Technical Recruiter Quotes

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

But within the framework of an ideology such pluralism cannot be so enlarged as to incorporate into the political system and submit to political arbitration radical structural conflicts between family life and economic development, religión and culture, personality and the need for governmental administration, or between the expected motives of agents and the methods of recruiting. In such States, political pluralism remains on a technical and instrumental level; the problem-solving capacity of the political system is built on the premise that, in the last analysis, all critical problems can be reduced to economic problems. For this reason (and because of the political ideologization of all publíc life) limits are set to the level of complexity such a society can reach.

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

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 technical attitude is manipulative; the bountiful attitude is receptive. In the technical attitude, we recruit god or the gods to do our will, the will that was ours before we reached out to the divine. But in the bountiful attitude God recruits us to do his will. In the technical attitude the god is an instrument, a means, a technique, but in the bountiful attitude God is the ultimate end of all our means and all our striving.

It is my firm conviction that an executive or business owner should pack a team with 51 percenters, because training them in the technical aspects will then come far more easily. Hiring 51 percenters today will save training time and dollars tomorrow. And they are commonly the best recruiters for others with strong emotional skills. Nice people love the idea of working with other nice people.

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

Common or default recruitments are a phenomenon of thought in general: we are always ready to use default conceptual connections as we think. It is important to recognize, however, that common, default recruitments do not give us fixed basic concepts: we can always unplug the default connections; they are, in technical jargon, “defeasible.” They look stable and fixed sometimes, but only because they are entrenched.

One Stanford op-ed in particular was picked up by the national press and inspired a website, Stop the Brain Drain, which protested the flow of talent to Wall Street. The Stanford students wrote, The financial industry’s influence over higher education is deep and multifaceted, including student choice over majors and career tracks, career development resources, faculty and course offerings, and student culture and political activism. In 2010, even after the economic crisis, the financial services industry drew a full 20 percent of Harvard graduates and over 15 percent of Stanford and MIT graduates. This represented the highest portion of any industry except consulting, and about three times more than previous generations. As the financial industry’s profits have increasingly come from complex financial products, like the collateralized debt obligations (CDOs) that ignited the 2008 financial meltdown, its demand has steadily grown for graduates with technical degrees. In 2006, the securities and commodity exchange sector employed a larger portion of scientists and engineers than semiconductor manufacturing, pharmaceuticals and telecommunications. The result has been a major reallocation of top talent into financial sector jobs, many of which are “socially useless,” as the chairman of the United Kingdom’s Financial Services Authority put it. This over-allocation reduces the supply of productive entrepreneurs and researchers and damages entrepreneurial capitalism, according to a recent Kauffman Foundation report. Many of these finance jobs contribute to volatile and counter-productive financial speculation. Indeed, Wall Street’s activities are largely dominated by speculative security trading and arbitrage instead of investment in new businesses. In 2010, 63 percent of Goldman Sachs’ revenue came from trading, compared to only 13 percent from corporate finance. Why are graduates flocking to Wall Street? Beyond the simple allure of high salaries, investment banks and hedge funds have designed an aggressive, sophisticated, and well-funded recruitment system, which often takes advantage of [a] student’s job insecurity. Moreover, elite university culture somehow still upholds finance as a “prestigious” and “savvy” career track.6

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Although tapping into underground fiber-optic lines is much more difficult than tapping into a copper cable, the technique has been perfected by the NSA. For cables buried in foreign countries, the task of gaining access to them was given to a unique covert organization named the Special Collection Service (SCS), which combined the clandestine skills of the CIA with the technical capabilities of the NSA. Its purpose is to put sophisticated eavesdropping equipment—from bugs to parabolic antennas—in difficult-to-reach places. It also attempts to target for recruitment key foreign communications personnel, such as database managers, systems administrators, and IT specialists. The

