Recruitment Process Quotes

I hate to question your dedication to the recruiting process, but it sounds more like you ran up against a deadline and grabbed the first sucker with the balls to call you out.

Hearing is passive. Listening is active. The best listeners focus their attention and recruit other senses to the effort. Their brains work hard to process all that incoming information and find meaning, which opens the door to creativity, empathy, insight, and knowledge. Understanding is the goal of listening, and it takes effort.

So let us be clear about this up front: We hope to recruit you to join an incipient movement to emancipate women and fight global poverty by unlocking women's power as economic catalysts. That is the process under way - not a drama of victimization but of empowerment, the kind that transforms bubbly teenage girls from brothel slaves into successful businesswomen. This is a story of transformation. It is change that is already taking place, and change that can accelerate if you'll just open your heart and join in.

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 official recruiting process for their posse began. Because Carlos, Narc, and Trevor each had high SQs, Heeb and Evan reasoned that adding the three to their group would raise the average SQ of each group member (much the way that colleges recruit individuals with higher test scores to increase the average test scores of their matriculated students).

Selection starts even before the formal interview process.

Amusement under late capitalism is the prolongation of work. It is sought after as an escape from the mechanised work process, and to recruit strength in order to be able to cope with it again. But at the same time mechanisation has such power over a man’s leisure and happiness, and so profoundly determines the manufacture of amusement goods, that his experiences are inevitably after-images of the work process itself. The ostensible content is merely a faded foreground; what sinks in is the automatic succession of standardised operations. What happens at work, in the factory, or in the office can only be escaped from by approximation to it in one’s leisure time.

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.

We were in the process of gearing up for some new business ventures in Eastern Europe, and I was more than a little interested in finding out about what the new crop of recruits looked like. But before I could ask for a detailed report, Rogue Manor’s early-warning radar began sounding an intruder alert.

depending on how much nectar it’s found and how much help it has already recruited, a foraging honeybee flies back to the hive and communicates a status update by waggling figure eights on the walls. These torso wags map the exact location of a food source in relation to the sun, as well as its precise distance from the hive. If there are not enough bees outside the hive to exploit the find, the forager bee adds flourishes such as grabbing a hive mate from above and shaking him all over. Not enough workers in-house to process the flood of incoming nectar? The bee will tremble while moving through the hive “with forelegs held aloft like Saint Vitus dancers,” write the entomologists. Signaling

For this equality belongs to the post-Renaissance world of ideology-of political magic and the alchemical science” of politics. Envy is the basis of its broad appeal. And rampant envy, the besetting virus of modern society, is the most predictable result of insistence upon its realization. Furthermore, hue and cry over equality of opportunity and equal rights leads, a fortiori, to a final demand for equality of condition. Under its pressure self respect gives way in the large majority of men who have not reached the level of their expectation, who have no support from an inclusive identity, and who hunger for “revenge” on those who occupy a higher station and will (they expect) continue to enjoy that advantage. The end result is visible in the spiritual proletarians of the “lonely crowd.” Bertrand de Jouvenel has described the process which produces such non-persons in his memorable study, On Power. They are the natural pawns of an impersonal and omnicompetent Leviathan. And to insure their docility such a state is certain to recruit a large “new class” of men, persons superior in “ability” and authority, both to their ostensible “masters” among the people and to such anachronisms as stand in their progressive way. Such is the evidence of the recent past and particularly of American history. Arrant individualism, fracturing and then destroying the hope of amity and confederation, the communal bond and the ancient vision of the good society as an extrapolation from family, is one villain in this tale. Another is rationalized cowardice, shame, and ingratitude hidden behind the disguise of self-sufficiency or the mask of injured merit. Interdependence, which secures dignity and makes of equality a mere irrelevance, is the principal victim.

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.

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

Life on a floating city must have been really dull if the idea of war sounded intriguing. Trollbella squinted and crossed her arms as she thought about it. “But still, an army in exchange for a broken heart seems like a pretty steep deal,” she said. Without missing a beat, Conner clutched his chest and fell to the deck in pain. “Oh my broken heart! It hurts so much! Oh the pain, the miserable pain!” he screamed. “Your heart is on the other side of your chest, Conner,” Alex whispered down at him and he quickly made the correction. Tears formed in Trollbella’s eyes at the sight of her Butterboy in pain she had caused him. “Oh no, Butterboy!” she said, and rushed to his side. “If my army will help ease your pain, then my army you shall have!” Conner quickly sat up, completely fine. “Thank goodness,” he said. “I really appreciate it! Now we need to gather up your army and fill them in on our plan as soon as possible.” Queen Trollbella got to her feet to address the rowers aboard her boat. “Take us to the army fort at once, troblins!” she ordered. “My Butterboy needs to speak with our army and start his healing process.” The troll and goblin rowers turned the boat completely around and headed in the direction of the army float. Alex gestured for Lester to follow the boat, and helped Conner to his feet. “Nice going,” she whispered in his ear. “Thanks,” Conner said, but his face fell into a pout. “What’s wrong?” she said. “We recruited the troblin army and it was easier than either of us expected!” “I know,” Conner said sadly. “I just can’t believe Trollbella picked that troll over me.

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.

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.

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

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.

