I work for a tech company that, for exactly this reason, tends to hire people who've never recruited before into its recruiting group -- that way, they're less likely to be broken (we also consider hiring managers responsible for recruiting, and recruiters don't have any technical conversations with candidates).

That said, I'm not all that opposed to blacklists, and I know that we use them ourselves. If you interview with us and make profoundly idiotic statements (I was once in a hiring loop where the candidate told the recruiter, an Asian-American woman, that he'd never hire an Asian woman because they're too diffident. After a moment's pause, he then amended to note that it wasn't that he was sexist -- he wouldn't hire an Asian-American man, either) I don't see a huge reason why we'd want to bring you in, ever again, for another position.

(Anti-poaching agreements, though, are just evil)

Reductively, you could argue the same about hiring managers (their goal in life is to increase company profits) and candidates (their goal in life is to get paid so they can do whatever the hell else they actually want to do in life they enjoy).

In general, though, it seems like people -- at least the lucky ones -- end up gravitating toward doing something for their job that they feel some sort of calling for, and I've worked with enough recruiters who actually enjoyed and found fulfillment in what they saw as the higher calling of finding people the perfect job that I wouldn't discount this actually happens and, further, that the very best ones are the very best because they are passionate about it.

Strawman. At least some of the reports of bending were from people claiming they put the phones in their front pockets.

I give a lot of presentations, both internal to my company and at conferences. Writing presentations is easy, and results in the issues you raised (and many others). Writing GOOD presentations is much harder, and takes a lot more effort.

For me, I find the key to making a presentation that my audience will value is exactly that -- the audience. I try to figure out what it is my audience wants to learn and hear about. I'm not there to talk about whatever the hell it is I want to talk about -- I'm there to communicate something that's going to make a difference for the people in the audience (and, given audience focus, I also make sure I practice my presentations well enough that I know how long they'll take and I MAKE SURE to leave time for questions. Presenters who run out of time are just lazy).

I think presentations are like writing code -- in the end, it's really up to the author, most of the material out there is bad, and the editor (whether vim, emacs, Sublime Text, Atom, IntelliJ, or pick your favorite IDE) has little to do with the quality of the product. At most, and at best, the presentation software makes the mechanical effort a little easier.

I got this display -- Asus PB287Q -- for work. It's been absolutely delightful.

That said, I found that at the distance I'm sitting -- about 24" from the display -- The full 4K resolution was way too high and made me have to upscale things pretty regularly. I downgraded to the second-highest resolution (~3200 instead of ~3800 on the horizontal) and it's delightfully usable, and gives me SO MUCH more real estate than the previous monitor (27" Apple Cinema Display -- the standard for my workplace).

One word of warning: On a MacBook Pro Retina, I found that powering via HDMI got me the resolution, but only 30Hz (which for programming I don't care about in the last); my MBPR was a circa-2012 model. when I upgraded to a 2014 model I found that going directly via the DP port (via a mini-DP-to-fullsize-DP cable) let me get 60Hz. Which, still, I don't care about all that much :)

It's an artifact of how Netflix does OSS: If you're the engineer who open-sources a product, you're the person who names the product. Sometimes that works better than others :)

I work at Netflix (and manage a software development group).

The general approach to OSS can generally be summarized as "if it's not core product (algorithms, recommendations, etc), why haven't you open-sourced it yet?"

It's one of the (very many) nice parts of the job.

He's really not. Right now, for example, he mostly works on a Chromebook. At least that's what he's usually on when I see him working in the kitchen*.

(I work at Netflix)

* Reed doesn't have an office / cubicle / set location, so he tends to work either in a common area or in a random conference room until you kick him out because you reserved the room

Two comments:

1. Their internal motto was, in fact, "go fast and break stuff"; I know this first-hand because I talked with them about that at my interview back in February, where they mentioned that they've changed to "go fast and be bold" because, in fact, they were trying to lower incidents of availability hits;

2. 20+ years of tech industry experience here, and I was totally ready to be interviewed by some snot-nosed kid. What I got instead was an interview panel whose average tech industry tenure was around 17 years. I was, uniformly, impressed with the caliber of the people I met with there -- they verged from "pretty decent" in one case, to "pretty great" in all but two other cases, to "I'd take a $10K pay cut to work with this person" for the last two people. I was pretty surprised, and delighted.

How does confirming the domain's identity automatically solve this problem?

If someone from the gxail.com domain sends me email (let's assume here the 'x' is some weird Cyrillic character that looks just like an 'm'), any automated confirmation of the domain's validity would not do some sort of eyeball check "Oh, that looks like gmail.com, let's confirm if it is, oops it isn't..." but rather an automated "did that email come from gxail.com? Yup, sure did."

Even if you popped up a notice that said "hey, I don't know about that domain," the typical user -- heck, I'd argue even the typical Slashdot user -- would go "weird, looks like it lost creds for it" and click whatever the equivalent of "Oh well" button the notice had.

Probably because, we expect, that Slashdot readers are generally comfortable enough with elementary math to be able to either multiply $1300 by 3 ($3900) or 4 ($5200), or has easy access to a calculator.

Netflix raised prices back in May; existing customers are grandfathered in for a while (when prices went up in Ireland, customers were grandfathered for two years). More at http://www.buzzfeed.com/matthe...

Given that this was done in Q2, and the earnings call was about Q2, I believe Reed was talking about that particular raise (which, again, happened two months ago), not a new raise. There's no new raise.

(I work at Netflix, but I just play with computers).

I have a Pebble -- until recently, a Kickstarter-edition one, though it malfunctioned and the company quite helpfully replaced it.

I originally got it as a geek toy, a whim, but it turned out to be hugely useful for me, given my constraints and work circumstances. Largely, this came down to three factors:

I manage people, and at least at my current company that means that the vast majority of my time is spent in meetings. Having a Pebble on which to see what messages I'm receiving (just for text messages, not FB or email) means I can know when someone's texted me (a rare, but potentially important, occasion) and be able to see what I got without having to reach for my phone in my pocket; it also means that because being able to see the message doesn't necessitate using the tool with which I respond, that I'm less likely to respond immediately, which makes the process less disruptive to the people I'm in meetings with;

I used to miss meetings often because I'd get in the middle of something (or another meeting) and forget to check where I next need to go. My phone quickly vibrating in my pocket was easy to miss. But my watch vibrating? For me, it's unmissable, and it makes me much more aware of where I need to go next.

The other factor that's made a huge difference is not work-related. Being able to control music on my phone via my watch is a trivial improvement when I work out, but it's made another issue basically go away: The "What the hell did I do with my phone?" problem. If I can't find my phone these days, calling it doesn't necessarily work -- it's typically in quiet mode -- but using my Pebble to get some music playing on it, and increasing the volume, is usually immediately helpful in figuring out where the phone is.

You could, of course, argue that these three factors are not, or should not, be relevant to the average geek -- maybe you don't have as many meetings, or are more disciplined about checking your calendar. And God knows we all found our phones before we could remotely start them playing music. But it's been very helpful to me.

Actually, it's like $12.74B in 2014, at least according to the inflation calculator at http://www.bls.gov/data/inflat... .

Christ, folks. It's numbers. It should be easy to validate the numbers you use before you randomly vomit them on the interwebz.

The Comanche program was cancelled after only $7B was spent in development, and before they started mass production. Is $7B a lot of money? Yes. But it's not $100B.