I played Tribes the day it released in 1998. Before that, I played Starsiege. I also played Tribes 2 the day it released, and I played Classic mod as soon as it was out. I played it until T:V came out. I tried to make myself like T:V but it just wasn't Tribes. So, I went back to Tribes 2.
When they shut the master server down I was crushed. Then I found TribesNext. And again I took to the sky.
I've continued to play Tribes off and on since Next came out.
I am thrilled that this new game is coming out, and the talk of Tribes Universe is exciting.
Back in the day, I competed in Tribes and Tribes 2. I completely plan on competing in TA.
So, with all that said. Team S7 is recruiting dedicated Tribers for competition. Most of the guys on my team now are all BF3 fan boys. And Tribes scares them.
I am starting this comp team from scratch. I have one current member coming over to Tribes to compete.
We need all Offense, Defense, and Mid-field slots filled.
Hi, I am the co-captain of this team and you may also apply be sending me a message talking about your strengths and weaknesses and why you would be a good fit for not only a position on the team but also with the social dynamic of the team.
Thank you and Merry Christmas to your family unless you are azn essence.
you should pm these individuals in the espective order...
1) epsilon, great o-sniping lo.
2) TentGuy, great capper
3) Projectile, Greatest ld of all time, unless you include anyone else
4) Socrates, cant do anything perticularly well but is good for a laugh sometimes.
5) JackBooted Thug, has a sexy accent
The Internet has had a significant impact world-wide on recruitment practices within organisations of all sizes. In the area of selection, advances have been slower, but there are, nevertheless, some interesting on-line selection initiatives. These include automated filtering of applications, initial psychological testing of applicants and networking systems for selecting developing job specifications and for interviewing and selecting candidates. This essay will attempt to describe and evaluate the impact the Internet has had on both these two aspects of human resources management.
The Internet is a system of connecting computers around the world. Linked to this is the Intranet, which is a way organisations can communicate internally. The population connected to the Internet in 1999 totalled some 196 million people, predicted to rise to over 500 million by the end of 2003. By the start of 2000, the daily number of Emails sent exceeded each day the number sent in total for the whole of 1990 (Globalisationguide, 2003).
The Internet has had a significant impact on the way both firms and job seekers seek each other out. In Britain in 2000, the Chartered Institute of Personnel estimated that 47 per cent of all employers were making use of the Internet for recruitment purposes (Dale, 2003). In the USA the Association of Internet Recruiters estimated that 45 per cent of companies surveyed had filled one in five of their vacancies through on-line recruiting (Charles, 2000). More than 75 per cent of Human Resources personnel in the USA are now making regular use of Internet job boards in addition to traditional recruitment methods of newspaper advertising and links with employment agencies (HR Focus, 2001).
The main ways that firms use the Internet include developing their own web sites, making use of recruitment agency websites, or using job boards: external websites that carry sometimes thousands of vacancies that job seekers can scan. Increasingly, external recruitment agencies are specialising in particular types of niché vacancies, or acting as career managers for job applicants and helping to both place the applicant in the right job and support that person during their career.
Job seekers too, use the Internet to contact prospective employers by placing their CVs or work résumés on to websites that employers can scan. A survey in the USA in 1999 suggested that 55 per cent of graduates had posted their résumé on to an online job service, and that three-quarters had used the Internet to search for jobs in specific geographic locations (Monday, Noe & Premeaux, 2002). Some job seekers, with high demand skills, offer their labour in electronic talent auctions, with job negotiations, once a successful match has been made, facilitated by the Auction House representatives on behalf of the applicants.
The main advantages to employers of using the Internet for recruitment purposes are in the speed of operation, breadth of coverage, particularly if recruiting on a world-wide basis, and cost saving that can occur. Electronic advertising can quickly connect with job-seekers in many different places that might not otherwise be contacted by more conventional methods. Small to medium sized enterprises too, find that they can compete effectively electronically with larger companies and can begin to attract high-calibre recruits to their web-sites, which might not otherwise be the case with more traditional methods of recruitment. With regards to cost saving, it has been estimated that expenditure on newspaper advertising and headhunter fees dropped in the USA by 20 per cent as Internet expenditure increased (Boehle, 2000). On-line recruiting, if it is used effectively, is also estimated to cut a week off the recruitment process (Capelli, 2001). Large organisations, like LOréal and KPMG, use the Internet to recruit staff on both cost-saving grounds, and because they feel it increases their visibility and attracts high-calibre recruits. With KPMG, for example, the Human Resources staff were dealing with 35,000 paper applications a year, but decided to switch all their UK recruitment online from May 2001 to save time and printing costs (Carter, 2001).
