►
From YouTube: Building an HR Team
Description
We are building a team of OSE Developers - and to help with that, our next step is a push towards finding an HR Generalist to run the recruiting process. We are 18 Developers right now, goal is 4000 within a decade. Here is Connie Ballew, advising on the HR process. http://opensourceecology.org/wiki/OSE_Developers
----
What you see here at Open Source Ecology is an ambitious program based on a volunteer effort. To help us reach the goals - please consider joining as an OSE Developer in 2017-
http://opensourceecology.org/wiki/OSE_Developers
Take a minute to subscribe to our email newsletter (updates, workshops, etc): http://bit.ly/1LtcM44
A
I
mean
part
of
this
just
for
your
references.
Well,
the
way
it
works
is
that
we
like
to
record
a
lot
of
things
because
of
the
high
turnover
and
therefore,
if
you
can
just
point
a
person
to
a
conversation,
that's
happened
before
they
can
study
it,
as
opposed
to
me
spending
you
know,
like
you,
know,
half
an
hour,
try
and
explain
what
we
talked
about.
They
can
just
say:
okay,
here's
a
here's!
Our
meeting
take
a
take,
a
look
at
that
and
then
take
a
look
at
our
notes.
A
A
It's
a
really
challenging
thing,
so
the
one
thing
I'm
noticing
is
that,
like
I
mentioned,
we
want
to
have
pretty
high
quality
people
who
are
really
committed
and
that's
that's
worth
it,
because
I'd
rather
have
a
smaller
team
with
better
committed
people
than
people
that
you
have
to
follow
up
with.
Who
don't
just
don't
you
know
where
the
performance
management
cost
is
a
significant
cost.
A
Anyway,
that's
kind
of
an
aside
on
why
we
want
to
document
and
try
to
keep
the
continuity
as
best
as
we
can,
but
I
really
like
the
idea
of
the
application
tracking
system.
Cuz
I
know
it's
a
mess,
like
you
say,
you're,
trying
to
find
an
email.
You
know
get
all
these
emails
in
your
inbox
and
you
go
to
another
side.
Then
you
go
to
the
wiki
and
all
all
that
I
think
streamlining
that
to
a
single
place,
there'll
be
a
great
idea,
yeah,
so
yeah
so
go
I.
B
A
A
A
A
A
A
B
Was
I
started
thinking
about
it
where,
where
do
I
go
to
find
people
that
want
to
make
a
difference
that
want
to
be
contributors,
you
know
so
on
and
so
forth?
How?
How
do
you
recruit
for
open,
open
source
and
there's
so
many
articles
and
blogs
and
information
out
there
with
the
traditional
sense
of
open
source
being
looking
for
coders,
and
you
know
more
in
the
tech
industry,
but
it's
really
the
same
model.
B
B
Look
at
communities
out
there
with
skillsets
that
would
be
valuable,
would
be
a
contribution,
and
that
would
be
there's
just
you
know:
I
engineering,
civil
engineering
engineering
stuck
out
my
mind
so
I
started
diving
into
that
and
I
just
found
a
whole
world
of
volunteer
sites
for
people
that
are
civil
engineers
or
engineers.
Skillsets
that
want
to
you
know,
volunteer
net.
A
B
A
Familiar
with
engineering
engineers,
Without
Borders
had
a
little
bit
of
contact
with
them.
The
thing
is
that
they
typically
like
to
work
on
very
specific
projects
on
there
and
I'm,
not
sure
if
they
actually
go
out
and
volunteer
for
yeah
I
haven't
run
into
where
they
actually
volunteer
for
other
organizations
to
detta
to
do
dedicated
development
work,
but
I'm
I
don't
know
enough
about
them.
We
can
definitely
take
a
look.
I
had
some
contact
with
student
chapters
where
they
were
basically
doing.
A
I
mean
definitely
they're
a
good
good
base
of
people
and
but
the
only
other
thing
just
one
more
thing,
though
honest
students,
while
we
have
maybe
let's
see
on
a
group,
maybe
we've
got
like
30%,
who
are
students
right
now,
but
once
again
with
the
students
that
that
thing
is
there
the
the
continuity
thing
where
typically
I
mean
a
student's
career
is
very,
very
tenuous.
They
graduate
and
they
move
on
to
other
things
or
from
year-to-year
things,
may
change
so
I
haven't
found
and,
of
course
they
got
their
busy
workload.
A
So
that's
been
I'm,
not
sure
the
student
route
is
the
best
way.
We
because
of
the
risks.
I
mean.
Definitely
definitely
the
risks
of
people
just
leaving
pretty
quickly
when
they
find
some
other
opportunities.
So
that's
why
we're
trying
to
focus
on
professionals
are
stable
professionals
who,
who
already
are
pretty
much
settled
in
what
they're
doing
and
perhaps
they're
looking
to
make
a
difference.
Perhaps
a
person
of
your
profile,
who's,
a
professional
person,
who's
looking
to
make
a
difference
in
the
world,
but
they're
relatively
stable,
and
what
they're
doing
right
now?
You
know
yeah
yeah,.
B
A
B
A
B
A
B
All
right,
the
next
one
is
called
sourcing
and
that's
really
about
cold
calling.
This
is
reaching
out
to
people.
That
may
not
necessarily
be
looking
for
something.
However,
you
know
whatever
you
know,
there's
a
couple
tactics,
it's
pulling.
You
know
out
of
life
LinkedIn
and
other
other
networks
like
algorithms
and
finding
people
that
hit
the
keys.
You
know
the
key
pieces
that
we're
looking
for,
and
it's
all
about.
It's
like
it's
not
really
a
sales
call,
but
it's
that
reach
out
it's
a
cold
call
really
yeah.
B
You
know
and
achieve
you
know
civil
engineer
there,
and
you
know
what
Carolina
I
want
to
tell
you
about
what
we're
doing
here
and
in
Missouri
with
an
organization
buh-buh-buh-buh
box.
