742 karma · joined January 25, 2009
I've worked with a lot of retrained and second-career people and I can't sing their praises enough.
Provide significant referral bonuses to employees and ex-employees if a new hire stays on board for more than 6 months with above-average performance reviews.
Run evaluations with external recruitment firms - do quality shoot-outs with three recruitment firms for the same open role - each may present only three CVs. Never run any position with less than two external recruitment firms and let them clearly know that you're tracking quality metrics (CV fit, interview quality of candidates, job role fit, and six month retention and above-average performance review) and will retire your partnership if they drop below mean.
Run an empanelling process for the recruiters for each role and learn how to do it properly and repeatedly. This is a simpler process than the one you run internally with the hiring exec (you?), hiring manager and interviewer pool. You have an empanelling process, right?
When consumers opt out en masse, these systems collapse if they're not actually socialized - and where there is no actual financial benefit to consumers for going "off-grid" since they're still paying with taxes or equivalent.
I'd love to see an analysis of the different approaches in the different phases, possibly including TV-for-public benefit, like the BBC or NPR too.
I’ll try again this month!
I can’t find a low-effort, high-portability, low-menory way to do it with Wayland.
Local and also in CI pipelines.
Is it an artifact of Kagi’s small web list generation, or are many stories being pushed by the “big web”?
Small teams, big results is a characteristic that I’m very interested in, in our post-ZIRP reality.
Forty years. What lives they could have led, people they would have loved and been loved by. For their family, so many years of grief.
Thank you for this project.
Typically an intelligent and tech literate CFO or Chief Risk Officer.
If the Head of Security and the CTO can’t come to a deal, it reaches the ExCo or board for a decision.
I call this “creative tension” and it works better than the alternative.
While there are great CTOs out there that are conscientious and thoughtful about this double-bind, most aren’t.
It’s good to have open discussions about upside opportunity versus downside risk and generally that happens best when your boss’ bonus doesn’t primarily depend on them maximising upside.
With reports like these, there is no excuse that “we didn’t know”.
My vote is for the Culture where the hedonism is balanced by good deeds - such as a hand discretely extended - for those crawling out of the mud looking at the stars which the culture leaves as close to untouched and untrammelled as they can.
I had been nodding away about state and push/pull, but this section grabbed my attention, since I’ve never seen it do clearly articulated before.
Suprisingly there’s an archived DoJ page that says that the same remedies may have been much cheaper to achieve through other means.
https://www.justice.gov/archives/atr/att-divestiture-was-it-...
YMMV. I don’t agree with the narrowness of this analysis, and would like to see some links to academic studies in economics and the study of innovation tbh.
But yeah, for intra-Schengen you just go to the platform a few minutes before departure, find where your carriage will be, and step in once the train comes to a stop.
So much less faff than air travel, and I’ve noticed better pubs at major stations meaning waiting for your train isn’t as boring as it used to be…
Let’s not site global critical infrastructure within 150km of US land borders for a generation, please.
My fathers brothers and sisters had it bad too.
My and my sister have it just a bit, but have good/funny/memorable coping strategies such as holding words while we dig up mnemonics, as do some of our cousins from that side.