Recruitment And Selection Quotes

Director recruitment and selection is a critical process in shaping the composition and effectiveness of a board, laying the foundation for ethical governance and responsible leadership.

I'll bet the Catholic Church lost out on a lot of would-be nuns when they started dressing like ordinary meter maids.

Director recruitment and selection is not merely about filling vacancies; it's about building a high-performing and ethical board that can provide effective oversight, guide strategic decision-making, and contribute to the long-term success of the organization.

Why Do People become Shadowhunters, by Magnus Bane This Codex thing is very silly. Downworlders talk about the Codex like it is some great secret full of esoteric knowledge, but really itès a Boy Scout manual. One thing that it mysteriously doesnèt address is why people become Shadowhunters. And you should know that people become Shadowhunters for many stupid reasons. So here is an addition to your copy. Greetings, aspiring young Shadowhunter-to-be- or possibly already technically a Shadowhunter. I canèt remember whether you drink from the Cup first or get the book first. Regardless, you have just been recruited by the Monster Police. You may be wondering, why? Why of all the mundanes out there was I selected and invited to this exclusive club made up largely, at least from a historical perspective, of murderous psychopaths? Possible Reasons Why 1. You possess a stout heart, strong will, and able body. 2. You possess a stout body, able will, and strong heart. 3. Local Shadowhunters are ironically punishing you by making you join them. 4. You were recruited by a local institute to join the Nephilim as an ironic punishment for your mistreatment of Downworlders. 5. Your home , village, or nation is under siege by demons. 6. You home, village, or nation is under siege by rogue Downworlders. 7. You were in the wrong place at the wrong time. 8.You know too much, and should be recruited because the secrecy of the Shadow World has already been compromised for you. 9. You know too little; it would be helpful to the Shadowhunters if you knew more. 10. You know exactly the right amount, making you a natural recruit. 11. You possess a natural resistance to glamour magic and must be recruited to keep you quiet and provide you with some basic protection. 12. You have a compound last name already and have convinced someone important that yours is a Shadowhunter family and the Shadowhunteriness has just been weakened by generations of bad breeding. 13. You had a torrid affair with a member of the Nephilim council and now he's trying to cover his tracks. 14. Shadowhunters are concerned they are no longer haughty and condescending enough-have sought you out to add a much needed boost of haughty condescension. 15. You have been bitten by a radioactive Shadowhunter, giving you the proportional strength and speed of a Shadowhunter. 16. Large bearded man on flying motorcycle appeared to take you away to Shadowhunting school. 17. Your mom has been in hiding from your evil dad, and you found out you're a Shadowhunter only a few weeks ago. That's right. Seventeen reasons. Because that's how many I came up with. Now run off, little Shadowhunter, and learn how to murder things. And be nice to Downworlders.

Many BrainPal users find it useful to give their BrainPal a name other than BrainPal. Would you like to name your BrainPal at this time? "Yes," I said. Please speak the name you would like to give your BrainPal. "Asshole," I said. You have selected "Asshole," the BrainPal wrote, and to its credit it spelled the word correctly. Be aware that many recruits have selected this name for their BrainPal. Would you like to chose a different name? "No," I said, and was proud that so many of my fellow recruits also felt this way about their BrainPal. Your BrainPal is now Asshole, the BrainPal wrote. You may change this name in the future if you like. Now you must choose an access phrase to activate Asshole. While Asshole is active at all times it will only respond to commands after it has been activated. Please choose a short phrase. Asshole suggests "Activate Asshole" but you may choose another phrase. Please say your activation phrase now. "Hey, Asshole," I said. You have choosen "Hey, Asshole." Please say it again to confirm. I did. Then it asked me to choose a deactivation phrase. I chose (of course) "Go away, Asshole." Would you like Asshole to refer to itself in the first person? "Absolutely." I said. I am Asshole. "Of course you are.

Selection starts even before the formal interview process.

We wanted to select our own labour.  In another year the time will be up for most of the original gang.  You see, they were recruited during the first year of Berande, and their contracts expire on different months. 

Much individual and organisational time can be wasted in sifting through unsuitable applications,

Thanks largely to the attempts to integrate women into the armed forces of many modern countries, the physical differences between the sexes have been precisely measured.[296] One study found the average U.S. Army female recruit to be 12 centimeters shorter and 14.3 kilograms lighter than her male brethren. Compared to the average male recruit, females had 16.9 fewer kilograms of muscle and 2.6 more kilograms of fat, as well as 55 percent of the upper body strength and 72 percent of the lower body strength. Fat mass is inversely related to aerobic capacity and heat tolerance, hence women are also at a disadvantage when performing activities such as carrying heavy loads, working in the heat and running. Even when the samples were controlled for height, women possessed only 80 percent of the overall strength of men. Only the upper 20 percent of women could do as well physically as the lower 20 percent of men. Had the 100 strongest individuals out of a random group consisting of 100 men and 100 women been selected, 93 would be male and only seven female.[297] Yet another study showed gthat only the upper 5 percent of women are as strong as the median male.[298]

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

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

After the First World War, the man in charge of recruitment at the Colonial Office was Major Ralph Dolignon Furse, a decorated war hero, a keen rugby and cricket player and, crucially, holder of a poor third-class degree from Oxford. Furse's selection process was designed to eliminate anyone too smart: dependability was the thing most desired. The last thing anyone wanted was for men in the field to analyse what they were doing.

your team. From among those recruited, select exceptional people and ensure their faster growth according to their mental potential, as defined by Maslow(4) (see Chapter 10) (a few exceptional people make a great difference in an organization) (see item 10.2). Participate in the various forms of your team's training, even assuming a teaching role in some cases. Establish and continuously improve a special training program for exceptional people.

