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Facing New Cyber Warfare Tactics – Implement CCI Methods

Facing New Cyber Warfare Tactics – Implement CCI Methods

Cyberspace is an official battlefield for almost a decade in many states. According to a series of data breach investigations report (2013-2016) of Verizon facing new cyber warfare tactics, despite cyber criminals remain a major actor category in causing data breaches, the significant participation of nation-states and state-affiliated groups in cyber-operations is not to be underestimated.

The operators in the latter category do not simply target short-term monetary gain, but in-depth and persistent penetration to attain strategic objectives, notably the advanced persistent threat (APT). Our businesses, government, and military are facing new cyberwarfare tactics used in economic espionage, geopolitical campaigns and remote sabotage attempts. High profile events in recent years ranging from the Chinese APT1 eavesdropping over 140 international companies, Russian APT28 implementing asymmetric warfare against Georgia and Ukraine between 2008 and 2014, to the DNC email hacking in the recent US presidential election and Olympic Games (Stuxnet) sabotage incident in 2010, contribute to the rapid development of cyber intelligence landscape.

Methods in Facing New Cyber Warfare Tactics

Thus, in this troubled water, not only the digital assets and intellectual properties of private companies are under constant surveillance of ​cybercriminals but also public critical infrastructures and new Internet of Things connected data and devices are at stake. Highly skillful and resourceful actors enthusiastically collect intelligence through sophisticated hacking tools, computer worms and network mapping technologies.This intelligence collection empowers malicious actors to succeed in striking companies and governments. One key underlying factor for successful risk mitigation is not only to catch up with the ‘hardware’ technological advancement, but also the software in facing new cyber warfare tactics to analyze the pattern, identity and objectives of the intruder so as to effectively counterstrike intelligence collection of the adversary.Facing new cyber warfare tactics by implementing CCI methodsThus, adopting military doctrines such as decoy, deception and deterrence to detect and mitigate cyber risks becomes a valuable cyber counterintelligence (CCI) strategy for both private companies and states. In the tactics, techniques, procedures (TTP) guidelines implemented by the U.S. Department of Defense (DoD) Joint Chiefs of Staff, at least four major intelligence collection methods can be identified in cyberspace. Intelligence can be collected through human (HUMINT), open-source (OSINT), signal (SIGINT) and geography (GEOINT).Based on these notions, the security researcher, Robert Lee, suggests two approaches to apply these concepts in CCI policy making: defensive CCI and offensive CCI.The former recommends regular red team assessment to evaluate both internal network vulnerabilities and external threat landscape. The latter is about setting up honeypots and sock puppets to interact with the adversary so as to achieve deception and delay effects. Both approaches require a comprehensive understanding of the internal networks, operations and procedures about one’s own organization. Ideally, one optimal CCI employment involves a mix of active and passive intelligence gathering to understand the potential adversaries.

Assessments in Facing New Cyber Warfare Tactics

In other words, it implies the hybrid application of conducting internal and external assessment as well as interacting with the intruders. Hence, the organization can be better prepared in facing new cyber warfare tactics by drafting its response plan and internal policies with more concrete scenarios, evidence, and more significantly, grasp of the tactics of the adversary.

In addition, internal analyst and general employee training is a prerequisite for the successful implementation of CCI strategy. On the one hand, improving the security awareness of general employees is an important, yet underestimated, means to prevent initial network compromise. For example, the victims of APT1 mostly started by falling prey to spear phishing which eventually caused successive large-scale data breaches. Educating employees to be cautious of unverified and false web information addresses the most vulnerable human factor in cybersecurity trust chain.

In other words, it implies the hybrid application of conducting internal and external assessment as well as interacting with the intruders. Hence, the organization can be better prepared in facing new cyber warfare tactics by drafting its response plan and internal policies with more concrete scenarios, evidence, and more significantly, grasp of the tactics of the adversary.

In addition, internal analyst and general employee training is a prerequisite for the successful implementation of CCI strategy. On the one hand, improving the security awareness of general employees is an important, yet underestimated, means to prevent initial network compromise. For example, the victims of APT1 mostly started by falling prey to spear phishing which eventually caused successive large-scale data breaches. Educating employees to be cautious of unverified and false web information addresses the most vulnerable human factor in cybersecurity trust chain.