However, despite the obvious impact the Internet has made on the recruitment process, there are a number of concerns and drawbacks to using this medium. These include the issue of relevance of the medium, confidentiality, the large numbers of applications generated, and the problems that job seekers find in navigating websites and communicating electronically with employers.
The first question recruiters need to ask themselves is to what extent do members of the target recruitment group have access to the Internet? Despite increasing use of the Internet, there are still considerable numbers of people, particularly older adults, who do not have access to a personal computer either at work or in their homes. It is estimated, for example, that more than half the adults in West Yorkshire currently do not use the Internet, and that 27 per cent of businesses in the region do not use computers (LSC, 2001). It is clear that the Internet is a major source of recruiting administrative, IT related or senior and middle management staff from a wide geographical area. However, it is used less for recruiting at junior clerical or administrative levels, for manual and practical jobs, or for jobs in a specific locality. And even among the target groups, networking and personal contacts, or using trusted professional recruiters, tend to be the strategies most frequently currently mentioned as most effective for both job-seekers and employers (Feldman & Klass, 2002).
The issue of confidentiality poses a number of concerns both to job-seekers and employers. The Data Protection Act, 1998, stipulates that if a persons details are submitted for one purpose or job they should not be stored or used for any other purpose without the candidates permission. However, recruitment agencies or employers may want to hold on to candidates information for longer periods in case other opportunities arise. Whilst many candidates would not object to this, there are fears expressed by job-seekers about the commercial use employers or agencies might make of information supplied, or that the information sent electronically could be intercepted by third-parties (Carter, 2001).
Other pitfalls of using the Internet include processing the large numbers of applications received electronically by large organisations and difficulty job-seekers have experienced in using some websites. These difficulties include locating jobs on some employers websites, navigating sites, lack of specific and relevant job descriptions and difficulties in customising, formatting and downloading CVs to companies specifications (Feldman & Klass, 2001). Indeed, the problems of processing large numbers of electronic applications has encouraged employers to look at using the Internet more effectively for the selection stages of the recruitment process.
Automated filtering of applications received is becoming more common through the use of software designed to search CVs for key words or skills. There is in this a potential discrimination problem, as all candidates must be given an equal chance to apply, and electronic screening of applications must try and take into account the cultural and language differences of applicants. However, online screening has the potential to also reduce discrimination, as the emphasis can be placed less on academic qualifications and more on softer skills, such as team working, negotiating skills and leadership ability. Applicants may also be faced with initial screening by online verbal, numerical or other psychometric tests, although there is a potential here for fraud by some candidates, who might ask a third party to take the tests on their behalf.
There are also interesting developments in the use of Internet for final selection stages of the recruitment process. Colleagues, separated by distance, can come together to establish job descriptions and selection criteria or view job candidates through video-conference or Internet communications, then communicate with each other by Email to give their respective opinions of them. A panel can interview candidates and the interview relayed to colleagues elsewhere electronically. These distant observers can send their questions or comments to candidates or pass their own observations of the interview. However, comments sent electronically can help to reduce discrimination or bias, because these can be recorded and stored, which may subsequently encourage a more sober and objective assessment of candidates (Tullar & Kaiser, 1999).
Despite the increase in use of the Internet for recruitment and selection purposes, many Human Resources personnel are still cautious about its use or implementation (Carter, 2001). The cost of making the proper investment into the electronic infrastructure is a key prohibiting factor, but another is in the feeling that the Internet should not replace the personal touch, particularly in the intermediate or final selection stages. Whilst the Internet can certainly assist in identifying potential candidates, it cannot tell a company how good they are, although, it can certainly facilitate the process of bringing a wide range of opinions of applicants to the final judgement. Whilst the recruitment side of the process is likely to expand and develop in the future, selection of candidates is likely to remain a much more personal affair and in the hands of people, rather than machines.
