Facts, Fiction and Police Officer Resume

Facts, Fiction and Police Officer Resume Putting your qualifications into the most suitable format is critical in regards to your law enforcement resume. How you can stay away from identity theft The ideal approach to prevent identity theft from your nearest and dearest obituary is to look after financial and credit issues before the obituary is published. Just a few police agencies accept applications on a continuing basis. Police officers can discover positions throughout america and in a wide sortiment of places, from various cities and counties to colleges and transit authorities. As soon as youve opened your letter its time to give it some body. You could opt to seek the services of a professional trainer, or maybe you join a neighborhood gym to get fit. Also read the ideas and advice that you should consider for the work interview. When you clear the physical exercise test, be mindful an extensive background check will be carried out on you, possibly followed by means of a lie detector test. How to Get Started with Police Officer Resume? The next paragraph must chat about the way the specific program, course or job youre applying for will help you achieve your targets, and the way youre ready to contribute during your research. If youre entry-level, or mid-career degree, you will likely wish to stick to using a career objective. You need to be in a position to demonstrate exceptional team work, the capability to listen and follow instructions, sound judgement and the capability to act quickly and make superior decisions. Irrespective of your degree of work experience, your resume format is crucial to making your program stick out. The Downside Risk of Police Officer Resume When doing an agency adoption, you might have to go through a Home Study group with different couples that are currently going through the adoption Home Study Process at the exact same time youre. Be sure you create the info youre looking for. Ensure all the info tha t you have written is accurate. You have to offer relevant, concise details. The kind of letter needed for a particular application is contingent on the kind of visa it supports. Your application letter shouldnt be mora than 1 page long. Your application letter needs to be certain you have the job. An effective cover letter will improve your program and boost your probability of landing a meeting. The Pain of Police Officer Resume Check to make certain youre providing all of the info required and clearly define your skill sets with regard to application requirements. Then youd be put via the investigation and testing portion of the procedure. In order to fasten the position youve been itching to get, it would be smart to take these steps. Keep all information applicable to the position youre applying for. Where to Find Police Officer Resume Working in a security field makes integrity very important, and youll want to reveal your employer that multiple individuals can sp eak to your integrity and character, features that are somewhat more difficult to see in different portions of the resume. Oh and by the way, your probability of getting sued are extremely high if youre doing your job. Then consider your own personal strengths and pick the ones that most closely fit the work description. You may discover that the agency you use has a couple of additional things they will have you do. The Basics of Police Officer Resume Writing such formal little small geschftlicher umgang letters can permit you to develop good trust and will. Writing obituaries do elend have to be an intimidating task, especially in the event that you have all of your financial affairs in order. Otherwise, you are going to want to compose a letter. So because you can see, composing letters in Japanese is a gigantic ordeal, although the moment that you learn each one of the rules and do only a small practice it isnt so bad. Mention the business or district you wish to work for specifically in the objective. Whether you are thinking about doing an agency or independent adoption, among the initial things which you will need to do is to work with an agency to finish a Home Study. If you know an officer, getting their personal recommendation may give your application another leverage. You should do a comprehensive research on your potential employers and the workplace in which you could be spending your time later on. Its not unusual for police officers to serve in many of unique capacities, which has the capability to generate confusion or maybe even presented clearly on the resume. You dont have to be worried about the police officer job providing challenge. A police officer could have a partner. With competitive pay scales and superior positive aspects, together with an attractive retirement package, being a police officer is among the most wanted professions. If you have any reportable incidents previously, admit them in the interview. Nobody is a saint, but you ought to remember that a professional needs to be seen as a responsible and moral adult, even online. Continue reading for an expert security officer resume sample that will help you begin writing. You might patrol local streets to keep an eye out for suspicious activity, interview people to collect information for a circumstance, or respond to 911 emergencies. The One Thing to Do for Police Officer Resume To find out more on what it requires to be a Crime Analyst, take a look at our complete Crime Analyst Job Description. Hiring managers would want to understand if you possess the necessary skills and have more to offer you. It is very important to review the requirements in the Job Ad. Do not waste the chance to maintain an on-line reputation that recruiters will come across fitting for the best job candidate.

Build Your Path to Success With Our Financial Analyst Resume Template for Word

Build Your Path to Success With Our Financial Analyst Resume Template for WordBuild Your Path to Success With Our Financial Analyst Resume Template for WordIntroductionWhen you are working to build a resume, you need to know how to control every aspect of your personal presentation, which is why it helps to work with a guide that can show you what is expected. Thats where this financial analyst resume template for Word comes in. Not only will you be able to binnensee how to put together each section, you will also get to see an example of a fully formatted resume. That will let you see how each section comes together, so you can master them all summary statement, skills, work history, and education.Financial Analyst Resume Template for Word Bill KeenMount Pleasant, MI 11111E BKeenmoarpowr.com T (555) 555Veteran financial analyst with experience advising private funds and fullBachelor of Business April 2014Wayne State UniversityPresident, Residence Hall AssociationCum LaudeSeries 7 License April 2014Investment Power Testing Associates

A Teachers Pet to President Emmanuel Macrons Infographic Resume

A Teachers Pet to President Emmanuel Macrons Infographic ResumeA Teachers Pet to President Emmanuel Macrons Infographic Resume Do you remember those times when the word nerd still carried negative connotations? Probably not. Its difficult to laugh at nerds now that a majority of general public fantasises about Black Widow from time to time. Still, while nerds have already had their cultural moment with incredibly cool figures like Elon Musk or Steve Jobs paving the way, teachers pets have only recently found their champion.His name is Emmanuel Jean-Michel Frdric Macron. The new President of France showed all other teachers pets in the world theyve been just a bunch of halfhearted dilettantes.However, as the Emmanuel Macrons infographic resume below illustrates,he didnt become the teachers favourite through flattery. Teachers loved him first because of his sheer brilliance.And they still remember him more than 30 years later.Macrons story shows you can be a teachers pet and be incredi bly cool at the same time. Leonard Tenroy, Macrons former literature teacher, recalls asking him to give a talk on French writer Guy de Maupassant. Macron spoke without notes for more than an hour, reciting extracts from memory. His former drama teacher was totally charmed by his intelligence. His professors at Sciences Po described him as a brilliant pupil with original and well-constructed thinking. They especially stressed his obvious aptitude for public speaking, as much in substance as in form.Others remember him as an exceptional student in all respects with a lot of intelligence and moral elegance.Finally, theres one teacher in Macrons life who stands above the rest- his wife Brigitte. When they first met, Macron was only a 15 years old boy in her drama class. She was 39, a mother of three, and married. Their unlikely love affair continued for another 15 years before they finally got married in 2007. Today, Brigitte Macron is Frances first lady and Macron still asks her for c ounsel.Macrons success story proves theres no shame in looking up to ones teachers, even falling in love with them (and boy, does that happen a lot in movies). If you want to know more about how he became probably the greatest teachers pet of all time, check out Emmanuel Macrons infographic resume below.Emmanuel Macrons Infographic ResumeEver wondered what wouldHomer Simpsons or James Bonds resume look like? What about Darth Vader? Satisfyyour curiosity and check ourcollection offamous resumesShare Your Feedback or Ideas in the Comments