On the other hand, the training of in-house analysts has to be rigid and unconventional. They must be able to identify, evaluate and distinguish accurate intrusion data to defend the organization. Putting themselves into the adversary’s shoes is a crucial perspective to anticipate the interests, objectives and strategies of the intruder. It also prevents them from being misled to well-crafted falsified data.

To optimize the performance of the duties of in-house analysts, a number of emerging cybersecurity vendors in deception technology like TrapX, Attivo and Cymmetria develop products and solutions adapted to this specific need. Through setting up decoys and buffering zones such as honeypot servers, sandbox and other buffering mechanisms, the defending organization can maximize the counterintelligence efforts to study the attacker.

In conclusion, adopting CCI perspectives in facing new cyber warfare tactics is an imminent issue for companies and governments to cope with constantly evolving and sophisticated cyberattacks. After all, the information security solutions of major vendors in the market target a more general public having relatively less security challenges than institutions dealing with multi-billion digital assets, IoT networks, and critical infrastructure. Installing ubiquitous anti-virus/ spyware detection software is the earliest phase in defending one’s institution.

In case of constant aggressive network breaches that their existing cybersecurity solutions and internal policies are ineffective, even defenseless, against the adversary, it is time to consider integrating CCI tactics and perspectives into the institution’s cyber defense strategy.

If the states are involved in attacking private entities, for what reasons companies should not introduce CCI to their management?

Whether you are a manufacturer, hardware or software vendor, or defense contractor, you Must have the best talent available who has a TSI and /or active security clearance to work in cyber defense and cyber counterintelligence.  NextGen has served companies with identifying and recruiting cyber analysts, red / blue / purple team engineers, and more.

 

Screening Candidates for Team Fit is BETTER than Corporate Culture Match

Screening Candidates for Team Fit is BETTER than Corporate Culture Match

Screening candidates for team fit is more fruitful and accurate than corporate culture match. Work is a lot like life in general in that screening candidates cultural fit is what many strive for.  While it is a lofty goal, it is also a bit of star Trek wishful thinking that all will be well in the universe and a perfect hire will happen.

 In life, we tend to mingle with people who are quite like ourselves. As an individual, a person would usually be drawn to another who expresses similarities, in language, music, and style are among the things. In a few words: we are attracted to the same culture. The same goes for the business world.

Companies have a selection process where they usually look for candidates who share the same values and methods of their organization, i.e corporate culture. Screening candidates for team fit takes more work but in the end it is about the performance of the team and the impact the individuals being considered for hire will impact team dynamics.  Each team has their own culture.  And teams are made up of individuals.  If everyone thinks the  same and has the same corporate culture and process methods philosophy, their is no innovation, no challenge to different thoughts as everyone is robotic in their thinking.

And cultural fit should not be mistaken for one’s own prejudice. A candidate should be hired based on how they would make a positive impact on the team he/she will work within and how that in the end would be beneficial for the company without clashing with other employees and while at the same time maintain demeanor. If these are met  y assessing team fit instead of culture fit,  then that new hire is likely to fail.

Screening Candidates for Team Fit is Essential to Team Success

While cultural fit can be discerned in the screening process, whether the candidates fit the team he/she will work within is one of the main purposes of utilizing psychometrics to asses a candidate’s impact on team dynamics.  The major problem is the reliance upon one-way behavioral testing that partially measures a potential candidate’s potential behavioral patters, values, and motivations, but fails to take into account the team composite regarding relational communications style, decision maing and conflict resolution skills, and leadership/management style.

Many feel that in  a panel interview they can discern within a few hours how a candidate will impact team dynamics and weigh heavily on Human Resources to provide the behavioral assessment.  the interaction established in the interview exhibits the candidate’s credentials to accomplish the job and an essential fit needed to perform efficiently within the role, but cannot measure team fit.

Behavioral interviews are often used; unfortunately, the standard practice does not work well. Organizations need to measure a candidate’s behavioral profile against the composite reading of the team’s behavioral profile. This type of psychometric measurement combined with the in-person interviews can accurately tell how the candidate’s approach and conduct are compatible with the ones practiced within the team, as well as within the company.

According to Entrepreneur, Corporate culture is “a blend of values, beliefs, taboos, symbols, rituals and myths companies develop over time.” In itself, a company has their own identity within its workforce and it greatly varies from one organization to another. Within a company, it is common that different people are working together.

