You May Actually Be Allergic To Your Office Because of This

You May Actually Be Allergic To Your Office Because of This Good news. The weather is starting to get warmer. The schwimmbad news? Soon you will be sitting in a freezing cold geschftszimmer with the AC cranked up to what seems like a ridiculously high level and wearing a puffy coat.Yes, on those hot, humid summer days, it is great to come in from your sweaty commute to a nice, cool office, except after 20 minutes, you are all cooled off and then you begin to freeze. And for one woman that strong office AC became detrimental to her health.Thewoman began to break out in hives when the AC welches turned upand after a visit to the doctor she was diagnosed withcold urticaria AKA she is allergic to cold temperatures and objects and therefore her office. Cols urticaria is a rare condition (less than 3% of the population has it) but it does exist and occurs most frequently in young adults. According toThe Mayo Clinic, symptoms can vary but includepeople breaking out in hives, swelling of the hands and/or lips, in cold temperatures or coming in contact with something cold. In worse cases, a person can develop low blood pressure, faint or even go to shock after swimming in cold water.So you may legitimately be allergic to your office environment if any of this sounds familiar. There is no real cure for the condition, and sometimes it just goes away on its own, buttreatment includesNondrowsy antihistamines andOmalizumab. Though this may be the key to getting a bunch of work from home days this summer, do consult with your doctor before self-diagnosis.As for what the rest of us can do who dont have cold urticaria, and are just regular cold and therefore whiny, try the following tips.1. Layer Layer LayerGet an office sweater or light jacket you can just keep at work. Your feet and legs can also get coldso consider a pair of warm slippers to wear (just under your desk) or bring back the 80s with some leg warmers.2. Wrap it upTry a festive summer scarf or take one of those wi nter scarves out of storage and wrap it around your neck as a lot of heat is lost through that area.3. Embrace the dark sideThough summer is a time to sport some bright colors you may want to save some all black outfits for the office so you can absorb some of the heat in your office (if there is any.)If you feel your office is too cold you can also citeresearchthat found when an offices temperature was raised to 77 degrees from 68, typing errors fell by 44% and output increased by around 150%.--This article originally appeared on Ladders.

The Resume Writing Tips What Not to Put on Resume Stories

The Resume Writing Tips What Not to Put on Resume Stories The Death of Resume Writing Tips What Not to Put on Resume A short resume goes a very long way. A strong summary statement at the peak of your resume can increase the probability of them noticing what youve got to offer from the beginning. A resume thats too long could also hurt your odds of being chosen. Its important to get an updated resume ready for any opportunity that may come your way, and that means you ought to take a couple of minutes to review it and bring it current. The Basics of Resume Writing Tips What Not to Put on Resume Read below for more in depth info on the length of time your resume should be, and strategies for making your resume the ideal length. In many instances, your resume is the very first document a hiring manager will have a look at when reviewing your program, and therefore is an actual first impression. Youve got to design your application in a manner it interests the employer in goi ng through your details and theyll call you for the interview to go over the further particulars. The reply is that the amount of your resume is dependent on a range of factors. The chronological resume is the most frequent sort of resume and is preferred by the majority of employers. Based on your degree of experience and the jobs youre applying for, what you decide to concentrate on in your resume summary might vary. Your choice may be based on the position, business or industry youre applying for in addition to the complexity of your previous experience. Your priority must be to continue to keep your resume clear and simple to read. What Is So Fascinating About Resume Writing Tips What Not to Put on Resume? Therefore, its important to pick a resume type which best fulfills your needs. A functional resume might not incorporate an individuals work history whatsoever or might have a concise collection of earlier jobs at the base of the document. Typically, you should set y our name in a huge font as the title for your resume. Your resume is among the main parts of your job application. A profile is a great option if you have at least some expert experience that will be quickly summarized. The duration of your resume ought to depend on your experience and the kind of job that youre seeking. You will not ever send your master resume to anybody, therefore it isnt important how much time it is. New Ideas Into Resume Writing Tips What Not to Put on Resume Never Before Revealed Employers will demand for at least two references when submitting an application for any job. You may also have info about volunteering on your resume, especially when you have few or no prior jobs to write about. By making a list of all your strengths and experiences that specifically match the requirements for the job youre seeking it will be much simpler that you create a resume that is targeted for a certain joba resume that will clearly stick out amongst the rest of th e resumes. Resume Writing Tips What Not to Put on Resume - the Story Whats more, focus on the skills section writing strategies. From the info youre able to gather here, you will see it isnt as challenging to understand how to compose a resume as you might have thought. One of the greatest approaches to tackle any daunting writing project resumes included is to begin with a little step. When there are several proofreading programs and tools it is possible to use, its also beneficial to ask trusted friends or colleagues to assess your resume.