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

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

To wit, researchers recruited a large group of college students for a seven-day study. The participants were assigned to one of three experimental conditions. On day 1, all the participants learned a novel, artificial grammar, rather like learning a new computer coding language or a new form of algebra. It was just the type of memory task that REM sleep is known to promote. Everyone learned the new material to a high degree of proficiency on that first day—around 90 percent accuracy. Then, a week later, the participants were tested to see how much of that information had been solidified by the six nights of intervening sleep. What distinguished the three groups was the type of sleep they had. In the first group—the control condition—participants were allowed to sleep naturally and fully for all intervening nights. In the second group, the experimenters got the students a little drunk just before bed on the first night after daytime learning. They loaded up the participants with two to three shots of vodka mixed with orange juice, standardizing the specific blood alcohol amount on the basis of gender and body weight. In the third group, they allowed the participants to sleep naturally on the first and even the second night after learning, and then got them similarly drunk before bed on night 3. Note that all three groups learned the material on day 1 while sober, and were tested while sober on day 7. This way, any difference in memory among the three groups could not be explained by the direct effects of alcohol on memory formation or later recall, but must be due to the disruption of the memory facilitation that occurred in between. On day 7, participants in the control condition remembered everything they had originally learned, even showing an enhancement of abstraction and retention of knowledge relative to initial levels of learning, just as we’d expect from good sleep. In contrast, those who had their sleep laced with alcohol on the first night after learning suffered what can conservatively be described as partial amnesia seven days later, forgetting more than 50 percent of all that original knowledge. This fits well with evidence we discussed earlier: that of the brain’s non-negotiable requirement for sleep the first night after learning for the purposes of memory processing. The real surprise came in the results of the third group of participants. Despite getting two full nights of natural sleep after initial learning, having their sleep doused with alcohol on the third night still resulted in almost the same degree of amnesia—40 percent of the knowledge they had worked so hard to establish on day 1 was forgotten.

To test these ideas, Dr. Mario Beauregard of the University of Montreal recruited a group of fifteen Carmelite nuns who agreed to put their heads into an MRI machine. To qualify for the experiment, all of them must “have had an experience of intense union with God.” Originally, Dr. Beauregard had hoped that the nuns would have a mystical communion with God, which could then be recorded by an MRI scan. However, being shoved into an MRI machine, where you are surrounded by tons of magnetic coils of wire and high-tech equipment, is not an ideal setting for a religious epiphany. The best they could do was to evoke memories of previous religious experiences. “God cannot be summoned at will,” explained one of the nuns. The final result was mixed and inconclusive, but several regions of the brain clearly lit up during this experiment: •  The caudate nucleus, which is involved with learning and possibly falling in love. (Perhaps the nuns were feeling the unconditional love of God?) •  The insula, which monitors body sensations and social emotions. (Perhaps the nuns were feeling close to the other nuns as they were reaching out to God?) •  The parietal lobe, which helps process spatial awareness. (Perhaps the nuns felt they were in the physical presence of God?) Dr. Beauregard had to admit that so many areas of the brain were activated, with so many different possible interpretations, that he could not say for sure whether hyperreligiosity could be induced. However, it was clear to him that the nuns’ religious feelings were reflected in their brain scans. But did this experiment shake the nuns’ belief in God? No. In fact, the nuns concluded that God placed this “radio” in the brain so that we could communicate with Him. Their conclusion was that God created humans to have this ability, so the brain has a divine antenna given to us by God so that we can feel His presence. David Biello concludes, “Although atheists might argue that finding spirituality in the brain implies that religion is nothing more than divine delusion, the nuns were thrilled by their brain scans for precisely the opposite reason: they seemed to provide confirmation of God’s interactions with them.” Dr. Beauregard concluded, “If you are an atheist and you live a certain kind of experience, you will relate it to the magnificence of the universe. If you are a Christian, you will associate it with God. Who knows. Perhaps they are the same thing.” Similarly, Dr. Richard Dawkins, a biologist at Oxford University and an outspoken atheist, was once placed in the God helmet to see if his religious beliefs would change. They did not. So in conclusion, although hyperreligiosity may be induced via temporal lobe epilepsy and even magnetic fields, there is no convincing evidence that magnetic fields can alter one’s religious views.

Standards make it easier to reuse ideas and components, recruit people with relevant experience, encapsulate good ideas, and wire components together. However, the process of creating standards can sometimes take too long for industry to wait, and some standards lose touch with the real needs of the adopters they are intended to serve.

Rather, each brain develops its own idiosyncratic representations of higher-level content. Which particular neuronal assemblies are recruited to represent a particular concept depends on the unique experiences of the brain in question (along with various genetic factors and stochastic physiological processes).

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

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.

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.

The Manson Family numbered around two dozen at this time. It seems there was no shortage of young men and women arriving in Topanga Canyon desperate to join the community. New male recruits were immediately welcomed, but Manson forced female recruits to endure an initiation process. During the initiation—or interrogation—he would take the aspiring Manson girl into a room alone and stay with her for days, breaking down her emotional and physical barriers by forcing her to confront painful memories and continually have sex with him.

they could come in, change the business model, create connected electric cars, change the sales process, and change the way cars were manufactured. “That’s also bollocks,” Palmer concluded, steadily holding my gaze. “Complete bollocks.” “Why?” I asked. “Well, you can’t ignore a hundred and twenty-five years of history. The auto industry didn’t not learn anything.” When you put together a car, most of it is mechanical, and most of it is done by people who have spent a career working out how to do a suspension system, or a door lock, or a steering wheel, Palmer said. “And you can’t ignore that. So you’ve got to buy it. And you either buy it through a consultancy, or you buy it through recruitment, or you buy it through collaboration.” This spelled trouble for the newcomers. “The majority of those start-ups will fail because they’ll be too slow to recognize that they can’t just trash the auto industry, that there’s something relevant that they need.” So why was Jia Yueting different?