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

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

Don’t Invent Job Titles I used to make up job titles because, as a bootstrapper, I didn’t particularly care what someone’s title was. I didn’t want it to matter—but it really does. When we realized we needed an architect to scale our infrastructure at Drip, we asked our internal recruiter to hire for the job of “Senior Scaling Architect.” She eventually talked us into the title of “Senior Architect.” Why? Because when she ran the data, she couldn’t find enough salary information on the title we’d given her. Not only that, but if we’d used a made-up job title, qualified candidates wouldn’t have known what we were hiring for. There are standard SaaS job titles. Use them. Your ideal candidates have saved job searches for things like “Engineer,” “Customer Service Lead,” and, yes, “Senior Architect.” Ignoring that makes it harder to connect with people searching for the job you’re hiring for. It also does a disservice to whomever you end up hiring. They’ll have a much tougher time explaining their qualifications to their next employer when their job title was “Code Wizard” rather than “Senior Engineer.” Although a treatise on organizational structure is beyond the scope of this book, here’s a typical hierarchy of engineering titles (in descending order of authority) that can be easily translated into other departments: Chief Technical Officer VP of Engineering Director of Engineering Manager of Engineering Senior Software Engineer Software Engineer Junior Software Engineer Entry-Level Software Engineer Note: These titles assume the typical path is to move into management, which doesn’t have to be the case. Individual contributor titles above Senior exist, such as Principal Engineer and Distinguished Engineer. But for the sake of simplicity, I’m laying out the above hierarchy, which will work for companies well into the millions of ARR. Another note on titles: be careful with handing out elevated job titles to early employees. One company I know named their first customer service person “Head of Customer Success.” When they inevitably grew and added more customer service people, they didn’t want him managing them and ended up in a tough situation. Should they demote him and have him leave? Or come up with an even more elevated title for the real manager?

Double diffusion made possible, for the first time, the mass production of precise, high-performance transistors. The technique promised to be highly profitable for any organization that could master its technical intricacies. Shockley therefore quit Bell Labs and, with financial backing from Arnold Beckman, president of a prestigious maker of scientific instruments, started a company to produce double-diffusion transistors. The inventor recruited the best young minds he could find, including Noyce; Gordon Moore, a physical chemist from Johns Hopkins; and Jean Hoerni, a Swiss-born physicist whose strength was in theory. Already thinking about human intelligence, Shockley made each of his recruits take a battery of psychological tests. The results described Noyce as an introvert, a conclusion so ludicrous that it should have told Shockley something about the value of such tests. Early in 1956, Shockley Semiconductor Laboratories opened for business in the sunny valley south of Palo Alto. It was the first electronics firm in what was to become Silicon Valley.

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

Doctors with technical degrees and working with top-notch technology? They don’t speak English. Part of me didn’t think they even spoke human anymore.

Leading and managing testers at Google is likely the thing most different from other testing shops. There are several forces at work at Google driving these differences, namely: far fewer testers, hiring competent folks, and a healthy respect for diversity and autonomy. Test management at Google is much more about inspiring than actively managing. It is more about strategy than day-to-day or week-to-week execution. That said, this leaves engineering management in an open-ended and often more complex position than that typical of the places we’ve worked before. The key aspects of test management and leadership at Google are leadership and vision, negotiation, external communication, technical competence, strategic initiatives, recruiting and interviewing, and driving the review performance of the team.

In January 2017, Bloomberg reported that although Facebook had started giving recruiters an incentive to bring in more women, black, and Latino engineering candidates back in 2015, the program was netting few new hires. According to former Facebook recruiters, this was because the people responsible for final hiring approvals—twenty to thirty senior leaders who were almost entirely white and Asian men—still assessed candidates by using the same metrics as always: whether they had gone to the right school, already worked at a top tech company, or had friends at Facebook who gave them a positive referral.15 What this means is that, even after making it through round after round of interviews designed to prove their skills and merits, many diverse hires would be blocked at the final stage—all because they didn’t match the profile of the people already working at Facebook.