Screening Candidates for Team Fit Means a Good Hire

Screening candidates for team fit assures that teamwork is common and important in a corporate setting. Employees who value working with peers and acknowledge the input of various ideas is most likely to work well in an organization that puts emphasis working in teams. Working with others is an important part in business organizations. However, when an employee prefers to work alone, he or she might be a good cultural fit in an organization that is more inclined in working in teams.Screening candidates for cultural fit and team fit also measures the capability of an employee to embrace diversity and exhibits no qualms in working in an organization that is compatible to their own set of principles and ideals. Companies need to recognize and employ candidates who exhibit these traits. Employees who are happy in their work environment tend to perform better and stay longer.

Despite the diverse personalities within a workforce, a company needs to find balance in shaping their work culture that will assure its accomplishment. Working in organizations would mean meeting a lot of people with different backgrounds. Both cultural fit and team fit emphasizes an employees’ abilities in and characteristics that can contribute to the success of the company.

A Recruitment Process Unmatched

NextGen’s award-winning Leadership Vault search process begins with the Discovery step where the objectives of teh role, how a candidate will use their skills, team dynamics, and value proposition are determines.  The target candidate profile includes researched competitor and company targets followed by documenting accomplishments, relative KPIs, depth of industry / customer relationships, and scientifically based team fit analysis.  Success based recruitment fees where majority is based on acceptable deliverables and the actual hire.  Backed by a custom onboarding plan and a 24 to 36 month replacement guarantee and a retention rate of 93% of our placements are working for same client at 3.5 years of service with 72% in 5 years.  You should expect NOTHING LESS than hiring an “A player” when you pay a recruitment fee.

 

Job Boards Impending Death Recruiting Insights

Job Boards Impending Death Recruiting Insights

From an executive recruiting standpoint, job boards impeding death is apparent.  Job boards have always been a non-issue. The voluminous lists of pedestrian “McJobs” offered on job boards are targeted towards “active” job seekers. Largely all “C players” that make up 55% of the workforce. Who could easily be replaced by automation, software, Ai, or robotics. While they can actively show up and do a job, they add no real value. They are unlikely to contribute to or develop IP, fixing or resolving key issues or revenue rainmaking.  In essence what stockholders call overhead.

To further our assumption, there is empirical evidence that job boards impending death is near. It is agreed they have lost value even for active job seekers, some of the primary reasons being:

  1. Companies using job boards rely on applicant tracking systems (ATS) or HRIS systems. These house, sort, and store applicants and employee records.  This means that your resume must be fully optimized to get past the 3-5 second look to be noticed.
  2. Because of the sheer volume of responses most companies receive, many will only look at the top handful of qualified results. So active job seekers are competing with hundreds, or even thousands of other people for the same job.
  3. A job board submission rarely goes directly to the decision maker or Hiring Manager.  You first must get through the Human Resources or corporate recruiter gauntlet. Many of these are simply not qualified to screen and assess for key roles.
  4. Quality positions are just not posted on job boards.  In fact estimates are that as much as 80 % of new jobs are never listed. Instead filled internally or via networking.  Referrals on the other hand, make up 40% of new hires.

Who or What Caused Job Boards Impending Death?

 

Suspect number one: Social Media

 

One of the key trends that is driving job-seeking is the rise of social media networking. With the right research and approach, a job-seeker can generally locate and connect directly with people and companies.  LinkedIn, Twitter, or Facebook are the go to social networks.  This will hasten Job boards impending death and probably a big bonus for job seekers everywhere. But in terms of executive recruitment, it’s a non-issue. The passive candidates we seek won’t be lurking about in either local in a job-hunting mode.

Suspect number two: the companies themselves

 

Of the thousands of job boards that are out there – from Monster, Indeed and Career Builder to LinkedIn and all the niche sites dedicated to specific industries – there is not one that successfully connects with passive candidates. These A-players, who make up approximately 14% of the workforce, are rarely, if ever, unemployed, and don’t ever use job boards or post their resume online, even if they are searching for opportunities. Of that 14%, only 15% don’t want to move at all, and almost half of them are open to dialogue with a recruiter.

