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Additional info for Airplane Commander Training Manual - B-32 (Dominator) bomber [AAF Manual 51-126-7]

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When I talk to my Canadian colleagues about my experience, I get these glazed looks—they clearly don’t understand how someone could move from one role to another in this manner. —New Canadian HR professional In hierarchical countries, corporations determine the potential and qualifications of people based on their degrees and the reputation of the university from which they graduated: The higher the degree a person has, the higher his or her potential and qualifications. Anyone who has a level of formal education that is higher than the minimum requirement set for a given position is considered qualified.

Our contact explained that these programmers had graduated from the best university in the country and were surely the best candidates for our positions. They were simply trying to figure out what résumé style they would need to use to get our attention and realize fi nally that they were indeed the best candidates. —Insurance company HR manager In collective countries, corporations value the ability of employees to see the interactions between the various parts of the organization. In these countries, skills are considered far more transferable than in North America.

Many recruiters interpret this behavior as a lack of self-confidence, interest in the position, or trustworthiness. In all cases, they are tempted to write off these candidates. By contrast, candidates who come from cultures where continual eye contact is the norm (like Italy or Mexico) may be considered as prying or challenging recruiters—again, not the kind of person recruiters want in their organizations. Chitchat Many interviews start with a little bit of chitchat between recruiters and candidates.

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Airplane Commander Training Manual - B-32 (Dominator) bomber [AAF Manual 51-126-7]

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