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.

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.

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.

It was then, after my presentations to thirty-two generals, that I first began to see how similar the approach to leadership problems was throughout our civilization. After two days of presentations, a three-star general, the commander of an entire Army corps—two panzer divisions—stood up and said to me, “You know, one of our problems is that the sergeant-majors coddle the new recruits, and we keep telling them that such helpfulness will not make them very good soldiers in the field.” And then he turned to his fellow officers and said, “But from what Ed has been saying here the past two days, we’re not going to have any more luck changing the sergeant-majors than they are having trying to change the new recruits.” Now this man had three stars on his shoulder; how much more authority would you want? He commanded more weapons of destruction than exploded in all of World War II; how much more power do you need? Yet neither his authority nor his power were enough to ensure a “command presence.” And I began to think about similar frustrations reported to me by imaginative psychiatrists who were frustrated by head nurses, creative clergy who were stymied by church treasurers, aggressive CEOs who were hindered by division chiefs, mothers who wished to take more responsible stands with their children but who were blindsided by their chronically passive husbands, not to mention my experience of watching nine eager Presidents sabotaged by a chronically recalcitrant Congress. Eventually I came to see that this “resistance,” as it is usually called, is more than a reaction to novelty; it is part and parcel of the systemic process of leadership. Sabotage is not merely something to be avoided or wished away; instead, it comes with the territory of leading, whether the “territory” is a family or an organization. And a leader’s capacity to recognize sabotage for what it is—that is, a systemic phenomenon connected to the shifting balances in the emotional processes of a relationship system and not to the institution’s specific issues, makeup, or goals—is the key to the kingdom. My

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.

Like you would know!” “I know.” “How can you possibly…” He leaned forward, looked directly into her eyes, and spoke with restrained ferocity. “I. Know.” The young woman froze as understanding dawned on her. Finally. Link relaxed in his chair and waved a hand. “Think of it like a butterfly cocoon or a sword being shaped and tempered. All your potential is hiding and waiting, being processed and forged in fire. Then, when you are done with your current shape and you realize how much it’s holding you back, you’ll burst forth into your final form, sloughing off the parts that aren’t needed anymore and will be the strong being you always had inside you. Not broken, stronger. Make sense?

Bangladesh Software company, We give proficient web architecture, improvement and support administrations. Our gifted website specialists and engineers achieve different site ventures from pamphlet locales to multi-useful online interfaces. With numerous times of involvement in planning, creating and keeping up web application (PHP and .Net) and numerous activities finished for customers everywhere throughout the world, we respectable and dependable in the web application. Completely practical and very usable web applications that match your business necessities and desires precisely as you proposed. Moreover, the trust is there is a lack of developers on the market. In order to build a better developer team, you have to go through a process in terms of reach developers, interview them, and confirm their skills. Else, you should consider external assistance when you don’t aware of programing. The recruitment process has its own risk. You must have professional skills to hire staff that would save your time and money. Here we offer the right tools and technologies for your projects. You won’t need to bother about the right tools or technologiesand don’t need to know how to make it. All you just need to hire a professional team. Software development companies have experience workingon many projects and they are aware of the recent tech trends to help you choose the right solutions. Last but not least, To wrap things up, Outsourcing Software Development to Bangladesh gives you the best item with genuinely minimal effort, If you pick us, you can make certain of a high caliber of your item. We utilize mechanized CI/CD, quality confirmation procedures, and improvement apparatuses, and we do it from the very beginning when chipping away at your task. It constructs your product speedier and better. To put it plainly, as you probably are aware, Our outsourcing programming advancement administration will give you best administration without the additional charge. This is a frequently case in new companies: you require 5 individuals to manufacture MVP, at that point one to help enormous fixes when we confirm your MVP available, at that point 5 again to rotate, at that point two for hot-fixes and little enhancements, at that point 20 to give it a chance to scale. This implies you have to secure assets to help group of 5 continually and develop it to 20 preceding you scale not to lose time. When working with us an outsourcing organization, it won't be an issue to change your requests alongside your evolving needs.

Many would ask if exceptions could be made. But of course, this was part of the problem—hiring almost always felt urgent. We know of no instances where managers were allowed to take shortcuts. Successful managers would quickly realize that they had to devote a considerable amount of their time to the process and would redouble their efforts to source, recruit, and hire candidates who were Amazonian. Managers who failed to put in the time (in addition to their day job) to recruit and interview didn’t last. There is no substitute for working long, hard, and smart at Amazon.

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.

