Recruitment Company Quotes

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

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.

The kind of teacher you will become is directly related to the kind of teachers you associate with. Teaching is a profession where misery does more than just love company—it recruits, seduces, and romances it. Avoid people who are unhappy and disgruntled about the possibilities for transforming education. They are the enemy of the spirit of the teacher.

They always need fresh, enthusiastic programmers. More important: they need programmers chosen by a star programmer. Magic Mama told her all about how recruiting happens in well-known companies. Unlike small companies, they depend more on shining logos. Logos like The Resolution Race Champion, The Gold Winner of Code the Crude, or Year’s Best Thesis Contributor are gems in their crowns. Everyone loves collecting gems. Talents are the gems big companies prefer plucking in reduced expenses. The best gems are the hard-working Low Grades and the non-citizens from the Junk Land. Who wouldn’t love a talent born in the gutters?—Just lure them with citizenship.

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.

You get the best people, you build them into the best managers in the industry, and you accept the fact that some of them will be recruited to become CEOs of other companies.

Companies that develop trust have a recruiting advantage. They have a retention advantage and a productivity advantage.

Good Stories Always Beat Good Spreadsheets” “Whether you are raising money, pitching your product to customers, selling the company, or recruiting employees, never forget that underneath all the math and the MBA bullshit talk, we are all still emotionally driven human beings. We want to attach ourselves to narratives. We don’t act because of equations. We follow our beliefs. We get behind leaders who stir our feelings. In the early days of your venture, if you find someone diving too deep into the numbers, that means they are struggling to find a reason to deeply care about you.

Each man in his own way had gone through what Richard Winters experienced: a realization that doing his best was a better way of getting through the Army than hanging around with the sad excuses for soldiers they met in the recruiting depots or basic training. They wanted to make their Army time positive, a learning and maturing and challenging experience.

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

Musk dubbed his new company X.AI and personally recruited Igor Babuschkin,

The replacements, eighteen-and nineteen-year-olds fresh from the States, were wide-eyed. Although the veterans were only a year or two older, they looked terrifying to the recruits.

Once, carefully, they rode around a company of marching pike men, recruits on their way to being exported to other lords’ wars. Like Drovo, Pen thought. He wondered how many would ever march home. Better it seemed to export cheese or cloth, but it was true that fortunes were made in the military trade. Though seldom by the soldiers, any more than by the cheeses.

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

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

Amazon had recruited these workers as part of a program it calls CamperForce: a labor unit made up of nomads who work as seasonal employees at several of its warehouses, which the company calls “fulfillment centers,” or FCs.

A pyramid scheme is illegal and is where no product or service is sold; the business exists just to bring in recruiting fees. These still pop up from time to time and are an illegal cousin to the Ponzi or Madoff scheme because of the last-man rule. The last-man rule is, if you were to extend the company’s success until the last man on earth joined the business, would it be over because they only make money from recruiting and never the sale of a product or service? If it would, this is illegal.

No one was ever a native of Britain. People arrived here. The Romans, the Celts, the Normans, the Saxons. Britain was always a place made of other places. And even what we think of as "modern" immigration goes quite a long way back. Well over three hundred years ago, you had Indians who came here after being recruited on ships run by the East India Company. Then came Germans and Russian Jews and Africans. But it is true that, while immigration has always been a part of English society, for a long time visibly different immigrants were treated as exotic oddities

No. It’s a shitty company and I hate everything it stands for.” “Oh. Then why . . .” I scratch my nose. Oh. I did not expect that. “You’re a lawyer. Can’t you, um, lawyer elsewhere?” “It’s complicated.” “Complicated?” The spoon scrapes the bottom of the bowl for a moment. “My mentor recruited me.

Training takes place in a tiny room, where for two weeks I sit shoulder to shoulder with twenty other new recruits, listening to pep talks that start to sound like the brainwashing you get when you join a cult. It’s amazing, and hilarious. It’s everything I ever imagined might take place inside a tech company, only even better.