There are a few boards that claim to target passive candidates, but they levy an additional cost on top of your paid recruitment campaign, and still the resulting applicants are (most often) not ideal: they are, in fact, active job seekers and not passive candidates. They now push the idea that new algorithms and predictive data based on utilizing artificial intelligence means they can attract and better match applicants to jobs, yet these are still targeted to those who overwhelmingly use job boards – active job seekers.  So basically, by buying into this thinly veiled cash-grab and stalling job boards impending death, you are wasting valuable time and money when you should be focusing on more traditional recruitment techniques such as networking and relationship building to get the results you need.

Where are all the A-players?

 

The top players, known as “A players” who exist at every level from CEO to janitor, are rarely, if ever, unemployed, they are never actively looking for a job, they don’t post their resume online and they don’t ever use job boards – and for good reason.

For the most part, the job boards don’t do a good job of attracting A-listers. Jobs posted on job boards focus solely on responsibilities, skills required and corporate culture selling points. This amounts to mostly boring descriptions of positions that mention nothing about the actual opportunity in terms of learning or career growth.

Further proof in the death of the job board is their postings also rarely mention “performance objectives.” They rarely, if ever, describe the “team culture,” preferring to use ambiguous terms like “corporate culture,” or “vision,” creating a huge disconnect between our A-players and any available positions.

Be Part of The Team

Team culture is also important, but you’ll never see anything about that on a job board. Individual work groups are unique and have their own “team culture.” A team culture is defined according to the personalities and behavioral patterns of each individual team member, as well as how they all work together.

The only way to determine whether a candidate will fit with a team culture is through personal connection – something you just won’t get with a job board.  When recruiting A-players, you must present them with opportunities that are significant. This could be reflected in title, objectives, location, an attractive company size, growth, and product/service market share, but at least one of these things must be present to assure that you are piquing their interest enough to even have a shot.  As for how and where to find the A-players, if you take away the online and the bulk of social media, traditional recruitment methods always win the day.

Numbers never lie

 

If you’re looking for proof that job boards impending death is near, look no further than your own ROI. Numbers never lie. For every job board you invested in over the course of a year

  1. how many hires occurred?
  2. how much did each hire cost you?
  3. what was the level of the positions you placed from a job board candidate?
  4. were there any critical roles filled? What is the retention rate of those hired from a job board?

 

Most evident is just to take a at Indeed, a job aggregator service and you will find that the same jobs are not only posted by the actual employer / company, but also by numerous contingency search firms. and RPOs  Its recycling the same “C players” – that 55% of the workforce that are bodies and will show up to work to be paid, but contribute nothing to the bottom line.  Once you start crunching the numbers, the evidence will probably give you a clear picture of the unfortunate, unvarnished truth.

 

Personal connections always yield the best results

 

Retained executive search companies have always relied on interpersonal and industry relationships to bring about successful results. As anybody in this niche knows, the discovery of most A-players come from actual conversations that bring forth referrals. Technology has infiltrated our society and industry, changing the way the world around us turns. It is still the tried-and-true grass-roots efforts that win the day.

The verdict on Job Boards Impending Death

 

 

In closing, let’s consider the advantages that a niche, retained executive search consultant brings to the table.  If using a retained executive search professional, the hiring manager doesn’t end up with an inbox full of “flypaper” resumes. They instead receive a shortlist of 2-3 “finalists” who can meet the performance objectives of the position. These people are truly A-players who will produce 8-10 times more value than B-players.

This proves that the result is well worth the placement fee and time investment. Leading us to conclude with confidence that this is a far more valuable. Not to mention a more viable and cost-effective solution over the waste in the death off the job board.

Employee Recognition Program 3 Reasons Why it Works

Employee Recognition Program 3 Reasons Why it Works

A well designed employee recognition program results in higher levels of engagement have proven, repeatedly, higher levels of employee satisfaction, greater increase in productivity, greater company loyalty, higher profits, and better customer satisfaction.

Let’s look at the facts. In 2013, a poll conducted by Gallup found that 87 percent of workers surveyed in countries all over the world were disengaged with their jobs. Only the remaining 13 percent stated that they were satisfied with their jobs and felt deeply engaged with the companies they worked for.

One of the best ways to increase engagement is to make sure that employees feel appreciated and that hard work is suitably rewarded both financially and in some other ways. Having a strategic employee recognition program in place is one of the most effective ways to get results and take advantage of the following three key benefits:

Employee Recognition Program Improves Business

 

It shouldn’t come as any surprise that happy and motivated employees are better equipped to address customer concerns. Staff members need to feel that they have personal stake in selling the brand and its products and services, while also offering impeccable customer support. Around 40 percent of companies that have adopted a peer-to-peer employee recognition program claim to have increased customer satisfaction.

