This document provides information about admission requirements and career opportunities for various medical and technical programs including dentistry, engineering, business administration, physiotherapy, and dental operating room assistant. It lists eligibility criteria such as minimum age, required subjects and marks in previous qualifying exams. It also outlines some career paths available after completing these degrees including options in private practice, government jobs, teaching, and research.
This document discusses competency mapping and career guidance services provided by ComPAS NowTM. It summarizes that ComPAS NowTM conducts online assessments to evaluate engineering and MBA students' competencies in areas like problem solving, communication, and teamwork. It then provides career counseling by assessing students' strengths and interests to recommend their best career options. The document outlines the specific competencies assessed for different fields and how students benefit from understanding their competencies and learning styles to pursue the most suitable careers. Management also receives reports analyzing student performance.
Managing admissions is a complex process for institutes. Opetus manages seamlessly the complete lifecycle from prospect to student - online and offline
The document discusses perspectives from IT/ITES industry experts on improving the employability of fresh MCA graduates. Industry experts were asked about additional skills, curriculum updates, institutional role in placements, common skill gaps in fresh graduates, and high opportunity domains besides programming. Key perspectives included the need for soft skills, hands-on learning, frequent curriculum updates informed by industry, bridging the gap between education and corporate needs, and expanding career awareness of domains like software testing, business analysis and networking. Addressing these perspectives could enhance the employability of graduates according to the IT/ITES industry.
The chapter discusses the skills and competencies needed for hospitality graduates and managers. It finds that while technical and operational skills are still important, an increasing focus is being placed on developing higher-order cognitive skills like critical thinking, problem solving, and strategic planning. However, there remains some disagreement between educational institutions and the industry on the appropriate balance between practical and theoretical skills. The hospitality industry also faces challenges in attracting ambitious university graduates due to concerns about career development opportunities and work-life balance.
Mount Everest is the tallest mountain in the world and in 1953 Sir Edmund Hillary and Tenzing Norgay were the first people to reach its summit. Some key facts about Mount Everest include that it is located in the Himalayas and spans the border between Nepal and China.
This document provides information about admission requirements and career opportunities for various medical and technical programs including dentistry, engineering, business administration, physiotherapy, and dental operating room assistant. It lists eligibility criteria such as minimum age, required subjects and marks in previous qualifying exams. It also outlines some career paths available after completing these degrees including options in private practice, government jobs, teaching, and research.
This document discusses competency mapping and career guidance services provided by ComPAS NowTM. It summarizes that ComPAS NowTM conducts online assessments to evaluate engineering and MBA students' competencies in areas like problem solving, communication, and teamwork. It then provides career counseling by assessing students' strengths and interests to recommend their best career options. The document outlines the specific competencies assessed for different fields and how students benefit from understanding their competencies and learning styles to pursue the most suitable careers. Management also receives reports analyzing student performance.
Managing admissions is a complex process for institutes. Opetus manages seamlessly the complete lifecycle from prospect to student - online and offline
The document discusses perspectives from IT/ITES industry experts on improving the employability of fresh MCA graduates. Industry experts were asked about additional skills, curriculum updates, institutional role in placements, common skill gaps in fresh graduates, and high opportunity domains besides programming. Key perspectives included the need for soft skills, hands-on learning, frequent curriculum updates informed by industry, bridging the gap between education and corporate needs, and expanding career awareness of domains like software testing, business analysis and networking. Addressing these perspectives could enhance the employability of graduates according to the IT/ITES industry.
The chapter discusses the skills and competencies needed for hospitality graduates and managers. It finds that while technical and operational skills are still important, an increasing focus is being placed on developing higher-order cognitive skills like critical thinking, problem solving, and strategic planning. However, there remains some disagreement between educational institutions and the industry on the appropriate balance between practical and theoretical skills. The hospitality industry also faces challenges in attracting ambitious university graduates due to concerns about career development opportunities and work-life balance.