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

Apollo Group, the parent company for the University of Phoenix, spent more than a billion dollars on marketing in 2010, almost all of it focused on recruiting. That came out to $2,225 per student on marketing and only $892 per student on instruction. Compare that to Portland Community College in Oregon, which spends $5,953 per student on instruction and about 1.2 percent of its budget, or $185 per student, on marketing.

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

Prospecting & Marketing Institute, based in Santa Fe, New Mexico, and I were conducting a multiday seminar for her clients — corporate executives and general agents from life insurance companies — about new methods of recruiting agents. Even though the attendees had paid a very high per-person fee to be there, most had traveled great distances, and the subject was of critical importance to them, we both noticed that on breaks, what most of them were talking about was where

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

Wouldn’t you think,” he asked us, “the miners wanted a different life for their kids? After all the stories you’ve heard? Don’t you think the mine companies knew that?” What the companies did, he told us, was put the shuthole on any choice other than going into the mines. Not just here, also in Buchanan, Tazewell, all of eastern Kentucky, these counties got bought up whole: land, hospitals, courthouses, schools, company owned. Nobody needed to get all that educated for being a miner, so they let the schools go to rot. And they made sure no mills or factories got in the door. Coal only. To this day, you have to cross a lot of ground to find other work. Not an accident, Mr. Armstrong said, and for once we believed him, because down in the dark mess of our little skull closets some puzzle pieces were clicking together and our world made some terrible kind of sense. The dads at home drinking beer in their underwear, the moms at the grocery with their SNAP coupons. The army recruiters in shiny gold buttons come to harvest their jackpot of hopeless futures. Goddamn.

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

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

The 27th came into the army without any physical examinations whatever; the mustering officer, an overworked major of regulars, simply looked each company over, man by man, before accepting them, and many physical defects were carefully concealed. Men with gray beards shaved clean in order to look younger, or dyed their hair; hollow-chested men stuffed clothing inside their shirts; recruits with crooked arms held them tightly against their sides so the defect would not be noticed; others who lacked fingers held their fists clenched. Underage boys would write “18” on a slip of paper and put it inside a shoe; then, when asked if they weren’t pretty young, they could truthfully say, “I’m over 18.

THE OUTRIDERS returned in the evening and the men dismounted for the first time that day and recruited their horses in the sparse swale while Glanton conferred with the scouts. Then they rode on until dark and made camp. Toadvine and the veteran and the kid squatted at a small remove from the fires. They did not know that they were set forth in that company in the place of three men slain in the desert. They watched the Delawares, of whom there were a number in the party, and they too sat somewhat apart, crouched on their heels, one pounding coffeebeans in a buckskin with a rock while the others stared into the fire with eyes as black as gunbores. That night the kid would see one of them sort with his hand among the absolute embers for a right coal with which to light his pipe.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

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

They recruited senior research scientists from different local companies as subjects, and asked them to bring with them to the sessions at least two different problems on which they had been working without success for at least three months. These subjects were executives at Hewlett-Packard, fellows at the Stanford Research Institute, architects, and designers. Among them were the people who would design the first silicon chips, create word processing, and invent the computer mouse. Fadiman and his colleagues administered one-hundred-microgram doses of LSD to the subjects and guided them through the next hours as they puzzled over their intractable problems.*3 The subjects worked on their problems and took a variety of psychometric tests. The results were striking. Many of the subjects experienced flashes of intellectual intuition. Their performance on the psychometric tests improved, but, more important, they solved their thorny equations and problems. According to Fadiman, “A number of patents, products, and publications emerged out of that study.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

