74 karma · joined August 28, 2011
Me -> TOR encrypts data -> VPN encrypts data -> data goes through tunnel -> VPN decrypts data -> TOR encrypted data passes through first node -> TOR encrypted data passes through relay node -> TOR decrypts data as it passes through the exit node -> swish nothing but net
This gives protection from the ISP and from the VPN provider -- I have to trust neither.
Amazing beginner course. Read this book and Vol2 and you will be ahead of most tournament players on the fundamentals. USCF 2100+ at my strongest.
Adding this for posterity: I have such a huge stupid smile on my face to help maintain my privacy.
How is this specific to any generation? Is the implication that there is a case where it is okay not to treat people with professional kindness and respect? I don't know who coined the phrase "people quit managers, not companies" but it has been around for quite some time.
I'm curious ... have you factored in your power costs? People costs (or opportunity costs if your existing staff is re-allocated to server admin tasks)? Additional cost of space for your on-prem setup? Have you factored in the cost of potential downtime? Single points of failure?
My personal threshold attempts to minimize false positives even to the extent that I will pass on people that would probably have done a good job. I tune it this way because I think that bad hires are one of the worst things that can happen to a team. But, each individual has to calibrate this for themselves.
I'm not looking to solve the problem, I'm looking to make the best possible decision based on the information I have available.
I really don't care about what you did at your last company or if you raised this by 50% or that by 30%. Rather, I want three things in a candidate: smart, talented and hungry. If I get someone who is smart, talented and hungry and I drop them into a situation where there is unlimited upside, my job then becomes to guide them to greatness.
I also strongly disagree with the notion of not asking questions you do not know the answer to. Anyone can read an obscure section of the C++ language spec or a chapter on some data structure 5 minutes before an interview and make themselves feel superior to the candidate. What does this prove? Nothing. I often ask questions I don't know the answer to in order to determine whether or not the candidate can teach me something. I love having people on my team that have the ability to teach others.
The author's point is very well taken -- interviewing is an important process and it should be conducted in a way that results in the best possible outcome. But, he's looking at the situation far too rigidly for my taste.
“Distrust naturally creates distrust, and by nothing is good will and kind conduct more speedily changed.” ― John Jay, The Federalist Papers