You
know
something
like
that,
so
that's
also
another
fun
tap.
Now
who
does
this
cold,
calling
it
cryptid?
It's
me
it's!
You
know
if
I
get
to
the
next
section,
we'll
talk
about
leveraging
our
current
core
members
yeah
or
something
to
that
extent.
So
again,
it's
just
another
another
tactic
for
us.
If
I
can
move
on
to
the
next
slide,
if
you're
ready.
B
B
A
B
Know-
and
you
know,
and
I
was
like
how
in
the
world
did
you
do
this
no
need
to
keep
following
industry?
So
you
know
we
had
a
leg
up
he's
like
well,
I
started
networking
at
the
University
and
I
got
a
group
of
these
nerdy
engineers
that
got
really
pumped
about
like
here's.
The
problem.
This
is
what
I
want
to
design
uh-huh.
B
A
B
B
And
there
are
network
and
there
are
network
of
up
and
coming
again,
it's
still
something
that
we
should
probably
tap
into
planting
the
seeds
and
what
I
think
of
universities
that
have
five
communities
of
possibly
you
know
what
we're
working
towards
it's.
It's
here
in
Austin,
definitely
Eugene
Oregon
and
you
know
most
of
the
Pacific
Northwest
instead
Berkeley,
it's
it's
targeting
these
universities.
With
these.
You
know
this
type
of
mindset
that
aren't
you
know
getting
turned
out
to
go
for
the
biggest
baddest,
most
high-paying
job
that
they
can
find.
You
already
mean
so.
B
So
my
question
was
you
know
and
we'll
get
to
that
point
like
I
need
to
understand
what
universities
have
been
contacted
and
you
know
with
each
universities.
You
know
they're
all
ours.
You
know,
of
course,
they're
looking
for
interns,
intern
opportunities,
I
know,
there's
an
internship
program
there
OSE,
but
it's
also
it's
just
a
huge
Network.
B
B
B
A
The
idea
is
that
on
universities
we
haven't
made
specific
recruiting
calls
there.
It
would
require
a
strong
stakeholder
like,
for
example,
right
now.
We
do
have
a
couple
of
collaborations
there's
one
going
on
with
it's
actually
in
Texas
again,
actually
by
where
you
are
there's
a
group
called
run.
Tech
and
they're
actually
designing
a
an
open-source
heat,
exchanger
and
open
source
steam
generator
for
a
modern
steam
engine.
So
anyway,
that's
it
that's
a
relationship.
That's
happened
because
there's
a
concept
of
a
strong
stakeholder.
A
So
the
idea
that
there's
someone
there
who
follows
our
work,
but
not
at
the
university.
This
is
a
guy
at
a
company
who's
already
working,
they
love
our
work
and
they
actually
pulled
together
the
student
teams.
They
did
the
legwork
because
it
takes
a
some
effort
to
do
that.
So
the
strong
stakeholder
idea
is
a
good
one.
A
Just
like
an
another
one,
University
of
Utah
there's
a
current
developer
Dixon,
whose
networking
with
local
engineering
students
there
to
invite
them
to
the
to
the
OSC
developer
team
so
once
again
having
somebody
on
the
ground
to
do
that.
Work
because
it's
gonna
take
all
type
of
time
to
do
the
relationship
building,
that's
the
way
it
can
work
and
then,
of
course,
it
boils
down
to
yeah
who's.
Gonna
do
that.
A
Do
we
have
the
people
to
run
that
recruiting
process
now,
as
far
as
myself
think
I'm
considering
for
next
year-
and
it
will
happen,
at
least
to
some
degree-
is
when
I
can
go
out
to
a
university?
Do
a
lecture
get
an
honorarium
do
a
workshop,
for
example,
so
I
already
have
discussed
idea.
Ok,
let's
do
some
3d
printer
workshops
where
I
come
in
for
a
speech.
A
I
come
in
to
do
a
workshop
and
that
that
could
integrate
with
a
recruiting
effort,
so
I
think
that
would
be
a
strategic
way
perhaps
to
even
just
you
know
at
this
point
say:
ok,
let's
go
out
to
you,
know
10
or
20
universities
for
another
lecture
tour
for
2018.
Let's
say
you
know
something
like
that
would
be
where
I
can
integrate,
that
with
the
work
on
running
workshops
and
giving
speeches,
so
that
would
be
one
way
to
do
it.
That
I
can
get
personally
involved
in,
of
course,
like
right
now.
A
A
You
learn
how
to
teach
others
to
build
that
during
workshops
and
these
workshops
like,
for
example,
a
3d
printer
workshop,
say
12
people
show
up
they
pay
at
the
cost
of
materials
plus
some
above
that,
so
that
we
can
actually
support
our
operation,
doing
that
and
actually
teach
others
to
do
that
as
well,
so,
basically,
a
cooperative
effort
for
us
or
an
open-source
franchise
where
we
scale
by
training
people
who
can
run
these
workshops.
So
that's
that's
the
kind
of
revenue
model
that
we're
trying
to
promote
in
terms
of
the
experience
economy.
A
So
we
believe
in
that
the
future
like
beyond
the
service
economy
is
the
experience
economy
where
people
people
are
getting
more
experience
than
just
product
or
service,
and
that
experiences,
for
example,
like
building,
something
which
is
very
empowering
experience
and
people
are
willing
to
pay.
For
that.
So
that's
that's
kind
of
the
way
we
are
pitching
it
to
address
both
education
and
production
and
one
where
you're
deeply
immersed
in
that
productive
and
education
process.
A
I
want
to
see
how
many,
how
many
universities
I
can
reach
out
already
directly
contacted.
So
one
of
our
board
members
is
also
a
professor.
A
couple
of
them
actually
are
and
then
I
was
gonna
pitch
well.
I
already
had
initial
conversation
saying:
okay,
let's
do
a
talk
and
a
workshop.
So
okay,
that's
good!
