This document provides strategies for veterans to maximize their opportunities and transition effectively from higher education to the job market. It emphasizes the importance of knowing your skills and how they translate to civilian jobs, networking, involvement on and off campus, and presenting yourself professionally. Veterans are encouraged to realistically assess their qualifications, conduct thorough research on potential employers and positions, and describe their military experience in a way that highlights relevant skills and accomplishments. Networking, internships, volunteering, and civic engagement are presented as key ways for veterans to make connections and demonstrate their value to employers.
The document provides an overview of Gary Wheeler's background and experience in human resources and business consulting. It outlines his education in human resources and business administration. The objective is to educate attendees on lessons learned in HR and discuss topics like communication, training, and developing relationships. Key advice includes setting high expectations, emphasizing diversity, documenting mistakes, and understanding why employees leave.
Edward l cotton professional portfolio v12EdwardLCotton
Edward L Cotton provides a 3-page professional portfolio summarizing his background, qualifications, and experiences. He includes sections on his education, demonstrated qualities, personality assessments, activities, professional experience, quantifiable results, testimonials, and areas for continuous growth. The portfolio aims to showcase Cotton's character, work ethic, leadership skills, and qualifications for professional roles.
Hire, fire, reward, repeat. online reference versionMaren Kate
This document discusses strategies for building a strong team through effective hiring, firing, and rewarding practices. It recommends deciding what outcomes to reward and creating ownership around them. For hiring, it advises following a rigorous process each time that develops objective outcomes and builds an compelling job description. This helps avoid biases. When firing, it is important to give notice, avoid Fridays, remain humane, and be generous. Hiring slowly and firing quickly, especially for external partners, is also advised. Repeating this cycle of hiring well, firing well, and rewarding the right outcomes can provide a competitive advantage through powerful people practices.
A.M. Rahim has over 10 years of experience managing telecommunications infrastructure projects in India and Saudi Arabia. He held roles overseeing operations and maintenance, site acquisition, and civil works implementation. Most recently, he was the Head of Infrastructure Projects, Operations, and Maintenance at Ravenbeck-ATC in India, leading a team of 76 to maintain network uptime of 99.99%. He has extensive experience planning and executing telecom infrastructure projects and aims to join an organization where he can continue growing professionally.
Este documento proporciona una guía para la formulación de un Plan de Negocios de Gestión (PNG) para una organización. Incluye secciones para proporcionar datos generales de la organización, describir su situación actual, contexto de producción y objetivos. El documento detalla los indicadores y la estructura organizacional actuales, así como las secciones requeridas para describir la problemática, justificar la necesidad de un gerente y establecer objetivos y planes de producción futuros.
El documento habla sobre el compromiso y la verdad desde tres perspectivas: filosófica, teológica y moral. También discute los impedimentos del acto humano, clasificándolos en próximos y remotos. Los próximos incluyen elementos cognitivos, volitivos y ejecutivos, mientras que los remotos incluyen naturales, patológicos y sociológicos. Se proveen ejemplos de cada tipo de impedimento.
The document provides an overview of financial aid at Embry-Riddle Aeronautical University Worldwide, including the different types of aid available, how to apply, maintaining satisfactory academic progress, accepting and declining awards, refund processes, and enrollment status requirements. Key details covered include the application process, forms required, citizenship documentation accepted, how awards are calculated and disbursed, and contact information.
The document provides an overview of Gary Wheeler's background and experience in human resources and business consulting. It outlines his education in human resources and business administration. The objective is to educate attendees on lessons learned in HR and discuss topics like communication, training, and developing relationships. Key advice includes setting high expectations, emphasizing diversity, documenting mistakes, and understanding why employees leave.
Edward l cotton professional portfolio v12EdwardLCotton
Edward L Cotton provides a 3-page professional portfolio summarizing his background, qualifications, and experiences. He includes sections on his education, demonstrated qualities, personality assessments, activities, professional experience, quantifiable results, testimonials, and areas for continuous growth. The portfolio aims to showcase Cotton's character, work ethic, leadership skills, and qualifications for professional roles.
Hire, fire, reward, repeat. online reference versionMaren Kate
This document discusses strategies for building a strong team through effective hiring, firing, and rewarding practices. It recommends deciding what outcomes to reward and creating ownership around them. For hiring, it advises following a rigorous process each time that develops objective outcomes and builds an compelling job description. This helps avoid biases. When firing, it is important to give notice, avoid Fridays, remain humane, and be generous. Hiring slowly and firing quickly, especially for external partners, is also advised. Repeating this cycle of hiring well, firing well, and rewarding the right outcomes can provide a competitive advantage through powerful people practices.
A.M. Rahim has over 10 years of experience managing telecommunications infrastructure projects in India and Saudi Arabia. He held roles overseeing operations and maintenance, site acquisition, and civil works implementation. Most recently, he was the Head of Infrastructure Projects, Operations, and Maintenance at Ravenbeck-ATC in India, leading a team of 76 to maintain network uptime of 99.99%. He has extensive experience planning and executing telecom infrastructure projects and aims to join an organization where he can continue growing professionally.
Este documento proporciona una guía para la formulación de un Plan de Negocios de Gestión (PNG) para una organización. Incluye secciones para proporcionar datos generales de la organización, describir su situación actual, contexto de producción y objetivos. El documento detalla los indicadores y la estructura organizacional actuales, así como las secciones requeridas para describir la problemática, justificar la necesidad de un gerente y establecer objetivos y planes de producción futuros.
El documento habla sobre el compromiso y la verdad desde tres perspectivas: filosófica, teológica y moral. También discute los impedimentos del acto humano, clasificándolos en próximos y remotos. Los próximos incluyen elementos cognitivos, volitivos y ejecutivos, mientras que los remotos incluyen naturales, patológicos y sociológicos. Se proveen ejemplos de cada tipo de impedimento.