I also suggest getting clear on the qualities your team members need to have to succeed within your business and building that into your recruitment process.

his desk, reading the paper. He looked like he had gotten eight hours of sound sleep and spent the last hour at the gym. Recruiting poster. He set his paper aside and asked if we were OK, that we looked a little under the weather. When we replied that we were fine, he said, “OK, get to work.” The bar scene was never mentioned again. Jim eventually became so depressed, he decided to volunteer for another tour in Vietnam. However, he only had months to serve, and the army refused to deploy him. Jim found a way. He got into his Olds 4-4-2 and headed toward Louisville. Between Ft. Knox and Louisville was the small town of West Point. It occupied the southeastern bank of the Ohio River and was a notorious speed trap. Local residents claimed that the majority of the municipal budget was covered by speeding fines collected from the Ft. Knox troops. Jim ran through the northbound radar trap in excess of 100 mph. After the policeman wrote him up for reckless driving, Jim turned around and ran through the southbound speed trap at 110. He was arrested immediately. When it came time for his disciplinary process, he was busted back to E-4.

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.

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.

The central function of the amygdala, which I call the brain’s smoke detector, is to identify whether incoming input is relevant for our survival.11 It does so quickly and automatically, with the help of feedback from the hippocampus, a nearby structure that relates the new input to past experiences. If the amygdala senses a threat—a potential collision with an oncoming vehicle, a person on the street who looks threatening—it sends an instant message down to the hypothalamus and the brain stem, recruiting the stress-hormone system and the autonomic nervous system (ANS) to orchestrate a whole-body response. Because the amygdala processes the information it receives from the thalamus faster than the frontal lobes do, it decides whether incoming information is a threat to our survival even before we are consciously aware of the danger. By the time we realize what is happening, our body may already be on the move.

moving from a process driven by human judgment to one driven by algorithms and data offered Amazon an exciting possibility: to build a recruiting system that would be free of human bias—or at least would improve upon the bias-riddled decision-making of humans.

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.

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

By the end of 2007, there were 73,000 Sons of Iraq on the payroll, a source of angst for senior Shia politicians running the government, who began to fear the emergence of this Sunni army.32 The vetting process included taking fingerprints, biometric scans and photographs.33 Tragically, as would become apparent, Shia prime minister Nouri al-Maliki, always deeply suspicious and fearful of the Awakening and the Sons of Iraq, would obtain this information later and use it against recruits to destroy the Awakening movement.

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.

These groups were a new kind of vehicle: a hive or colony of close genetic relatives, which functioned as a unit (e.g., in foraging and fighting) and reproduced as a unit. These are the motorboating sisters in my example, taking advantage of technological innovations and mechanical engineering that had never before existed. It was another transition. Another kind of group began to function as though it were a single organism, and the genes that got to ride around in colonies crushed the genes that couldn’t “get it together” and rode around in the bodies of more selfish and solitary insects. The colonial insects represent just 2 percent of all insect species, but in a short period of time they claimed the best feeding and breeding sites for themselves, pushed their competitors to marginal grounds, and changed most of the Earth’s terrestrial ecosystems (for example, by enabling the evolution of flowering plants, which need pollinators).43 Now they’re the majority, by weight, of all insects on Earth. What about human beings? Since ancient times, people have likened human societies to beehives. But is this just a loose analogy? If you map the queen of the hive onto the queen or king of a city-state, then yes, it’s loose. A hive or colony has no ruler, no boss. The queen is just the ovary. But if we simply ask whether humans went through the same evolutionary process as bees—a major transition from selfish individualism to groupish hives that prosper when they find a way to suppress free riding—then the analogy gets much tighter. Many animals are social: they live in groups, flocks, or herds. But only a few animals have crossed the threshold and become ultrasocial, which means that they live in very large groups that have some internal structure, enabling them to reap the benefits of the division of labor.44 Beehives and ant nests, with their separate castes of soldiers, scouts, and nursery attendants, are examples of ultrasociality, and so are human societies. One of the key features that has helped all the nonhuman ultra-socials to cross over appears to be the need to defend a shared nest. The biologists Bert Hölldobler and E. O. Wilson summarize the recent finding that ultrasociality (also called “eusociality”)45 is found among a few species of shrimp, aphids, thrips, and beetles, as well as among wasps, bees, ants, and termites: In all the known [species that] display the earliest stages of eusociality, their behavior protects a persistent, defensible resource from predators, parasites, or competitors. The resource is invariably a nest plus dependable food within foraging range of the nest inhabitants.46 Hölldobler and Wilson give supporting roles to two other factors: the need to feed offspring over an extended period (which gives an advantage to species that can recruit siblings or males to help out Mom) and intergroup conflict. All three of these factors applied to those first early wasps camped out together in defensible naturally occurring nests (such as holes in trees). From that point on, the most cooperative groups got to keep the best nesting sites, which they then modified in increasingly elaborate ways to make themselves even more productive and more protected. Their descendants include the honeybees we know today, whose hives have been described as “a factory inside a fortress.”47

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.

Recruitment – It’s a process of seeking and attracting the right kind of people to apply for a job in a organization.

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.

Below are just a few of the infinite questions that, if asked with high emotion and a deep desire to seek out constructive answers, will stimulate new thoughts to resolve your job and career challenges. By asking courageous questions, your brain will come up with seemingly miraculous answers so that you’ll better manage negativity and fear. And when you better manage negativity and fear, you’ll be in a much better state of mind to pursue and land your next job. How have others effectively dealt with this problem in the past? How do I turn this problem into an adventure and meet this challenge with a positive outlook? What can I learn from this, and how can I enjoy the process? What resources are available to me in the community that will assist me in getting a new job? What do I need to research to gain better control of my future? Whom can I recruit for my job transition campaign “board of directors” that will advise me and support my efforts in a positive way? How can I be a hero to myself and others by meeting this challenge head-on with confidence and self-respect? Am I spending more time on the solution than on the problem? Am I displaying leadership qualities to the members of my family so they can be proud of me? What do I have to read to make myself a more educated job campaigner? How can I make those I love more comfortable and at ease with my situation? Whom do I have to meet so I can achieve my goals quickly?

