifteen or more over the course of the visit. These interviews typically last longer than initial interviews.

Talk with people outside the company who hire, train, or supervise others doing the same job. Ask what makes an employee great in this position. Talk with employment specialists, recruiters, headhunters, résumé writers, and staffing professionals who work in the field, to discover what employers value most in the job.

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