The most plausible explanation is that positive illusions are a bargaining tactic, a credible bluff. In recruiting an ally to support you in a risky venture, in bargaining for the best deal, or in intimidating an adversary into backing down, you stand to gain if you credibly exaggerate your strengths. Believing your own exaggeration is better than cynically lying about it, because the arms race between lying and lie detection has equipped your audience with the means of seeing through barefaced lies. ... our brains were not selected for the benefit of the species, and no individual can afford to be the only honest one in a community of selfenhancers.

Not many of us will be able to go, because a crowd that large would draw too much attention. Evelyn won’t let us leave without a fight, so I thought it would be best to recruit people who I know to be experienced with surviving danger.” I glance at Tobias. We certainly are experienced with danger. “Christina, Tris, Tobias, Tori, Zeke, and Peter are my selections,” Cara says. “You have all proven your skills to me in one way or another, and it’s for that reason that I’d like to ask you to come with me outside the city. You are under no obligation to agree, of course.” “Peter?” I demand, without thinking. I can’t imagine what Peter could have done to “prove his skills” to Cara. “He kept the Erudite from killing you,” Cara says mildly. “Who do you think provided him with the technology to fake your death?” I raise my eyebrows. I had never thought about it before--too much happened after my failed execution for me to dwell on the details of my rescue. But of course, Cara was the only well-known defector from Erudite at that time, the only person Peter would have known to ask for help. Who else could have helped him? Who else would have known how? I don’t raise another objection. I don’t want to leave this city with Peter, but I’m too desperate to leave to make a fuss about it. “That’s a lot of Dauntless,” a girl at the side of the room says, looking skeptical. She has thick eyebrows that don’t stop growing in the middle, and pale skin. When she turns her head, I see black ink right behind her ear. A Dauntless transfer to Erudite, no doubt. “True,” Cara says. “But what we need right now are people with the skills to get out of the city unscathed, and I think Dauntless training makes them highly qualified for that task.” “I’m sorry, but I don’t think I can go,” Zeke says. “I couldn’t leave Shauna here. Not after her sister just…well, you know.” “I’ll go,” Uriah says, his hand popping up. “I’m Dauntless. I’m a good shot. And I provide much-needed eye candy.” I laugh. Cara does not seem to be amused, but she nods. “Thank you.

HE WHO MUST NOT BE NAMED RETURNS ‘In a brief statement on Friday night, Minister for Magic Cornelius Fudge confirmed that He Who Must Not Be Named has returned to this country and is once more active. ‘“It is with great regret that I must confirm that the wizard styling himself Lord – well, you know who I mean – is alive and among us again,” said Fudge, looking tired and flustered as he addressed reporters. “It is with almost equal regret that we report the mass revolt of the Dementors of Azkaban, who have shown themselves averse to continuing in the Ministry’s employ. We believe the Dementors are currently taking direction from Lord – Thingy. ‘“We urge the magical population to remain vigilant. The Ministry is currently publishing guides to elementary home and personal defence which will be delivered free to all wizarding homes within the coming month.” ‘The Minister’s statement was met with dismay and alarm from the wizarding community, which as recently as last Wednesday was receiving Ministry assurances that there was “no truth whatsoever in these persistent rumours that You-Know-Who is operating amongst us once more”. ‘Details of the events that led to the Ministry turnaround are still hazy, though it is believed that He Who Must Not Be Named and a select band of followers (known as Death Eaters) gained entry to the Ministry of Magic itself on Thursday evening. ‘Albus Dumbledore, newly reinstated Headmaster of Hogwarts School of Witchcraft and Wizardry, reinstated member of the International Confederation of Wizards and reinstated Chief Warlock of the Wizengamot, has so far been unavailable for comment. He has insisted over the past year that You-Know-Who is not dead, as was widely hoped and believed, but is recruiting followers once more for a fresh attempt to seize power. Meanwhile, the “Boy Who Lived” –

What this reveals about our universities is the operation of a pathological element. One need not ban the American flag from most of our campuses. It is more useful to deceive the world by allowing that flag to fly in a place where, all things being equal, its meaning and spirit has been abolished. In the Humanities and Social Science departments, where freedom of thought is of central importance, the American flag is more hated than loved by the faculty and the graduate students. I know this from firsthand because I was a graduate student at UC Irvine from 1986-1989. Professors there promoted Marxism, engaged in active recruitment of students amenable to Marxist ideas, and damaged the careers of those who were anti-Marxist. In those days it was done very quietly, administratively. If you dared speak up for America or economic freedom, you were persecuted. Your reputation was ruined. It is preferable to avert one’s eyes from such a situation, and very unpleasant to experience it directly; that is why those singled out for persecution were never defended. They were hung out to dry, and nobody dared interfere. Who, after all, wants trouble? This is the beauty of a quiet and selective intimidation.

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.

VW Valley is one of the final mountains one climbs on Selection--but it’s among the worst. VW stands for Voluntary Withdrawal, and when you see the mountain you can understand why people have often quit here. Steep, windswept, and boggy--and at mile thirty it is the point where many recruits quit and remove themselves from the course--broken by the sheer distance, weight, and speed. But not me. Not now. On my backside, I slid down the first steep reentrant leading into the bowl of the valley. I was using the butt of my weapon to steer me as I glissaded down the snow, and I finally slowed at the bottom, near an iced-over stream. I crossed it and started straight up the face with Trucker behind me. On and on and on--until finally at the crest I collapsed and waited for him. Trux’s feet were both badly swollen. Later on he discovered that he’d broken both of his big toes somewhere around this point. It was purely from the incessant pounding his feet were taking. He was in agony. I heard him muttering under his breath. He was mumbling Bible verses to himself. We had often both quietly prayed together before the big marches. Now we needed that help more than ever. “I am holding you by your right hand…Do not be afraid. I am here to help you.” Isaiah, 41:13. If ever I needed to hear such words it was now. It is easy to be cynical and to think you do not need help when all is going your way; but if Selection taught me anything it is that we all have our limits. To push beyond those limits sometimes requires something beyond just ourselves. That is what my faith has given me--a secret strength and help when I have needed it most.