Mount Everest is the tallest mountain in the world and in 1953 Sir Edmund Hillary and Tenzing Norgay were the first people to reach its summit. Some key facts about Mount Everest include that it is located in the Himalayas and spans the border between Nepal and China.
This position is for a Postdoctoral Research Fellow in data mining and machine learning at the University of Queensland. The Fellow will [1] develop and apply data mining and machine learning techniques to detect anomalies in healthcare databases in collaboration with Queensland Health. [2] Duties include software development, algorithm implementation, data processing, and reporting. [3] The successful applicant will have a PhD in computer science or related field, knowledge of machine learning or data mining, and experience with software development and research projects.
This position is for a Postdoctoral Research Fellow in data mining and machine learning at the University of Queensland. The Fellow will develop and apply these techniques to analyze healthcare databases and detect anomalies in collaboration with Queensland Health. Duties include algorithm development, software implementation, administrative tasks, and working with an interdisciplinary team including Queensland Health. Applicants should have a PhD in a relevant field, knowledge of machine learning or data mining, software skills, and research experience. The position is full-time for up to two years.
The staffing process involves recruiting and selecting prospective employees and has a significant impact on an organization's performance. It requires strategic focus to ensure the right employees are hired to fit the organization's culture. There are various methods for recruiting employees, both internally and externally, as well as different types of assessments that can be used during selection to evaluate candidates. Careful consideration should be given to factors like reliability, validity, and reducing bias during interviews and testing to make well-informed hiring decisions. When recruiting for international assignments, additional assessments are needed to evaluate a candidate's intercultural competence and ability to adapt to life abroad.
The University of California, Berkeley is seeking a Junior Recruiter/Sourcer to source candidates for both operational and professional level positions. Responsibilities include sourcing candidates through various channels, screening and interviewing candidates, analyzing recruitment data, and supporting recruiters. Qualified candidates should have 1-2 years of recruitment, staffing, or sourcing experience and strong communication, analytical, and problem-solving skills.
The University of California, Berkeley is seeking a Junior Recruiter/Sourcer to source candidates for both operational and professional level positions. Responsibilities include sourcing candidates through various channels, screening resumes, conducting data analysis on sourcing efforts, and supporting recruiters throughout the hiring process. Qualified candidates should have 1-2 years of experience in recruitment, staffing or sourcing and strong communication, analytical, and problem-solving skills.
The University of California, Berkeley is seeking a Junior Recruiter/Sourcer to source candidates for both operational and professional level positions. Responsibilities include sourcing candidates through various channels, screening resumes, conducting data analysis on sourcing efforts, and supporting recruiters throughout the hiring process. Qualified candidates should have 1-2 years of experience in recruitment, staffing or sourcing and strong communication, analytical, and problem-solving skills.
The University of California, Berkeley is seeking a Junior Recruiter/Sourcer to source candidates for both operational and professional level positions. Responsibilities include sourcing candidates through various channels, screening resumes, compiling data and metrics on sourcing efforts, and supporting recruiters. Qualified candidates should have 1-2 years of experience in recruitment, staffing or sourcing and strong communication, analytical, and problem-solving skills.
1) The document discusses continuing education opportunities that could be provided by Northeastern University for graduated professionals.
2) It provides examples for four career fields: clinical psychology, regulatory affairs, agricultural engineering, and data analysis.
3) For each field, it describes the job, necessary knowledge and skills, and proposes one or two continuing education activities Northeastern could offer, such as online case discussions or student tutoring.
GRADED SET 2Acute CareFor Skill Set 2, you must complete a.docxwhittemorelucilla
GRADED SET 2
Acute Care
For Skill Set 2, you must complete an acute care project. At
The conclusion of your project, you’re expected to submit a
Written report. The report should be no shorter than three
Pages, not including the reference and title page, and written
In APA format.
Skill
Possible projects could be
• Developing and presenting an in-service education
Program to the department
• Drafting a job description
• The role played by JCAHO in this type of setting
• Discussing the role of the HIT in acute care
Description
You’ll learn how to research information, compile information
, and report information.