A
This
is
what
we're
doing
now:
yeah
yeah
and
then
I
can
confuse
things
even
further
right
now,
we're
we're
doing
so
here,
Oh
XCOM!
If
you
want
to
google
that
up
here,
Oh
XCOM
we're
actually
setting
up
a
challenge
where
it's
a
crowd-sourced
design
challenge
and
what
we're
gonna
do
is
put
the
open-source
3d
printed,
cordless
drill,
so
a
real
product
that
meets
or
exceeds
industry
standards
and
we're
gonna
put
a
big
challenge
on
it
and
a
big
reward
for
lead
designers
on
that.
A
So
it's
a
crowdsource
thing,
but
that
we
can
promote
okay,
so
say
join
our
team
join
a
development
challenge.
You
know,
so
we
can.
You
know
further
integrate
this
like
Sam,
going
on
a
college
tour
which
I
kind
of
I
like
the
idea
I
mean
it's
always
fun.
I
mean
I
like
talking
about
this
stuff,
of
course,
and
meeting
the
people,
and
so
they
have
different
avenues
to
participate
specifically,
and
that
is
join
the
dev
team
and
then
do
the
challenge.
You
know
get
a
school
team
to
do
it.
A
B
B
A
A
that's
an
organization
that
came
out
of
the
XPrize,
so
this
is
like
Peter
Diamandis
work,
I,
don't
know
if
you
know
the
name.
You
know
Peter
Diamandis
right.
So
that's
his
extreme,
like
all
this
exponential
technology
stuff.
But
Hiro
axe
is
like
this
exponential
development
platform.
There
are
cheap,
that's
an
existing
organization
that
was
an
offshoot
of
the
XPrize
and
it's
for
challenges
that
are
not
XPrize
but
also
could
be
at
that
level,
because
there's
actually
a
couple
of
just
saw
their
side.
A
A
cordless
drills
that
themselves
are
a
billion-dollar
market
in
the
United
States
alone.
So
we
can
say:
okay
develop
an
open-source
one
that
can
create
a
manufacturing
business
in
every
city.
You
know
so
so
we're
kind
of
going
along
that
route.
That's
that's
related
to
our
work
with
recruiting.
In
that
we
can
use
that
as
a
definite
opportunity
for
recruiting
there's
a
unhear
axe
itself.
We
can
set
up
there's
it's
a
they're,
actually
a
social
network.
It's
like
Facebook,
except
what
they
do.
There
is
focus
the
discussion
on
the
crowd,
design,
so
very
exciting
me.
A
As
far
it's
essentially
what
you
call
a
crowd.
You
can
potentially
crowdfunded
it's
a
crowd,
design,
challenge
incentive
price
because
you
incentivize
people
by
saying
here's
a
reward,
and
it's
been
shown
that
typically
people
spend
much
more
money
than
the
reward
itself
to
to
produce
and
to
compete
simply
because
of
the
kind
of
a
competitive
aspect
and
the
glory
aspect
of
that
that
you
actually
can
win
a
prize
and
so
forth.
That
makes
people
contribute
like
it's.
A
B
A
Yeah
I
mean
that's
what
I'm
considering
right
now
like
right
now:
I
just
met
with
them
two
days
ago,
so
take
a
take.
A
look
at
that
link.
I
just
sent
you
heroics
calm
just
met
with
them
for
the
second
time
and
we're
basically
laying
out
what
the
challenge
looks
like
on
the
cordless
drill,
so
cordless
open-source
3d
printed
drill,
which
also
includes
the
ability
to
manufacture
that
that
means
developing
a
way
to
produce
it,
meaning
an
industrial-grade
3d
printer.
So
that
would
actually
be
part
of
the
challenge.
A
Simply
because,
if
you
want
to
produce
these
cordless
drill,
you
have
to
have
a
really
good
3d
printer
to
make
it
happen
reliably
and
that
you
can
actually
start
a
business.
Doing
that
you
know
so
so
we're
going
pretty
ambitious
on
that
I
think
it's
a
great
way
to
kind
of
show.
We
call
it.
We
call
the
open
source
micro
factory
challenge,
but
it's
a
great
way
to
involve
people
on
all
levels,
because
3d,
printing
and
design
is
accessible
to
a
lot
of
people.
A
They
can
use
open
source
software
and
we
can
actually
help
them
by
producing
this,
like
design,
some-some
library
like
3d,
cad
library,
part
files
which
they
can
actually
use
to
design
this,
and
so
given
the
access
to
this
open-source
cad
and
these
workflows
that
we're
actually
developing
in
different
ways
yeah,
we
could
really
integrate
this.
This
collaborative
aspect
which
integrates
with
developing
the
team
in
a
major
way
so
I
think
this
is
very
relevant
in
terms
of
us
weaving
that
into
this
package.
A
So
it
sounds
like
ok,
say:
there's
this
college
tour
reaching
out
to
colleges.
We've
got
this
heroics
now!
That's
so
that's
that's
one
of
the
things
we
we
definitely
want
to
do,
but
then,
of
course,
in
the
background,
what
else
is
there?
So
maybe,
let's
you
continue
on
other
thoughts
on
how
we
actually
do.
You
know,
get
the
feet
on
the
ground
in
terms
of
actually
recruiting
and
besides,
besides
these
projects
that
we
have
going
on.
B
You
know
we
had
briefly
talked
about
it
last
week
and
then
how
to
leverage
our
our
current
core
team
and
getting
them
ready
and
so
recruiting
recruiting
kids
doesn't
have
to
be.
It
doesn't
have
to
be
a
full-time
job.
It's
really
it's
just
that
internal
network
using
internal
leverage
to
just
reach
more
people
about
the
cause,
the
project,
the
organization
and
I'm
gonna
go
back
to
social
media.
A
A
B
B
Social
networks,
whatever,
like
the
propaganda
yeah
digital
as
best
paper,
is
fine.
