We all have about 22,000 genes and sometimes we share enough genes with our family to be an almost identical copy of them. Although there may be 50 years between the 2 photos, their faces look the same thanks to the magic of these genes. There are some people who are carbon copies of their relatives, confirmed by their photos that simply blow us away.
Bright Side would like to share with you just how cool our genes can be with some exceptional photos we found.
1. “My mom and sister, both at age 6”
2. “My mom (left) age 4 in 1971. Me (right) age 4 in 2001. I see why people say we look alike.”
3. Grandmother 1941 and granddaughter 1999, same genes
4. “Me, 1992. Mom, 1954.”
5. “Here’s me and my fraternal twin.”
6. “Me on the left (circa ’90s, Canada) and my grand-dad (circa ’40s, Ireland).”
7. “My old man and me at the same age, 35 years apart.”
8. “Me in 1971 and my son in 1994”
9. “My mother at age 21 (L) and me at age 27.”
10. “My father, age 24 in 1951. And 24-year-old me.”
11. “I always knew that my mom and sister looked alike, but seeing them side by side is uncanny.”
12. “My brother (2016) and my grandfather (1948)”
13. “I’ve been told a lot that I look like my Finnish grandma.”
14. “My dad 1958… Me 1988.”
15. “Side-by-side comparison of my identical twin and me.”
Who do you look most like in your family? Share a photo of someone you look like so that we can compare!
Preview photo credit mrobry / Pikabu
CEO Asks One Question That’s an ‘Instant Red Flag’ If Interviewees Try to Answer It
Interviews are dreaded by many job seekers, particularly the infamous “curveball” questions used by recruiting managers and CEOs. The CEO and creator of JKR Windows, an American window installation company, Jefferson K. Rogers, has drawn notice for his unusual interview technique: a trick question intended to weed out unsuitable applicants.
“Impossible” Question: An Assessment of Sincerity and Coachability
Rogers posted his unique approach to interviews on his TikTok channel. He asks a question that he is certain the interviewee will be unable to respond to right away. Although the exact question is still unknown, Rogers stresses that there is no “right” response. The twist is this: The CEO is more interested in the candidate’s approach to the unknown than in knowledge.
What He Looks For:
Sincerity: Is the applicant willing to acknowledge when they don’t know the solution?
Openness: Are they amenable to picking up new skills?
Coachability: Are they open to direction and instruction?
A candidate who tries to make up an answer, in Rogers’ opinion, is showing signs of a potentially troublesome personality—someone who is resistive to learning or hesitant to acknowledge their shortcomings.
Divergent Responses on Social Media
Although Rogers describes this technique as a useful means of determining fit, TikTok users had a variety of reactions.
Supporters: Some argue that the strategy is advantageous because it shows a candidate’s coachability and willingness to learning.
Critics: According to others, it’s a bad strategy that could stop competent applicants from attempting to solve a problem or show their resolve by trying to provide a response. Furthermore, others consider the approach to be manipulative, arguing that it puts a particular response ahead of a true comprehension of the role.
Different Methods for Evaluating Fit
Although the “impossible question” generates discussion, there are alternative methods to assess a candidate’s fit for a role:
Behavioral Interviewing: Highlighting the candidate’s prior experiences and how they responded to particular circumstances can provide important context for understanding how they solve problems and approach new tasks.
Skills-Based Evaluations: An applicant’s suitability for a position can be determined immediately by testing pertinent abilities such technical proficiency, communication, and critical thought.
Fit Between the Work Style and Values of the Company: An interview’s questions and exchanges can reveal whether a candidate’s work style and values complement the company’s culture.
The success of any interview technique ultimately depends on the particular position and business. Although Rogers’ deceptive question might be useful to his organization, it’s crucial to think about other approaches to guarantee a thorough interview process that draws in and selects the top candidates.
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