Tactic developed by Wagnar.
The create a plan with fixed waypoints for a squad to run. They plan for 5-8 squads to run the route at set intervals.
The idea is each squad exposes the Ukrainian position so the next squad knows where to attack. By sending so many squads in a short space of time the Ukrainian position is overwhelmed.
Wagner would plan to have the first 4-7 squads made up of convict units with minimal training, with a trained well equipped squad operating as a reserve. The idea being as soon as a Ukrainian position looked to be close to failure the reserve is dispatched.
Fundamentally everyone apart from the well trained reserve exists to soak up bullets and explosives. They are "meat".
The Russian army had "well" trained battalions, as those battalions are attrited it would shrink them down to maintain effectiveness.
With Wagner's success they backfilled the battalions with convict and mobilisation soliders. Those soliders are used following the tactic above with the original remnants of the battalion representing the well trained reserve.
This is how Russia solved their inability to train new soliders
I avoid any company that requires a software test before the interview.
I worked for a company that introduced them after I joined, I collected evidence all of the companies top performers wouldn't have joined since we all had multiple offers and having to do the test would put people off applying. The scores from it didn't correlate with interview results so it was being ignored by everyone. Still took 2 years to get rid of it.
The best place used STAR (Situation Task Action Result) based interviews. The goal was to ask questions until you got 2 stars.
I thought these were great because it was more varied and conversational but there was a comparable consistency accross interviewers.
You would inevitably get references to past work and you switch to asking a few questions about that. Since it was around a situation you would get more complete technical explanations (e.g. on that project I wrote an X and Y was really challenging because of Z).
I loved asking "Tell me about something your really proud off". Even a nervous junior would start opening up after that question.
After an hour interview you would end up with enough information you could compare them against the company gradings (junior, senior, etc..).
This was important because it changed the attitude of the interview. It wasn't a case of if the candidate would be a good senior dev for project X, but an assessment of the candidate. If they came out as a lead and we had a lead role, lets offer them that.