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The main purpose of this report is to examine the history, evolution and limits of the concept and forms of economic (specifically, job and worker) productivity at a time when human productivity is on the verge of being eclipsed by autonomous artificial and alternate biological systems (such as genetically engineered waste-disposing bacteria, chimera (spliced species), cyborgs or "GMH"—genetically modified humans).

Does cold calling still work—and if so, with what sorts of approaches, tactics, enterprises and jobs? After all, a lot has changed or disappeared since the advent of the digital communications age, so it is fair and useful to ask whether cold calling has become as obsolete, weird, inefficient, risky and ineffective as a 19th-century cold-box refrigeration or primitive Cold War-era spy telecommunications.

We have to brace ourselves for a scenario in which ever-increasing numbers of people will, before long, find themselves in post-employment circumstances without ever having actually been employed. That is what will happen if they are qualified only for jobs that are going to be entirely handed over to Advanced Robotics and Artificial Intelligence, or "ARAI," technology (especially if more conventional, less-intelligent "automation" is also conceptually tucked in under the ARAI umbrella, reframed as "Automation, Robotics and Artificial Intelligence").

In addition to any vagueness about the (untested or unexamined) multiplicity of ways to bring jobs home, the challenge of thinking clearly about and succeeding is compounded by vagueness and ambiguity of some other key concepts central to bringing jobs back to America (or anywhere else, for that matter).

All of the analysis, arguments and evidence have been compiled in this report to establish that, as a minimum and contrary to the sensationalist headlines and extreme claims it has not been conclusively proved that birth order has no effect on personality, character or career. Indeed, much of the evidence suggests quite the contrary—that as countless researchers, common sense, history, cultural and sociological phenomena suggest, birth order—at least in combination with other variables—has had and continues to have effects on much more than the debate about it and the personalities of those debating it.

Personality and character have always been career glue. Job skills, innate talent, the right education, experience, great references and all of the other essentials of self-marketing in quest of a job or a promotion can be blown away like useless confetti, unless solidly cemented together by these two identity-defining elements.But anyone - especially and including millennials - who fails to cultivate and display the right (or any) personality and character may blow the job interview or the promotion, and, like beach sand, be brushed off, no matter how much the job blows them away.

Metaphorical or not, all zeitgeist memes, like that of "clockwork" and "permeability", have very concrete and vivid impacts on those whose lives illustrate, shape, are shaped by or are swept up into the zeitgeist (they and) the memes define.The zeitgeist challenge we will face for the remainder of the 21st-century is to recognize the most important of them and differentiate those we will be able to capitalize on from those we will have to cope with. those we will have to cope with.

Starkly opposed claims and positions regarding the TPP (or anything else) raise an important question: When something seems or is agreed by all to be both good and bad in some respects, how are we to decide whether to accept it or not?

Times are changing. Older professionals need to work harder than ever to get ahead. The average person is living longer and healthier thanks to science and medicine. The age of retirement is continuously being pushed forward with no promise of future social security benefits. In our current situation, workers will be making career decisions well past the age of 50.So how can older workers remain relevant and communicate their strengths and skills to recruiters and hiring managers and continue advancing within their careers? If you're feeling like your age is negatively affecting your career, this guide is for you.

What are the real reasons why recruiters and employers should focus their attention on branding? Isn't reaching out to candidates and posting jobs across multiple websites enough?In our fast-paced and ever-changing job market these days - not really. We're here to reveal to you not only the top reasons why you should start dedicating time to building your employer brand, but also how to build this brand in a way that engages top talent.

When you hire a new employee for your startup, you're investing in the future of your business. That investment can either pay off with a positive return, slowly fizzle out, or blow up in your face. Every employer hopes for the first option.As a startup, we know that hiring and finding new, dedicated team members is not a walk in the park, which is why we want to share with you all of the steps to take and factors to consider when hiring for your startup.

When your startup is just getting off the ground, you need to make some careful hiring decisions. You probably don't have the resources you need to hire all the employees you'd like to hire. Instead, you have to prioritize. So, where do you start? Who do you hire first? How do you convince great candidates that your startup is the company to work for?If all of these questions seem familiar to you, you're not alone. It's tough to determine how to go about hiring for your brand new company - but we're here to cover everything you need to know about growing a team of hard-working individuals who want to push your company to the next level. Here are some important things to consider...