As an analogy, we used to think of books, music, and movies as distinct. Then they all became represented by packets sent over the internet. Yes, we listened to music in audio players and viewed books in ebook readers, but their fundamental structure became digital. Similarly, today we think of stocks, bonds, gold, loans, and art as different. But all of them are represented as debits and credits on blockchains. Again, the fundamental structure became digital. Now, we are starting to think of different kinds of collections of people –— whether communities, cities, companies, or countries —– all fundamentally as networks, where the digital profiles and how they interact become more and more fundamental. This is obvious for communities and companies, which can already be fully remote and digital, but even already existing cities and countries are starting to be modeled this way, because (a) their citizens48 are often geographically remote, (b) the concept of citizenship itself is becoming similar to digital single sign-on, (c) many 20th century functions of government have already been de-facto transferred to private networks like (electronic) mail delivery, hotel, and taxi regulation, (d) cities and countries increasingly recruit citizens online, (e) so-called smart cities are increasingly administrated through a computer interface, and (f) as countries issue central bank digital currencies and cities likely follow suit, every polity will be publicly traded on the internet just like companies and coins.

Hoover fed the story to sympathetic reporters—so-called friends of the bureau. One article about the case, which was syndicated by William Randolph Hearst’s company, blared, NEVER TOLD BEFORE! —How the Government with the Most Gigantic Fingerprint System on Earth Fights Crime with Unheard-of Science Refinements; Revealing How Clever Sleuths Ended a Reign of Murder and Terror in the Lonely Hills of the Osage Indian Country, and Then Rounded Up the Nation’s Most Desperate Gang In 1932, the bureau began working with the radio program The Lucky Strike Hour to dramatize its cases. One of the first episodes was based on the murders of the Osage. At Hoover’s request, Agent Burger had even written up fictional scenes, which were shared with the program’s producers. In one of these scenes, Ramsey shows Ernest Burkhart the gun he plans to use to kill Roan, saying, “Look at her, ain’t she a dandy?” The broadcasted radio program concluded, “So another story ends and the moral is identical with that set forth in all the others of this series….[ The criminal] was no match for the Federal Agent of Washington in a battle of wits.” Though Hoover privately commended White and his men for capturing Hale and his gang and gave the agents a slight pay increase—“ a small way at least to recognize their efficiency and application to duty”—he never mentioned them by name as he promoted the case. They did not quite fit the profile of college-educated recruits that became part of Hoover’s mythology. Plus, Hoover never wanted his men to overshadow him.

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

In 2008, employees at an office for the accounting firm Deloitte were troubled by the behavior of a new recruit. In the midst of a bustling work environment, she didn’t seem to be doing anything except sitting at an empty desk and staring into space. Whenever someone would ask what she was doing, she would reply that she was “doing thought work” or “working on [her] thesis.” Then there was the day that she spent riding the elevators up and down repeatedly. When a coworker saw this and asked if she was “thinking again,” she replied: “It helps to see things from a different perspective.”2 The employees became uneasy. Urgent inter-office emails were sent. It turned out that the staff had unwittingly taken part in a performance piece called The Trainee. The silent employee was Pilvi Takala, a Finnish artist who is known for videos in which she quietly threatens social norms with simple actions. In a piece called Bag Lady, for instance, she spent days roaming a mall in Berlin while carrying a clear plastic bag full of euro bills. Christy Lange describes the piece in Frieze: “While this obvious display of wealth should have made her the ‘perfect customer,’ she only aroused suspicion from security guards and disdain from shopkeepers. Others urged her to accept a more discreet bag for her money.”3 The Trainee epitomized Takala’s method. As observed by a writer at Pumphouse Gallery, which showed her work in 2017, there is nothing inherently unusual about the notion of not working while at work; people commonly look at Facebook on their phones or seek other distractions during work hours. It was the image of utter inactivity that so galled Takala’s colleagues. “Appearing as if you’re doing nothing is seen as a threat to the general working order of the company, creating a sense of the unknown,” they wrote, adding solemnly, “The potential of nothing is everything.