Materials Submitted for Evaluation
Description and findings of the project in report format (two
To four pages) to include
• Description statement (description of project)
• Purpose statement (purpose of project)
• Research methodology (what methods you used to
Research the project)
• Findings
• Graphs and statistics (if applicable)
Cancer Registry Project
Specifications for Skill Set 5
• What is a cancer registry?
• What is the role of the cancer registrar?
• What does AHIMA require for credentialing as a certified?
Tumor registrar?
• What are the requirements to maintain certification?
• What is the certified tumor registrar’s role in the
American Cancer Society?
Description
This skill set requires you to write a three-page document,
not including the title page, the abstract, or the reference
page. Please also write it in APA format.
For-Profit Business/Consulting
Specifications for Skill Set 7
Note to Student:
This Skill Set pertains to a for-profit busi-
ness or consulting business that deals with the HIT
functions, such as coding consultants, health record
off-site storage centers, security/HIPAA consultants, tran-
scription companies, and so on.
For the final project, please complete the following:
• Review the role of HIT professionals in for-profit
businesses or consulting.
• Identify the education and experience required to
work in these settings.
• Review the responsibilities and regulations of this
industry in relation to the HIT industry.
• Discuss the risks and legal issues related to working
in this setting.
Description
You’ll learn about alternative roles and settings for HIT
Professionals, the policies and procedures for this type of
Setting, and the education and credentials needed to work in
this setting. You’ll also learn about government regulations
for this type of setting, review contracts for this type of
Business
, and observe the communication skills needed
for interaction with clients in this type of setting.
.
GRADED SKILL SET 8
Acute Care Correspondence
Management
Review and discuss the HIPPA’s policies
and proc-
dures for releasing health information
Prepare a diagram representing the steps a facility
would need to take for release of information
according to HIPAA
Module 1 - Home
INFORMATION SECURITY MANAGEMENT FRAMEWORKS
Modular Learning Outcomes
Upon successful comp ...
staffing chapter no 8 external selection part 1, by henemanfareeha zanib
This document provides an overview of external selection methods used to evaluate external job applicants. It discusses preliminary issues like developing a selection plan and sequence. It then describes initial assessment methods like resumes, application blanks, biographical information, reference checks, literacy testing, and initial interviews. These initial methods are used to screen and reduce the number of applicants before more substantive assessment methods. The document provides details on each method, including what information they provide, their advantages and limitations, and available research on their validity and reliability when possible.
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
The document discusses the staffing process for organizations, including selection and placement of human resources. It covers typical selection activities such as receiving applications, interviewing, testing, conducting background checks and medical examinations. Specific selection tools like structured interviews, behavioral interviews and assessment centers are examined. The document also discusses legal and validity issues to consider in the selection process to ensure compliance with equal employment laws.
This document provides a summary of the UCAS application process for teachers to inform students. It outlines key dates and deadlines, how to research university options for free through online tools, tips for choosing a university and course, completing the application form, writing a personal statement, and getting a reference. The document also explains tracking an application, responding to offers, Clearing, Adjustment, and resources for teachers to stay updated.
ORS Partners Research: The Unpaid Internship DebateORS Partners
ORS Partners, a provider of Outsourced Recruiting Solutions (ORS), is comprised of top professional recruiters hired to build and scale companies in the Greater Philadelphia Region.
Many of our clients struggle determining if they should or should not pay their interns. Here's what the market is telling us...
This document discusses the importance of selection and placement of employees in educational organizations. It outlines the process of establishing selection criteria, screening applicants, conducting interviews and background checks, making a final selection and offer, and notifying unsuccessful candidates. The goal is to identify candidates that are the best fit for open positions and will help the organization achieve its goals. An effective selection and placement process is important to ensure high quality employees and avoid costly hiring mistakes.