How to Eliminate an Unintentional Hiring Bias - Spark Hire

How to Eliminate an Unintentional Hiring Bias - Spark HireHiring bias, even when unintentional, can turn your office into a boring, single-minded place to work. In buchung to overcome an unintentional hiring bias, the person in dienstgrad of bringing on new talent must make it a point to look past their own preferences in order to analyze a candidate fairly. To prevent an unintentional hiring bias from shaping the scope of your company, consider these tipsRemember that youre hiring for work, not your social circleSome hiring managers get tripped up because they focus too much on their own personal feelings about the candidate. You want to be sure that this individual has good morals and will get along with the rest of the staff, but always remember that youre hiring for your office and not your social circle. Just because you wouldnt hang out with this person outside of work, doesnt mean that theyre a bad fit for the available role.Focus more on skills, less on degreesProper training matters, but some people can be perfectly qualified for a job without having a degree from an Ivy League school. Consider a persons educational background, but in order to eliminate hiring bias, its also important to look at what else the candidate brings to the table. Are they willing to learn? Will they be a positive influence in your office? These factors carry a lot of weight too.Open up the hiring process to a bigger pool of applicantsWith technology such as video interviewing, its easier than ever before to make your job openings available to people all over. Even if a candidate doesnt live in your city, you can still talk with them about the role, without having to fly them out to speak with you. Utilize this technology and open yourself up to a broad pool of interested applicants.Post about the opening in a variety of placesGet creative about how you advertise the job listing. Post on social media and in trade magazines, but you may also consider advertising on community bu lletin boards and in other spots where people may notice them. elend all qualified candidates participate in social media or read trade magazines, so cater to a diverse range of people by using a variety of techniques to advertise the job.How does your company work to overcome an unintentional hiring bias? Share your tips with us in the commentsImage Bernie123/BigStock.com