If
you
have
something
in
your
pocket
or
have
something
you
bag,
hey,
here's,
a
great
information
brochure
about
OSE
and
what
we're
about,
but
again
digital
is
usually
you
can
reach
more
people,
so
I'm
assuming
you
have
some
kind
of
propaganda
and
pardon
the
word
propaganda.
If
you
like,
yeah
we've.
A
B
A
B
And
here's
the
link
to
our
website-
you
know
just
you
know,
thinking
out
loud
and
I'm
sure,
there's
some
talent
somewhere
that
already
exists
on
the
team
that
can
do
something
like
this
or
I'm,
not
sure
who
designed
and
developed
your
website
even
but
again
deeper
conversation
in
a
moment.
We
can.
We
can
go
there
and
get
back
to
this.
The
other
bullet
point
was
warming
up
the
cold.
Call
that
just
goes
back
you.
You
know
we
have
a
select.
You
know
high
performers
on
the
core
that
that
aren't
their
fearless.
B
In
you
know,
reaching
out
to
people
topics
what
I
would
call
captain
Canada.
You
know
those
people
that
don't
aren't
actually
looking
but
really
helping
them,
teach
them
how
to
warming
up
the
cold
fault.
It's
not
that
scary
and
here's
your
your
basic
outline
and
it's
not
like
reading
a
script.
It's
really.
B
How
do
you
enter
into
a
dialogue
and
a
conversation
with
somebody
tell
the
story
so
I
just
kind
of
threw
that
bullet
point
in
there
as
pulling
around
in
my
head
and
then
the
2-day
rule
out
of
my
head
just
really
really
important,
regardless
of
you
know,
who's
on
the
who's
recruiting
or
who
gets
contacted
or
somebody
you
know
we
launched
the
80s
and
people
are
applying,
never
ever
want
to
leave
people
hanging.
You
know
what
I
mean.
It's
that
constant
contact,
and
you
know
many
of
us
put
it
to
the
wayside
and
companies.
B
Do
it
all
the
time
HR?
Does
it
all
the
time
you
know,
you've
got
50
people
in
queue
that
have
shown
interest
in
to
your
position
and
nobody's
working
the
queue
and
it
just
sits
there
and
people
become
disengaged
and
it's
kind
of
like
well.
Why
would
I
want
to
be
a
part
of
this
if
it
took
you
two
weeks
to
even
contact
me?
B
You
know
what
I'm
saying
so
again,
it's
just
another
thought
that
I
broke
down
it's
just
two
day
rule
to
ensure
that
we
immediately
contact
people
that
contact
us
that
have
an
interest
in
regardless.
If
we
know
that
there's
just
no
way,
this
person
would
be
a
good
fit
or
you
know
it's
still
still
starting
a
relationship
with
them,
because
that's
another
human
being
that
can
maybe
know
somebody
else
or
can
talk
about
it
or
you
know
so
on
it.
So
yeah.
A
A
It
may
be
one
thing
one
way,
so
there's
two
things
that
stick
out
so
getting
the
platform
up
and
running
so
I'm
on
slide.
Two
like
what
would
be
our
next
steps,
can
I
invite
you
maybe
to
do
like
one
thing
with
the
current
developers:
what
if
they
got
a
quick
crash
course
on
how
to
do
that?
Can
you
maybe
prepare
a
little
present
little
training
like?
B
Do
we
want
you
if
you
know,
if
you
just
give
me
free
rein,
and
let
me
start
digging
into
all
these
different
platforms
and
find
what
I
believe
is
you
know
the
top
one
or
top
two
and
have
the
team
take
a
look
or
if
you
want
me
to
just
make
an
executive
decision
and
say
here
we
go
team.
This
is
this
is
our
80s.
This
is
the
platform
that
we're
using
and
let
me
show
you
how
to
use
it.
Something
like
that.
Yes,.
A
Yeah
I
think
that's
what
I
think
we
should
do
that.
Here's
what
we
want
to
use
and
then,
of
course,
present.
Here's
the
other
ones
that
we
thought
were
decent
or
not
decent
for
various
reasons,
but
yeah
just
get
people
going
sorry
saying
that
on
this
collaborative
so
this
80s
we
can
actually
have
everybody.
Collaborate
on
us
have
all
these
users
on
it.
B
A
B
A
B
A
B
B
A
That's
I
mean
if
we
talk
about
that,
I
mean
I
would
see
two
levels,
one
is
the
actual
ATS.
That's
the
dedicated
person
manages
which
we
don't
really
have
right
now,
in
which
case
the
case
should
be
made,
perhaps
to
have
a
dedicated,
recruiting
effort
for
an
HR
generalist,
because
once
again
it's
just
a
position
we
haven't
filled
like
nobody,
I
mean
we
I
mean.
This
is
the
weird
thing
we
put
posted
on
VolunteerMatch
and
just
the
people
that
came
through
just
didn't
really
cut
it.
B
So
I
picked
up
the
HR
volunteer
opportunity
and
pushed
it
out
on
my
linkedin
network.
I.
Had
you
know
at
the
time
I
posted
I
checked
it
new.
You
know
in
a
few
days
and
I
had
a
hundred
clicks
now
I'm
up
to
200
and
something
clicks
does
that
you
know
those
are
just
people
like
they
see
my
post
and
they
go.
What
is
Connie
Singh
and
they'll?
Go
and
they'll
take
a
look.
A
B
A
I
mean
so
so
check
this
out.
I
mean
you
know,
there
are
several
candidates
and,
like
you
know,
couple
one
more
just
you
know
just
quit
like
like
one
didn't,
really
make
it
another
one
applied
interview
them
and
then
they
said
now
sorry.
This
is
too
much
for
me
and
that's
been
kind
of
a
typical
story.
It's
like
you
know.
Maybe
someone
responds
a
little
bit.
It
goes
a
little
bit
forward
and
then
they
go
like
nah.
This
is
really
too
much
it's
kind
of
like
as
if
it
were
too
much
for
them.