1) The document provides guidance on career planning for commerce students, outlining steps like goal setting, education planning, and analyzing strengths, weaknesses, opportunities, and challenges.
2) It discusses various career options such as M.Com, CA, ICWA, CS, CFA, management, and competitive exams, along with details on the courses and requirements for each.
3) Tips are given on creating SMART goals and developing the right attitudes and mindset for success.
Everything you need to know about preparing students for the interview process RIVS
This document discusses how career centers can help prepare college students for the job interview process. It notes that over 40% of college students never visit their career center. Career centers can help students choose careers, prepare for interviews through mock interviews, and provide networking opportunities. They can also teach students how to perfect resumes and cover letters, negotiate job offers, know when to move on to new jobs, and build long-term career paths. The document includes sample interview questions for common college majors.
This document outlines the recruitment policy and procedures of the University of Derby. It aims to recruit staff with the necessary skills to fulfill the university's objectives in a fair and effective manner consistent with equality and diversity policies. The key steps of the recruitment process include justification for recruitment, filling the vacancy, advertising, candidate selection including shortlisting and interviews, making an appointment offer, maintaining confidentiality, and monitoring equality and diversity statistics. Interview panels must consider all candidates equally and document their selection process.
The document discusses recruitment, including defining recruitment as attracting potential employees to apply for open positions. It outlines the recruitment process from identifying vacancies to conducting interviews. It also discusses factors that affect recruitment like organizational size and external factors like labor market conditions. Finally, it discusses evaluating recruitment programs and establishing recruitment policies and procedures.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
This position is for a Postdoctoral Research Fellow in data mining and machine learning at the University of Queensland. The Fellow will [1] develop and apply data mining and machine learning techniques to detect anomalies in healthcare databases in collaboration with Queensland Health. [2] Duties include software development, algorithm implementation, data processing, and reporting. [3] The successful applicant will have a PhD in computer science or related field, knowledge of machine learning or data mining, and experience with software development and research projects.
This position is for a Postdoctoral Research Fellow in data mining and machine learning at the University of Queensland. The Fellow will develop and apply these techniques to analyze healthcare databases and detect anomalies in collaboration with Queensland Health. Duties include algorithm development, software implementation, administrative tasks, and working with an interdisciplinary team including Queensland Health. Applicants should have a PhD in a relevant field, knowledge of machine learning or data mining, software skills, and research experience. The position is full-time for up to two years.
The staffing process involves recruiting and selecting prospective employees and has a significant impact on an organization's performance. It requires strategic focus to ensure the right employees are hired to fit the organization's culture. There are various methods for recruiting employees, both internally and externally, as well as different types of assessments that can be used during selection to evaluate candidates. Careful consideration should be given to factors like reliability, validity, and reducing bias during interviews and testing to make well-informed hiring decisions. When recruiting for international assignments, additional assessments are needed to evaluate a candidate's intercultural competence and ability to adapt to life abroad.
The University of California, Berkeley is seeking a Junior Recruiter/Sourcer to source candidates for both operational and professional level positions. Responsibilities include sourcing candidates through various channels, screening and interviewing candidates, analyzing recruitment data, and supporting recruiters. Qualified candidates should have 1-2 years of recruitment, staffing, or sourcing experience and strong communication, analytical, and problem-solving skills.
The University of California, Berkeley is seeking a Junior Recruiter/Sourcer to source candidates for both operational and professional level positions. Responsibilities include sourcing candidates through various channels, screening resumes, conducting data analysis on sourcing efforts, and supporting recruiters throughout the hiring process. Qualified candidates should have 1-2 years of experience in recruitment, staffing or sourcing and strong communication, analytical, and problem-solving skills.
The University of California, Berkeley is seeking a Junior Recruiter/Sourcer to source candidates for both operational and professional level positions. Responsibilities include sourcing candidates through various channels, screening resumes, conducting data analysis on sourcing efforts, and supporting recruiters throughout the hiring process. Qualified candidates should have 1-2 years of experience in recruitment, staffing or sourcing and strong communication, analytical, and problem-solving skills.