Four Steps to a World-Class Internship Program

Four Steps to a World-Class Internship Program Four Steps to a World-Class Internship Program Four Steps to a World-Class Internship Program Want to ensure your business is getting the MOST from your internship program? OR are you trying to get a program off the ground but not sure where to start? Youve come to the right place. In this jam-packed, 1-hour webinar Emily Bennington, coauthor of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job, will dive in to the specifics of what makes internships successful and what you must do to produce a bottom-line return for your organization. Youll learn best practices from the biggest names in business, including measurable ways to: Structure your program Find your future rock stars Onboard effectively Keep interns engaged Evaluate your success If you are relying on internships to recruit new grads (or plan to in the future), this webinar is a must-see! would like to thank Emily Bennington for presenting this webinar. Presented by: Emily Bennington Co-Author Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job (Ten Speed Press, 2010) Emily Bennington is coauthor of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job (Ten Speed Press, 2010). She is a frequent speaker to students and organizations on the topic of career success and the host of Professional Studio 365, a popular blog for new grads transitioning from classroom to boardroom. Emily has been featured on ABC News and has been quoted in publications including the Wall Street Journal, New York Post, US News and World Report, Yahoo Jobs, and the Washington Post Express. She is a regular contributor to Monster.com as well as the college section of The Huffington Post. Emily can be reached via email at ebennington@)msn.com or on Twitter@EmilyBennington. Webinar Transcript: Four Steps to a World-Class Internship Thanks so very much and good day everyone. Im Randi Alterman. Im the marketing director here at and Id like to thank you for joining us today for this exclusive webinar hosted by Intelligence. Today, were going to discuss four steps to a world-class internship program. In this Intelligence webinar, were joined by Emily Bennington, co-author of Effective Immediately: How To Fit In, Stand Out, and Move Up At Your First Real Job. Attendees of this webinar will hear signature advice from companies that are just getting it right. Before we get started, I do have a few housekeeping items I do want to mention. The presentation and a copy of todays recording will be posted on hiring.monster.com within two to three days. Just click on the resources tab, and go to HR events. Our participants will receive an email with the direct link to todays materials. Intelligence provides insight to help HR professionals, improve their recruiting success, accelerate worker performance to obtain top talent. We analyze and collect data from over 4 million unique job searches performed on each and every day. We invite you to visit hiring.monster.com and read some of other investors reports and analyses. All of those pages are the under the Resources tab. There will be time after the presentation for some question and answers and our meeting manager will help facilitate that QA. Please feel free at any time during the webinar to type your questions to the available space and well try to include them in the QA. Additionally, if youre getting your audio through the phone, you will be placed on mute until the QA session begins. All right. Id like to introduce todays speaker. Were very fortunate to have Emily Bennington with us today. Shes the co-author of Effective Immediately: How to Fit In, Stand Out, and Move Up At Your First Real Job. Shes a frequent speaker to students and organizations on the topic of career success, and the host of professional studio 365, which is a popular blog for the grads transitioning from classroom to the boardroom. And we have been featured on ABC News and she has been quoted in publications including the Wall Street Journal, the New York Post, U.S. News World Report, and the Washington Post Express. Shes a regular contributor on Monster.com as well as the college section of the Huffington Post. Emily, Id like to turn the webinar over to you. Great, thank you so much Randi. Hello and thank you for joining me for this Webinar Four Steps to a World-Class Internship signature advice from companies that are getting it right. As Randi mentioned, Im Emily Bennington co-author of the book Effective Immediately: How to Fit in, Stand out, and Move Up at Your First Real Job. In my work, I help students successfully transition from classroom to the boardroom, a passion that was initially sparked because like a lot of new grads, I didnt do it so well myself. Since then, however, I have conducted a lot of research into what it takes to help entry-level hires succeed. Ive also conducted a series of interviews with new grads and their employers to discover what businesses are doing right to bring in new hires and what can be approved. Im going to go over the best of what Ive learned on our call today. But first, I wanted to publicly say thank you to the folks at for giving me the opportunity to share these insights with you. To begin, lets start with the view from 30,000 feet. Why do we need interns anyway? Up until recently, I think the answer would have been to do the grunt work, of course, and maybe that worked in decades past. But these days, the fact of the matter is that we are living in a knowledge-based economy, where businesses with the best talent win. So employers, this has created a supreme need to just keep a pipeline of talent flowing and, over time, companies have wised up to the fact that internships are the very best way to discover and audition entry-level hires. But more than that, internships create a controlled learning environment where businesses can train candidates in a way that if they are hired, new employees can come in and hit the ground running. But think of it this way: for every new hire, theres a period in which they are consuming more resources from their organization than theyre contributing to it. When you first started a job that you have now, you were consuming a salary. You were consuming the time of other employees that was needed to get you up to speed. You were consuming real estate in your office, a computer, a coke in the fridge, and the list goes on. So for businesses, obviously, these things cost money, but your company was prepared to make that investment because they knew or perhaps they hoped that over time, you would begin to contribute more value to the bottom line than you were taking from it. A few years ago, I read a book by Michael Watkins called The First 90 Days. Dr. Watkins is a former professor at the Harvard Business School, and he conducted a study to figure out just how long it takes new leaders to effectively break even at work. And again, that is contribute as much value to the organization as they consume from it. And what he discovered was that the average is about 6.2 months. So in his consulting practice, Dr. Watkins tries to shrink that learning curve and get new managers to break even earlier at about 3.2 months. I love this concept because this is exactly what an internship program does. Not only do companies have the ability to test drive potential employees, but if and when those employees are hired, theyre able to hit the ground running from day one. So these three reasons really underscore the business case for internships: The need to keep a constant pipeline of new talent. The ability to audition new staff without too many strings attached. The fact that entry-level hires who are former interns will naturally break even faster, and therefore contribute more to their companies in less time. And this is why so many organizations are relying almost exclusively on internships to recruit new grads, which means theres a growing need to develop programs that can evaluate a candidates true potential, as well as a growing need for people who can administer them, and thats what were going to talk about today. So lets just keep rolling. The number one step to a world-class internship program is that you have to be a freak about structure. In fact, when it comes to implementing strategic initiatives like this, most companies can be compared to a simple garden hose. You know how when you have a garden hose, you can adjust the head to different settings? Well, businesses have different settings too. Some are focused and really get it and these are the organizations with truly outstanding and successful internship programs. Likewise, there are some businesses that kind of get it, but theres definitely some room for improvement. And then some companies just dont get it at all. Theyre all over the place with their program with no clear direction and no concept of the overall purpose of their internship. The difference between these organizations is often the amount of upfront planning that they commit to because when it comes to internships, many companies, particularly small businesses, will dive head first into that hiring process without thinking much about what theyre really trying to achieve. And this is a big mistake. Since the cost involved in running an internship program can be high when things like recruiting, and salaries, and non-global time are factored in. Successful internships must produce a bottom line return to your organization and you have to know what that is. So you want to outline the benchmarks at front and this is really important you want to make sure that the leadership of your organization has influence, buy-in, and consensus over what those benchmarks are. In other words, this really isnt the time to be general or to work in nice round numbers. You want specific numbers so that you can measure your success against them at the end of the program. And these numbers include conversion rates of interns to full-time hires. Just keep in mind that you want to have more interns in your program than youll need on staff for full-time. For one, you probably wont have a 100 percent conversion rate. Second, you want to be able to weed out people who dont fit and still have additional candidates to choose from. So for example, if you know that youre going to need three entry-level employees, then you may want to put five or six through your internship program. With that in mind, you need to know the number of interns that you want to hire as well as the admission requirements for your program. These include the minimum GPA, the extracurricular activities that you want to see on the resume, and such so that you have a clear understanding of how youre going to screen for quality candidates. The number of projects completed and what kind of projects that your interns will be taking on, in other words, what are their learning objectives. Number of campus ambassadors. Naturally, youre going to want interns to go back to campus and rave about their experience and your organization, but most companies dont have any formal way to facilitate this. So therefore, you should consider creating a campus ambassador program, which basically just asks students to do what they do anyway, and thats post content on Facebook and Twitter, attend social functions, and so on. Only this time, youll be asking them to post about their experiences with your company or speak to other campus recruits about what its like to intern with you. Again, they arent going out of their way too much, but the difference is that youre tracking it against your benchmark, so its way more strategic than just hoping that your interns will tell their friends about you. Number of articles written. This is the amount of press coverage that you received from your internship program, the number of community service initiatives, which you could then use to generate press coverage, and the number of potential hires in the pipeline. Its always easier to make great hires when you have a bench of great candidates in place before you need them. Or as John F. Kennedy once said, The time to fix the roof is when the sun is shining. And again, notice that all of the bullets on this side are tied to very specific numbers, so theres not a lot of gray area here or a lot of generalizations. After you complete the benchmarks for your program, you need to refer them often to ensure that youre staying on course. And I think John Flato of Campus Strategic Partners says it best when he says that you have to keep going back to these original metrics. Otherwise, how will you know if your program is succeeding? About 10 years ago, when Mel Gibson still had a decent reputation, he wrote a film on the revolutionary war called The Patriot. And theres a scene in the movie where Gibsons character is teaching his little boy how to shoot a gun and he says, Aim small, miss small. And I love that line because its such a truth about focus. Obviously, when you know where the target is, you have a much better chance of hitting it. So make sure that you have your benchmarks in place first before you do anything else related to the internship program. We want you to be here in your planning, not here. So next step is to give your interns real work to do, and I really like this quote from Rick Slater, whos the managing member of the accounting firm Dixon Hughes. And Rick says, In the past, I think businesses were less strategic about their interns, but for us, its never been about bringing a bunch of college kids in to make copies and coffee. We consider the program an eight-week job interview. And I think this sums it up nicely because the ultimate goal of your program shouldnt be philanthropic and it shouldnt be administrative. Of course, with every internship program, there is a portion of grunt work that just has to be done, and I think that thats good. How people handle the little thing is usually an indication of how theyll handle big things. But if little things are all your interns are doing, you wont be able to judge them effectively. And as a result, you wont have the information you need to keep your talent pipeline strong. But if you think about the structure of your program, take a hard and honest look at what your interns are actually doing. Because if its copies and coffee, I think youll find that while this may be helpful for you in the short term, its not a very good strategy for the long term. Now, if you dont trust interns to interface with your clients just yet, you can make up assignments that are based on real work that allow you to test their ability to think critically. For example, an advertising agency intern could be tasked with new creative for a client campaign or an accounting intern could be charged with a mock audit, and so on. The point is to give them assignments that they would be doing if they were hired full time, so that you can legitimately see how they would handle them. Here are some additional best practices related to structure. You want to assign someone in your office the role of internship manager and hold them accountable for developing the benchmarks, and handling logistics, and keeping the lines of communication open between interns and the rest of your office. At Sirius XM Radio, Ross Herosian directs about 150 interns in three cycles per year. And Ross told me that he is their point person for everything, which keeps the program on track, and coordinated, and avoids a lot of unnecessary confusion that results from communication breakdown. You also want to build in a few social activities. This is especially importantly at the beginning of the program when you want your group to bond as a team. One idea to consider for that is a volunteer project. I dont think its any secret today that that places a very high value on service and want to work for companies that share an enthusiasm for giving back. Actually, PriceWaterhouseCoopers went to a whole new level last year when they sent 100 of their interns and staff to volunteer for a week in Belize. But assuming sending your interns abroad doesnt quite pass the budget test, a group project at a local homeless shelter could be just as meaningful. Plus, getting out of the formal office environment will help them get to know each other and get to know you a little better as people. Introduce them to your clients, especially if you work for a professional services firm. For interns its pretty exciting to learn about who your clients are and what you do for them. Dixon Hughes, for example, has a lot of Japanese clients so they recently hosted a Japanese culture day where interns received training in Japanese etiquette, followed by a sushi lunch, and then they toured the facility of a manufacturing client that was headquartered in Japan. Obtain evaluations from multiple supervisors. As a rule, interns should work with a variety of managers because this will give you a broad range of input to consider when making your hiring decisions. Plus, it has the added benefit of allowing some of your newer staff to sort of test under leadership skills. Just make sure you have a written way to collect feedback because youll need to keep a record in the interns file. Also, when