A
B
I
think
it's
great,
however,
when
I
looked
at
the
Job,
Description
and
I
think
they
doesn't
push
it
and
I
I
honestly
felt
that
I
was
like.
That's
that's
a
bit
the
ask
somebody
that
currently
has
a
full-time
career
and
in
HR
to
then
do
this
too,
because
really
what
we
explained
what's
explained
out
in
that
you
know,
job
preview
is
a
full-time
job
for
me
or
professionals,
so
I
think
there's
a
way
we
can.
Okay.
A
B
A
B
A
A
Here's
one
more
comment
and
yeah
I
mean
that's
exactly
it,
because
we're
throwing
down
the
whole.
You
know
the
whole
program
too
much
for
people
to
handle,
but
initially
I
was
thinking
that
the
best
I
mean.
Is
there
any
way
to
integrate
the
the
recruiter
role
with
the
developer?
Because,
as
I
said
at
optimally,
everyone
would
actually
pass
the
free
cap
test,
which
is
our
main
design
tool
so
that
we're
getting
technically
savvy
people
like
somebody
who's,
actually
willing
to
learn
it
and
understand
the
tools
that
we
use,
so
they
can
be
better
at
recruiting.
A
Ideally,
the
person
who's
the
recruiter.
They
participate
just
a
little
bit
on
the
dev
team,
or
at
least
just
peek
into
it.
They're
not
just
HR
I
mean
that's,
but
but
maybe
that's
a,
but
that's
why
we're
failing
is
it
is
that
do
we
want
to
just
totally
separate
that
and
specialize
that
into
okay,
this
person's
just
HR,
and
that's
it
they're
not
going
to
touch
the
development
process.
B
A
B
A
B
A
B
As
an
HR
individual,
you
have
to
understand
what
you're
recruiting
for
so
there
is.
There
is
a
ramp
up
a
little
bit
because
you
need
to
understand
what
you're
recruiting
for,
and
that
means
taking
a
dip
in
and
looking
at
one.
What
OSE
is
all
about
what
the
you
know.
What
is
it
ad?
You
know
all
that
stuff.
There
has
to
be
a
little
bit
of
a
learning
process
so
and.
B
A
Yeah
yeah
so
we'll
focus
on
okay,
the
HR
very
specific,
so
don't
don't
start
confusing
it
with
oh
okay.
This
person
has
to
actually
develop
and
at
the
same
time,
okay
we'll
do
that.
So
definitely
I
see
a
definite
need
for
an
HR
generalist
push.
So
we
got
to
build
that
to
kind
of
start
from
zero,
because
because
I
mean
right
now,
I'm
basically
doing
all
of
that.
You
know
I'm
just
spread
too
thin
on
all
these
things.
So
yeah.
Let's
try
to
find
somebody
launched.
A
Then
what
then
it
seems
like
it
seems
like
the
80s.
That's
gonna
be
for
that
person.
So
we
don't.
You
know,
don't
talk
about
that
yet
because
I
think
that
could
confuse
our
team
unless
there's
a
there's,
a
very
effective
way
that
we
can
do
basic
tracking
for
these
very
casual
kind
of
outreaches,
say
our
team
they're
contacting
friends,
they're
contacting
posting
it
on
their
social
media
or
whatever
professional
networks,
and
we
should
track
that.
But
I
don't
know.
Is
that
worth
tracking
or
just
kind
of,
let
you
know
like
say
we
do!
A
A
B
We
need
to
come
up
with,
like
can
oh
hey
pop
over
to
I'm
scuze
myself,
an
example
hop
on
to
Kanye's
LinkedIn
net
page
and
you'll
see
multiple
posts
for
you
to
repost
in
your
network
regarding
osv,
so
nobody
has
to
be
an
author.
Nobody
has
to
be
make
this
stuff
up.
It
should
be
all
canned
and
ready
for
them
to
go
yeah,
and
so
it's
teaching
them
how
to
do
that.
B
I
know
most
everybody,
most
of
them
that
are
on
LinkedIn,
know
how
to
use
LinkedIn
and
it's
very,
very
user
friendly
and
then
also
same
thing
with
the
Facebook
Instagram
any
other,
and
then
any
other
professional
network.
So
I
think
it's
teaching
them
that
and
then,
where
to
go
to
get
these
cans
messages,
images,
tidbits,
hashtags,
whatever
it
might
be,
and
then.
B
A
B
Not
that's
not
for
everyone.
So
if
you
have
like
a
one
or
two
core
members
that
that
really
rise
in
being
able
to
that
are
savvy
to
be
able
to
do
this,
they
might
be
the
ones
that
we
tap
and
say:
hey.
Would
you
be
interested
in
reaching
out
to
you
know
Barbara
Johnson
at
the
University
of
X
to
introduce
yourself
introduced,
osce
and
see?
If
we
can,
you
know,
give
me
traction
from
you
know
their
community,
so
I
think
that's
that
might
be
a
little
more
advanced
for
the
initial
just
kind
of
crash
course.
B
A
B
A
B
A
Know
I
mean
we're
kind
of
spread
thin
right
now,
like
we're
just
trying
to
know,
do
a
good
job
on
the
design
work
already
and
some
other
people
are
doing
some
other
stuff
like
the
back
end
or
or
other
software
related
work.
So
yeah
our
team
is
kind
of
thin
right
now
we
don't
want
to
spread
them.
Thinner,
yeah,.
B
A
A
A
B
B
A
This
is
great,
that's
awesome,
so,
okay,
but
you
need
to
like
I
clicked
on
edit,
and
you
need
to
give
me
permission
if
I
want
to
edit
that
so
what
we
do,
we
just
always
set
the
permissions.
Anybody
can
edit
and
that's
actually
okay.
So
if
you
go
into
the
dock
itself,
go
into
the
sharing
settings
like
on
an
upper
right,
it
will
have
share
and
then
anybody
can
edit
now,
you
might
think
that's
kind
of
dangerous,
because
anyone
just
can
come
in
on
our
wiki
and
destroy
the
document.