Life within a Templar house was designed where possible to resemble that of a Cistercian monastery. Meals were communal and to be eaten in near silence, while a reading was given from the Bible. The rule accepted that the elaborate sign language monks used to ask for necessities while eating might not be known to Templar recruits, in which case "quietly and privately you should ask for what you need at table, with all humility and submission." Equal rations of food and wine were to be given to each brother and leftovers would be distributed to the poor. The numerous fast days of the Church calendar were to be observed, but allowances would be made for the needs of fighting men: meat was to be served three times a week, on Tuesdays, Thursdays and Saturdays. Should the schedule of annual fast days interrupt this rhythm, rations would be increased to make up for lost sustenance as soon as the fasting period was over. It was recognized that the Templars were killers. "This armed company of knights may kill the enemies of the cross without stated the rule, neatly summing up the conclusion of centuries of experimental Christian philosophy, which had concluded that slaying humans who happened to be "unbelieving pagans" and "the enemies of the son of the Virgin Mary" was an act worthy of divine praise and not damnation. Otherwise, the Templars were expected to live in pious self-denial. Three horses were permitted to each knight, along with one squire whom "the brother shall not beat." Hunting with hawks—a favorite pastime of warriors throughout Christendom—was forbidden, as was hunting with dogs. only beasts Templars were permitted to kill were the mountain lions of the Holy Land. They were forbidden even to be in the company of hunting men, for the reason that "it is fitting for every religious man to go simply and humbly without laughing or talking too much." Banned, too, was the company of women, which the rule scorned as "a dangerous thing, for by it the old devil has led man from the straight path to paradise the flower of chastity is always [to be] maintained among you.... For this reason none Of you may presume to kiss a woman' be it widow, young girl, mother, sister, aunt or any other.... The Knighthood of Christ should avoid at all costs the embraces of women, by which men have perished many times." Although married men were permitted to join the order, they were not allowed to wear the white cloak and wives were not supposed to join their husbands in Templar houses.

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

The more developers you have, the more products you can build. Essentially, recruiting is the engine that drives distribution

Recruiting Is Sales

Most companies, including Google until a few years ago, celebrate promotions but do nothing to reach out to the people who just missed the cut. Which is madness. It takes an hour or two to spot the folks you think will be upset and talk to them about how to continue growing. It’s the way you would want to be treated. It’s more procedurally just, which helps people perceive the process as more open and honest. It’s far better for the company than having someone quit, losing their productivity while you look for a replacement, recruit someone, and then bring them up to speed. And, at a very vulnerable time in someone’s career, you’re helping him understand what happened and using a demotivating event to ignite his drive.

Back in 1990, the futurist George Gilder demonstrated his prescience when he wrote in his book Microcosm, “The central event of the twentieth century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. The powers of mind are everywhere ascendant over the brute force of things.” Just over twenty years later, in 2011, the venture capitalist (and Netscape cofounder) Marc Andreessen validated Gilder’s thesis in his Wall Street Journal op-ed “Why Software Is Eating the World.” Andreessen pointed out that the world’s largest bookstore (Amazon), video provider (Netflix), recruiter (LinkedIn), and music companies (Apple/ Spotify/ Pandora) were software companies, and that even “old economy” stalwarts like Walmart and FedEx used software (rather than “things”) to drive their businesses. Despite—or perhaps because of—the growing dominance of bits, the power of software has also made it easier to scale up atom-based businesses as well. Amazon’s retail business is heavily based in atoms—just think of all those Amazon shipping boxes piled up in your recycling bin! Amazon originally outsourced its logistics to Ingram Book Company, but its heavy investment in inventory management systems and warehouses as it grew turned infrastructure

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

When William Harness, a regular soldier, was recruiting in Sheffield, he set off with three or four other officers, as he told his wife Bessy: Then follows a Cart with a Barrel of ale with fidlers and a Man with a Surloin of Roast Beef upon a pitch fork, then my Colours of yellow silk with a blue shield with a reath of oak leaves and trophies, and in Silver letters on one side ‘Capt. Harness’s Rangers’, on the other ‘Capt. Harness’s Saucy Sheffielders’.8 The sergeant, corps, drums and fifes followed. ‘You can conceive the stir in a prosperous place like this all this noise must make. I am become very popular.’ Harness was one of many officers recruiting their own companies. He had been in the army for thirteen years, saving money to marry his ‘adored Bessy’, Elizabeth Biggs, in 1791. During her long wait Bessy took up botany, tried to run a book club in her home town of Aylesbury, and loyally made him shirts.

recruited apprentice archers who were being learnt to push arrows out of a longbow, use the bladed pikes our smiths have been making on Cyprus, and march together putting down the same foot to the beat of a rowing drum.