it comes to feedback, be sure to share it with your interns every step along the way. So its what the student is doing right and areas for improvement. They thrive on it and they wont improve much without it. So building feedback opportunities into your program is very, very important. Finally, require a Friday update. Friday updates are actually a test for interns allowing you to gauge their effectiveness and their discipline. So basically, you ask them to send you an email every Friday that outlines in bulleted form a list of their successes, their challenges in the past week, as well as areas where your input is needed, and their goals for the week ahead. Friday updates are great for two reasons: First, youll be able to see what theyre working on in a way that doesnt feel sort of uncomfortable or micromanaging for either of you. Second, at the end of the internship, the students will have a huge list of things that theyve accomplished during their time with your organization, which will definitely be beneficial to both of you. I have a chapter in Effective Immediately on Friday updates, and if youd like to have a copy of that no charge just email me at ebennington@msn.com, and Id be happy to send that to you. So step two in building a world-class internship program is to be super smart about recruiting. How do you know if youre about to make a bad hire? Its tough, right? Weve all been in job interviews, and we know that most people can manage or create a favorable impression of themselves in a 15- to 20-minute window. And most of us can round up at least two or three people who would say nice things about us if called upon. So recruiting is a tricky deal for employers based largely on the fact that bad hires are just so darn expensive. Most of the time, they never break even. In addition to their salary, they cost you the time and the resources to train them. You have to fix their mistakes, and ultimately, you have to bring on their replacements, which starts another round of the training and the cycle continues. If you really have a bad hire, go ahead and factor in the ripple effect of drama and reduced morale, and you can see how important the recruiting functionality is. You need good candidates and the million-dollar question is how do you find them? To find good candidates, naturally, you can post available positions on particularly in the college community. You also want to reach out to your local colleges and universities as well. And note that this is not the end because when it comes to recruiting a single shot approach, it will never work as well as a layered strategy. For starters, you want to create a list of schools in your region that have curriculum in your industry. Then you want to figure out whos running the career center and reach out to them directly. At minimum, you can send an email introduction or a LinkedIn request but ideally, its a good idea to ask them to meet for lunch or coffee so that you can begin to develop a more personal relationship. And this is how our world works today, right? Its not a 100 percent straight line. Instead, you find candidates because someone knows someone who knows someone who knows someone who will be perfect for you. And this is why you have to cast your line via the layered approach because there needs to be multiple ways for recruits to find you. Another example is that most campuses have at least one career fair every semester. If you dont have the staff or the budget for career fairs, you can host free information sessions campuses as well. You may only have a few people show up, but that may actually be a good thing because those are going to be the folks who are really passionate about your business. And another way to recruit rock star hires is to create job descriptions for your interns so they know what to expect in advance. I got this idea from Cisco Systems and almost no other companies do it that Ive seen. Jim McGrath, Ciscos manager for global staffing and university relations says that giving out descriptions has been a very powerful recruiting tool because they allow students to make internship decisions based on the actual work theyll be doing. This format works especially well when posting on because students have access to job descriptions anytime. Also, before extending a formal offer to your intern recruits, you should really consider bringing them into your office, either individually or as a group, so that you can introduce them to other members of your leadership team and get their feedback on your candidates as well, because the recruiting decision is just too important for one person to make unilaterally. Finally, use your current interns to recruit future interns, and this side showcases excellent examples from Business News, which has videos, Twitter feeds, and IM features where recruits can get any question answered by an associate whos actually been in their shoes. Also, Sirius XM has a great site called Sirius XM interns where current interns basically blog about what theyre doing. These are great recruiting tools because they help potential interns make informed decisions based on real experiences at your organization. The third step to creating a world-class internship program is to onboard effectively. What is the first thing that comes to mind when I say the word orientation? Is it something like this? I want to introduce you to onboarding. Onboarding is sometimes used interchangeably with orientation, but really, onboarding goes much, much deeper. And this quote from Mark Stein and Lilith Christiansen, a consultant from Kaiser Associates really says it all: The best and brightest gives weight to the companys plan for them during the first year on the job and beyond. Even during hard times, these recruits are sinking beyond the first 30 days and focusing instead on what employers can do to adjust their long-term aspirations. Yes, todays generation of newbies expect more from their organizations than ever before. And they get a bad rap for seeming entitled. Perhaps, some of that is deserved. But when it comes to this, when it comes to finding a place where their long-term career needs can be met, its not being entitled at all for them to be concerned about that. Its being smart actually and its incumbent upon you as the employer to paint a solid path or risk losing talented grads to another company who will. And this is for onboarding, which is really just a fancy term for controlled orientation comes in. You spend a lot of money and resources structuring your program and finding great hires, so you need to recoup that investment by turning interns into full-time staff. And this means paying attention to what happens after they come through the door. So lets take Carly whose onboarding experience is pretty typical. On her first day, as an intern at Widgets Inc., Carly received a parking pass, a cup of coffee, an elevator badge, a tour of the office, free reign of the supply closet, a laptop, a brain dump from a host of colleagues on everything from last years sales to this years holiday party, and a partridge in a pear tree. After that though, they left her alone to figure everything else up for herself. Does this sound familiar? Now, I cant see you but I know a lot of you out there are nodding your head because we dont really focus strategically on assimilating new staff at all in business today. So, thats sad, because again, we have a lot of money tied up in finding candidates and then they leave them alone to stand around. And then were surprised when they leave. The average worker is estimated to have between 10 to 15 jobs in their lifetime now. And to me, thats just crazy. So one way to stop the revolving door and keep your talent is to train your people. Yes, most orientation programs provide a general overview of an organizations policies and procedures in the space of a couple hours or a couple of days and you need that, of course. You have to have that, but thats not what gets people out of bed in the morning or invest it in your company for the long haul. So lets talk about, onboarding. Onboarding rules out and takes a look at the entire new employee assimilation process with particular emphasis to learn how to tie each employees individual goals to the strategic initiatives of your company. It has to be a win-win for both of you or its just not worth it. So onboarding is definitely a more personalized, and yes, its a more time-intensive approach, but successful onboarding has been proven to lower employee turnover and increase employee satisfaction. So its an investment with some serious returns. The difference between onboarding and orientation. Onboarding involves the highest levels of leadership within your organization and the how to effectively onboard question should be posed way back in step one during program development. By contrast, orientations are generally held with no real direct involvement from the top. Onboarding programs are strategic. You ask your recruits at the beginning, what their career objectives are, so that you can find a way to tie those to the goals of your business and this is way different than just sort of checking a box because he covered the dress code. Orientation programs are also one day or half day, whereas onboarding ideally lasts half a year plus a year for full-time hires. In other words and this is really important you develop performance benchmark with the new staff. And then you check-in with them at least quarterly to see how its going. Now, you would also have benchmark for your interns but obviously, just on a reduced timeframe. Again, onboarding is a long-term strategic process with accountability measures like the plan I just discussed, while orientations are usually one-shot-deals where once its over, youre never exposed to the information again. Onboarding is a dialog; youre taking into account the employees long-term needs as Mark and Lilith outlined before and youre not just subjecting your interns to one-way communication from you where only the companys priorities are addressed. So a couple ideas to make onboarding fun for a group of interns icebreakers. On day one, you need to get your group comfortable and engaged from the very beginning. Professionalism 101 training and I love role playing for this because you can give them a sticky situation like, Mary just wrote a blog post about an obnoxious colleague, and you know shes talking about you, what do you do? And its fun because it teaches them important lessons but in a way that lets them figure it out for themselves. QA with top leadership at your company. Interns are always impressed when a company leadership speaks to them directly. QA with top clients for another perspective. Make them give a presentation. And I love this because the old saying, If you want to learn, teach is so true. Plus for interns, this gives you the opportunity to evaluate their communication skills, which are obviously so important in business. Find ways for them to experience what you do as well. So if youre the litigation firm, you take them to the courtroom. If youre a nonprofit, you introduce them to the people you serve and so on. And finally, end it with a dinner or other special outing where theres no business allowed. Again, this is an example of one of the things that you want to build in to the program, so your people can get to know each other and its about bonding as a team outside the office. I have some additional resources if youre interested in learning more about onboarding. Successful Onboarding is frankly a book I wish I would have written on the subject. Its excellent and its in-depth. Its an in-depth look into the onboarding process from Mark Stein and Lilith Christiansen with a lot of excellent information of it. I dont have the time to cover today. Also, if youre on Facebook, this is my brand new page where I provide the latest information on college to career success including onboarding articles. Finally, this slide is a quote directly from a College survey participant, Only take on interns if you are fully willing to invest the amount of time it takes to welcome, train, assist, mentor, teach, and evaluate them to make the experience valuable, rewarding, and positive. And I really could not have said it better myself. My last tip on building a world-class internship program is to keep in touch. But before I dive into the why and the how related to this point, I want to encourage all of you to give your interns both an exit survey and an exit interview before the end of your program. We talked about feedback already. So ideally, youll each be pretty informed about whats working and what can be improved. But let me give you an example of how an exit survey can be a real game changer. Qualcomm is another huge software company, and they learned as a direct result of their exit surveys that housing was a huge issue for their interns. So what they decided to do was to pay 100 percent of the housing costs for their interns. Ah ha, right? They had a 41 percent increase in interns to full-time hires, so that meant 100 new grads that came from the internship program rather than on-campus recruiting. And as a result, Qualcomm saved $550,000 and thats after factoring in the cost of the housing program. So in addition to the cost savings, Qualcomm has discovered that the best hire is designed by performance plus longevity that they can make is with the former intern. And their current CEO started out as an intern, so I think that they may be onto something there. Incidentally, Adam told me that the housing program is now the single hire favorite item on the intern satisfaction survey. So dont let your interns go without asking them how you can improve your program and be prepared to act on it when they do. Small businesses typically hire in a just-in-time cycle. Hiring employees at the time when they need them. But these days, larger companies are hiring up to a year in advance. So once your surveys are done and your interns are back at school, how can you keep them engaged with your business? Here are a couple of ideas. Send a final care package. This could include snacks, Mountain Dew, or Starbucks gift cards something to let them know that youre thinking about them and that youre wishing them success. Assign a key member of your staff to keep in touch. Cisco also has full-time employees to maintain contact between friends and even friends at school. And I think its been a great, best practice for them. Invite recruits to your company parties and activities. Mail them your newsletters and announcements so that they can stay in the loop, and reach out to them over Facebook, Twitter, and LinkedIn. If you see that its their birthday, for example, if you see that theyre going on vacation, comment on that so that they can feel that youre keeping up with them. Again, if you have a longer lead time between your internship program and when you expect to bring people on full time, you have to keep them engaged or you could risk losing them. Last week, I was asked to give advice for a Wall Street Journal article to a reader who had accepted an offer with one company but in the meantime, had received another offer that she wanted more, and she didnt know what to do. So this is a real issue. As Ive said before, you dont want to lose your recruiting investment, so stay in touch and make them feel like a member of your team already, even while theyre still on campus. So two takeaways from this event: Number one, know your benchmarks. If you aim at nothing, youre guaranteed to hit it every time. At the end of your internships, be sure to evaluate your program based on the success metrics that we discussed before. Give interns real work to do. You have to find ways to evaluate their ability to handle the specific job that they would be hired for, and you cant do that if all they do is grunt work. You have to make sure that the structure of your program lives up to the promises that you made to these students in the recruiting cycle. Along those lines, recruit with purpose. This goes back to understanding what those benchmarks are and what kind of hires that you need from your program in the first place. And if as youre going through the process of benchmarking, you discover that all you have is grunt work, then you dont need interns, you need a temp. Get familiar with onboarding. Again, think beyond a simple orientation because the formal training and coaching of a new employee shouldnt end on the Friday of their first week. If youre going to have a winning chance of converting your best interns, you need them to feel welcome and comfortable and supported within your organization, and thats an ongoing process. Again, you have the opportunity to make a great impression or you leave employees totally frustrated, and its entirely up to you to choose what its going to be. And finally, keep in touch, which is what weve just discussed. But no matter what you do, do not turn your program into a competition. Ive actually heard horror stories about businesses with interns that, for example, this intern would try and snag an invite to a company event but wouldnt tell any of the other interns that they would be the only