A
B
B
A
B
Contributions
to
some
of
the
text
and
whatever
from
another
company
corporation
and
I,
don't
know
if
I
needed
to
put
that
in
the
footer.
It
gives
care
right
now,
but
it's
from
open
source,
it's
an
open
source,
HR
document,
so
I,
don't
think
there's
any
credits
or
anything
that
I
have
to
get
that's
a
really
long
and
when
did
the
answer,
but
this
is
very,
very
standard,
very,
very
textbook
on
an
application
flow
process
in
an
80s,
and
so
it's
kind
of
like
this.
B
A
B
And
I
I
apply
now
on
the
back
end.
This
is
my
roadmap,
so
the
candidate
applies
its
they've
applied
to
the
requisition.
Now
is
the
recruiter
or
so
search
source
source
earth
I
either
reject
because
they
don't
need
some
form
of
minimum
requirement
or
I
perceived
a
screen,
and
that
means
I
push
them
to
the
next
step.
B
There's
something
there
that
we
want
to
take
a
closer
look
at
so
then
the
next
step,
there's
a
screening
process
and
really
that
screening
process
is
already
defined
by
you
guys
know
with
those
that
the
cat
test
being
and
and
some
some
other
things.
So
now,
if
we
don't
take
them
to
what
will
be
the
next
step,
we
either
reject
the
candidate
or
there's
a
possibility.
B
The
candidate
will
start,
you
know
getting
more
information
and
and
they
may
withdraw
or
we
reject
them
and
say
hey
not
right
now,
but
there
is
a
skillset
there
there's
something
so
we're
going
to
tab
them
as
a
future,
fit
to
make
sure
that
we
keep
them
in
our
database
to
be
able
to
reach
back
out
for
maybe
another
opportunity
so
on
or
so
forth.
It's
like
building
a
pipeline
now,
let's.
B
B
Step
is
the
actual,
remove
review
process,
and
this
is
internal,
so
I'm
not
100%
sure
of
how
it
plays
out
on
the
team.
But
so
we
leave
the
hiring
manager.
Now,
like,
let's
say,
I
passed
it
to.
You
is
hey,
hey,
March
and
I.
Want
you
to
take
a
look
at
Tom,
I!
Think
he's
fantastic.
Let
me
know
your
thoughts
you're,
like
absolutely
100%
I
agree.
B
So
then
we
push
him
forward
to
the
next
step,
which
is
the
interview
or
you
might
say
to
me
and
not
right
now,
maybe
in
the
future,
or
no
way,
Jose
reject
them.
Now,
the
next
step
from
that
is
the
actual,
so
you've
approved
by
the
computers
pushed
hiring
manager
crew.
Then
we
actually
go
to
the
interview
process.
Now,
there's
three
set
in
here:
it
doesn't
have
to
be
free,
it's
whatever
we
want
it
to
be,
or
whatever
we
in
current
do.
Maybe
it's
just
one
panel
interview
and
a
one-on-one
like
we.
B
A
B
A
Currently
we
have,
they
submit
an
initial
application
and
if
they
look
good
I
mean
everyone
looks
good
to
me
at
the
point
where
they're
expressing
interest
until,
of
course,
you
see.
Okay,
this
is
their
video
cover
letter.
If
they're
capable
and
they
look
all
good,
then
we
invite
them
after
the
video
cover
letter
to
actually
submit
the
test.
So
the
because
what
we
care
about
is
simply,
can
they
work
together?
A
Can
they
have
the
basic
technical
skill
set
and
the
ability
to
document
their
work
if
they
can
do
that,
then
that's
their
test,
and
after
that
we
get
them
on
the
team.
Now
on
the
team,
there's
also
like
another
kind
of
a
screening
phase.
If
they
show
I
mean
some,
people
have
actually
shown
up
on
the
team
and
ended
up
doing
very
little
or
no
work
like
hardly
any
work
and
then
never
just
have
a
conversation.
Hey
it's
like
you're,
not
meeting
their
requirements.
A
What's
going
on,
is
that
are
you
lost
or
or
what's
going
on,
but
at
that
time
some
people
have
just
ended
up.
You
know
they
joined
actually
went
through
this
long
process
to
apply
and
it
takes
like
anywhere
like
10
to
20
hours
about
to
do
the
test,
and
then
they
just
kind
of
quit.
After
that
you
know.
A
So
that's
that's
what
we've
seen
so
far
and
then,
of
course,
the
people
who
make
it
they
continue
on
a
team
and
so
far
the
the
track
record
is
like
I
can
actually
I'm
keeping
a
good
track
of
that,
and
that
is
yeah.
Let
me
let
me
show
you
the
numbers,
but
right
now
just
so,
we
have
a
feeling
for
the
numbers,
but
current
team
size
is
17
people
and
the
number
of
people
that
have
applied
or
have
gone
through
the
process.
A
B
A
Yeah
it's
yeah,
yeah
I
mean
we
had
a
couple
of
losses.
I
mean
that's
17
as
I
think
the
current
number
after
a
few
losses
there,
but
that's
so,
like
you
know
one
one
out
of
five
one
out
of
six,
so
it's
a
16
percent
success
rate
at
this
point
from
people
starting
with
the
initial
application,
meaning
just
filling
out
interest.
So
that's
what's
happening
so
right
now,.
A
Right,
well,
that's
that's
about
comparable,
so,
but
it
does
mean
that
that
we
need
to
go
through
those
numbers.
I
mean
that's.
The
bottom
line.
I
mean
there's
a
few
gems
on
our
team,
like
people
who
just
are
totally
team
players,
they
teach
others.
They
are
always
doing
their
work
and
always
participating
in
the
meetings
effectively
and
asking
questions
and
there's
others
they're
kind
of
just
almost
floating.
Some
that
are
just
you
know.