Many senior managers consider them an investment rather than an expense. People want to be rewarded for good work and they’ll be mentally far better equipped to face the monotony of modern corporate culture if they know there’s a good bonus and other rewards waiting for them.

Decreases Employee Turnover Rate

 

While money is obviously a primary motivator in almost any job, offering a pay raise isn’t the most effective method to hold on to employees. In fact, studies have shown that about half of employees leave within two years after accepting a raise, a statistic that clearly indicates that salaries and job satisfaction don’t always correlate.

Often as important is employee recognition, which has proven to lower turnover rate significantly. Employees who are widely recognized and rewarded for their work are about 30 percent less likely to leave the company.  Other benefits of an employee recognition program include increased happiness and productivity and reduced stress and frustration levels. A lower turnover rate also saves money, since a direct replacement cost up to half the previous employee’s annual salary.

Increase Engagement and Productivity

 

An employee recognition program is all about clear communication, transparency, and having a solid rewards-driven system in place. Such a strategy leads to greater employee engagement, since it makes members of staff feel like they’re a part of something bigger.

Employee Recognition Program

An employee who has a personal stake in the direction the company is heading will be genuinely concerned about the day-to-day operations of the business.

By contrast, someone who counts themselves in the 87 percent of people who claim to be disengaged with their jobs will be more likely to sleepwalk through each workday while looking forward to nothing more than the paycheck at the end of the month.

Additionally, the Gallup survey showed that two-thirds of employees considered praise from managerial staff to be the top motivator.

Final Words on Employee Recognition Program

 

There are many ways to implement an employee recognition strategy and most of them don’t require a huge investment. Some of the most popular methods include publishing the company’s greatest achievers in email newsletters, using staff meetings as an opportunity to include praise, or preparing regular status reports. However, a more original and engaging employee recognition program might include an achievement- or score-based system complete with rewards and prizes for top workers.

Leadership Ethics Inspires Others Following Good Habits

Leadership Ethics Inspires Others Following Good Habits

Leadership ethics inspires others to follow you by looking at your decision making style and your listening habits.  In 25 plus years I’ve had the opportunity to work with some great executives who leadership ethics inspires others to follow whose characteristics separate these individuals from the rest.

One of the most compelling definitions of a leader is an individual whose mere presence inspires the desire to follow. When asked if leaders are born or bred, the general consensus is that leadership can be taught. Few have had the opportunity to be formally trained or mentored in proper ethics.  NextGen  Global Executive Search specializes in identifying and recruiting senior executives and functional leaders have the highest ethics in leading others.

Leadership Ethics Inspires Others to Follow

 

In today’s turbulent world, the type of leadership ethics inspire others to follow are present at a number of executive managers who devote their time and energy to leading the process of value creation.  It is this part of an individual that inspires others to follow.  We see character as the summation of an individual’s principles, values, and core beliefs by which one anchors and measures their behavior in all roles in life.  If character is the summation of our principles and values, then leadership ethics are the application of them.

leadership ethics inspires othersBusiness Leadership Ethics, according to Aristotle, is moral virtue that comes about as a result of habit. Ethics has as its root “ethike,” formed by the slight variation of the word ethos (habit). Aristotle explained that moral virtues do not arise in us by nature; we must accept them, embrace them and perfect them by habit.

Leadership consultant and author Linda Fisher Thornton in her book “7 Lenses: Learning the Principles and Practices of Ethical Leadership” (2013) stated that “ethical leaders have a tremendous impact on how people in their organizations behave and what they achieve,” Thornton said. “Effective leaders focus on what’s right and exemplify to their people that they are there to help, and not to exploit the vulnerabilities of others.”

Training for Leadership Ethics Inspires Others

 

Leadership ethics training in business emphasizes understanding leader values and attributes is only the first step in development. In the business development role, success requires a fusion of who we are as an individual, along with our principles, values, ethics, and their application.

One example is Lockheed Martin, where annual training starts at the very top of their organization.  Chairman, President and CEO, Marillyn Hewson, trains her staff who themselves then train their respective teams, and this pattern continues until all employees have participated in a training session facilitated by their manager.

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