one there networking with the boss. Worst of all, in this particular example, the intern was actually applauded for her ambition, which is terrible and sends a poor message about your company culture. Everybody already knows that some of your intern candidates may not make the cut to full-time hire, but rewarding, and in this case fostering, negative behavior like that is a lose-lose. That said, if your interns make honest mistakes and we all know that they will give them a break because theyre new to this whole workforce thing and as Ross from Sirius says, We take for granted that students should know how to dress and behave at work, but like it or not, this is often the experience that will teach them to know better. That is the end of my presentation. My contact information is on this slide, so please feel free to reach out to me if you have any follow-up questions and with that, Im going to turn it back to Randi who will moderate the official QA. [chuckles] That was absolutely wonderful. So Id like to thank Emily very much for sharing her insight, her knowledge with everyone today. At this time, Id like to ask a Verizon meeting manager to help support our QA sessions. Thank you so much. If you would like to ask a question over the telephone, please press star, then one. Youll be prompted to state your name. Thatll be needed so we can announce line when it opens again. Star then one, and one moment for our first response. All right and while were waiting for that, we have a lot of questions that came in through WebEx. Again, if you have a question youd like to type it in, feel free to type it into the QA section on your computer screen. So the first question that I have, came in about halfway through your presentation that says, Do you recommend paid versus unpaid internships? And how does a paid internship influence the break-even point? Thats a great question. I do actually recommend paying interns versus simple college credit. For one, I think that right, wrong, or indifferent, it helps them become a little bit more invested in your company, and a little bit more loyal. I do recommend paying them. In fact, most interns are paid. The National Association of Colleges and Employers just did a survey, and they found that 99% of respondents were actually paying their interns, and that the average hourly wage for interns at the bachelors degree level was $17 an hour. I do recommend paying interns for sure. But a lot of companies think that they cant afford to have an internship program because it is expensive. But for the most part, in surveys that have been done by and other organizations, what they find is that students want to be interned for the experience first and foremost. So note that the experience is ultimately what the student is in the internship for, but that said, I do think you should pay them. We have another question here that does talk about drawing interns to not-for-profits. In this case, there may not be money to pay those interns and a good way to get interns to go the not-for-profit route. Well, definitely. I mean I know there are lots of people out there who work at not-for-profits because they genuinely love the work. And if you have somebody who has their heart in not-for-profit, then theyll be attracted to your organization based on your mission. So again, go back to selling the experiences that you can give them and the difference that your organization makes, and then I think that youll make a pretty strong case for recruiting those interns, who are naturally drawn to the nonprofit world in the first place. Betsy, Im going to ask back if theres any questions over the phone. If not, Ill continue this thing. Thank you. I actually had no requests on the phone lines. All right. So, while we wait, if anyone wants to ask a question over the phone, we do have a lot of questions that came in through the WebEx exchange. So one question talks about exit surveys and examples of questions to be asked on exit surveys, or if you have any examples that are available as a resource for people who need to put exit surveys together? Certainly. I have a couple of examples of exit surveys and again, feel free to email me. My contact information is on the side here and Id be glad to send those to you. But basically, exit surveys, you want to be able to gauge what is working in your program and what needs to be improved. So the exit survey really is as much for your organization to move forward with improving your program as it is for the intern. Now, this is a little different than the feedback forms that I was talking about earlier where you want to build opportunities throughout your internship programs to have feedback with your interns and feedback from multiple supervisors. And the last thing that you want to have happen is to be at the very end of your internship program, and then you sit down with your intern, and maybe you talk about some things that need to be improved, and the intern is completely blindsided by what youre telling them. And you can avoid that by building in feedback with steps all along the way. So, thats really, really important. But exit surveys, you definitely want to capture what youre doing right, specific examples of when the intern felt really good about the decision that theyd made to intern with your company and if they have any ideas for how you can make the internship program better. Ive worked in organizations where Ive managed intern programs and theyll tell you. One of the reasons why Im so keen on social events for interns is because one of the interns sent me an email and said, Hey, wouldnt it be great if we could all go white water rafting? What an incredible bonding experience that would be. And I thought, What a great idea. So from then on, we started to incorporate social events into internship programs, and it really has been really beneficial and I think along the lines, the earlier that you can incorporate the social activities, the better, because again, you want them to bond as a team early at the beginning of your program verses the end. We have a question about metrics and it says, Can you provide some examples of metrics to evaluate an internship that will not turn into full-time employment? Reasons to help people evaluate their internship program. Yeah, absolutely. Its hard to explain over the phone but you may want to create, for example, like an Excel spreadsheet where in the left hand column you have the list of the names. And then on the top, across the top, you have the specific skills that youre looking to evaluate. So you would have like communication skills how well are they communicating what they want to their colleagues and supervisors. You could have presentation skills. This goes back to giving them those opportunities to really showcase these skills, so you give them the opportunity to actually make a presentation, and then you evaluate them on how their doing on that. You could evaluate them on their social skills, whether theyre an introvert or whether theyre an extrovert. Or leadership skills how often do the other interns look at this particular candidate for guidance and advice? Coaching skills, all that sort of thing. If you have those different skills at the top, and then you have the candidates on the left, and so you really have a good sort of 30,000-foot overview of all of them depending on how big your program is, and you can take a look at them collectively in that way. Emily, is there an online focus group or a knowledge area for employers who are either running internships now or looking to start one? I would assume it would be something like that on in the college community where you could communicate with other employers, and share best practices, and such. And be part of webinars like this where this type of information is being shared. Yeah, I know at Monster, we do have college.monster.com, which is a great site that we have thats geared to actually the emerging workforce itself, but employers are also welcome to join that discussion, so its a good place for people to hang out and discuss. I didnt know if there were others that you knew beyond them. No, I dont know of too many places online where you can share with other program managers in real time. Im not familiar with that. What about ways to understand whether an intern would be good for an internship at the beginning, before you actually hire that person as an intern. The question asks, Is it the same as employing them? Is it the same as looking at a new employee? Well, yeah, it is the same as looking at a new employee because ultimately, the purpose of the internship program is to decide whether or not you want to bring on this person as a full time entry-level hire, and thats one of the things thats so great about internships is that again, you can audition potential staff without really a whole lot of investment in that. Certainly, considerably less investment than it is to make a bad hire, as we discussed earlier and all the things that kind of ripple out from making that hire. But yeah, you want to evaluate your potential employees through the internship program so that when they come on board, when you make your selections, then those interns that are now entry-level hires can hit the ground running, can take break even earlier. You dont have to spend a whole lot of time training them because they got a lot of the baseline knowledge that they need to excel in your organization through the internship program. So by the time that theyre ready to start full time, theyre often running from day one. So again, thats just one of the real benefits of the internship program. Thats why frankly, theyre growing in such an exponential way, and why their businesses are really taking them seriously as an evaluation tool for hires. Let me just ask again if theres any questions over the phone before I continue. Presently, none on the phone lines. All right. So let me continue with the questions that have been typed in. There is a question about having icebreakers. Do you have some good examples of icebreakers for college students to integrate them within the business? Yeah. One of my favorite examples of icebreakers is to have a list of questions. For example, the favorite color is orange, went to camp in Sydney, have been to London, whatever. You have a list of questions like that and then you just hand out those questions to everyone on the audience and then you have to say, Okay, whoever has been to London, for example, has to actually sign your sheet. So then, you just turn them loose and its fun. Its kind of controlled chaos because everyone is trying to figure out who can sign those form. And whoever gets all of the questions answered by different people in the room wins, and then they get some sort of a prize thats to be determined by your organization. But thats a really fun icebreaker and Ive seen it done many times, and Ive never seen it fall flat. We have a question here that says, Would offering learning opportunities like training and job shadowing help enrich an entry-level world? Is that enough to do? Are there more things that should be done? Absolutely. I think that the job-shadowing role is very, very important. And I want to touch on that briefly because I think that with internships in particular, they need to have a broad range of experiences. For example, if you work for an accounting firm, your core business is related to audit, tax, litigation, and whatnot, so rather than bringing in interns and just putting them on like a tax track and making them stick in that track for the whole length of the internship, you give them opportunities to sample different sides of what you do, so that they come out of that with a very broad experience of what your company is, so that they dont get stuck on that track, and they have a better sense of different options available to them when they graduate within your organization. One of the ways to do that is through the job shadowing, so you have various managers, or associates, or whatnot that actually spend some time with the interns. But heres where job shadowing can go wrong. Again, we talked about how it all comes back to upfront planning. What I see happening a lot is companies with the very best intentions to have their interns shadow or be mentored by various people in the organization. But what happens is that the needs of the intern arent communicated directly to the people that are going to be job shadows. So, what they end up doing is saying, Okay. Well, Ive got They dont end up planning their day around the fact that theyre going to be shadowed. So the intern sits there and watches them back on his computer and thats not helpful for anybody. So if youre going to implement a job shadowing, a component to your internship program, then make sure that the managers are very aware of that and what you want the interns to get out of it. I talked about learning objectives earlier. What do you want the interns to learn from shadowing you for a day? And then be very clear about what that manager should be doing in their day. Maybe they should be out talking to clients. Thats a great experience for an intern to have. Maybe they should be meeting with their internal team, just thinking about it up front and not just reacting to the fact that the interns come today and the managers like, Oh well, I guess I have to do something with them. So, its all about upfront planning. Do you recommend employers have co-op programs and how do you differentiate between a co-op and an intern? Ive never worked directly on a co-op program so Im not 100% sure that this is correct. But I think that they swap jobs with someone else in an organization. Is that right? Its related to a problem. Im not all that familiar with them but the intern program, as we discussed earlier, its an internal program specific to an organization, and theyre paid by that company to perform services related to the objectives of that company. So no, definitely, with co-ops. How can you show management the return on investment from an internship program before you actually begin one? Thats a great question. It actually goes back to what I talked about at the beginning of the presentation where you create those success metrics. You create the success metrics based on the number of full-time hires that youre going to need, how youre going to recruit them, what you want them to learn, how youre going to develop your employee brand with other interns and other potential recruits on campus. All of these things are related to the very specific reasons to have an internship program, and you can use those to build your business case. I think that the best business case for an internship program is related to fact that you can audition potential entry-level hires. It really saves you from making a bad hire because you have potential new employees come in. They are with you for a very short time. Be very clear upfront about how long theyre going to be working with you, when their termination date is. From there, you make a decision as to whether or not youre going to bring them on full time. If they dont work out for your company, then thats fine. No strings were attached and you part as friends. So for a boss, I think that that would be a very motivating reason to have an internship program, because again, theres some investment up front. But whats the ROI? The ROI is that you save yourself from it ultimately from making a bad hiring decision, which is, ultimately, more expensive in the long run. I think we only have time for one more question. So the question that came in was talking about the length of time for internships to last. Should it be six months or a year, in order to really provide a great internship for the intern, as well as good feedback and response to the business? Yeah. Thats a good question. Ultimately, youre probably going to be considering students, intern students at local colleges or whatnot. You want to work on their schedule so you would have a fall internship, which would be somewhere from August to December. You could do a spring internship from January to May, or you could do a summer internship from June to August, or whatnot. A lot of businesses have eight-week internship programs in the summer, and a couple months internship programs in the fall and spring semesters. And that seems to work really well for students. As long as youre willing to be flexible with their class schedule and theyre willing to be flexible for the commitments that theyve made to your organization and be available for you. All right. Were almost at the top of the hour, so at this time, Id really like to thank our speaker, Emily Bennington, for sharing her expertise for us today. I am going to conclude our event. A recording of this event as well as the presentation materials will be available shortly on our hiring site, hiring.monster.com, under the resource center tab. And again, all those who participate in the webinar today will receive an email in a few days with a direct link to these materials. Check out hiring.monster.com and the HR events area for upcoming events this fall. Thanks so much everyone for joining us. Have a wonderful day.