Amazon realized the importance of recruiting developers early  —  moving its entire organization to services-based interfaces. At the time, this was revolutionary; while everyone was talking about “Service Oriented Architectures,” almost no one had built one. And certainly no one had built one at Amazon’s scale. While this had benefits for Amazon internally, its practical import was that, if Amazon permitted it, anyone from outside Amazon could interact with its infrastructure as if they were part of the company. Need to provision a server, spin up a database, or accept payments? Outside developers could now do this on Amazon’s infrastructure as easily as employees. Suddenly, external developers could not only extend Amazon’s own business using their services  —  they could build their own businesses on hardware they rented from the one-time bookstore, now a newly minted technology vendor.

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

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

The corporate-development teams of large companies, insofar as their small-company deals are concerned, are really glorified HR recruiters with fatter checkbooks. That

Companies that create tight links between their strategies, their plans, and, ultimately, their performance often experience a cultural multiplier effect. Over time, as they turn their strategies into great performance, leaders in these organizations become much more confident in their own capabilities and much more willing to make the stretch commitments that inspire and transform large companies. In turn, individual managers who keep their commitments are rewarded—with faster progression and fatter paychecks—reinforcing the behaviors needed to drive any company forward. Eventually, a culture of overperformance emerges. Investors start giving management the benefit of the doubt when it comes to bold moves and performance delivery. The result is a performance premium on the company’s stock—one that further rewards stretch commitments and performance delivery. Before long, the company’s reputation among potential recruits rises, and a virtuous circle is created in which talent begets performance, performance begets rewards, and rewards beget even more talent. In short, closing the strategy-to-performance gap is not only a source of immediate performance improvement but also an important driver of cultural change with a large and lasting impact on the organization’s capabilities, strategies, and competitiveness. Originally

the government alleged that the company was little more than a pyramid scheme built upon misleading promises of riches to prospective distributors, many of whom bought its products in bulk, found themselves unable to sell them, and so were forced to cover their debts by recruiting additional distributors.

Founding entrepreneurs are out to make their vision and business real. To succeed, they must abandon the status quo, recruit a team that shares their vision, and strike out together on what appears to be a new path, often shrouded in uncertainty, fear and doubt.

While recruiting, Lieutenant Grace was often insulted by such remarks as, "There goes the captain of the Negro Company! He thinks the negroes will fight! They will turn and run at the first sight of the enemy!" His little son was scoffed at in school because his father was raising a negro company to fight the white men.

Hamilton sketched out this phantom force in microscopic detail, producing comprehensive charts for regiments, battalions, and companies. In a typical passage, Hamilton was to write, “A company is subdivided equally into two platoons, a platoon into two sections and a section into two squads, a squad consisting of four files of three or six files of two.”89 He assigned ranks to officers, set up recruiting stations, stocked arsenals with ammunition, and drew up numerous regulations.

The decision pushed him into the world of computers, a field he’d never really considered, and helped shape his belief that a rewarding life requires a mix of preparation and good fortune. When he returned to Auburn decades later to give the 2010 commencement address, he urged graduates to prepare themselves in anticipation that their opportunity would come just as his had that day with the recruiter from IBM. “We rarely control the timing of opportunities, but we can control our preparation,” he said.