The University of California, Berkeley is seeking a Junior Recruiter/Sourcer to source candidates for both operational and professional level positions. Responsibilities include sourcing candidates through various channels, screening resumes, compiling data and metrics on sourcing efforts, and supporting recruiters. Qualified candidates should have 1-2 years of experience in recruitment, staffing or sourcing and strong communication, analytical, and problem-solving skills.
1) The document discusses continuing education opportunities that could be provided by Northeastern University for graduated professionals.
2) It provides examples for four career fields: clinical psychology, regulatory affairs, agricultural engineering, and data analysis.
3) For each field, it describes the job, necessary knowledge and skills, and proposes one or two continuing education activities Northeastern could offer, such as online case discussions or student tutoring.
GRADED SET 2Acute CareFor Skill Set 2, you must complete a.docxwhittemorelucilla
GRADED SET 2
Acute Care
For Skill Set 2, you must complete an acute care project. At
The conclusion of your project, you’re expected to submit a
Written report. The report should be no shorter than three
Pages, not including the reference and title page, and written
In APA format.
Skill
Possible projects could be
• Developing and presenting an in-service education
Program to the department
• Drafting a job description
• The role played by JCAHO in this type of setting
• Discussing the role of the HIT in acute care
Description
You’ll learn how to research information, compile information
, and report information.
Materials Submitted for Evaluation
Description and findings of the project in report format (two
To four pages) to include
• Description statement (description of project)
• Purpose statement (purpose of project)
• Research methodology (what methods you used to
Research the project)
• Findings
• Graphs and statistics (if applicable)
Cancer Registry Project
Specifications for Skill Set 5
• What is a cancer registry?
• What is the role of the cancer registrar?
• What does AHIMA require for credentialing as a certified?
Tumor registrar?
• What are the requirements to maintain certification?
• What is the certified tumor registrar’s role in the
American Cancer Society?
Description
This skill set requires you to write a three-page document,
not including the title page, the abstract, or the reference
page. Please also write it in APA format.
For-Profit Business/Consulting
Specifications for Skill Set 7
Note to Student:
This Skill Set pertains to a for-profit busi-
ness or consulting business that deals with the HIT
functions, such as coding consultants, health record
off-site storage centers, security/HIPAA consultants, tran-
scription companies, and so on.
For the final project, please complete the following:
• Review the role of HIT professionals in for-profit
businesses or consulting.
• Identify the education and experience required to
work in these settings.
• Review the responsibilities and regulations of this
industry in relation to the HIT industry.
• Discuss the risks and legal issues related to working
in this setting.
Description
You’ll learn about alternative roles and settings for HIT
Professionals, the policies and procedures for this type of
Setting, and the education and credentials needed to work in
this setting. You’ll also learn about government regulations
for this type of setting, review contracts for this type of
Business
, and observe the communication skills needed
for interaction with clients in this type of setting.
.
GRADED SKILL SET 8
Acute Care Correspondence
Management
Review and discuss the HIPPA’s policies
and proc-
dures for releasing health information
Prepare a diagram representing the steps a facility
would need to take for release of information
according to HIPAA
Module 1 - Home
INFORMATION SECURITY MANAGEMENT FRAMEWORKS
Modular Learning Outcomes
Upon successful comp ...
staffing chapter no 8 external selection part 1, by henemanfareeha zanib
This document provides an overview of external selection methods used to evaluate external job applicants. It discusses preliminary issues like developing a selection plan and sequence. It then describes initial assessment methods like resumes, application blanks, biographical information, reference checks, literacy testing, and initial interviews. These initial methods are used to screen and reduce the number of applicants before more substantive assessment methods. The document provides details on each method, including what information they provide, their advantages and limitations, and available research on their validity and reliability when possible.