Army Commissioned Officer Jobs

Army Commissioned Officer Jobs Army Commissioned Officer Jobs The U.S. Army has structured officers in the Army Competitive Category (ACC) by grouping branches and related functional areas into personnel management categories called Career Fields. The establishment of Career Fields is designed to build an officer corps skilled in combined arms operations in the joint and multinational environment and fully experienced in the technical applications that support the Armys larger systemic needs. Regardless of the Career Field into which an officer is designated, all branches and functional areas in all Career Fields are found in the Table of Organization and Equipment (TOE) and the Table of Distribution and Allowances (TDA). Under a Career Field based management system, after promotion to major, officers are managed, professionally developed, assigned and promoted according to the requirements of their branch or functional area.Career Field DesignationOfficers are designated into a  branch or functional area (FA) in a Career Field by a selection board immediately following their selection to major. Senior captains are designated into the Army Acquisition Corps (AAC) earlier in their 8th year of service. The function of the Career Field Designation Board (CFDB) is to meet Army requirements by designating officers into a branch or FA in one of four Career Fields: Operations, Information Operations, Institutional Support, and Operational Support. The CFDB considers an  officers preference, rater and senior rater input, officers experience and qualifications, and Army requirements. The results of the CFDB may require a change in the FA awarded during an officers 5th to 6th years of service.Career Fields and Functional AreasCareer Field designation  (CFD) should not be confused with functional area designation. Officers will select and be designated into a functional area between their 5th and 6th years of service. They may or may not serve in this specialty or attend graduate civil schooling prior to Career Field designation, which occurs around the 10th or 11th years of service. An officers personal preference is the most heavily weighted factor during Career Field designation. However, previous FA service and Advanced Civil Schooling also contribute to the outcome of the CFD process.Career BranchesA branch is a grouping of officers that comprises  an arm or service of the Army in which, as a minimum, officers are  commissioned, assigned, developed and promoted through their company grade years. Officers are accessed into a single basic branch and will hold that branch designation, which is later augmented between the 5th and 6th years of service with a functional area.An accession branch admits officers upon commissioning; a non-accession branch admits experienced officers from the acce ssion branches. With the exception of Special Forces, all other branches are accession branches. Special Forces recruit officers with a minimum of three years of experience. Officers will serve their first 8â€"12 years developing the leadership and tactical skills associated with their branch. They will continue to wear their branch insignia throughout their military service. All career branches are in the Operations Career Field.AssignmentsThrough company grade years, most officers will  serve predominately in positions from within their basic branch. Some officers will serve in the functional area or branch/functional area generalist positions (not related to a specific branch or functional area) after they are branch qualified as captains. Following Career Field designation, officers will be assigned to positions within their Career Field (basic branch or FA) or to generalist positions. This type of assignment pattern promotes assignment stability and development within a branch or functional area.Branch CategoriesThe branches of the Army are categorized  in the table below. Some branches may fall under more than one category as noted in AR 600-3, paragraph 32. Combat Arms BranchesCodeInfantry11Armor12Field Artillery13Air Defense Artillery14Aviation15Special Forces18Corps of Engineers21Combat Support BranchesCodeSignal Corps25Military Police Corps31Military Intelligence Corps35Civil Affairs38Chemical Corps74Combat Service Support BranchesCodeAdjutant General Corps42Finance Corps44Transportation Corps88Ordnance Corps91Quartermaster Corps92Special BranchesCodeJudge Advocate Generals Corps55Chaplain Corps56Medical Corps6062Dental Corps63Veterinary Corps64Army Medical Specialists65Army Nurse Corps66Medical Service Corps6768Functional AreasA functional area is a grouping of officers by  technical specialty or skill, which usually requires significant education, training, and experience. Individual preference, academic background, manner of performance, training, and experience, and needs of the Army are all considered during the designation process.Depending on FA educational requirements,  professional timelines of the individual officer and in dividual preference, officers may serve in a functional area assignment during their company grade years after they have completed branch qualification requirements. After Career Field designation, with the exception of Multifunctional Logistician Program (FA 90) officers, functional area officers not serving in the Operations Career Field will no longer serve in their basic branch. FA 90 positions are filled by officers from Transportation Corps (Br 88), Ordnance Corps (Br 91), Quartermaster Corps (Br 92), Aviation (AOC 15D) and Medical Service Corps (MFA 67A); all of whom remain affiliated with their branch. FA 39, FA 51 and FA 90 are the only functional areas that afford command opportunity. Functional are listed here:Operations Career FieldCodePsychological Operations/Civil Affairs39Logistics90Institutional Support FieldCodeComptroller45Academy Professor, United States Military Academy47Operations Research/Systems Analysis49Nuclear Research and Operations52Operations, Plans and Training54Information Operations Career FieldCodePersonnel Programs Management41Public Affairs46Systems Automation53Operational Support Career FieldCodeForeign Area Officer48Research, Development and Acquisition51Contracting and Industrial Management97