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

COVER LETTERS Most people today, including hiring authorities, are living a high-stress life. They are being bombarded by e-mail, voice mail, U.S. mail, and junk mail. They take calls from cell phones, business phones, and home phones, not to mention the demands for attention from many other voices. Most HR managers, executive recruiters, and hiring managers are placing less and less importance on cover letters. Yes, they are still a part of the process, but they play a less significant role.

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.

Properly run startups place a great deal of emphasis on recruiting and the interview process in order to build their talent base. Too often the investment in people stops there.

good storyteller, build good relationships internally and externally with key ecosystem constituents, take calculated risks, be quickly adaptable and flexible, communicate humbly but firmly, recruit all the time, implement sound business processes, and execute-execute-execute pragmatically within your ecosystem with purpose! If not, success will be just a pipe dream or fleeting experience, as building a start-up successfully is quite difficult. And great ideas don’t just come to you. You must pursue them. Regardless of what your vision for the future is, find ways to keep strengthening your pragmatic combination of mind-set, skill set, direction, strategies, know-how, and execution! If the featured young

We should start questioning the definitions we assign to our emotions. Just because other people have assigned a certain name to an emotion doesn't necessarily mean that we should recruit the same perceptions. For instance, just because we tend to name an uncomfortable feeling "stress" or "worry" because either research has concluded that the symptoms point to "worry" or "stress" doesn't make it so. Besides, emotions and feelings are invisible manifestations with only the symptoms as evidence in our bodies and minds, and no one has the equipment to point out exactly what they are--especially since they are always changing. Therefore, let's evaluate what we title things before we do, considering that every title or definition that we assign a thing or emotion creates a link, a mental recognizable relationship between us and what we've named--which constricts our thought processes from creating more empowering, positive emotions.

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.

This business model is phony on its face because by doing a little simple math, you can see it takes fewer than thirteen cycles of this process for one MLM to run out of humans on Earth to recruit.

When you think about it, it makes sense,” says Lt. Colonel William Leek, commanding officer of the Los Angeles Recruiting Station. “Recruiting and basic training are two sides of the same coin. Why have two commanders for what is essentially one process, the making of Marines?

Amazon Bar Raisers receive special training in the process. One participates in every interview loop. The name was intended to signal to everyone involved in the hiring process that every new hire should “raise the bar,” that is, be better in one important way (or more) than the other members of the team they join. The theory held that by raising the bar with each new hire, the team would get progressively stronger and produce increasingly powerful results. The Bar Raiser could not be the hiring manager or a recruiter. The Bar Raiser was granted the extraordinary power to veto any hire and override the hiring manager.

Scientology is not just a matter of belief, the recruits were constantly told; it is a step-by-step scientific process that will help you overcome your limitations and realize your full potential for greatness. Only Scientology can awaken individuals to the joyful truth of their immortal state. Only Scientology can rescue humanity from its inevitable doom. The recruits were infused with a sense of mystery, purpose, and intrigue. Life inside Scientology was just so much more compelling than life outside.

But the most important recruit was Lord Nathan Rothschild, who had gained complete control of the Bank of England. Lord Rothschild was the leading member of the world’s most influential banking families. The Rothschilds had established financial ties to such countries as Austria, Germany, Russia, Italy, France, Egypt, China, South Africa, China, India, New Zealand, and Australia. In the process, they established close relations with other Jewish banking families, including the Cohens, Warburgs, Schiffs, Kuhns, Loebs, Lazards, Lehmans, and Goldmans. These families worked together, shared resources, and engaged in joint business ventures. They shared a common Jewish heritage, maintained close social ties,

Discovery Engagement Membership How people hear about your company or position. The processes through which people apply or are recruited. The person being offered the position and accepting

But the peculiarly interesting fact is that re-transference is also possible. A country or other unit which has been worshipped for years may suddenly become detestable, and some other object of affection may take its place with almost no interval. In the first version of H. G. Wells’s Outline of History, and others of his writings about that time, one finds the United States praised almost as extravagantly as Russia is praised by Communists today: yet within a few years this uncritical admiration had turned into hostility. The bigoted Communist who changes in a space of weeks, or even days, into an equally bigoted Trotskyist is a common spectacle. In continental Europe Fascist movements were largely recruited from among Communists, and the opposite process may well happen within the next few years. What remains constant in the nationalist is his state of mind: the object of his feelings is changeable, and may be imaginary.

In each case, these segments were stuck with serious business problems that had to be solved immediately but could not be addressed effectively without embracing a discontinuous innovation. Managers who are under this kind of “broken-process” pressure will sponsor a new technology ahead of the herd, but only if the system provider can commit to an end-to-end solution to their problem. That is, to win over their target segments, each of these product vendors has to commit not just to providing an excellent product, but also to fielding a complete suite of products and services to solve the entire problem for the target segment. This leads them to recruit other companies that have the necessary competencies they lack, thereby forging a whole new value chain where none existed before. Once such a team is formed and the market has rallied around its solution, all other vendors get summarily excluded from the segment (pragmatists like to standardize on a single solution once they find one that works); so these first movers get to enjoy the fruits of market leadership for a long time to come.