Downsizing a Business With Dignity

Downsizing a Business With DignityDownsizing a Business With DignityMake no mistake downsizing is extremely difficult. It taxes all of a management teams resources, including both business acumen and humanity. No one looks forward to downsizing. Perhaps this is why so many otherwise first-rate executives downsize so poorly. They ignore all the signs pointing to a layoff until its too late to plan adequately then action must be taken immediately to reduce the financial drain of excess staff. The extremely difficult decisions of who must be laid off, how much notlageice they will be given, the amount of severance pay, and how far the company will go to help the laid-off employee find another job are given less than adequate attention. behauptung are critical decisions that have as much to do with the future of the organization as they do with the future of the laid-off employees. So what happens? These decisions are handed to the legal department, whose primary objective is to reduce t he risk of litigation, not to protect the morale and intellectual capital of the organization. Consequently downsizing is often executed with a brisk, compassionless efficiency that leaves laid-off employees angry and surviving employees feeling helpless and demotivated. Helplessness is the enemy of high achievement. It produces a work environment of withdrawal, risk-averse decisions, severely impaired morale, and excessive blaming. All of these put a stranglehold on an organization that now desperately needs to excel. Avoiding the Pitfalls of Downsizing Ineffective methods of downsizing abound. Downsizing malpractices such as those that follow are common they are also inefficient and very dangerous. Allowing Legal Concerns to Design the Layoff Most corporate attorneys will advise laying off employees on a last-hired, first-fired basis across all departments. The method for downsizing that is most clearly defensible in a court of law, for example, is to lay off 10% of employ ees across all departments on a seniority-only basis. This way no employee can claim that he or she was dismissed for discriminatory reasons. Furthermore, attorneys advise against saying anything more than whats absolutely necessary to either the departing employees or the survivors. This caution is designed to protect the company from making any implied or explicit promises that arent then kept. By strictly scripting what is said about the layoffs, the company is protecting itself from verbal slips by managers who are themselves stressed at having to release valued employees. This approach may succeed from a legal perspective, but not necessarily from the larger and more important concern of organizational health. First, laying off employees by a flat percentage across different departments is irrational. How can it be that accounting can cope with the same proportion of fewer employees as human resources? Could it be that one department can be externalized and the other left intac t? The decision of how many employees to lay off from each department should be based on an analysis of business needs, not an arbitrary statistic. The concept of laying off employees strictly on the basis of seniority is also irrational. The choice of employees for a layoff should be based on a redistribution of the work, not the date the individual employee was hired. Sometimes an employee of 18 months has a skill far more valuable than one with 18 years seniority. Giving as Little Notice as Possible Out of fear and guilt, many executives choose to give employees as little forewarning as possible about an upcoming layoff or downsizing. Managers fear that if employees know their fate ahead of time, they might become demoralized and unproductive they may even sabotage the business. However, there is no documented evidence that advance notice of a layoff increases the incidence of employee sabotage. The lack of advance notice about downsizing, however, does dramatically increase mistrust of management among surviving workers. Trust is based on mutual respect. When employees discover what has been brewing without their knowledge or input (and they will when the first person is let go), they see a blatant disrespect for their integrity, destroying trust. By not giving employees information that could be enormously helpful to them in planning their own lives, management initiates a cycle of mistrust and helplessness that can be very destructive and require years to correct. Afterward Acting as if Nothing Happened Many managers believe that after a layoff, the less said about it the better. With luck, everyone will just forget and move on. Why keep the past alive? The reality is, surviving employees will talk about whats happened whether the management team does or doesnt. The more the company tries to suppress these discussions and act as if nothing has happened, the more subversive the discussion becomes. Remaining employees will act as a consequence of what has happened regardless of whether the management does. Recovery from a layoff is greatly hastened if managers and employees are allowed to speak their minds freely about whats happened. In fact, it can be a great opportunity for the team of surviving employees to pull together and renew ties. When management refuses to acknowledge what has really taken distributionspolitik, it appears emphatically heartless, feeding the employees sense of helplessness. If management wont talk about it even after the fact, what else is it hiding? Downsize Effectively When faced with an organization that isnt functioning at optimal efficiency and thinking that a layoff is needed, there are a few key principles to keep in mind. Observing these principles wont completely eliminate the dangers