The journey up to battle camp started badly. “If you can’t even load a bloody truck with all your kit properly, then you’ve got no bloody chance of passing what’s ahead of you, I can assure you of that!” Taff, our squadron DS, barked at us in the barracks before leaving. I, for one, was more on edge than I had ever felt so far on Selection. I was carsick on the journey north, and I hadn’t felt that since I’d been a kid heading back to school. It was nerves. We also quizzed Taff for advice on what to expect and how to survive the “capture-initiation” phase. His advice to Trucker and me was simple: “You two toffs just keep your mouths shut--23 DS tend to hate recruits who’ve been to private school.” The 23 SAS were running the battle camp (it generally alternated between 21 and 23 SAS), and 23 were always regarded as tough, straight-talking, hard-drinking, fit-as-hell soldiers. We had last been with them at Test Week all those months earlier, and rumor was that “the 23 DS are going to make sure that any 21 recruits get it the worst.” Trucker and I hoped simply to try and stay “gray men” and not be noticed. To put our heads down and get on and quietly do the work. This didn’t exactly go according to plan. “Where are the lads who speak like Prince Charles?” The 23 DS shouted on the first parade when we arrived. “Would you both like newspapers with your morning tea, gents?” the DS sarcastically enquired. Part of me was tempted to answer how nice that would be, but I resisted. The DS continued: “I’ve got my eye on you two. Do I want to have to put my life one day in your posh, soft hands? Like fuck I do. If you are going to pass this course you are going to have to earn it and prove yourself the hard way. You both better be damned good.” Oh, great, I thought. I could tell the next fortnight was going to be a ball-buster.

Out of 1,016 study subjects who’d been involved with the Moonies, 90 percent of those who’d been interested enough to attend one of the workshops where this so-called brainwashing occurred decided that the whole thing wasn’t really their cup of tea and quickly ended their Moonie careers. They couldn’t be converted. Of the remaining 10 percent who joined, half left on their own steam within a couple of years. So what made the other 5 percent stay? Prevailing wisdom would tell you that only the intellectually deficient or psychologically unstable would stick by a “cult” that long. But scholars have disproven this, too. In Barker’s studies, she compared the most committed Moonie converts with a control group—the latter had gone through life experiences that might make them very “suggestive” (“Like having an unhappy childhood or being rather low-intelligence,” she said). But in the end, the control group either didn’t join at all or left after a week or two. A common belief is that cult indoctrinators look for individuals who have “psychological problems” because they are easier to deceive. But former cult recruiters say their ideal candidates were actually good-natured, service-minded, and sharp. Steven Hassan, an ex-Moonie himself, used to recruit people to the Unification Church, so he knows a little something about the type of individual cults go for. “When I was a leader in the Moonies we selectively recruited . . . those who were strong, caring, and motivated,” he wrote in his 1998 book Combatting Cult Mind Control. Because it took so much time and money to enlist a new member, they avoided wasting resources on someone who seemed liable to break down right away. (Similarly, multilevel marketing higher-ups agree that their most profitable recruits aren’t those in urgent need of cash but instead folks determined and upbeat enough to play the long game. More on that in part 4.) Eileen Barker’s studies of the Moonies confirmed that their most obedient members were intelligent, chin-up folks. They were the children of activists, educators, and public servants (as opposed to wary scientists, like my parents). They were raised to see the good in people, even to their own detriment. In this way, it’s not desperation or mental illness that consistently suckers people into exploitative groups—instead, it’s an overabundance of optimism.

Although some scientists questioned the validity of these studies, others went along willingly. People from a wide range of disciplines were recruited, including psychics, physicists, and computer scientists, to investigate a variety of unorthodox projects: experimenting with mind-altering drugs such as LSD, asking psychics to locate the position of Soviet submarines patrolling the deep oceans, etc. In one sad incident, a U.S. Army scientist was secretly given LSD. According to some reports, he became so violently disoriented that he committed suicide by jumping out a window. Most of these experiments were justified on the grounds that the Soviets were already ahead of us in terms of mind control. The U.S. Senate was briefed in another secret report that the Soviets were experimenting with beaming microwave radiation directly into the brains of test subjects. Rather than denouncing the act, the United States saw “great potential for development into a system for disorienting or disrupting the behavior pattern of military or diplomatic personnel.” The U.S. Army even claimed that it might be able to beam entire words and speeches into the minds of the enemy: “One decoy and deception concept … is to remotely create noise in the heads of personnel by exposing them to low power, pulsed microwaves.… By proper choice of pulse characteristics, intelligible speech may be created.… Thus, it may be possible to ‘talk’ to selected adversaries in a fashion that would be most disturbing to them,” the report said. Unfortunately, none of these experiments was peer-reviewed, so millions of taxpayer dollars were spent on projects like this one, which most likely violated the laws of physics, since the human brain cannot receive microwave radiation and, more important, does not have the ability to decode microwave messages. Dr. Steve Rose, a biologist at the Open University, has called this far-fetched scheme a “neuro-scientific impossibility.” But for all the millions of dollars spent on these “black projects,” apparently not a single piece of reliable science emerged. The use of mind-altering drugs did, in fact, create disorientation and even panic among the subjects who were tested, but the Pentagon failed to accomplish the key goal: control of the conscious mind of another person. Also, according to psychologist Robert Jay Lifton, brainwashing by the communists had little long-term effect. Most of the American troops who denounced the United States during the Korean War reverted back to their normal personalities soon after being released. In addition, studies done on people who have been brainwashed by certain cults also show that they revert back to their normal personality after leaving the cult. So it seems that, in the long run, one’s basic personality is not affected by brainwashing.