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
The document discusses the staffing process for organizations, including selection and placement of human resources. It covers typical selection activities such as receiving applications, interviewing, testing, conducting background checks and medical examinations. Specific selection tools like structured interviews, behavioral interviews and assessment centers are examined. The document also discusses legal and validity issues to consider in the selection process to ensure compliance with equal employment laws.
This document provides a summary of the UCAS application process for teachers to inform students. It outlines key dates and deadlines, how to research university options for free through online tools, tips for choosing a university and course, completing the application form, writing a personal statement, and getting a reference. The document also explains tracking an application, responding to offers, Clearing, Adjustment, and resources for teachers to stay updated.
ORS Partners Research: The Unpaid Internship DebateORS Partners
ORS Partners, a provider of Outsourced Recruiting Solutions (ORS), is comprised of top professional recruiters hired to build and scale companies in the Greater Philadelphia Region.
Many of our clients struggle determining if they should or should not pay their interns. Here's what the market is telling us...
This document discusses the importance of selection and placement of employees in educational organizations. It outlines the process of establishing selection criteria, screening applicants, conducting interviews and background checks, making a final selection and offer, and notifying unsuccessful candidates. The goal is to identify candidates that are the best fit for open positions and will help the organization achieve its goals. An effective selection and placement process is important to ensure high quality employees and avoid costly hiring mistakes.
1) The document provides guidance on career planning for commerce students, outlining steps like goal setting, education planning, and analyzing strengths, weaknesses, opportunities, and challenges.
2) It discusses various career options such as M.Com, CA, ICWA, CS, CFA, management, and competitive exams, along with details on the courses and requirements for each.
3) Tips are given on creating SMART goals and developing the right attitudes and mindset for success.
Everything you need to know about preparing students for the interview process RIVS
This document discusses how career centers can help prepare college students for the job interview process. It notes that over 40% of college students never visit their career center. Career centers can help students choose careers, prepare for interviews through mock interviews, and provide networking opportunities. They can also teach students how to perfect resumes and cover letters, negotiate job offers, know when to move on to new jobs, and build long-term career paths. The document includes sample interview questions for common college majors.
This document outlines the recruitment policy and procedures of the University of Derby. It aims to recruit staff with the necessary skills to fulfill the university's objectives in a fair and effective manner consistent with equality and diversity policies. The key steps of the recruitment process include justification for recruitment, filling the vacancy, advertising, candidate selection including shortlisting and interviews, making an appointment offer, maintaining confidentiality, and monitoring equality and diversity statistics. Interview panels must consider all candidates equally and document their selection process.
The document discusses recruitment, including defining recruitment as attracting potential employees to apply for open positions. It outlines the recruitment process from identifying vacancies to conducting interviews. It also discusses factors that affect recruitment like organizational size and external factors like labor market conditions. Finally, it discusses evaluating recruitment programs and establishing recruitment policies and procedures.
Similar to Employment at the University of Iowa (20)
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
3. Types of Work Available at the UI:
Here is a list of typical employment opportunities at the UI.
• Administrative Functions
• Academic Support and Student Services
• Business Functions
• InformationTechnology
• Health and Dental Care
• Food Service, Custodial, Maintenance,
SkilledTrades
• Security and Police
• Research and Research Support
• Athletics, Recreation
• Arts, Culture and Entertainment
• Engineering,Construction Project
Management
• Libraries
• Scientific Services
• Legal and Compliance
4. Work LocationsThroughout the University
• UI has 11 colleges: Business, Dentistry, Education, Engineering,Graduate, Law, Liberal Arts
and Sciences, Medicine, Nursing, Pharmacy, Public Health
• Administrative Offices: President, Provost, Finance and Operations,General Counsel,
InformationTechnology, Medical Affairs, Research, Student Life, Strategic Communications
• Hospitals,Clinics, Student Health
• Libraries
• Research Labs
• Arts, Culture and Entertainment venues
• Athletic venues and recreations centers
• Parking and transportation
5. Employment Categories
Staff (non-faculty) can be employed in different categories. You can learn
about the differences by clicking on each “Type”
Types
•Merit
•Professional and Scientific
•Temporary/Other
Differences
•Job classifications
•Hiring process
•Benefits
6. Merit
• Merit Jobs include but are not limited to the following classifications:
• Clerical: Secretaries, Clerks, Library Assistants and Health Information
Technicians.