The Key to Self-Motivation and Employee Motivation

The Key to Self-Motivation and Employee Motivation The Key to Self-Motivation and Employee Motivation The Key to Self-Motivation and Employee Motivation Zoller and Kerry Preston, co-authors of Enhancing your Executive Edge: How to Develop the Skills to Lead and Success (McGraw-Hill Education, 2014) Take a minute and think about the following questions. What motivates you? How do you motivate others? What sabotages your motivation? The major difference between self-motivation and motivating others is that you can do one but you cant do the other. With that being said, we all are self-motivated when we relate to what we are doing. So if you are trying to help motivate someone, framing your message so it is in the other persons best interest may be motivating to that person. If you look at how you motivate yourself, it most often varies at any given time. What makes you feel motivated one moment may not make you feel motivated the next. A friend who was researching and studying motivation told me (Kim) that it really boils down to the common denominators of feeling confident and knowing what youre doing and of being self-directed and knowing that what you are doing has relatedness in your world. Get your Daily Dose of Motivation A daily dose of motivation can really energize you. The key is knowing what drives you at any given time. In terms of tasks, it means taking time to identify what you really want to happen. This allows you to have a goal. Lets face it; nothing is worse than feeling like you wasted time and didnt accomplish anything. Once you know what is driving you, it helps to know what purpose it serves in your life. Ask yourself: How will this help me? How will this help others? How will this help the team? How will this help the company? How will this help the environment? If you want to have an edge, keep track of the purpose and the impact in a log. It really helps when you share data that have been documented over a long period of time. How to Motivate Others When other people recognize the purpose and feel as though they have been involved in defining the purpose, they have a greater sense of buy-in and commitment. When do you allow others to reclarify what they see as the purpose of a project? So often when departments experience changes in process or people, it makes a huge impact to allow the people on the team to discuss what they see as the purpose. Value is also right behind purpose when it comes to feeling motivated. Every so often I (Kim) hit a wall at work. We all do. I recently felt like I was stuck in a rut and not excited about the content I was sharing. At the same time, others in the company were feeling the same tired feeling. We decided to make a change. We partnered with a graphic designer to help us create new learning maps for our training sessions. The entire team felt motivated to start using our new tools. It was a win-win for everyone involved. MakingMotivation a Consistent Practice Several years ago, an article in Psychology Today described what motivation is in clear and practical terms. The author described motivation as follows: An internal or external drive that prompts a person to action The ability to initiate and persist toward a chosen objective Putting 100 percent of your time, effort, energy, and focus into your goal attainment Being able to pursue change in the face of obstacles, boredom, fatigue, stress, and the desire to do other things The determination to resist ingrained and unhealthy patterns and habits Doing everything you can to make the changes you want in your life We are ultimately intrinsically motivated by three components: Knowing where we fit our piece of the puzzle Being competent in what we do Being autonomous to some degree Do the members of your team know: Where they fit, or are they just told to do things? How to continue growing within their positions? When leading a company, having a pulse on employee motivationis key. Asking for feedback on what is fueling a project or person can be a strong conversation starter. Take time to understand what strengths individuals feel they have and what contributions they have made in order to build motivation. From Enhancing your Executive Edge by Kim Zoller and Kerry Preston, excerpted with permission from Mc-Graw-Hill. Copyright 2014. Author Bios: Kim Zoller and Kerry Preston are the authors of Enhancing Your Executive Edge: How to Develop the Skills to Lead and Succeed (McGraw Hill, 2014). They are partners at Image Dynamics, a professional development organization that collaborates with companies to develop their people and processes by providing results-oriented training solutions, customized training programs, advanced executive coaching, and long-term strategic development. Followthem at @idimage.

How to Work with a Professional Resume Writer

How to Work with a Professional Resume Writer How to Work with a Professional Resume Writer Certified professional resume writers are experts in writing resumes, but you are the expert on your career.Many people have never worked with a professional resume writer, so they don’t know what to expect. The actual writing process is just as important as the final document. Certified professional resume writers are trained to work with job seekers who aren’t accustomed to working with a writer or editor and to guide you through the process. But there are steps you can take to help the writer and ensure you get the best product for your and their effort.Isn’t the writer the “expert?” All certified professional resume writers are trained to work with job seekers, develop effective resumes and stay current on the most effective resume techniques. But you are the expert in your own career. Your resume writer will need you to provide the relevant information that will form the foundation of your resume. They are trained to ask questions that force you to think about your car eer and reveal the right information. They rely on you to be open and honest. It is a collaborative process, and your writer will lead you through it.What time frame is optimal for the process? The writing process requires your time, effort and focus. Most professional resume writers recommend 30 days to complete the process, though our clients’ other obligations can sometimes delay the process.But you can help to keep the process moving. If your writer has sent a resume draft or other communication, it is best that you respond quickly so there is continuity of thought. It is harder for your writer to come back to the project weeks or months later. Also, if too much time passes, your circumstances might change and the original writing strategy may no longer apply.What are the best ways to communicate with my writer?Your resume writer will definitely be available to discuss the resume writing process. Some writers like to work with written responses and others prefer to do phone in terviews. But they should adapt to what you prefer. Staying in touch is the No. 1 factor for a successful writing project!Why are sample job posts important?Your resume writer may ask you to provide some examples of the job posts you wish to pursue. Sample posts will help your writer focus your resume on the jobs you are targeting and help you assess the next steps in your career. Most job seekers have a broad range of skills, knowledge and experience, but the best resumes are written for one type of position. Within a sample post, your writer will look at the type of company and industry, job duties, candidate requirements and key words. Without a job post as a guide, your writer would have to speculate on what you really want to do next.Why am I being asked to complete a worksheet? Rather than start with a previous version of your resume, many professional resume writers prefer to start from scratch and will ask you to complete a questionnaire requesting details about your work hi story and experiences. It’s an efficient way to prompt you for details you might have missed on your previous resume. Your writer will integrate the information from your previous resume, the worksheet and the sample job posts to craft a new document.How much information do I need to provide on the worksheet?There is a balance. If you don’t provide enough detail, your writer may not have sufficient material to build an effective resume or may omit important details. If you write a book, it is hard for the resume writer to focus on what is important and to integrate and organize the information.If you are not sure what to provide, your writer should be able to help you provide the appropriate amount of information. Getting the right information the first time is key to a smooth writing process for both of you.How do I review the resume draft?Take a “macro” and a “micro” view. Are all the details correct? Does it project the image you want to project to employers? Is it ov erstated or understated? Remember, you are the expert in your own career and your resume writer will rely on you to tell them what’s missing or incorrect.When do I sign off on the final version?Most professional resume writers will provide you with what they call a “master resume” that you can then use to customize for specific job opportunities. Ask you resume writer for some guidelines about how to save it and use to apply for future positions. To recap, what do resume writers want from you? Here is every resume writer’s wish list:1) Put forth time, energy and focus for a collaborative writing process.2) Don’t leave your writer guessing. He or she is an expert on writing effective resumes, and you are the expert on your career. Your writer can only work from the information you provide.3) Stay in good communication throughout the entire process.4) Send a thank-you note when you’re satisfied with the final draft.