of downsizing, but they will help to avoid the common pitfalls of a poorly planned layoff. Determine If the Problem Is Too Many People or Too Little Profit The critical first question to ask before an y layoff is Is the need for this layoff driven by having too many employees or too little profit? If its too little profit, this is the first warning sign that your company isnt ready for a layoff. Using a layoff solely as a cost-cutting measure is utterly foolish throwing away valuable talent and organizational learning by dumping employees only makes a bad situation worse. When your business lacks revenue, annihilating intellectual capital and thus reducing the efficiency of remaining resources as well as the potential for future growth is not the solution. If the answer is too many employees, then youve begun the process of a well-thought-out strategy for change. To legitimately determine if you have too many employees, look at the organizations business plan, not its headcount. What product and services will you be offering? Which of these products and services is likely to be profitable? What talent will you need to run the new organization? These questions will help you plan f or the post-layoff future. These issues will enable a quick turnaround from the inevitable negative effects of downsizing to positive growth in value and efficiency. Determine What the Post-Layoff Company Will Look Like Having a clear, well-defined vision of the company is imperative before the layoff is executed. Management should know what it wants to accomplish, where the emphasis will be on the new organization, and what staff will be needed. Without being directed according to a clear vision of the future, the new organization is likely to carry forward some of the same problems that initially created the need for the layoff. Unfortunately, many managers underestimate the momentum of the old organization to recreate the same problems anew. Unless there is a clearly defined, shared vision of the new company among the entire management team, the past will be likely to sabotage the future and create a cycle of repeated layoffs with little improvement in organizational efficien cy. Always Respect Peoples Dignity The methods employed in many poorly executed layoffs treat employees like children. Information is withheld and doled out. Managers control over their employees is violated. Human resource representatives scurry around from one hush-hush meeting to another. How management treats laid-off employees is how it vicariously treats remaining employees everything you do in a layoff is done in the arena, with everyone observing. How laid-off employees are treated is how surviving employees assume they may be treated. Why does this matter? Because successfully planning for the new organization will keep it going and improve its results. You must keep that exceptional talent, who are also the employees most marketable to other organizations. When they see the company treating laid-off employees poorly, theyll start looking for a better place to work, fearing their heads will be next to roll. Respect the Law While its important not to allow the legal department to design a layoff, its nevertheless important that you respect the employment laws. In different countries, such laws include entitlements tied to civil rights, age discrimination, disabilities, worked adjustment, and retraining. These laws are important and should be respected for what they intend as well as what they prescribe or proscribe. If you have planned your lay-off according to business needs, and not on headcount or seniority, you should have no problem upholding the law. You will almost always find yourself in legal trouble when you base your layoff on factors other than business needs. Good Example During the merger of BBT Financial Corporation and Southern National Corporation, redundant positions were eliminated through the strategic use of a hiring freeze. Hewlett-Packard implemented a so-called fortnight program in which all employees were asked to take one day off without pay every two weeks until business revenue increased. Bad Example of Down sizing Scott Paper conducted a layoff of 10,500 employees in the mid-1990s. In the years that followed Scott was unable to introduce any new products and saw a dramatic decrease in profitability, until it was eventually bought out by competitor Kimberly-Clark. Making it Happen Downsizing successfully is immensely difficult. The following ideas can help to focus thinking for anyone considering such a move. Treat all employees with respect.Communicate too much rather than withhold information.Research applicable laws and follow the spirit of the legislation.Afterward, give employees the psychological space to accept, and discuss, what has happened. Conclusion There are two important factors to keep in mind when planning a layoff respecting employee dignity and business planning. No one, from the mail room to the board-room, enjoys downsizing but when the need for a reduction in staff is unavoidable, a layoff can be accomplished in such a way that the problem is fixed and the organization excels. **Alan Downs is a management psychologist and consultant who specializes in strategic human resources planning and helping business executives reach their maximum potential. He has authored several books, including AMACOMs Corporate Executions (1995), the much-acclaimed expose on downsizing, The Seven Miracles of Management (Prentice Hall,1998), and The Fearless Executive (AMACOM 2000). Downs is widely sought for interviews by newspaper, TV, and radio broadcasts. He has also written on management topics for numerous national newspapers and trade publications, including Management Review and Across the Board.