I think I should sue you for copyright infringement cuz this is my team /viewteam.asp?team=--Syndicate+Seven-- which seems to be VERY similar to squad that you have. For someone that is all about HONOR I don't think STEALING would be a virtue of a real SQUAD. Guys I am the real leader of syndicate 7 don't listen to this impostor. If u want to join the real tactical squad message me in IRC.
Originally posted by: p s y c o r e The Internet has had a significant impact world-wide on recruitment practices within organisations of all sizes. In the area of selection, advances have been slower, but there are, nevertheless, some interesting on-line selection initiatives. These include automated filtering of applications, initial psychological testing of applicants and networking systems for selecting developing job specifications and for interviewing and selecting candidates. This essay will attempt to describe and evaluate the impact the Internet has had on both these two aspects of human resources management.
The Internet is a system of connecting computers around the world. Linked to this is the Intranet, which is a way organisations can communicate internally. The population connected to the Internet in 1999 totalled some 196 million people, predicted to rise to over 500 million by the end of 2003. By the start of 2000, the daily number of Emails sent exceeded each day the number sent in total for the whole of 1990 (Globalisationguide, 2003).
The Internet has had a significant impact on the way both firms and job seekers seek each other out. In Britain in 2000, the Chartered Institute of Personnel estimated that 47 per cent of all employers were making use of the Internet for recruitment purposes (Dale, 2003). In the USA the Association of Internet Recruiters estimated that 45 per cent of companies surveyed had filled one in five of their vacancies through on-line recruiting (Charles, 2000). More than 75 per cent of Human Resources personnel in the USA are now making regular use of Internet job boards in addition to traditional recruitment methods of newspaper advertising and links with employment agencies (HR Focus, 2001).
The main ways that firms use the Internet include developing their own web sites, making use of recruitment agency websites, or using job boards: external websites that carry sometimes thousands of vacancies that job seekers can scan. Increasingly, external recruitment agencies are specialising in particular types of niché vacancies, or acting as career managers for job applicants and helping to both place the applicant in the right job and support that person during their career.
Job seekers too, use the Internet to contact prospective employers by placing their CVs or work résumés on to websites that employers can scan. A survey in the USA in 1999 suggested that 55 per cent of graduates had posted their résumé on to an online job service, and that three-quarters had used the Internet to search for jobs in specific geographic locations (Monday, Noe & Premeaux, 2002). Some job seekers, with high demand skills, offer their labour in electronic talent auctions, with job negotiations, once a successful match has been made, facilitated by the Auction House representatives on behalf of the applicants.
The main advantages to employers of using the Internet for recruitment purposes are in the speed of operation, breadth of coverage, particularly if recruiting on a world-wide basis, and cost saving that can occur. Electronic advertising can quickly connect with job-seekers in many different places that might not otherwise be contacted by more conventional methods. Small to medium sized enterprises too, find that they can compete effectively electronically with larger companies and can begin to attract high-calibre recruits to their web-sites, which might not otherwise be the case with more traditional methods of recruitment. With regards to cost saving, it has been estimated that expenditure on newspaper advertising and headhunter fees dropped in the USA by 20 per cent as Internet expenditure increased (Boehle, 2000). On-line recruiting, if it is used effectively, is also estimated to cut a week off the recruitment process (Capelli, 2001). Large organisations, like LOréal and KPMG, use the Internet to recruit staff on both cost-saving grounds, and because they feel it increases their visibility and attracts high-calibre recruits. With KPMG, for example, the Human Resources staff were dealing with 35,000 paper applications a year, but decided to switch all their UK recruitment online from May 2001 to save time and printing costs (Carter, 2001).
However, despite the obvious impact the Internet has made on the recruitment process, there are a number of concerns and drawbacks to using this medium. These include the issue of relevance of the medium, confidentiality, the large numbers of applications generated, and the problems that job seekers find in navigating websites and communicating electronically with employers.
