Chan's Personal Blog

In March, American and South Korean forces teamed up for the “Key Resolve/Foal Eagle” war game. 13,100 troops from outside Korea — and tens of thousands more, already stationed in the country — participated in the massive exercise, which focused on “deploying troops and equipment to Korea in the event of an attack,” according to a military press release.

Some U.S. and South Korean commandos made airborne jumps together from a helium blimp; others, from helicopters hovering above the Korea Strait. A third group ran a mock “operation to secure a suspected chemical weapons lab.” Unconventional weapons experts drilled in responding to a simulated strike involving “hundreds of WMD.” Navy helicopter pilots swept for mines, while Marine fighter pilots flew with their South Korean counterparts to “wipe out” simulated enemy aircraft.

The Americans and their allies kicked all kinds of butt in the exercise, of course. Other war games, testing out the North Korean scenario, didn’t end quite as cleanly. One ran by The Atlantic in 2005 forecast 100,000 or more dead civilians in the first few days. And that was if the U.S. could assemble the half-million to million troops needed for such an assault; none of the participants thought such a staggering number of troops could be gathered together, given all of America’s military commitments around the world.

Concerned a brain drain could hurt its long-term ability to compete, Google Inc. is tackling the problem with its typical tool: an algorithm.

The Internet search giant recently began crunching data from employee reviews and promotion and pay histories in a mathematical formula Google says can identify which of its 20,000 employees are most likely to quit.

Google officials are reluctant to share details of the formula, which is still being tested. The inputs include information from surveys and peer reviews, and Google says the algorithm already has identified employees who felt underused, a key complaint among those who contemplate leaving.

The move is one of a series Google has made to prevent its most promising engineers, designers and sales executives from leaving at a time when its once-powerful draws -- a start-up atmosphere and soaring stock price -- have been diluted by its growing size. The data crunching supplements more traditional measures like employee training and leadership meetings to evaluate talent.

Google's algorithm helps the company "get inside people's heads even before they know they might leave," said Laszlo Bock, who runs human resources for the company.