• Technical: LabTechnicians, PharmacyTechnicians, ElectronicsTechnicians,
SurgicalTechnicians, Dental Assistants, and Security.
• Craft: Electricians, Pipefitters, Environmental Systems Mechanics, Auto
Mechanics, Carpenters andWater Plant Operators.
• Service: Custodians, FoodWorkers, Nursing Assistants, Medical Assistants.
Merit Employment
7. Professional and Scientific (P&S)
Job Functions
• Academic Support
• Administration
• Arts, Culture, & Entertainment
• Athletics
• Audit, Compliance, Legal and Risk
• Behavioral Health
• Business and Finance
• Engineering & Architecture
• Facilities Operations
• Health Care
• Hospitality
• Human Resources
• InformationTechnology
• Libraries
• Marketing, Communication and Outreach
• Research
• Scientific Services & Environmental
Health & Safety
• Student Services
Professional and Scientific
8. Temporary/Other
Employment Positions
• P&STemporary Status is a continuous "at-will" appointment of not more
than one year to meet an emergency or temporary need of the University.
• MeritTemporary Status provides for services needed on a periodic basis,
not to last greater than 780 hours in a fiscal year (July – June)
9. Jobs@UIOWA
Select “job search” to look for open positions at the University.
The next slide will show the search screen and functions.
10. Job Search
This screen shot is what you will see when performing a job search on the jobs@uiowa website.
You can search by a requisition number (if known) or by job title.You may also select by specific area.
11. When visiting the jobs@uiowa website, the type of position you
wish to apply for will be found in the “select job type” ribbon
13. P& S Employment
• Decentralized function – each campus college/division posts jobs and has a
contact person listed who is responsible for managing the recruitment
• Jobs are listed for a minimum of 2 weeks but may remain on extended
advertising if a qualified pool is not obtained within 2 weeks
• Applicants apply to individual jobs; your application is not shared with other
colleges/divisions that may be recruiting for the same position
• Applicants usually must provide both a cover letter and a resume (some
vacancies request an application); in some cases additional items such as a
writing sample are required
• Direct patient care jobs are covered under a union contract (SEIU).
Therefore, internal applicants called “ContractTransfers” have priority.
14. P&S SEIU Information
• Some classifications in the professional tertiary health care
employees are covered by a collective bargaining agreement.
• SEIU covers 71 different positions in the health care field.
(View SEIU Classifications)
• To learn more about Collective Bargaining at the UI, please visit
this page.
15. Reviewing an example of a P&S Job Posting:
Supply Chain Associate
(Keep in mind key words that reflect what functions will perform in the role)
Perform the duties associated with the daily operations of Hospital Processed Stores on second shift which include, but
are not limited to:
1) Physically receive, warehouse, and distribute medical supplies.
2) Operate both manual and electric powered hand controlled material handling equipment and manual push carts to move medical
supplies throughout the hospital as required.
3) Perform the appropriate on-line transactions within the PeopleSoft warehouse management applicationto record physical movement
of medical supplies into, within, and out of Hospital Processed Stores and to audit and adjust inventory balances as required.
4) Replenish Omnicell point of care automated medical supply cabinets, visually inspect stock expiration dates, verify inventory balances,
and troubleshoot and remedy all cabinet inventory and operation issues or malfunctions as required.
5) Maintain and synchronize PeopleSoft and Omnicell data bases with all required item location replenishment attributes.
6) Respond to inquiries or concerns initiated by inpatient and clinical staff in an effective, timely, and professional manner.
7) Analyze and make recommendations to change supply chain processes or item location, storage medium, and reorder points to ensure
safe, effective, and efficient utilization of storage space and labor for both Hospital Processed Stores and Omnicells.