As a top talent recruiter, despite the rule, it doesn’t stop you to have more applications than what you need. However, at the end of the day, you have to make the final decision, which is to accept one application only.

would do more strategic, proactive recruiting and selecting. When you are buried by the urgent and have a thousand balls in the air, it is so easy to put people that appear to have solutions into key positions. The tendency

US Navy into which young men enlisted during the late 1930s and early 1940s was decidedly white. This had not always been the case. During the latter half of the nineteenth century, African Americans served in a largely integrated American Navy and made up about 25 percent of its enlisted strength. Some thirty thousand African Americans manned Union vessels during the Civil War, with little discrimination as to duties. After segregation was legalized in 1896, African American enlistments declined and black men were increasingly relegated to the galley or engine room. After World War I, African American enlisted personnel declined further as the Navy recruited Filipino stewards for mess duties. By June 1940, African Americans accounted for only 2.3 percent of the Navy’s 170,000 total manpower. The fleet had mostly converted from coal to oil, and the vast majority of African Americans performed mess duties. Black reenlistments in technical specialties were never barred, however, and a few African American gunner’s mates, torpedo men, and machinist mates continued to serve. Amendments to the Selective Training and Service Act of 1940 guaranteed the right to enlist regardless of race or color, but in practice, “separate but equal” prejudices consigned most blacks to the Steward’s Branch. Its personnel held ratings up to chief petty officer, but members wore different uniforms and insignia, and even chief stewards never exercised command over rated grades outside the Steward’s Branch. The only measure of equality came when, just as with everyone else aboard ship, African American and Filipino stewards were assigned battle stations. Only then could they stand shoulder to shoulder with their white brothers in arms.13

Stay informed and empowered in your journey with Agniveer Female Recruitment. Receive regular updates on Selection Process, Admit Card releases, Syllabus insights, Salary details, and Results announcements. Trust Agniveer Online for timely and accurate information to guide you through each step. Prepare with confidence for a successful career path with Agniveer Female Recruitment's comprehensive updates.

Natural human sociability is built around two principles, kin selection and reciprocal altruism. The principle of kin selection or inclusive fitness states that human beings will act altruistically toward genetic relatives (or individuals believed to be genetic relatives) in rough proportion to their shared genes. The principle of reciprocal altruism says that human beings will tend to develop relationships of mutual benefit or mutual harm as they interact with other individuals over time. Reciprocal altruism, unlike kin selection, does not depend on genetic relatedness; it does, however, depend on repeated, direct personal interaction and the trust relationships generated out of such interactions. These forms of social cooperation are the default ways human beings interact in the absence of incentives to adhere to other, more impersonal institutions. When impersonal institutions decay, these are the forms of cooperation that always reemerge because they are natural to human beings. What I have labeled patrimonialism is political recruitment based on either of these two principles. Thus, when bureaucratic offices were filled with the kinsmen of rulers at the end of the Han Dynasty in China, when the Janissaries wanted their sons to enter the corps, or when offices were sold as heritable property in ancien regime France, a natural patrimonial principle was simply reasserting itself.

Ed Amies, one of my oldest and closest friends, told my simply that: “So often, God’s callings have a birth, a death, and then a resurrection.” I had had the birth, and had got stuck into Selection; I had had the death, at that fateful dam in the Welsh mountains--now was a logical time for the resurrection. If my faith stood for anything it was this: miracles really can happen. So I made the decision to try again. This time, though, I would be doing this alone. I knew that support from my family and friends would be much less forthcoming, especially from Mum, who could see the physical toll that just four months had taken. But I felt deadly serious about passing this properly now and I somehow knew that it was my last chance to do it. And no one was going to do it for me. Some two weeks later I listened to a mumbled message on my answering machine from Trucker. He’d got lost on the final part of a march. After hours of wandering aimlessly in the dark, and out of time, he had finally been found by a DS in a Land Rover, out to look for stray recruits. Trucker was dejected and tired. He, too, had failed the course. He went through the same struggle over the next few weeks that I had, and like me, he was invited by the squadron to try again. We were the only two guys to have been asked back. With greater resolve than ever, we both threw ourselves into training with an intensity that we had never done before. This time we meant business. We both moved into an old, secluded, rented farm cottage some six miles out of Bristol. And, Rocky-style, we started to train. The next Selection course (of which two are run annually) was just about to start. And just like in Groundhog Day, we found ourselves back in that old dusty gymnasium at the squadron barracks, being run ragged by the DS.

There was another whole bunch of hopefuls. They would diminish down at a startling rate. We had seen it happen before. This time, though, we were there as the “old hands.” And it helped. We knew what to expect; the mystique had gone, and the prize was up for grabs. That was empowering. It was now wintertime, and winter Selection is always considered the tougher course, because of the mountain conditions. I tried not to think about this. Instead of the blistering heat and midges, our enemies would be the freezing, driving sleet, the high winds, and the short daylight hours. These made Trucker and me look back on the summer Selection days as quite balmy and pleasant! It is strange how accustomed you become to hardship, and how what once seemed horrific can soon become mundane. The DS had often told us: “If it ain’t raining, it ain’t training.” And it rains a lot in the Brecon Beacons. Trust me. (I recently overheard our middle boy, Marmaduke, tell one of his friends this SAS mantra. The other child was complaining that he couldn’t go outside because it was raining. Marmaduke, age four, put him straight. Priceless.) The first few weekends progressed, and we both shone. We were fitter, stronger, and more confident than many of the other recruits, but the winter conditions were very real. We had to contend with winds that, on one weekend exercise, were so strong on the high ridges that I saw one gust literally blow a whole line of soldiers off their feet--including the DS. Our first night march saw one recruit go down with hypothermia. Like everyone else, he was wet and cold, but in the wind and whiteout he had lost that will to look after himself, and to take action early. He had forgotten the golden rule of cold, which the DS had told us over and over: “Don’t let yourself get cold. Act early, while you still have your senses and mobility. Add a layer, make shelter, get moving faster--whatever your solution us, just do it.” Instead, this recruit had just sat down in the middle of the boggy moon grass and stopped. He could hardly talk and couldn’t stand. We all gathered round him, forming what little shelter we could. We gave him some food and put an extra layer of clothing on him. We then helped him stagger off the mountain to where he could be picked up by Land Rover and taken to base camp, where the medics could help him. For him, that would be his last exercise with 21 SAS, and a harsh reminder that the struggles of Selection go beyond the demons in your head. You also have to be able to survive the mountains, and in winter that isn’t always easy. One of the other big struggles of winter Selection was trying to get warm in the few hours between the marches. In the summer it didn’t really matter if you were cold and wet--it was just unpleasant rather than life-threatening. But in winter, if you didn’t sort yourself out, you would quickly end up with hypothermia, and then one of two things would happen: you would either fail Selection, or you would die. Both options were bad.