Surprise! How to Handle an Unexpected Job Offer

Surprise! How to Handle an Unexpected Job Offer Surprise! How to Handle an Unexpected Job Offer Many people think that holding onto a good job in this economy is an accomplishment. So getting a job offer when you weren’t even looking? That’s a small miracle!Well, it’s actually not- the further you progress in your career, the more people you meet and the more marketable you become to other companies. So, whether you get a call from a headhunter on LinkedIn or an offer from your old boss to work at her new company, it’s completely possible that a new job opportunity could fall in your lap unexpectedly.A surprise offer means you need to do some serious thinking- and fast. And no matter how excited you are about the prospect or how little time you have to make a decision, the new offer shouldn’t be taken lightly. If you find yourself in this boat, here’s a run-down of what to consider before going any further.How Long Have You Been at Your Current Job?Even though the expectation of staying in a job for seven years is now completely passé (seriously- who came up with t hat rule?), tenure absolutely still matters. Depending on how long you’ve been in your current position, and how frequently you’ve moved around in your field, it might be wise to forego a new opportunity if you need to build more experience in your current role.How Happy Are You?Take some time to reflect on how you felt about your current job  before  the new offer came along. Are you generally happy? Are you challenged and learning new things? Or are you getting ready for a change in a few months anyway?Also think about how the new job relates to your overall career plans. Is it really a good fit, or are you just tempted by the thought of something new? Think about how you’ll feel about the new opportunity a year from now- once the excitement wears off.What Perks Will You Gain or Give Up?Think about the perks of each gig- not just health insurance and vacation days, but the things that make your life a whole lot easier. For example, are you permitted to telecommute at your cu rrent job? Would the new office have features like day care or a cafeteria? These are the types of things we tend to forget about when we’re weighing possibilities- but they’re important factors in your overall happiness, and should be considered along with the salary and job description.Will the New Job be Stable?The job market is recovering, but it’s far from stable. Receiving a new job offer is an encouraging sign of a company’s performance, but look into resources like their annual report and recent press releases to get a better idea of how secure your new job would be. Also, remember that it takes time to build yourself up in a new position. If you’ve been in your current job for a while, it’s easy to look past the challenges you faced during your first months of making a name for yourself.Is This Really the Right Time and Place?While being pursued is nice, it’s not a reason to accept a job offer if it’s not the right one for you. Think things through as carefu lly as possible, and make sure you’re making a move because  you  want to- not because someone else wants you.I’m also a big believer in trusting your instincts- if an opportunity feels right from all angles, it probably is. And while the new company may not give you a whole lot of time to make a decision, you will have opportunities to ask questions throughout the process. If you decide that the grass on the other side of the corporate ladder isn’t really greener, it’s completely fine to turn the offer down. After all, there might be another one just around the corner.Which means- be prepared! Of course, you never know when a surprise offer might come your way, but there are some things you can do on a regular basis to set yourself up for success if you  do  want the job. Always keep your resume up-to-date, know who your references are, and have at least an idea of what types of positions you’d be open to next.Check out more from Job Search Month at The Daily MusePhoto co urtesy of Joi Ito.

Engineering - Learning from the Past and Building the Future

Engineering - Learning from the Past and Building the Future Engineering - Learning from the Past and Building the Future Engineering - Learning from the Past and Building the Future > Bad decision making can overcome even robust engineering.1 Expectations of society towards mechanical engineers include that the product will fulfil its purpose, address the need, and do so in a way that doesnt do any harm. In that respect it is an engineers priority to keep the potential for human error to a minimum by making sure that a newly designed mechanism has been thoroughly tested prior to entering the market. By examining incidents of mechanical failures from the early 20th century until today, this paper shows how learning from past mistakes plays a crucial role in designing a better and safer world for the future. Henry Ford would have fit pretty well into my former perception of a typical engineer. When he wanted to build his famous V-8 motor, his engineers told him that it would be an impossible task. Ford however, told them to Produce it anyway.2 Is that what engineering is all about the creation of products that have never existed before? In fact, it was Léon Levavasseur who had constructed the first V-8 engine for the aircraft industry thirty years earlier, in 1902.3 Furthermore, before Fords V-8 was introduced, high-end automobiles were already equipped with V-8 cylinders. 4 Consequently, Fords aim was not to produce a new product that never existed before he wanted to make an existing product more competitive, by decreasing its costs of manufacturing and making it available to a wider range of people. Since Ford was determined to get the product into the market by 1932,5 he did have little time to test drive his new engine. As a consequence, nearly every part of the engine experience d some issue and had to be replaced.6 This is only one example that illustrates the importance of making sure that a product is working without any problems before introducing it into the market. Not only does it mean that manufacturers will have to deal with fewer customer complaints, but most importantly, it ensures that users are safe. Engineers often find themselves in two unfortunate situations. One is engineering error or failure as one of the first speculations made when an accident occurs. Two is engineering failures (even if they are only assumptions) get much more media coverage than products that are well designed and serve their purpose. The following incident illustrates these points in more detail. Today, the John Hancock Tower in Boston is rated as the third-best work of architecture in the Boston history.7 However, the public perception was very different in the 1970s when the 62-story, approximately 1,700,000 square foot tall glass tower8 was still under construction and at least 65 huge panels of glass, each weighing 500 pounds, smashed onto the ground reaching up to 75 miles per hour.9 Both the architecture company I.M. Pei and Partners, as well as the engineers working on the project, were subject to criticism for having made a mistake in the construction of the building. After several years of negative press, experiments conducted with the Hancock window panels showed that it was the window maker who hadnt produced the correct type of glass. All 10,344 windows of the Hancock Tower had to be replaced by the manufacturer for a total cost of $7 million.10 But the reputational damage to architects and engineers was already done. This incident illustrates just how easy it is for engineers to be in the center of the news as soon as something seems to have failed. Since a train or plane accident gets much more media coverage than a car accident, some people even believe that air travel is riskier than other means of transportation.11 In fact, driving a car is the most dangerous means of transportation, whereas travelling by train is the safest.12 But why is it so easy to connect engineers with whatever seems to be out of control? One part of the answer is that engineering is involved in nearly everything we interact with in our daily lives. The other part of the answer is that engineering products is a process that consists of many different stages that are fulfilled by more than one person hence, there is increased potential for errors to occur. A study conducted at the Swiss Federal Institute of Technology in Zurich analyzed 800 cases of engineering failures in which 504 people were killed, 592 people injure d, and millions of dollars of damage incurred.13 Some engineering failures can be explained by a lack of sufficient test runs, however, sometimes it is much more difficult to foresee and more importantly to imitate all potential environmental conditions. When the Titanic made her maiden voyage in 1912, it was the largest moveable object ever made.14 One reason for the rapid sinking of the ship was due to the underestimation of environmental influence and the choice of material. The hull steel and the wrought iron rivets failed due to brittle fracture.15 Factors that lead to brittle fracture include low temperature, high impact loading and high sulphur content, which were all present on the day when the Titanic hit the iceberg and sunk.16 In addition, the ship that even God himself could not sink []17 had design flaws, which became apparent when the water that entered the front six so-called watertight compartments began to spill over into adjacent compartments.18 In fact, the compartments were only watertight horizontally; their tops were open, so that the water could flow from one compartment to the next.19 The most tragic element of the disaster is the fact that passengers lives could have been saved, if there had only been enough lifeboats. The Titanic had only 20 lifeboats on deck, but 48 would have been needed to save all passengers on board.20 Is this yet another example of engineering carelessness? In fact, the vessel was carrying more lifeboats than it required according to the British Board of Trades rules. However, these rules had been made in 1894, and the Titanic was four times larger than the largest legal classification considered under the old rules.21 In addition, due to the public belief that the Titanic was unsinkable, Titanics owners and the British Board of Trade thought that having too many lifeboats would unnecessarily crowd the deck and make people belief that the ship was unsafe.22 Indeed, even the car industry was reluctant to install seatbelts in the 1950s, because it gave the impression that something might be unsafe about the car.23 Had the engineers underestimated their duty to design safe and efficient mechanisms? To conclude, although it is an engineers highest priority to design mechanisms that are safe, engineering errors can happen due to a number of various factors. It is an engineers responsibility to ensure that peoples lives are not endangered even in the event of an accident. Examples include higher safety practices and improved emergency equipment, such as airbags in cars and planes, life jackets and lifeboats on marine vessels and safety windows in busses. However, there is one risk factor that cannot be eliminated, namely human fallibility.24 As noted in an article published after the sinking of the Titanic, the Titanic simply furnished another example of the well-established principle that if, in the conduct of any enterprise, an error of human judgment or faulty working of the human senses involves disaster, sooner or later the disaster comes.25 In that regard, engineers cannot prevent every disaster from happening, but their task is to keep damage to human life and the environme nt to a minimum while creating products that solve societys needs. References: 2014-Miller-Williston Abstract-References 2015 Arthur L. Williston Award Contest Call for Papers now through February 15, 2015