The first question recruiters need to ask themselves is to what extent do members of the target recruitment group have access to the Internet? Despite increasing use of the Internet, there are still considerable numbers of people, particularly older adults, who do not have access to a personal computer either at work or in their homes. It is estimated, for example, that more than half the adults in West Yorkshire currently do not use the Internet, and that 27 per cent of businesses in the region do not use computers (LSC, 2001). It is clear that the Internet is a major source of recruiting administrative, IT related or senior and middle management staff from a wide geographical area. However, it is used less for recruiting at junior clerical or administrative levels, for manual and practical jobs, or for jobs in a specific locality. And even among the target groups, networking and personal contacts, or using trusted professional recruiters, tend to be the strategies most frequently currently mentioned as most effective for both job-seekers and employers (Feldman & Klass, 2002).
The issue of confidentiality poses a number of concerns both to job-seekers and employers. The Data Protection Act, 1998, stipulates that if a persons details are submitted for one purpose or job they should not be stored or used for any other purpose without the candidates permission. However, recruitment agencies or employers may want to hold on to candidates information for longer periods in case other opportunities arise. Whilst many candidates would not object to this, there are fears expressed by job-seekers about the commercial use employers or agencies might make of information supplied, or that the information sent electronically could be intercepted by third-parties (Carter, 2001).
Other pitfalls of using the Internet include processing the large numbers of applications received electronically by large organisations and difficulty job-seekers have experienced in using some websites. These difficulties include locating jobs on some employers websites, navigating sites, lack of specific and relevant job descriptions and difficulties in customising, formatting and downloading CVs to companies specifications (Feldman & Klass, 2001). Indeed, the problems of processing large numbers of electronic applications has encouraged employers to look at using the Internet more effectively for the selection stages of the recruitment process.
Automated filtering of applications received is becoming more common through the use of software designed to search CVs for key words or skills. There is in this a potential discrimination problem, as all candidates must be given an equal chance to apply, and electronic screening of applications must try and take into account the cultural and language differences of applicants. However, online screening has the potential to also reduce discrimination, as the emphasis can be placed less on academic qualifications and more on softer skills, such as team working, negotiating skills and leadership ability. Applicants may also be faced with initial screening by online verbal, numerical or other psychometric tests, although there is a potential here for fraud by some candidates, who might ask a third party to take the tests on their behalf.
There are also interesting developments in the use of Internet for final selection stages of the recruitment process. Colleagues, separated by distance, can come together to establish job descriptions and selection criteria or view job candidates through video-conference or Internet communications, then communicate with each other by Email to give their respective opinions of them. A panel can interview candidates and the interview relayed to colleagues elsewhere electronically. These distant observers can send their questions or comments to candidates or pass their own observations of the interview. However, comments sent electronically can help to reduce discrimination or bias, because these can be recorded and stored, which may subsequently encourage a more sober and objective assessment of candidates (Tullar & Kaiser, 1999).
Despite the increase in use of the Internet for recruitment and selection purposes, many Human Resources personnel are still cautious about its use or implementation (Carter, 2001). The cost of making the proper investment into the electronic infrastructure is a key prohibiting factor, but another is in the feeling that the Internet should not replace the personal touch, particularly in the intermediate or final selection stages. Whilst the Internet can certainly assist in identifying potential candidates, it cannot tell a company how good they are, although, it can certainly facilitate the process of bringing a wide range of opinions of applicants to the final judgement. Whilst the recruitment side of the process is likely to expand and develop in the future, selection of candidates is likely to remain a much more personal affair and in the hands of people, rather than machines.
Psycore - I Go Solo
everyone has problems
i'm sorry for you
i too hurt when you hurt
because i care for you
but you have no reason
to take it out on me
not worth it, i resign
set myself free
next time i'll be gone when
the shit hits the fan
find someone else than me
i'm not your garbage can
i listen if you're sad
when you're mad or such
one time is ok
but a billion time is a bit to much
i can never be
what you want me to be
i can never do
what you want me to
so i go solo
i'm too proud to let you
take a seat on me
i choose to wise up and
set myself free
maybe you don't mean to
act the way you do
your problem, not mine
trapped i suffer, free i'm fine
remember way back when
the trouble began
turned slowly from lover
into your garbage can
i can never be
what you want me to be
i can never do
what you want me to
so i go solo
oh la la, time to go
oh la la, i go solo