Weale had joined the Scouts from the regular army within a few weeks of it being formed. The regiment’s ethos was inspired by the British SAS, with whom several of its senior officers had served, either during the Second World War or in the Malayan emergency or both, but the selection process was even more gruelling: it took seventeen days, the first five of which required living entirely off the land at a training camp on the shores of Lake Kariba. On the fifth day, candidates were given the rotten carcass of a baboon as a reward for making it that far. The few who remained after that – usually around 10 per cent – were given the most meagre of rations to survive the rest of the course to supplement their diet of living off the land. A further four weeks’ training followed, during which they were still monitored for suitability. Successful recruits therefore started out with a strong sense of camaraderie and great pride, as each man knew that the others had also gone well beyond the norms of human endurance and behaviour to become a Selous Scout.

The domain of mental testing, including the whole concept of the IQ test and its uses, owes much of its success to the U.S. Army’s need to have a way of selecting recruits for World War I.

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

The only way to ensure that Red Army recruits did not desert or run away, Trotsky had concluded, was to mount machine-guns in their rear and shoot any who failed to advance against the enemy. This was the choice he offered: possible death in the front or certain death in the rear. ‘We must put an end once and for all’, he sneered with a characteristically caustic turn of phrase, ‘to the papist-Quaker babble about the sanctity of human life.

some US firms claim a 45 per cent saving by using the Internet.

Alignment of vision, mission, values and attitudes need to be matched between you and those you choose to surround yourself with. The cost of training or replacing will be very minimal and less painful if recruitment, selection and positioning are done well. This applies even to general employment processes, whether at leadership or staff levels.

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

of the Method, ensuring their continuous growth pertaining to analysis techniques and resources (see item 3.2 and Chapters 6 and 9) as well as to perfect Daily Routine Management (see Chapter 9). Promote the team's acquisition of technical knowledge (see items 2.2, 10.1, and 10.2). Ensure the establishment and continuous improvement of a recruiting and selection system (standardize the process). Participate in the recruiting and selection of

People are innately prepared to act as members of tribes, but culture tells us how to recognize who belongs to our tribes, what schedules of aid, praise, and punishment are due to tribal fellows, and how the tribe is to deal with other tribes — allies, enemies, and clients. […] Contemporary human societies differ drastically from the societies in which our social instincts evolved. Pleistocene hunter-gatherer societies were likely comparatively small, egalitarian, and lacking in powerful institutionalized leadership. […] To evolve largescale, complex social systems, cultural evolutionary processes, driven by cultural group selection, takes advantage of whatever support these instincts offer. […] cultural evolution must cope with a psychology evolved for life in quite different sorts of societies. Appropriate larger scale institutions must regulate the constant pressure from smaller-groups (coalitions, cabals, cliques), to subvert the large-group favoring rules. To do this cultural evolution often makes use of “work arounds” — mobilizing tribal instincts for new purposes. For example, large national and international (e.g. great religions) institutions develop ideologies of symbolically marked inclusion that often fairly successfully engage the tribal instincts on a much larger scale. Military and religious organizations (e.g., Catholic Church), for example, dress recruits in identical clothing (and haircuts) loaded with symbolic markings, and then subdivide them into small groups with whom they eat and engage in long-term repeated interaction. Such work-arounds are often awkward compromises […] Complex societies are, in effect, grand natural social-psychological experiments that stringently test the limits of our innate dispositions to cooperate.

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.

Physical attributes Mental attributes Education and qualifications Experience, training and skills Personality

WHAT IS IT? The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. In 1985, the elements of the one-firm firm approach were given as: •Highly selective recruitment •A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated •Intensive use of training as a socialization process •Rejection of a "star system" and related individualistic behavior •Avoidance of mergers, in order to sustain the collaborative culture A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. • Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives •Active outplacement and alumni management, so that those who leave remain loyal to the firm •Compensation based mostly on group performance, not individual performance •High investments in research and development •Extensive intra-firm communication, with broad use of consensus-building approaches The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.

Defining landed, administrative, and political elites: Perhaps the essential element in the definition of whom to include is a matter of allowing the individuals to select themselves for analysis through their frequent involvement in local political structures (p. 103). …the greatest gentry landowners comprised the elite of landed society–the pool from which participants in administrative society were recruited. Those who held the most county offices were the most important and influential–comprising the elite of administrative society. Although there will have been exceptions, in general, the greatest gentry landowners also held the most shire posts, so landed and administrative elites were almost synonymous. The political elite would therefore be virtually the same as the administrative elite (p. 106). …the ‘political elite’ was in total 347 individuals (82 peers; 265 gentry). There were a number of individuals who served in all the region’s counties therefore comprising what could be termed a ‘regional elite’: these totalled 35 individuals (14 peers; 21 gentry). (pp. 106–7) …in reality, ‘regional’ figures common to all counties were few in number, and were mostly peers (pp. 107–8).