Special Warfare Combatant-Craft Crewman

Special Warfare Combatant-Craft CrewmanSpecial Warfare Combatant-Craft CrewmanSpecial Warfare Combatant Crewmen (SWCC) are members of the elite Naval Special Warfare Command and are responsible for conducting unconventional special operations alongside and independent of the Navy SEALs and other Special Operations Units. The SWCC crewmen drive fast speedboats down narrow, winding rivers or open ocean, transporting SEALs to and from hostile situations and operating nearly every weapon with a trigger the military has to offer. When a call comes, a boat team can form up, put a 33-foot RHIB in the back of a C-17, fly half-way around the world to a combat zone, push the boat out of the plane into the ocean and then jump in after it, wearing parachutes or fast rope, in enemy territory. SWCC missions include unconventional warfare, direct action, combating terrorism, special reconnaissance, foreign internal defense, information warfare, security assistance, counter-drug operations, personne l recovery, and hydrographic reconnaissance. SWCC numbers hover around 600 personnelless than 1 percent of the U.S. Navy, but they offer big dividends on a small investment. The SWCC units proven ability to operate across the spectrum of conflict and in operations other than war in a controlled manner and their ability to provide real-time intelligence and eyes on target offers decision makers a lot of options. They use craft like the Mark FIVE (MK V), the RHIB (Rigid Hull Inflatable Boat) and the Special Operations Craft-Riverine (SOC-R). As noted in Janes Fighting ShipsMISSION High speed, medium range, all-weather insertion/extraction of Special Operations Forces, maritime interdiction operations, tactical swimmer operations, intelligence collection, operation deception, coastal patrol, and more. Once, we were in 15- to 20-foot swells, recalled Quartermaster 1st Class (SWCC, PJ) Christopher Moore, from SBT-12. Our boat, a 24-ft. RHIB, could barely make it up the swells before the engine would sound like it was going to die. Then we would get to the top and become a 24-ft. surfboard coming down the other side. We couldnt even keep in visual contact with our other craft. Todays Special Boat Commands and Training Three SWCC communities exist. The West Coast SWCC units are based in Coronado (SBT-12) and operate RHIBs and MK Vs. The same inventory is located at the East Coast SWCC (SBT-20) in Little Creek, Va. And down south, in Stennis, Miss., SBT-22 operates the SOC-R craft. But to get to one of these units, you must attend SWCC basic school a physically grueling indoctrination into the ways of Naval Special Warfare, portions of which are combined with SEAL pre-training. After this phase, a 22-week course, Crewman Qualification Training (CQT) course is taken. After CQT, a Sailor earns the SWCC pin a unique insignia that is worn with your regular Navy uniform and that identifies these professionals important place in Naval Special Warfare. SWCC school is ext remely tough. Similar to Navy SEAL training (BUD/S), you will never be challenged like this in your life. It is very demanding physically and mentally, and it is designed to get rid of weak individuals who are not focused and driven. In fact, only about 1/3 of those who start end up making it to the finish line and graduate. After SWCC school, graduating students arrive at a Special Boat Team where they begin an 18-month pre-deployment training cycle starting with Professional Development (PRODEV), Core Training and Squadron Interoperability Training (SIT). You have to be intelligent, good-hearted and physically and mentally tough as it takes a unique person to do our job. Being one who can adapt to new surroundings quickly and efficiently is also a requirement. Heavy weapons knowledge is also a tool of the trade. Amounted .50 caliber MSHB machine gun with PEQ TWO lasers forward on both RHIBs and a .50 caliber machine gun aft, and sometimes an MK-19 Mod 3 40 mm Grenade Machine guns are some of the many armament options SWCCs have on the boats. Indeed. SWCC personnel embrace a philosophy of dominance through superior firepower. During a typical SEAL extraction, the SWCC boats and crew from three other Special Operations Craft, rush into an extraction point at up to 30 knots in a hailstorm of protective fire from a trio of M-60 machine guns aft, and a thundering .50 caliber machine gun at the bow. Spent rounds bounce off the metal deck, tracers pierce the darkness, dense foliage is shredded with a barrage of cover fire, ears ring, and the thumping .50 caliber drumbeat massages insides, as dominating, incessant firepower is laid toward the enemy. SEALs board the craft, a speedy exit is made and the fire continues until they are out of sight. An extraction of this sort is measured not in minutes but in seconds. While these combatant crewmen specialize in scaring the enemy with dominating, ear-crushing, non-stop firepower, they also have the ability to be invisible , entering enemy territory undetected. Wearing night vision devices, and the MK Vs had a nifty toy called Maritime Forward Looking Infrared or MARFLIR, a thermal imaging device which lets wearers see up to two miles out on the horizon, day or night. This capability, along with the incredible acceleration, stop-on-a-dime handling and maneuverability give them the advantage on the water.