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

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

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

Let them know that you are committed to buying a company within six months. Remember, you’re trying to recruit their help and you need to fill them with confidence that you are worth them spending time on. The conviction of a timeline is something they rarely see—especially on a first meeting

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

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Modern recruiting company, Boardsi, is revolutionizing the way executive teams and boards are formed in top companies throughout the United States. Started in 2017, Boardsi’s platform is user friendly and provides executives the opportunity to explore paid advisor and board opportunities. The company gives generously to the Academy of United States Veterans and has sponsored the San Francisco Knight Hawks soccer team for multiple seasons.

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

The real secret of Silicon Valley is that it’s really all about the people. Sure, there are plenty of stories in the press about the industry’s young geniuses, but surprisingly few about its management practices. What the mainstream press misses is that Silicon Valley’s success comes from the way its companies build alliances with their employees. Here, talent really is the most valuable resource, and employees are treated accordingly. The most successful Silicon Valley businesses succeed because they use the alliance to recruit, manage, and retain an incredibly talented team of entrepreneurial employees

In an alliance, employer and employee develop a relationship based on how they can add value to each other. Employers need to tell their employees, “Help make our company more valuable, and we’ll make you more valuable.” As Russ Hagey, Bain & Company’s chief talent officer, tells recruits and consultants, “We are going to make you more marketable [in the labor market in general].” Employees need to tell their bosses, “Help me grow and flourish, and I’ll help the company grow and flourish.” Employees invest in the company’s success; the company invests in the employees’ market value. By building a mutually beneficial alliance rather than simply exchanging money for time, employer and employee can invest in the relationship and take the risks necessary to pursue bigger payoffs.

1. Don’t buy stocks that are hitting 52-week lows. We have already discussed this point, but it bears repeating, simply because so many new traders lose a lot of money trying to catch the proverbial “falling knife.” In spite of what everyone will tell you, you are almost always much better off buying a stock that is hitting 52-week highs than one hitting 52-week lows. Has a company that you own just reported some really bad news? If so, remember that there is never just one cockroach. Bad news comes in clusters. Many investors recently learned this the hard way with General Electric, which just kept reporting one bad thing after another, causing the stock to crash from 30 to 7. There is no such thing as a “safe stock.” Even a blue chip stock can go down a lot if it loses its competitive advantage or the company makes bad decisions. A cascade of bad news can often cause a stock to trend down or gap down repeatedly. If you own a stock that does this, it is often better to get out and wait a few months (or years) to reenter. Again, there is never just one cockroach. Never buy a stock after you have seen the first cockroach. When a stock goes down a lot, it can affect the company's fundamentals as well. Employee and management morale will deteriorate, the best employees may leave the company, and it may become more difficult for the company to raise money by selling shares or issuing debt. Conversely, when a stock goes up a lot, it can improve the company's fundamentals. Employee and management morale will be high, everyone at the company will want to work harder, it will be easier to recruit new talent, and it will become easier for the company to raise money by issuing stock or debt. If you stick to stocks that are trading above their 200-day moving averages, or that are hitting 52-week highs, you will do much better than trying to catch falling knives.

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

How have your funds performed over time? Are your funds typically top quartile? How does your firm perform on types of investments like this company you’re recruiting me to work at? Can you walk me through your original investment thesis when you bought this platform company? Is the company performing to expectation? Is there incentive equity for key executives working at the firm? How does that incentive equity work under your various exit scenarios? Are there opportunities for me to invest? Beyond

I’ve been told again and again, at school after school, that career service offices have little or nothing to say to students who are interested in something other than the big four of law, medicine, finance, and consulting. At the recruitment fairs, the last two dominate the field. And some schools go even further. Stanford offers companies special access to its students for a fee of ten thousand dollars—and it is hard to believe that Stanford is the only one. Selling your students to the highest bidder: it doesn’t get more cynical than that. But though the process isn’t often that direct, that’s basically the way the system works. As a friend of mine, a third-generation Yalie, once remarked, the purpose of Yale College is to manufacture Yale alumni. David Foster Wallace (Amherst ’85), has a character put it like this: The college itself turned out to have a lot of moral hypocrisy about it, e.g., congratulating itself on its diversity and the leftist piety of its politics while in reality going about the business of preparing elite kids to enter elite professions and make a great deal of money, thus increasing the pool of prosperous alumni donors.