In early 2019, while I was still at the White House, BuzzFeed News published an article laying out the origins of the “Soros conspiracy.” It had originated in 2008, when two prominent political consultants in New York, Arthur Finkelstein and George Birnbaum, were recruited by Viktor Orbán to assist his political campaign. They had previously worked for Israeli prime minister Bibi Netanyahu, who was friendly with Orbán. Netanyahu recommended them. Finkelstein and Birnbaum decided they should create an external political enemy to help Orbán mobilize support for his bid to become Hungarian prime minister. They selected Soros, a prominent Hungarian Jew whose family had fled Budapest during the Holocaust. Soros was both famous and controversial, and still connected to Hungary.

Alarmed at a high incidence of crashes during routine flight training in the 1940s, U.S. Air Force officials looked for evidence of mechanical flaws in the planes or human error perhaps inadvertently introduced by their curriculum, but the cause of the crashes remained mysterious. At last, officials commissioned a lieutenant trained as a scientist, Gilbert Daniels, to look at the physical structures of the cockpit and the men who used them. Daniels noted that all the cockpit structures—seat and back, pedals, knobs, and so on—had been built to specifications calculated for an average military recruit. Recruits for pilot training were already selected for some degree of averageness, had been the reasoning, so these dimensions should fit most pilots, most of the time. But when Daniels measured 4,063 soldiers, he was astonished to find that not a single one of the men fit all ten of the measurements that had been determined to be average. Instead, every body offered its own variation: One pilot might have a longer-than-average arm length, but a shorter-than-average leg length. Another pilot might have a big chest but small hips. Even more astonishing, Daniels discovered that if you picked just three of the ten dimensions of size—say, neck circumference, thigh circumference, and wrist circumference—less than 3.5 percent of pilots would be average sized on all three dimensions. Daniels’s findings were clear and incontrovertible. There was no such thing as an average pilot. The unyielding fixity of the average cockpit ended up being useful to exactly no one. Thereafter, aeronautical engineers began to make everything from seats and foot pedals to flight suits and helmet straps adjustable, and the Air Force adjusted its cockpit specifications to stipulate movable parts that could be adapted to fit a range of body measurements, from 5 to 95 percent of average, just right.

As I’ve argued previously, there is no rule that says we need to allow self-defeating prophecies in our picture of precognition. The common assumption that people could (and would) “use” precognitive information to create an alternative future flies in the face of the way precognition seems to work in the real world. It is largely unconscious (thus evades our “free will”), and it is oblique and invariably misrecognized or misinterpreted until after events have made sense of it. Laius and his son both fulfill the dark prophecies about them in their attempts to evade what was foretold; their attempts backfire precisely because of things they don’t know (Laius, that his wife failed to kill his son, as ordered; Oedipus, that his adopted family in Corinth was not his real family). The Greeks called these obliquely foreseen outcomes, unavoidable because of our self-ignorance, our fate. Any mention of Oedipus naturally calls to mind Sigmund Freud, whom I am recruiting as a kind of ambivalent guide in my examination of the time-looping structure of human fate. Making a central place for Freud in a book on precognition may perplex readers given (a) his reputed disinterest in psychic phenomena, and (b) the fact that psychological science long since tossed psychoanalysis and its founder into the dustbin. In fact, (a) is a myth, as we’ll see, and (b) partly reflects the “unreason” of psychological science around questions of meaning. Although deeply flawed and occasionally off-the-mark, the psychoanalytic tradition—including numerous course-corrections by later thinkers who tweaked and nuanced Freud’s core insights—represents a sincere and sustained effort to bring the objective and subjective into suspension, to include the knower in the known without reducing either pole to the other. More to the point, it was Freud, more than probably any other thinker of the modern age, who took seriously and mapped precisely the forms of self-deception and self-ignorance that make precognition possible in a post-selected universe. The obliquity of the unconscious—the rules Freud assigned to what he called “primary process” thinking—reflect the associative and indirect way in which information from the future has to reach us. We couldn’t just appear to ourselves bearing explicit messages from the future; those messages can only be obscure, hinting, and rich in metaphor, more like a game of charades, and they will almost always lack a clear origin—like unsigned postcards or letters with no return address. Their import, or their meaning, will never be fully grasped, or will be wrongly interpreted, until events come to pass that reveal how the experiencer, perhaps inadvertently, fulfilled the premonition. It may be no coincidence that Freud’s theory maps so well onto an understanding of precognition if the unconscious is really, as I suggested, something like consciousness displaced in time.

One of the first studies to demonstrate this benefit recruited patients with major depressive disorder who had been taking antidepressants but were not responding. The patients provided a blood sample so researchers could determine how inflamed they were. Then, the patients were assigned to one of two exercise interventions: high-frequency exercise or low-frequency exercise.29 The high-frequency group completed (or exceeded) the recommended physical activity guidelines of 150 minutes of moderate to vigorous aerobic exercise each week, for a total workload of 16 kcal/kg body weight/week. The low-frequency group completed only a quarter of the recommended physical activity guidelines each week, for a total workload of 4 kcal/kg body weight/week. Workouts were done on a treadmill or stationary bike at a self-selected intensity for 12 weeks, and depressive symptoms were assessed at the end of each week. By the end of the 12 weeks, everyone benefited from the exercise, but the inflamed patients benefited the most. Exercise not only reduced their depression symptoms, but it also downgraded the symptoms from moderate to mild — a clinically significant change in symptom severity that was similar to the relief that responders get from antidepressants.30 The best part? Both the high- and low-frequency exercisers benefited equally.