A
I
have
to
actually
follow
up
with
them
because
they're,
just
you
know
not
meeting
their
hours,
so
so
that
the
idea
there
is
it's
like.
Okay,
let's
get
rid
of
that
overhead
of
having
to
follow
up
and
all
that,
let's
you
know,
let's
have
more
candidates
and
then
we
select
the
better
ones
and
then,
if
people
are
not
not
like,
we
that
we
pretty
much
minimize
get
to
zero
the
fact
that
we
actually
have
to
follow
up
with
people
and
see
ahead.
Hey
like
what
are
you
doing
here,
where's
your
you
know.
A
B
A
B
It
can
be
could
be
challenging
and
it's
and
it's
always
ever
always
changing
and
evolving.
So
so,
if
I,
if
I
am
you
know,
let's
say
I'm
in
it
to
win
it,
I
passed,
the
captain
I
mean
you
interview
me,
you
Skype
me:
do
you
what's
the
human
contact?
What's
the
human
cell?
Oh
the
passion
for
the
project
right.
A
So
so
what
we
had
on
at
this
point
was
basically
once
we,
the
person
makes
it
so
it's
email
communication
to
that
point,
and
at
that
point
we
give
them
a
little
welcome
package.
Here's
just
how
you
get
set
up
and
then
we'd
like
to
do
is
check
in
with
them
actually
give
them
a
call
or
something
to
welcome
them
to
the
team.
Now
the
person
that
was
doing
that
just
actually
quit
so
that
there's
a
loss
there.
So
we
really
have
nobody
doing
that,
and
that
means
that
I
should.
A
What
should
happen
is,
after
the
person
gets
on,
we
have
an
initial
meeting
with
them
to
kind
of
assess
where
they're
at
I
think
that's
been
a
weak
point,
because
we've
got
everybody
just
thrown
on
a
team
without
having
them
own
like
okay,
here's,
the
very
concrete
things
you'll
do
for
the
next
90
days
and
I
think
we
have
to
introduce
that
like
a
person
as
soon
as
they
they're
on
they
make
a
commitment
at
the
end
of
90
days.
This.
These
are
some
of
our
main
goals
and
we
haven't
done
that.
A
We
basically
put
people
on
a
team
saying:
okay,
this
is
our
critical
path.
We're
gonna
be
working
on
that
as
a
team,
I
think
to
get
more
accountability
and
more
like
more
engagement,
is
kind
of
have
people
more
clear
about
what
their
specific
contribution
to
the
team
is.
That's
just
something
I've
thought
about,
because
some
people
can
be
like
you
know.
What's
my
assignment
I,
don't
want
to
have
that
ever
happen
like
I,
don't
know
what
to
do
now.
A
No,
we
have
to
I
would
say
we
spend
that
initial
time
upfront
where
we
talk
to
them
and
train
them
a
little
more
about
saying.
Okay,
this
is
the
role
you're
gonna
be
responsible
for
so
that,
if
you
don't,
you
shouldn't
ever
be
in
a
place
where,
okay,
what
are
we
doing
this
week?
You
always
have
something
like
say:
we
don't
follow
up
with
them
or
it's
not.
They
may
be
missed
a
meeting.
They
don't
know
what
to
do.
Know
that
that
can't
happen.
A
So
that's
just
one
of
those
improvement
points
that
need
to
happen
and
right
now
we
have
a
gap
in
that
initial
upfront
contact
now
before
we
did.
The
video
cover
letter
I
did
I
pretty
much
did
all
the
interviews,
so
that
was
that
that
contact
there
and
after
that
the
contact
is
on
a
regular
working
meeting.
Everyone
participates
in
that.
B
A
B
Was
a
there
was
an
article
about
open
sourcing
and
how
you
keep
where,
where
we
go
wrong
when
you're,
when
you're
starting
to
do
an
open
source
project
where
people
feel
isolated,
they're
not
connected,
and
you
know
that
encouragement
of
like
it,
doesn't
matter,
it's
not
a
reach
out
every
week
and
make
contact
with
those
folks
and
say:
hey
you're,
doing
a
great
job
or
where
are
we
at
with
this?
It's
just
constant.
B
Really
is
some
form
of
management
structure
that
has
to
happen
absolutely
to
keep
everybody
going
because
we're
all
humans
I
mean
some
of
us
will
take
initiative
and
we
know
exactly
the
plan.
We
make
the
plan,
we
work
the
plan,
but
there
are
others
that
still
they're
followers
and
they're,
not
leaders,
so
they
they
need
that
direction.
So
with
that
being
said,
you
know
that
90-day
critical
area
right
there
is
also
part
of
what
we
should
construct
and
that's
a
90
day.
Onboarding
plan,
you
know
hey.
A
A
A
B
B
Of
course
correct,
it's
so
cool,
it's
easy!
Yes,
so,
okay
and
there's
another
thing,
I
wanted
to
mention
the
the
magnitude.
The
influence
of
getting
interviewed
by
the
founder
of
OSD
is
impactful,
so
it
goes
along
with
that
that
human
you
know
anywhere.
We
can
insert
you
as
being
part
of
the
screening
process.
You
know
babe,
maybe
it's.
Let's
say
that
there's
you
know
John
on
your
team
and
you
know
I
I
scan
I,
move
it
on
team.
John
John
takes
a
look
and
then
pitches
it
to
the
team.
B
A
A
B
Do
that
and
sometimes
people
need
people
so
I,
don't
know
if
it's
a
Skype
session
or
if
it's
you
know
something
like
that,
because
of
course
we're
not
a
multi-billion
dollar
company
the
contain
hey,
we're
gonna
fly
you
out,
you're
gonna
come
out
out
to
Missouri
and
take
a
look.
You
know
not
like
that.
So,
but
there
so
I
would
imagine
you
you're,
probably
a
humble
person,
but
don't
be
humble-
and
this
is
a
this-
is
that
the
power
of
your
name,
your
in
your
creation
and
ideation,
will
help
in
the
recruiting
process.