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

As service levels went green, the partners also worked on more value-added innovations. For example, the consumer products company wanted to recruit engineers with demographics that better match their consumers. The provider helped by changing the recruitment strategy from reacting to current job openings to proactively building a pipeline of potential engineering candidates.

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.

Because just like marketing, you should always be recruiting. Seriously, there is no time, that if the right person walked along, you shouldn’t get that individual on the bus right away. Why do we view marketing as something we should do all the time to drive brand awareness, but we don’t think the same about recruiting? The way most business owners treat recruiting is more like a discrete task than an ongoing process. If there are job openings, we recruit. As soon as we fill them up, we stop. Whew, nice to be done with that for a while. Except, that’s the wrong attitude. Recruiting is a vital function, and we should keep it going all the time.

Famous people involved in any activity do not usually just pop up from obscurity. The majority, especially the most famous of celebrities are preselected implants. The recruitment process is determined by bloodlines and the membership of secret societies, either by themselves or their families. Their purpose is to promote and advance whatever agenda their owners decide.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

In light of Paul’s picture of the church growing as a body grows and as a building grows through the process of its erection, it seems regrettable that the phrase “church growth” should nowadays be used exclusively, as it seems to be, of numerical expansion, when the New Testament idea expressed by this phrase is not of quantitative but of qualitative advance. It is always wisest to use biblical phraseology in its biblical sense, and these texts make clear that the growth of the church in Paul’s mind is not a matter of recruits being added to the community (he had other words for that), but of the community being fitted for its destiny through the transforming power of Spirit-taught truth.

As in other industries, the recruitment process has become a lot easier (cheaper) for employers and a lot more expensive for would be employees. A demo with a new sound or a solid audition isn’t good enough. Artists are now expected to arrive with a market-ready brand and audience, saving their corporate overlords the makeover expense. Building a brand is no longer the purview of slick besuited experts; it’s the individual responsibility of every voice that wants to “make it.

To be successfully recruited and not left behind, you need to understand how the recruiting process works.

After signing on the dotted line, I spent the next six months working out and doing my best not to get into trouble until I finally boarded a bus for the trip to the Military Entry Processing Station (MEPS) facility in southern Virginia. MEPS is the weigh station for all new military recruits. There, I found myself part of an interesting blend of Americana, one that included all shapes, sizes, colors, and temperaments of young men and women who were leaving the civilian world and getting their first taste of the United States military.

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

Sander van der Wiel, brother to Frans, had become an active member of the cell. He brought with him a handful of others who were joining to add potential resistance fighters to what was anticipated to be a bloody end to the war. Not all of these newcomers were reliable recruits; in fact, some proved to be more interested in causing general mayhem than fighting Germans or NSB collaborators. In the middle of January, the new members headed out to the polders to confront and rob a farmer who they suspected of profiteering off the famine. In the process, they executed the man, whose name was Willem van de Zon. As it turned out, however, not only was Zon innocent of making profits off the Hunger Winter, but he had long and solid ties to the resistance. He had hidden a number of Jewish people through the course of the war and was actually giving food away during that hard winter

Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there. Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.

The radical rhetoric of the early fascist movements led many observers, then and since, to suppose that once in power the fascist regimes would make sweeping and fundamental changes in the very bases of national life. In practice, although fascist regimes did indeed make some breathtaking changes, they left the distribution of property and the economic and social hierarchy largely intact (differing fundamentally from what the word revolution had usually meant since 1789). The reach of the fascist “revolution” was restricted by two factors. For one thing, even at their most radical, early fascist programs and rhetoric had never attacked wealth and capitalism as directly as a hasty reading might suggest. As for social hierarchy, fascism’s leadership principle effectively reinforced it, though fascists posed some threat to inherited position by advocating the replacement of the tired bourgeois elite by fascist “new men.” The handful of real fascist outsiders, however, went mostly into the parallel organizations. The scope of fascist change was further limited by the disappearance of many radicals during the period of taking root and coming to power. As fascist movements passed from protest and the harnessing of disparate resentments to the conquest of power, with its attendant alliances and compromises, their priorities changed, along with their functions. They became far less interested in assembling the discontented than in mobilizing and unifying national energies for national revival and aggrandizement. This obliged them to break many promises made to the socially and economically discontented during the first years of fascist recruitment. The Nazis in particular broke promises to the small peasants and artisans who had been the mainstay of their electoral following, and to favor urbanization and industrial production. Despite their frequent talk about “revolution,” fascists did not want a socioeconomic revolution. They wanted a “revolution of the soul,” and a revolution in the world power position of their people. They meant to unify and invigorate and empower their decadent nation—to reassert the prestige of Romanità or the German Volk or Hungarism or other group destiny. For that purpose they believed they needed armies, productive capacity, order, and property. Force their country’s traditional productive elements into subjection, perhaps; transform them, no doubt; but not abolish them. The fascists needed the muscle of these bastions of established power to express their people’s renewed unity and vitality at home and on the world stage. Fascists wanted to revolutionize their national institutions in the sense that they wanted to pervade them with energy, unity, and willpower, but they never dreamed of abolishing property or social hierarchy. The fascist mission of national aggrandizement and purification required the most fundamental changes in the nature of citizenship and in the relation of citizens to the state since the democratic revolutions of the eighteenth and nineteenth centuries. The first giant step was to subordinate the individual to the community. Whereas the liberal state rested on a compact among its citizens to protect individual rights and freedoms, the fascist state embodied the national destiny, in service to which all the members of the national group found their highest fulfillment. We have seen that both regimes found some distinguished nonfascist intellectuals ready to support this position. In fascist states, individual rights had no autonomous existence. The State of Law—the Rechtsstaat, the état de droit—vanished, along with the principles of due process by which citizens were guaranteed equitable treatment by courts and state agencies. A suspect acquitted in a German court of law could be rearrested by agents of the regime at the courthouse door and put in a concentration camp without any further legal procedure.