In 1974, San Francisco newspaper heiress Patty Hearst was kidnapped by a radical group called the Symbionese Liberation Army, whose goals included “death to the fascist insect that preys upon the life of the people.” After being kept in a closet for a while, she came to identify with her new peer group. Before long, she was enthusiastically helping them generate income, at one point brandishing a machine gun during a bank robbery. When left alone, with an opportunity to escape, she didn’t take it. She later described the experience: “I had virtually no free will until I was separated from them for about two weeks. And then it suddenly, you know, slowly began to dawn that they just weren’t there anymore. I could actually think my own thoughts.” Hearst didn’t just accept her captors’ “subjective” beliefs, such as ideology; she bought into their views about how the physical world works. One of her captors “didn’t want me thinking about rescue because he thought that brain waves could be read or that, you know, they’d get a psychic in to find me. And I was even afraid of that.” Hearst’s condition of coerced credulity is called the Stockholm syndrome, after a kidnapping in Sweden. But the term “syndrome” may be misleading in its suggestion of abnormality. Hearst’s response to her circumstances was probably an example of human nature functioning properly; we seem to be “designed” by natural selection to be brainwashed. Some people find this prospect a shocking affront to human autonomy, but they tend not to be evolutionary psychologists. In Darwinian terms, it makes sense that our species could contain genes encouraging blind credulity in at least some situations. If you are surrounded by a small group of people on whom your survival depends, rejecting the beliefs that are most important to them will not help you live long enough to get your genes into the next generation. Confinement with a small group of people may sound so rare that natural selection would have little chance to take account of it, but it is in a sense the natural human condition. Humans evolved in small groups—twenty, forty, sixty people—from which emigration was often not a viable option. Survival depended on social support: sharing food, sticking together during fights, and so on. To alienate your peers by stubbornly contesting their heartfelt beliefs would have lowered your chances of genetic proliferation. Maybe that explains why you don’t have to lock somebody in a closet to get a bit of the Stockholm syndrome. Religious cults just offer aimless teenagers a free bus ride to a free meal, and after the recruits have been surrounded by believers for a few days, they tend to warm up to the beliefs. And there doesn’t have to be some powerful authority figure pushing the beliefs. In one famous social psychology experiment, subjects opined that two lines of manifestly different lengths were the same length, once a few of their “peers” (who were in fact confederates) voiced that opinion.

I was up really early. It was the day of my selection tests and interviews to become a Prison Officer. The recruitment process was an absolute joke ... Everyone could have travelled round the world seven fucking times before they hear[d] back from the Service's recruitment cowboys.

57. Every Time You Surprise Yourself…You Inspire Yourself SAS selection is designed to test you. Any mental flaw, any physical failing will be exposed by the relentless series of challenges aimed at finding your breaking point. Lung-bursting cross-mountain marches through the snow, uphill sprints, carrying another recruit in a fireman’s lift up and down steep hills, often in driving rain, sometimes in sub-zero temperatures. As selection goes on, these ‘beasting’ sessions get harder and harder. And yet I also found that the more of them I came through in one piece (albeit exhausted and battered), the more easily I could cope with them. It was the SAS way of testing our mental resolve through physical battering. Selection is all about realizing that the pain never lasts for ever. And every time I was tested and I hung on in there, the better I understood that it was just a question of doing it again - one more time - until someone eventually said it was the end, and I had passed. I now know that unless you really, truly test yourself, you’ll never have any idea just how capable you can be. And with each small achievement, your confidence will grow. Most people never reach their limit because they are never sufficiently tested. This means I’ve got two good pieces of news for you. The first is that whenever you do something beyond your ‘comfort zone’ and realize you are still standing, the more you will believe that the impossible is actually possible. And on the road to success, belief is everything. And the second piece of news is that we all have much further to push ourselves than we might initially imagine. Inside us all, just waiting to be tested, is a better, bolder, braver version of who we think we are. All you have to do is give it an opportunity to be unleashed. So pick big targets and surprise yourself with how capable you really are deep down. Remember David and Goliath? Rather than David, the young shepherd boy, looking at this giant of a warrior and thinking, ‘Yikes, he’s huge, I’m beat’ - he thought, ‘With a target that big, how can I possibly miss!’ Success, in life and adventure, is dependent on the retraining of our mind.

59. Creature Comforts Are Only Temporary It was one of the most painful lessons of my life. It was during the first time I attempted SAS selection. I was totally lost in a vast boggy wetland, torrential rain was driving down, and I was utterly spent. I was also way behind time, and I knew it. When I finally made it to the penultimate checkpoint, the corporals kept me there doing endless press-ups in the wet marsh with my heavy pack still on my back. I knew this was costing me even more valuable time and energy. I was feeling fainter and fainter; I knew things were bad. I was soon off again, wading across a fast-flowing, waist-deep stream, before climbing up through knee-deep mud towards the next 2,000-foot (600-metre) mountain ridge-line. I just had to keep going. Ten miles. Twenty miles. ‘Nothing good comes from quitting,’ I told myself, over and over again. ‘If I keep going, I will pass.’ But I was getting more and more delirious with fatigue. I didn’t know why this was happening, and I couldn’t control it. Maybe I hadn’t eaten or drunk enough, or perhaps it was just that the months of this relentless pace were finally taking their toll and I was at my limit. Every couple of paces, my knees would buckle. If I stumbled, I couldn’t stop myself from falling. Eventually I saw the trucks in the distance below me, symbolizing the end point. Wisps of smoke from army Hexi stoves curled upwards from the woods. Soon I would be warm, soon I would have a cup of hot tea. It was all I wanted. But when I reached the end checkpoint I was told I had been failed - I had been too slow. My world fell inwards. I was sent off to make camp in the woods and rest for the night. The remaining recruits would be heading out for the night march in a few hours. The next morning I would be returned to camp with the others who hadn’t made the grade. I was totally dejected. That night in those woods, warm and dry under my shelter, blisters attended to, dry socks on, and out of the wind and rain, I learnt an enduring lesson: warm and dry doesn’t mean fulfilled and happy.

