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1. 2. Boneless chicken breasts, thin slices of turkey breast, and other quick-cooking items are ideal for saut ing. Larger items,such as bone-in chicken cut into eighths,are harder to cook to doneness by saut ing because they need longer cooking times. Such items are often browned by saut ing and then nished by another method,such as baking or braising. Breasts of game birds, on the other hand, may be cooked rare or medium and can thus be easily cooked from start to nish on the stovetop. In classical cuisine,there are preparations for chicken called saut s,many of which are actually made by braising.The basic procedure for saut ing meats is used, except that the chicken is only partially cooked by saut ing.It is then nished by simmering briefly in the sauce made by deglazing the pan. Recipes for this kind of preparation are included under Braising, page 410.

For obvious reasons, language capability is much sought after. Key languages are English, Japanese, and Korean. Given the cultural and geographical closeness, the latter two are hardly surprising. Japan is already China s biggest business process outsourcing (BPO) offshore market and cities such as Dalian and Tianjin are the primary destinations for that work. Language skills are important for quality and ef ciency. However, many outsourcing providers are moving to a team setup where only the account manager or project manager requires conversational English, whereas the rest of the team is managed in Chinese and thus only needs average writing and reading skills to understand English training materials. Candidates with a proven ability to learn fast and good interpersonal skills are certainly more valuable. As turnover increases, so does the interest of employers in candidates with a stable working record whose resumes show or promise a steady career development. Candidates who demonstrate integrity, respect for standards, and an awareness of information security issues are much in demand. Finally, the candidate should be a good cultural match for the company. For companies it is important to understand the top ve reasons that cause low staff retention: 1. 2. 3. 4. 5. Salaries that do not re ect their true contribution Lack of training and more developing opportunities Lack of respect from others Company s long-term goal and strategy is unclear Lack of company culture

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analysis. Each component of the picture has been estimated separately, yet each in uences the others and is in uenced by them. Productivity changes, the size of the labor force, the expectations of businessmen and consumers, government policies none of these is a completely independent variable that we can project in isolation. One point, however, does seem clear: unless demand rises at least as rapidly as it rose during the rst half of the 1960s, or, in other words, unless the expansion in demand can be sustained well above the long-term record of the American economy, we are headed for trouble. Even under the best of circumstances, the adjustment from an economy characterized by labor shortage to one with a surplus of labor can hardly be smooth and easy. Remember that we have no guarantee at all that consumers and businessmen will increase their expenditures at a rate fast enough to provide jobs for all those who seek them. If the demands of the private sector fall short, then only the government is left to take up the slack, whether it be large or small. We have no other alternative to the waste and social turmoil of massive unemployment. Yet current attitudes toward government spending and toward the nancing of government expenditures are ambivalent, confused, distorted, and biased. The persistence of these attitudes into the 1970s can be positively dangerous. The following chapters, therefore, are an attempt to take a fresh look at this subject by cutting away the myth and analyzing the reality.

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