So, make something that you can call your own, and prepare for it to grow. But another thing to remember is that, just like polyamory, affiliates of a group don’t need to remain exclusive to that group. You can recruit membership from groups that address overlapping needs, without damaging them in the process. You can also create a cycle of pooled resources with and mutual respect for other communities. Or you can isolate yourself entirely. It’s up to you. But, in either case, be the recommendation for someone who is looking for a group like yours. As sugary as this may sound, something you create can be exactly what someone needs!

The new recruits, in process of time, began to join in an encounter without fear; they saw that such as fled were taken prisoners or slain; that the bravest were the safest; that liberty, their country, and parents, are defended, and glory and riches acquired, by arms. Thus the new and old troops soon became as one body, and the courage of all was rendered equal.

A good recruitment policy and process of a company should always be designed by integrating organizational goals with employee needs , further with the aim of optimum utilization of manpower as its resource.

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.

I had to have sex with any man who asked for me. I had to have sex at least three times a night, sometimes seven or eight times in one night. The majority were Americans. They like to have fun and you can’t imagine how they act. They drink a lot, they speak loudly they make fun of the girls and treat us like rubbish. I wanted to stop them behaving this way. They shouldn’t do this. It is not fair, not only for me but for all the girls in this situation.’ Her clients, she explains, were members of the UN peacekeeping forces, the SFOR or Stabilisation Force, and the UN-appointed IPTF, the International Police Task Force, policemen who had been recruited from all over the world to help the process of nation-building in Bosnia in the late 1990s. It was these men, tasked with rebuilding a broken country, who refused to help Monica when she pleaded for help.

Military education is a major part of this evolution into a MCWW. No new doctrine could have taken hold without the presence of militarily educated warriors. In fact, it has become standard practice for all United States Marines to become thinkers and readers. 11 Required readings encompass the entire Corps, from general officers down to newly minted privates leaving the recruit depots of Parris Island and Camp Pendelton in San Diego. Not only is reading now a fundamental aspect of being a Marine, it is also a socialization process within the Corps itself, for these readings lead to formal and informal discussion groups focusing on various aspects of military history, doctrine, strategy, and tactics. In part, this educational process grew out of the Reformers’ ad hoc meetings for the MCWW development in order get its center of gravity embedded within the Marine Corps. 12

Other cults use different dissociative processes, such as chanting, meditation, or lecturing. Cult groups employ this bombardment of the senses, plus some degree of isolation from the outside world and restriction of communication within the group, to increase the impact of the cult leader’s message. If successful, these techniques move members into a state of intense anxiety and confusion in which they are induced to abandon previous coping mechanisms. Therefore, they inevitably enter into a dissociative state, which is reinterpreted as being some form of a higher power. This belief promotes the members’ veneration of the leader and acceptance of the ideas presented. In addition to deception and positive and negative reinforcement, cults also employ group pressure, intimidation, and environmental manipulation. All of this coalesces to develop a new “pseudo-identity” that is formed above the recruit’s original personality (West and Martin, 1996, pp. 268-288).

The llama stable. Winter pointed to a shovel on the wall. “Grab one. We have to clean up the llama poop.” I slumped my shoulders in defeat. I knew there was no way of getting out of this. I walked over to the wall and grabbed a shovel. “How long do we have to do this?” “All day. Wickham wants all the new recruits to shovel llama poop all day long until he feels we are ready for the next step in our learning process.” Maybe I had made a bad decision about becoming a wandering trader?

Polarization, of course, is no accident. A divide and conquer game is now underway inside the United States which is calculated to produce instability. It naturally comes on the heels of a societal demoralization (decades in the making). Given current preparations for war in Korea, stage three (crisis) will likely result from a military clash in the Far East. The final stage (normalization), signifies the acceptance by the United States of Russian and Chinese military dominance (formalized by a treaty). This, of course, is only one dimension of the crisis/normalization process. Yet, if things go according to plan, it will be the decisive dimension. Of course, destabilization is carried out by secret agent networks in much the same way as demoralization. It is a process guided by KGB officers and recruited agents. These agents not only operate on the political left. In order to guide the process the KGB has placed agents on the political right – in the guise of rock-solid conservatives. Bezmenov says that recruiting agents on the left is, in fact, not as important as recruiting (or planting) them on the right.