I will never forget the day I finally passed SAS selection. At the end of the long, grueling process of elimination, where 140 recruits had steadily been whittled down to only four of us, I finally found myself preparing to get ‘badged.’ Yet it was the most low-key event you could ever imagine. No fanfare, no bugler, no parade. Just the four of us that remained, standing in a small, nondescript outbuilding on the edge of the Hereford training camp; we were battered, exhausted, bruised and spent, yet our hearts were bursting with pride. The commanding officer of the regiment walked in, stood in front of us and said these words - I have never forgotten them: From this day on, you are part of a family. I know what you have had to give to earn the right to be here. The difference between the four of you and the rest of those who have failed is very simple: it is the ability to give that little bit extra when it hurts. You see, the difference between ordinary and extraordinary is often just that little word extra.’ He then added: ‘The work I am going to ask you to do now will continue to be arduous, even more so, in fact, but what makes our work here special is your ability to give that little bit extra when most simply give up. ‘You gave more when others gave up. That’s the difference.’ That short speech made a huge impact on me, and I never forgot it. The words were simple, yet for a young soldier, and one without a huge amount of confidence, they gave me something to hold on to. And I have done that ever since, through so many hard times in jungles, deserts, mountains and life. That little bit extra. Reaching our summits only requires us to hold on that little bit longer than most people are prepared to endure. Just that little bit extra, just that nose-length more.

A good 'Human Resources Policy' must revolves around fair and equitable recruitment process which identifies competent candidates who match the requirements of the Company, through a viable selection process.

In 1921, Terman decided to make the study of the gifted his life work. Armed with a large grant from the Commonwealth Foundation, he put together a team of fieldworkers and sent them out into California’s elementary schools. Teachers were asked to nominate the brightest students in their classes. Those children were given an intelligence test. The students who scored in the top 10 percent were then given a second IQ test, and those who scored above 130 on that test were given a third IQ test, and from that set of results Terman selected the best and the brightest. By the time Terman was finished, he had sorted through the records of some 250,000 elementary and high school students, and identified 1,470 children whose IQs averaged over 140 and ranged as high as 200. That group of young geniuses came to be known as the “Termites,” and they were the subjects of what would become one of the most famous psychological studies in history. For the rest of his life, Terman watched over his charges like a mother hen. They were tracked and tested, measured and analyzed. Their educational attainments were noted, marriages followed, illnesses tabulated, psychological health charted, and every promotion and job change dutifully recorded. Terman wrote his recruits letters of recommendation for jobs and graduate school applications. He doled out a constant stream of advice and counsel, all the time recording his findings in thick red volumes entitled Genetic Studies of Genius.

I am convinced that when recruiting and selecting is done strategically, that is, thinking long-term and proactively, not based upon the pressures of the moment, it pays enormous long-term dividends.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

LinkedIn is a social network. It is important for development in the current situation. We hope the success of warehouse work organization for development. I’m searching for jobs on LinkedIn. New professionals and new girls in the country, new tools, and old LinkedIn. You can download the LinkedIn Account for free. Find more information about LinkedIn. An old LinkedIn account is created and used a lot. Our recruitment team offers new and old registrations. You can Buy LinkedIn Accounts from us whenever you need. LinkedIn is very useful for media communication and generating organic traffic. If you Buy LinkedIn Accounts from us and get all the files, you will be able to complete your work better. Our website is known as US Account Hive. You can purchase a US linked account from our core team. Buy LinkedIn Accounts Buy LinkedIn Accounts Why should I use LinkedIn? You can use LinkedIn if you want to keep a professional profile and find jobs. Many companies advertise job opportunities on LinkedIn. LinkedIn is especially useful for marketers and businesses looking to promote themselves. One of the main features of LinkedIn is creating personal profiles that highlight your professional experience, skills, education, and achievements. LinkedIn allows you to manage multiple things in one place. You can connect with professionals and companies from different countries, which can be entertaining. In today’s modern age, almost all adults use social media. LinkedIn is one of the most important social networking platforms for this generation. That’s why you should join LinkedIn and make your life easier with it. Can You Buy Old LinkedIn Accounts? You cannot buy LinkedIn accounts because they represent an individual and are meant to be personal. However, there are ways to get more LinkedIn connections using tools like Dux-Soup, which automates connecting with people on LinkedIn. There are also services that can help you add real connections to your LinkedIn network. Are you interested in buying old LinkedIn accounts? You’re in the right place! At Old Accounts, we have a wide selection of LinkedIn accounts perfect for boosting your online presence. Whether you’re a small business owner or a large corporation, we have an account that suits your needs. If you want to buy old LinkedIn accounts, here’s what you should know. LinkedIn is a powerful networking tool for connecting with potential customers and growing your business. However, setting up a new account can be time-consuming and expensive. Luckily, there are many places where you can buy old LinkedIn accounts. Before making a purchase, there are a few things to consider. First, make sure the account is at least six months old. This ensures it has been established properly and is less likely to get suspended by LinkedIn. Second, check the account’s activity level to ensure it’s still active and has a good reputation. Finally, look at the account’s connections to see if they’re relevant to your business or industry. Once you’ve found the perfect LinkedIn account for sale, simply contact the seller and complete the transaction. Then, start growing your business using the power of LinkedIn!

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Recruiting seniors from industrialized nations proved so successful that the Colonial Union protected its recruiting pool by banning colonists from those nations, selecting its colonist pool from nations whose economic and social problems encouraged the more ambitious of its young people to get the hell out as soon as humanly possible. This division of military and colonist recruitment paid rich dividends for the Colonial Union in both areas.

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