Low-cost Low-maintenance Robot Hits Market at Right Time

Low-cost Low-maintenance Robot Hits Market at Right Time Low-cost Low-maintenance Robot Hits Market at Right Time Low-cost, Low-maintenance Robot Hits Market at Right Time Automation continues to grow as companies look to increase productivity and cut costs. Economic reality is hastening that process output is increasing, competition is intensifying, and combining robots with technologies like IoT and AI has provided more efficient ways to produce and inspect products. Igus has engineered its low-cost, low-maintenance Delta Robot specifically for assembly functions, pick-and-place tasks, and inspections. The robot is priced from $6,200 to $8,850, depending on the assembly and controller package. Similar robots typically start at about $20,000, according to some industry estimates. The market, experts say, is ripe for lower-priced robots. Consulting and accounting firm PwC estimates that robot density is still growing worldwide, and acquisition prices are bound to come down. Robot and component makers are figuring out ways to reduce prices and maintenance costs of robots. Listen to ASME TechCast: How Engineers Close Communication Gaps with Non-engineers The new robotic solution is self-lubricating, maintenance-free, and lightweight. Image: Igus The Delta Robot consists of maintenance-free components, including toothed belt drive lubrication-free linkage, encoders, stepper motors and optional drive controllers. The complete system made of aluminum and plastics can carry up to five kilograms at low speeds, with a maximum pick rate of 60 per minute. It is also modular in design, giving it flexibility in assembly and maintenance. Speeds are limited to 60 picks-per-minute The use of plastic bearings is one way to reduce costs associated with maintenance and downtime, said Matt Mowry, product manager at Igus. Unlike traditional recirculating linear ball bearing systems, the Delta Robot utilizes low-cost injection molded plain bearings as well as extruded aluminum rails. Ball bearings require hardened precision steel shafts and rails and could be considerably more expensive. The robot also has the benefit of being self-lubricated and does not require oil or grease, which reduces downtime. The lubrication-free aspect makes them ideal for use in dirty, dusty environments since there is no oil to attract debris, which could contaminate and change the friction in ball bearing systems, Mowry said. The lubrication-free aspect also means there is no oil to contaminate food or packaging, or lab and medical materials in sensitive environments, and the cost of replacing a liner, compared to replacing a linear ball bearing and shaft is also less. Key to robotics is simplicity and ease of use, and the unit takes up to 30 minutes to assemble on-site, though the goal is to ensure a customer takes no more than 15 to 17 minutes to put it together. Parallel kinematics help the robot move fast, which adds to the overall efficiency and output. The robot requires an installation space of up to 420 millimeters in diameter. One challenge was to compact the robot within the space constraints, and fit as components as possible, said Fabian Koeching, an engineer at Igus. Read More: Manufacturing, Biomed, Smart Cities Fuel IoT Sensor Market Why ShenzhenIs Important forEngineering Students Weed-Fighting Robots Could Replace Spraying For Further Discussion

3E2X1 - Pavements and Construction Equipment

3E2X1 - Pavements and Construction Equipment 3E2X1 - Pavements and Construction Equipment Constructs and maintains concrete and asphalt runways, aircraft parking aprons, and roads. Operates and maintains heavy construction equipment, such as loaders, graders, dozers, backhoes, and dump trucks. Operates tractor-trailer combinations, transporting construction equipment, and materials. Ensures compliance with all safety and environmental regulations. Related DoD Occupational Subgroup: 710. Duties and Responsibilities: Plans, constructs, and repairs airfield pavements, roads, streets, curbs, surface mats, membranes, and other improved areas using paving and surfacing procedures. Takes soil, aggregate, asphalt, and concrete samples for laboratory tests. Interprets construction drawings and surveys using information such as subgrade contours and grade alignment. Inspects pavements for surface, base, and sub-base damage or defects. Repairs damaged or defective areas by removing and replacing joint and crack sealant, surface overlays, and seal coats. Determines material and equipment requirements and prepares cost estimates for construction activities. Provides erosion control. Determines type and application of equipment to use in various construction, maintenance, and repair operations. Operates construction equipment to finish grade, level, slope, and compact construction materials. Operates snow and ice removal equipment. Applies chemicals and other ice control products. Inspects, lubricates, and performs operator maintenance on construction and snow removal equipment. Adjusts and changes attachments on equipment. Connects and repairs wire rope rigging to cable-operated equipment. Schedules and coordinates equipment repair and servicing with the vehicle maintenance activity and other servicing facilities. Investigates proposed work sites to determine resource requirements. Applies engineered performance standards to plan and estimate jobs. Coordinates and plans work requirements with other civil engineering and base agencies. Inspects work to ensure quality and compliance with policies, regulations, and other publications. Designs demolition projects, places, and detonates explosives. Performs quarry demolition, clearing and base denial operations as required. Operates water well drilling, rock crushing equipment, and fixed and mobile concrete and asphalt batch plants. Specialty Qualifications: Knowledge. Knowledge is mandatory of: characteristics, capabilities, operation, and maintenance of equipment used in construction and paving; soil types, properties, limitations, and compaction methods; soil stabilization, drainage, and erosion control; construction and maintenance of asphalt and concrete surfaces; roadbeds; structure erection; landscaping; safety and environmental concerns; and pavement maintenance plans. Education. For entry into this specialty, completion of high school with courses in general science, shop mechanics, and use of drawings is desirable.Training. For award of AFSC 3E231, completion of a basic pavements and equipment operator course is mandatory.Experience. The following experience is mandatory for award of the AFSC indicated: (Note: See Explanation of Air Force Specialty Codes).3E251. Qualification in and possession of AFSC 3E231. Also, experience in functions such as operating tools and equipment to prepare areas for construction and to maintain roads, runways, and grounds;; and mixing and placing concrete and bituminous materials. 3E271. Qualification in and possession of AFSC 3E251. Also, experience performing or supervising functions such as construction equipment operation; special techniques in using construction equipment to prepare areas for constructing and maintaining roads, grounds, and airfield surfaces; or concrete work, soil stabilization, and rigid and flexible pavement construction and maintenance.3E291. Qualification in and possession of AFSC 3E271. Also, experience directing functions such as snow and ice removal, construction equipment operations, and pavements and grounds maintenance. Other. For entry award and retention of these AFSCs, qualification to operate a government vehicle according to AFI 24-301, Vehicle Operations, is mandatory. For entry into AFSC, normal color vision as defined in AFI 48-123, Medical Examination and Standards. Strength Req: N Physical Profile: 333221 Citizenship: No Required Appitude Score: M-38 (Changed to M-40, effective 1 Jul 04). Technical Training: Course #: J5ABA3E231 000 Length (Days): 70 Location: FLW Possible Assignment Information

The 5-Minute Rule for Sample Resumes Templates

The 5-Minute Rule for Sample Resumes Templates Finding the Best Sample Resumes Templates Since you can see, font size is essential portion of your resume and you ought to ensure that it remains in your thoughts, when you writing your document. Then it may be time to bring some style to your resume! A template can spare you plenty of time. Sample Resumes Templates - Overview Building your resume with an internet templatecan greatly enhance your odds of getting your dream job by providing you with an effective, concise resume which appeals straight to the position or company that you're applying to. If you're attempting to obtain work in accounting or finance you require averystrong resume. Writing a resume for employment in the art industry can be difficult. Accounting and finance managers may want to see your technical understanding. The Supreme Approach to Sample Resumes Templates Choose a specific position which you would love to submit an application for so you'll be e asily guided by what things to put in your resume. Lines under the primary section headings are advised. You can also alter the font if you wish (and the exact same goes for each template in our list). When you pick a template you'll be shown a dialog box that shows you a bigger view of the template. The Sample Resumes Templates Game If you are searching for Cv Illustrator Template Free you've come to the correct location. XX Clean is going to be the ideal template to use when wanting to earn a lasting first impression. Microsoft Word resume templates are the most regularly used tool in the work hunting. Moreover there are several resume templates Microsoft Word to pick from it is really tough to land on that 1 link which will actually do the job for you. If you've got an earlier version of Word, you simply want to visit FILE and New and you will have the ability to hunt for resume or hunt for templates. Preview and click the one that you need to open. Based on your field of work, you should select your resume. Make sure you make the info you're looking for. However much or what kind of work experience you've got, there's a resume format that is likely to make your qualifications shine. Men and women use all types of resume templates which use different type of design approaches, but ultimately it's always likely to come to the simple fact that your resume should convey a very clear message above your skills, your experience, and also why you'd be the ideal candidate for the position. Sampl e Resumes Templates Secrets That No One Else Knows About Resume Samples are able to help you present your employment and education information the proper way. Developing your resume is essential. Should you need a resume template which allows you to discuss your abilities and creative talents from a deep perspective, you will enjoy exactly what this template offers. Also be sure to tailor the document to the job you're applying for. Writing a strong application is a challenging procedure and we would like to make it simpler. Templates also show you exactly what information you want to have in your CV, such as what information to put in each individual part of your CV, and what type of language to use. To find some formatting suggestions for your resume, take a look at our samples. Objective The fundamental idea is to compose a personal statement that describes what you would like to become or do eventually. All you need to do is discover one you like, click on it, and get started writing. It's very essential to comprehend the sort of resumes preferred by the establishment that you wish to work for. The reply is yes in the event you need to. A basic resume is also less difficult to read. Click our sample to learn to compose the ideal transportation resume. A good resume would assist with that. Possessing an extensive contact information listing may give your prospective employer more options about how to get hold of you.