8) Maintain the physical appearance of Hospital Processed Stores to ensure a clean, uncluttered, and safe work area.
9) Provide functional supervision and training of the Storekeeper I and II positions.
16. Required and Desired Qualifications
Required Qualifications – you must demonstrate that you have each of the
education, experience and skills listed; if you do not have 1 of them, you are
not qualified
• Education: P&S jobs require at least a Bachelor’s degree or equivalent
experience – usually 2 years of experience to 1 year of education
• Experience: experience used to qualify for the degree equivalency cannot be
used again for the experience requirement
• Required Qualifications:This could be skills or experience needed to
perform the job function successfully, such as “Must have three years of
demonstrated experience with Microsoft Office programs.”
• Desired Qualifications – help to distinguish “most qualified”
17. Writing the Cover Letter and Resume
• Tailor your cover letter and resume to show how you meet the education,
experience, and skills listed in the required and desired qualifications
• Watch for grammar and spelling errors; use layman’s terms for industry
specific jargon and don’t use abbreviations
• If you are out of state, share your intention or openness to relocation,
potential date of availability
18. What happens to my application?
• Once the posting closes, all applications are reviewed to determine if all required and which
desired qualifications are met
• Note: for some vacancies numerous applications – 60 – 200
• For direct health care jobs covered by a union contract, there may be a priority candidate
from a contract transfer
• Those who meet all required and the most desired qualifications (or a subset if many are
qualified) are invited to interview
• After interviews are conducted, reference checks are done
• Selection decision and offer of employment is made
• Most positions require a background check
• Efforts are made to keep the applicant informed of the status of their application
19. Merit Employment
• Centralized initially where applications are screened for work experience, education and
skills
• After screening applications are activated with identified job classifications that are based
minimum qualifications being met
• Applicants can then apply for positions they are qualified for and are currently open
• Merit job postings are generally open for 1 week (5 business days) unless extended due to
lack of qualified applicants
• The majority of Merit jobs are part of a union covered contract. Therefore, internal
applicants called “ContractTransfers” have priority.
• You may be required to perform a typing or other work sample
20. Completing a Merit Application
• Be detailed about your education, work history, skills, licenses (including driver’s license)
• Word your application in layman’s terms so anyone can understand your experience
(jargon, acronyms should not be used)
• When noting skills, demonstrate via education or experience how you achieved and/or
applied the skill
• Use the application notes to convey your job interests
• List any college credits you may have even if you do not have a degree and types of courses
(ex: natural sciences, math, etc.)
• Continue to the next slide for an example
21. When applying for Merit positions, take note of the qualifications!
More information on the next slide
22. Required and Special Qualifications
Required Qualification
• Any combination of related clerical office experience, related
undergraduate education, and/or post high school clerical training that is
the equivalent to two years of full-time employment.
Special Qualifications
• 30 wpm typing
• Hospital Medical Patient Scheduling
• MedicalTerminology
• Public Contact/Customer Service
• Continue to the next slide
23. What happens next?
• Once posting closes, a check is made to see if there is a priority
applicant (contract transfer under the union contract)
• If not, the applicant list will be released to the hiring department
• The department reviews for most qualified and schedules
interviews, work samples, etc.
• References checks are done
• Selection decision and offer of employment is made contingent
on completion of background check
• Background check is done
24. Veteran’s Preference
• Submit your DD 214 to the Employment Service Office for
review.
• Must meet the qualifying criteria as defined under Iowa Code
Chpt. 35
• If you meet the requirements, ensure you apply!
• Fax your DD 214 to (319) 335-0202 or email
25. The University of Iowa welcomes and
encourages applications from women,
minorities, veterans, mature workers and
persons with disabilities.
If assistance is needed with completion of the application, please use theContact
Us form so your questions can be directed to the appropriate department, and we
may assist you in the most efficient manner possible.