For consumers, most of these problems are invisible. That is by design. You’re not supposed to know that the trending topics on Twitter were sifted through by a few destitute people making pennies. You’re not supposed to realize that Facebook can process the billions of photos, links, and shareable items that pass through its network each day only because it recruits armies of content moderators through digital labor markets. Or that these moderators spend hours numbly scrolling through grisly photos that people around the world are trying to upload to the network. Uber’s selling point is convenience: press a button on your phone and a car will arrive in minutes, maybe seconds, to take you anywhere you want to go. As long as that’s what happens, what do consumers have to complain about? Now joined by a host of start-up delivery services, ride-sharing companies are in the business of taking whomever or whatever from point A to point B with minimal fuss or waiting time. That this self-indulgent convenience ultimately comes at the expense of others is easily brushed off or shrouded in the magical promise that anything you want can be produced immediately.

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.

Broadly speaking, there seem to be two methods for developing combat forces-for successfully cajoling or coercing collections of men into engaging in the violent, profane, sacrificial, uncertain, masochistic, and essentially absurd enterprise known as war. The two methods lead to two kinds of warfare, and the distinction can be an important one. Intuitively, it might seem that the easiest (and cheapest) method for recruiting combatants would be to...enlist those who revel in violence and routinely seek it our or who regularly employ it to enrich themselves, or both. We have in civilian life a name for such people-criminals...Violent conflicts in which people like that dominate can be called criminal warfare, a form in which combatants are induced to wreak violence primarily for the fun and material profit they derive from the experience. Criminal armies seem to arise from a couple of processes. Sometimes criminals-robbers, brigands, freebooters, highwaymen, hooligans, thugs, bandits, pirates, gangsters, outlaws-organize or join together in gangs or bands or mafias. When such organizations become big enough, they can look and act a lot like full-blown armies. Or criminal armies can be formed when a ruler needs combatants to prosecute a war and concludes that the employment or impressment of criminals and thugs is the most sensible and direct method for accomplishing this. In this case, criminals and thugs essentially act as mercenaries. It happens, however, that criminals and thugs tend to be undesirable warriors....To begin with, they are often difficult to control. They can be troublemakers: unruly, disobedient, and mutinous, often committing unauthorized crimes while on (or off) duty that can be detrimental or even destructive of military enterprise.... Most importantly, criminals can be disinclined to stand and fight when things become dangerous, and they often simply desert when whim and opportunity coincide. Ordinary crime, after all, preys on the weak-on little old ladies rather than on husky athletes-and criminals often make willing and able executioners of defenseless people. However, if the cops show up they are given to flight. The motto for the criminal, after all, is not a variation of "Semper fi," "All for one and one for all," "Duty, honor, country," "Banzai," or "Remember Pearl Harbor," but "Take the money and run."... These problems with the employment of criminals as combatants have historically led to efforts to recruit ordinary men as combatants-people who, unlike criminals and thugs, commit violence at no other time in their lives.... The result has been the development of disciplined warfare in which men primarily inflict violence not for fun and profit but because their training and indoctrination have instilled in them a need to follow orders; to observe a carefully contrived and tendentious code of honer; to seek glory and reputation in combat; to love, honor, or fear their officers; to believe in a cause; to fear the shame, humiliation, or costs of surrender; or, in particular, to be loyal to, and to deserve the loyalty of, their fellow combatants.

at the processing station filling out stacks of forms with all kinds of information. When you live in a Public Residence Cluster, the government knows everything about you, including your DNA profile by the time you’re a month old, but the civil and military bureaucracies apparently don’t talk to each other very much. So I fill out the forms in front of me, entering the metrics of my existence for the thousandth time in my life. The last page is a contract, five dense paragraphs of legal language, and I read over it briefly. It’s the same information they gave us back at the recruiting office. Once upon a time, the job of the recruiter was to entice potential recruits into signing up for service by emphasizing the benefits and downplaying the drawbacks of military service, but that is no longer the case. Now they hardly talk about benefits at all. Everybody knows you’ll get fed and that there’s a real bank account and a certificate of service if you make it through your enlistment term. Now they try to discourage as many people as possible from signing up by describing all the drawbacks of service. I have no doubt that there’s a monthly quota for turning

by blitzing students with information and making the application process as simple as dropping a résumé into a box, by following up relentlessly and promising to inform applicants about job offers in the fall of their senior year—months before firms in most other industries—Wall Street banks had made themselves the obvious destinations for students at top-tier colleges who are confused about their careers, don’t want to lock themselves in to a narrow preprofessional track by going to law or medical school, and are looking to put off the big decisions for two years while they figure things out. Banks, in other words, have become extremely skilled at appealing to the anxieties of overachieving young people and inserting themselves as the solution to those worries. And the irony is that although we think of Wall Street as a risk-loving business, the recruiting process often appeals most to the terrified and insecure.

The recruitment and selection of directors should be a strategic and thoughtful process, guided by the organization's mission, values, and long-term goals.

A significant lesson from Singapore's transformation lies in the value of competence-based leadership. Unlike numerous African countries, where leadership often stems from political favoritism or ethnic ties, Singapore emphasizes a public service grounded in strict recruitment criteria and performance benchmarks. Civil servants are chosen through competitive processes and receive fair compensation to deter corruption, ensuring decisions are driven by merit rather than political allegiance. This approach highlights the need for African nations to reconsider how leadership roles across government, business, and civil society are assigned. Establishing systems that prioritize merit, especially in public administration, can foster an environment where leadership is earned, not granted due to favoritism.

Mastering the recruitment process requires both knowledge and strategy.

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