Sample Art Internship Cover Letter

Sample Art Internship Cover LetterSample Art Internship Cover LetterSamantha R. Gray54 East Connecticut AvenueOcean City, NJ 08226sgrayocean.edu(Home) (302) 333-5555(Cell) (313) 444-6666 March 10, 200XX Ms. Cindy SmithDirector of Arts EducationChildrens Museum of the Arts2002 Broadwaybr New York, NY 12020 Dear Ms. Smith It is with great interest and enthusiasm that I am applying for the arts education internship advertised in Sundays New York Times. This position is exactly what I am looking for and an ideal opportunity for me to use my knowledge, educational background, and experience. My arts education at Pratt Institute has helped me develop a firm foundation in the arts. The courses I have completed at Pratt, along with my study abroad curriculum in Paris, has prepared me well for a position in arts education. I have always enjoyed a passion for the arts, but my undergraduate education has taken my interest to a whole new level. I not only enjoy doing art, but I find myself even more enthusiastic when I have the opportunity to teach what I have learned. For the past two summers, I have worked directly with children at CityArts and the Guggenheim. These experiences were amazing since my responsibilities included planning and directing major projects that were planned for the summer programming that goes on each year for local children interested in the arts. I welches given a concept at the beginning of each summer, and I had complete control on how the projects were to be completed. The children were the creative force and often were the inspiration for the artwork that was ultimately presented to the public. I am very excited about the summer opportunity with the Childrens Museum of the Arts since I know that I can make a positive contribution while doing what I love, teaching art to children. I will contact you in one week to discuss my candidacy and see if you have any questions about my education or experience. Thank you for your time and consideration. Sincerely, Samantha R. Gray More sample resumes are available for review.

Peoplesoft Financials Engineer Job Description

Peoplesoft Financials Engineer Job DescriptionPeoplesoft Financials Engineer Job DescriptionPeoplesoft Financials Engineer Job DescriptionThis peoplesoft financials engineer sample job description can assist in your creating a job application that will attract job candidates who are qualified for the job. Feel free to revise this job description to meet your specific job duties and job requirements.Peoplesoft Financials Engineer Job ResponsibilitiesIntegrates PeopleSoft Solutions by developing integralrechnung strategies designing, developing, and implementing module modifications validating system performance.Peoplesoft Financials Engineer Job DutiesDevelops PeopleSoft integration strategy by researching and analyzing existing systems and processes identifying data and process flows and integration points articulating modification risks and barriers recommending project approaches preparing time and cost estimates planning full project life cycle defining partnering requirements pre paring and delivering presentations.Designs module integration by identifying enabling and integration modification framework translating enterprise needs into technical modifications designing algorithms preparing development guidelines establishing compatibility and integration standards identifying and evaluating tools developing system management procedures collaborating with technical analysts completing prototypes.Implements module integration by determining work priorities in accordance with project plans and schedules building data transformations designing, coding, and configuring module application integration solutions maintaining technical integrity and consistency resolving problems maintaining balance and system coherency within existing IT infrastructure documenting system.Validates module performance by developing and conducting test scripts completing bug fixes.Manages customer relationship by communicating modification standards and frameworks answering questions r esolving concerns and issues providing support.Prepares client to use IT infrastructure by developing and conducting training programs.Increases organization effectiveness by identifying opportunities to leverage solutions to other engagements.Updates job knowledge by tracking emerging PeopleSoft applications participating in educational opportunities reading professional publications maintaining personal networks participating in professional organizations.Accomplishes organization goals by accepting ownership for accomplishing new and different requests exploring opportunities to add value to job accomplishments.Peoplesoft Financials Engineer Skills and QualificationsGeneral Consulting Skills, Data Processing, Peoplesoft Financials, PeopleSoft Implementation Skills, Software Development Process, Problem Solving, Database Management, Presenting Technical Information, PeopleSoft Architecture Skills, Software Documentation, ERP ImplementationEmployers Post a job in minutes to reach c andidates everywhere. Job Seekers Search Peoplesoft Financials Engineer Jobs and apply on now. Learn more abouthow the hiring processThe 50 Toughest Interview QuestionsBlock Out Biases During the InterviewResume Search Spotting Exceptional Talent