They are a sense of: Achievement. The person’s work is objectively measured against clear and fair goals that are directly tied to compensation and advancement. Being cared about. Conditions at work clearly demonstrate respect and concern for each person in the organization. Power. The company encourages individuality and autonomy consistent with agreed-upon standards and values. Everyone is expected to propose better ways of doing things. All suggestions, whatever their source, are taken seriously. Just about anyone who cares to can have a significant influence over how things are done. Ethics and values. Ethical standards must be clear, stringently enforced, and consistent. In recruiting, every effort is made to find people with similar values. Those who violate the standards are fired.

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

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There is a Buskin in every city, though the name varies. It is a slum so bad the police dare go in only in force. Law there is haphazard at best, mostly enforced by self-proclaimed magistrates supported by toughs they recruit themselves. It is a very subjective justice they mete, likely to be swift, savage, unforgiving, and directed by graft.

Whisper it softly, but many Greeks, including clergy, welcomed the Ottomans. On the whole Muslim rulers have been much more tolerant of infidels than their Christian counterparts have. As long as their subjects paid taxes and provided recruits to the harems and armies of the Sultan, they could have whatever religion they liked. Only when they joined religion with revolt did scimitars and stakes come out. Orthodox Christianity was under far greater threat from the Roman variety imposed by Venetians and Franks and Catalans. Jews too were safer from pogrom under the crescent than the cross. This is not a line of thought that goes down well in Greek company.

The goal of recruiting evangelists is to build a community around your product. Companies that have such communities include those in the following list. Take a look at what they do, and adapt their programs to your needs. Adobe groups

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.

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

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

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

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

The Marine Corps recruits people who share the corps’ values, then provides them with the training required to

The most powerful recruitment tool you have is your company’s culture, over which you have a substantial amount of control. Every day you have opportunities to shape that culture, and it’s important not to let them slip by. Let

Recruiting is a core competency for any company. It should never be outsourced.

I’m writing this so people understand who I am and I am working on my reading. I have been a healthcare & nursing recruiter for over 30 years. A while back I was injured in a softball tournament and suffered severe head trauma, actually died twice and coma for around 28 days. I was told I would have no chance to speak, read or write again plus I would suffer from short-term memory loss for the rest of my life. I have been working in healthcare business and I didn’t realize how important this industry was until my accident. It took 18 months just to speak and 2 years to learn to read and write again, ie it wasn’t easy. I have three beautiful daughters and I was given another chance to get better for them. With that being said, I believe I have done very well in my recovery. After I recovered, I realized that what I thought was so important before, really wasn’t that important at all. I have built a shelter for the homeless families and healthcare patients outside of my areas who can’t afford to stay in my city for their treatments. I would have to say that my thoughts about my shelter are right behind me raising three beautiful daughters in my life! I understand the healthcare industry very well and I am a very sufficient recruiter. I know the tools to find the right candidates for any management positions in the healthcare field, specifically in cardiovascular services. My company has continued to be successful in finding the right candidates for our clients despite the downfall of our economy.

Second, this was an idea championed by those at the highest levels of the company. Had the enormous task of making Notes Day a reality been shunted off on someone who didn’t have the clout to throw muscle behind it—and not entrusted to Tom, who in turn recruited the most organized people in the company to help him—it would have been an entirely different experience. Employees wouldn’t have bought into the idea because they’d sense that management hadn’t, either. And that would have rendered Notes Day moot.

What, then, are the practical steps that pricing managers can take to master Big Data? Companies must recruit a new generation of pricing talent with more of a “trader” profile than an “analyst” one.