A
A
B
Bhutan
so
you'll
see
that
interview
one
two,
three,
just
a
repeat
and
that's
you
know
we
only
have
one
process
or
two
interviews,
one
of
you
or
whatever
that
can
you
can
customize
this
and
then
ultimately,
the
final
step
in
the
80s
is
that
person
is
this
much
to
offer.
So
there's
some
kind
of
offer
extended
now
you'll
see
the
the
words
that
I
use
are
based
on
like
a
revenue-generating
company,
so
salary
benefits
death.
Isn't
that
that
of
course
can
be
altered.
B
But
the
point
is
just
to
save
just
the
offers
extended,
they
either
accept
or
they
reject,
and
why
did
they
reject
and
and
if
they
are
accepted,
then
we
get
pushed
on
to
the
next
step
and
that's
the
onboarding.
So
you
know,
let's
say
the
90
day
on
reporting
plan
the
goal
of
doing
this
and
doing
a
visual
to
it.
It's
just
really
helping
people
understand
how
the
system
works
and,
and
it's
all
it's
all-
it's
all
systems
based.
So
it's
it's,
you
know,
it's
all.
B
B
B
A
B
B
B
A
B
A
A
B
A
1:30
p.m.
so
that
would
be
Tuesday
the
19th,
so
step
number
one
is
just
to
get
our
people,
you
know,
get
everybody
just
with
proper
skills
to
collaborate
on
on
spreading
the
word
we
talked
about
it
in
previous
meetings
and
we
kind
of
didn't.
You
know
we
said
yeah
reach
out
to
your
friends
to
your
networks,
but
maybe
we
can
get
it.
You
know
just
a
little
higher
level
discussion
on
that,
just
just
to
get
people
on
the
right
track.
B
A
Don't
be
awesome,
I
mean
that's,
that's
a
great
way
to
get
everybody
just
on
that
part
and
and
as
far
as
the
HR
generalist
push
the
thing
that
we
need.
There
is
starting
with
better
explanation:
I
mean
we
just
got
a
take
down
our
old
HR
announcements
and
just
say:
ok,
here's
just
more
clarity
on
what
the
role
is
and
and
just
a
simpler
invitation.
Maybe
that's
what
will
get
us
more
focused
candidates,
yeah.
B
A
No,
no!
No!
This
is
the
world
we're
not
afraid
to
share
publicly
like
all
this,
the
stuff
that
we're
working
on
there's,
let's
see,
there's
probably
HR,
let's
see
I,
don't
want
to
confuse
you
on
the
wiki.
Can
you
just
okay?
Simplest
thing
is
just
take
that
put
it
into
a
Google
Doc
and
just
share
it
with
me
or
embed
it
on
your
log.
No
just
here's!
Here's
the
draft
draft
of
our
announcement.
That's
it.
B
A
B
A
B
B
A
A
B
A
A
A
A
B
A
B
B
A
B
A
B
So
next
step
is
I
will
shoot
you
an
email
once
I
have
the
version
1.2
for
you
to
look
at
and
then
otherwise
I'll
just
start
preparing
for
Tuesday
1:30,
oh
I'm,
sorry
marching
I,
do
want
to
ask
you
one
other
questions.
So
I'd
like
to
be
a
little
more
absolute.
So
if
I
talk
to
the
team
at
1:30
and
I
say
you
know,
hey
we're
gonna
start
doing
all
this
and
and
I
need
each
of
you
to
pick
up
this
message
and
and
push
it
out.
Is
there
a
do?
B
A
That's
that's
gonna,
be
our
current
and
updated
list
of
members
there's
only
like
you
know
our
17
people,
so
that's
fine,
yeah
and
they'll,
be
nice
to
like
yeah
I
mean
if,
especially,
if
you
give
us
an
easy
feed,
saying
hey
post
this
on
your
Linkedin
great.
Let's
all
do
it
and
should
be
no
excuse
way.
Nobody
doesn't
know
if
somebody
doesn't.
B
A
B
A
A
A
A
B
A
B
A
B
B
A
B
A
No,
this
is
good.
This
is
good,
so
we'll
have
you
on
on
one
130.
Our
meeting
is
from
1
to
2,
so
we'll
have
you
pipe
in
some
good
info.
I
mean
that's
what
we
like
to
do
at
the
meetings.
We
go
over
some
of
the
work
and
all
that
and
then
somebody
has
got
some
teaching
content.
We
like
to
use
the
meetings
for
that.
B
A
So
why
don't
you
test
it
out
right
now
go
to.
Let
me
send
you
this
link,
we
use
this
thing
called
jet,
see
it's
basically
open
source
version
of
Google
hangout
proudly
so
which
we're
actually
gonna
install
on
our
server,
but
click
on
that
and
see.
If
you
can
join
me,
there,
cuz
I'm
in
there
right
now,
it's
it
looks
just
like
hangouts,
just
a
little
different.
B
A
B
B
B
B
B
A
B
A
A
If
your
browser
doesn't
work,
please
try
another
one.
If
you
have
to
install
another
one,
if
you
wouldn't
mind
doing
that,
but
it
should
work,
turnkey,
I'm,
not
sure.
What's
going
on
there,
maybe
just
like
refreshing,
the
computer
or
quitting
the
browser
might
make
it
work,
but
keep
that
link.
That's
where
we're
gonna
go
at
El
chicken
with
you
make
sure
you've
gotten
it
up
in
the
next
few
days
next
day
or
two.
B
B
A
Yeah,
let's,
let's
get
gone,
I
mean
the
promise
here
is
really
good.
I
mean
the
project
has
got
amazing
social
capital.
We
just
need
more
bodies
on
a
team,
I
mean
I.
Think
the
bottom
line,
one
of
the
learnings
is,
we
simply
need
so
many
developers
and
the
very
basic
fact
is
we
need
more.
So
that's
all
it
is.