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

Faced with the task of building a strong, cohesive corporate culture, many software companies have borrowed heavily from other organizations. Trilogy Software made headlines by sending its new recruits to a training “boot camp” for three months—with classes running from 8:00 a.m. to midnight, seven days a week, for the first month. Other companies, such as Scient, subject their new recruits to intense pep rallies, with constant repetition of the company slogan— “I’m on fire!” The popularity of these tactics has even led to some hand-wringing about the cult-like character of many business initiation rituals. One writer for Shift magazine captured the dilemma quite well in a brilliant article entitled “Why Your Fabulous Job Sucks.” “Work is a blast. Your colleagues are cool and they dig having your dog around. But something evil lures you to the company beer fridge. Ever wonder why you’re never home?” The observation here is quite astute. Creating a cool work environment, holding fabulous office parties with great bands, letting people wear whatever they want, setting up the LAN for multiplayer gaming— this may all seem like corporate generosity. But it also has a sound economic rationale. All these devices help to build among young employees allegiance, loyalty, and a willingness to work. The easiest way to persuade people to pull an all-nighter is to make being at the office more fun than being at home.

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

Whether you are raising money, pitching your product to customers, selling the company, or recruiting employees, never forget that underneath all the math and the MBA bullshit talk, we are all still emotionally driven human beings. We want to attach ourselves to narratives. We don’t act because of equations. We follow our beliefs. We get behind leaders who stir our feelings. In the early days of your venture, if you find someone diving too deep into the numbers, that means they are struggling to find a reason to deeply care about you.

Here are some bad answers: “Your stock options will be worth more here than elsewhere.” “You’ll get to work with the smartest people in the world.” “You can help solve the world’s most challenging problems.” What’s wrong with valuable stock, smart people, or pressing problems? Nothing—but every company makes these same claims, so they won’t help you stand out. General and undifferentiated pitches don’t say anything about why a recruit should join your company

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

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.

from his company. After the stock market crash in 2000, Amazon went through two rounds of layoffs. But Bezos didn’t want to stop recruiting altogether; he just wanted to be more efficient. So he framed the kind

Ethics are more important than ever before to a company’s reputation with customers, investors, potential recruits and indeed its own staff. And

In the absence of our voice in the media, the industry and the press portrayed Infosys as a pioneer of the offshore outsourcing concept, which was actually not true. Within TCS our employees began to feel that they were working for a company that was not that well known and it began to affect our ability to recruit the brightest and the best graduates. For example, if somebody was joining TCS, their parents might say, ‘Why are you joining them, why don’t you join Infosys or Wipro, they are better known.

is driven more by fear of not being a success than by a concrete desire to do anything in particular.” The postcollege choices of Ivy League students, he explained, “are motivated by two main decision rules: (1) close down as few options as possible; and (2) only do things that increase the possibility of future overachievement.” Recruiters for investment banks and consulting firms understand this psychology, and they exploit it perfectly: the jobs are competitive and high status, but the process of applying and being accepted is regimented and predictable. The recruiters also make the argument to college seniors that if they join Goldman Sachs or McKinsey and Company or any similar firm, they’re not really choosing anything—they’re just going to spend a couple of years making money and, perhaps, recruiters suggest, doing some good in the world, and then at some point in the future they’ll make the real decision about what they want to do and who they want to be. “For people who don’t know how to get a job in the open economy,” Kwak wrote, “and who have ended each phase of their lives by taking the test to do the most prestigious thing possible in the next phase, all of this comes naturally.

This isn’t, however, just a public relations challenge for organizational leaders; corporate social responsibility is a very real issue for job seekers. For the 2007 Cone’s Millennial Cause Study, 68 percent of Generation Y’ers stated that they currently do or will refuse to work for a company that does not have a strong corporate social responsibility record, and 75 percent will pay particularly close attention, both for employment and consumer choices, to companies who have strong CSR records. Numerous studies have found that a company’s CSR record will affect an organization’s ability to recruit and retain qualified employees (i.e., Chesloff, 2010; Greening & Turban, 2000). Murray’s (2008) survey found that one third of the respondents felt working for a caring and responsible employer was more important than the salary that they earned, and nearly one half would turn away from an employer with a negative corporate social responsibility history.