The document provides an overview of financial aid at Embry-Riddle Aeronautical University Worldwide, including the different types of aid available, how to apply, maintaining satisfactory academic progress, accepting and declining awards, refund processes, and enrollment status requirements. Key details covered include the application process, forms required, citizenship documentation accepted, how awards are calculated and disbursed, and contact information.
The document provides an overview of interviewing skills for students. It discusses the basics of interviews, including preparing an elevator pitch and researching the company. Key things to know are yourself, the company, and the interview process. Difficult questions are outlined to prepare for, such as discussing strengths and weaknesses. The top 10 interview mistakes include arriving late and failing to follow up. Overall, the document emphasizes the importance of preparation, research, and follow through for interviews.
Every one has got a desire to become a CEO of a Company. But, they lack initiative and unable to influence others. This PPT will help them to understand what makes a CEO and how to become a CEO.
The document provides information about a presentation by Allison Chappelle on strategies for crafting a customized talent pipeline. The presentation agenda includes discussing how to manage the current skills gaps in the workforce, how ineffective applicant screening can cause companies to miss top talent, and where to look for candidates and how to get them interested in opportunities. Allison Chappelle is the Director of Talent Acquisition at Adecco Group North America and has over 15 years of experience developing talent strategies for Fortune 500 companies.
Tips for technical communication job seekers. Tips and best practices on resumes and interviewing for technical communication job seekers, from the perspective of a veteran hiring manager.
The focus of the presentation is that employee engagement begins with an understanding of your corporate identity and hiring people who are a good match for your business. You need to determine the “shape” of your business and ways to attract, hire and retain employees that fit. No more square pegs in round holes.
Our very own Obi-Wan Kenobi and Jedi Master Brian Fink is here to take us through 60 minutes of LIVE training on how to develop kick-ass habits that will boost your tech recruiting efficiency.
These takeaways will benefit you no matter what position you hold: recruiter, sourcer, hiring manager, train conductor - you need to be here.
Tips and tricks for successful lead generation rep recruiting from Kevin Gaither, VP of Inside Sales at uSamp.
Courtesy of Kevin Gaither and Inside Sales Recruiting, LLC: http://www.insidesalesrecruiting.com
This document provides advice and information for job seekers who have recently lost their jobs. It discusses maintaining a positive mindset during job loss and developing an effective job search strategy. Tips include keeping networking contacts, preparing for interviews, highlighting accomplishments to employers, and maintaining momentum in the job search process through setting goals and staying engaged with professional contacts and activities. Current workforce statistics are also presented to provide context about the state of the job market.
This document provides tips on how to prepare for a job interview. It recommends thoroughly researching the company online through their website, social media, news articles, and other sources. The document also suggests practicing common and behavioral interview questions using the STAR technique to provide specific examples. Some key points are to have a list of accomplishments, bring a notepad to write down questions, send a thank you note after the interview, and arrive at least 10 minutes early dressed professionally. The overall goal is to learn as much about the company as possible and be able to demonstrate how your experiences align with the job responsibilities.
Recruiting & selecting the right salespeople-By Saad ElhalafawySaad Elhalafawy
This document provides guidance on successfully recruiting and selecting salespeople. It outlines the key steps in the hiring process, including planning to hire, finding and recruiting applicants, selection procedures, and making a job offer. Some of the most important steps are determining hiring needs, conducting a job analysis to identify required skills, writing job descriptions, generating a sufficient pool of qualified applicants through various sources, using application forms and testing to screen candidates, conducting in-depth personal interviews, and making hiring decisions based on multiple factors rather than any single test or factor. The overall goal is to follow a well-planned, systematic process to identify and hire the salespeople that are the best fit for the role and will have the highest likelihood of success.
Jack Molisani discusses personal branding and career advancement for technical communicators. He provides examples of how to measure your value at work, build professional relationships, and position yourself as an expert who solves business problems. The talk recommends responding to market changes by reeducating yourself and rebranding your skills and services to stay relevant. Personal branding involves promoting your core strengths so people will ask "What should I ask you about?" to hire your specialized services.
This document provides information on human resources recruitment processes. It discusses the need for recruitment when employees leave or are promoted. It outlines the recruitment life cycle and provides tips for writing job descriptions, advertising roles, and structuring interviews to avoid bias. It also discusses the importance of retention and considering elements like job previews as part of a retention strategy. The goal is to have a fair recruitment process that attracts qualified candidates and limits discrimination.
Ten common myths that can prevent job seekers from being hired are discussed. Some of the key myths addressed include thinking that registering on only a few online job boards will result in callbacks, that most vacancies are posted publicly, and that changing jobs frequently will be frowned upon. The presentation provides advice on combating each myth, such as networking extensively, customizing cover letters, and focusing resumes on qualifications rather than job hopping. In summary, the document outlines myths that can hinder hiring and offers strategic recommendations for overcoming those myths in today's job market.
Poorly written job descriptions can attract many unqualified candidates, so companies should create detailed, clear descriptions to attract suitable candidates. While manual entry of large applicant data is inefficient, some common barriers to effective hiring include lack of employee referral programs, reliance on stereotypes during selection, and issues of unequal treatment based on gender if not addressed. Adopting applicant tracking systems, encouraging referrals with incentives, promoting diversity, and ensuring fair processes can help companies overcome these barriers to selecting the best candidates.
Bringing on new team members is one of the most vital and misunderstood skills in business. In this webinar, we cover the key steps required to find, filter and hire the perfect team members, who give you the space and ability to grow your business to the next level.
You will be given:
- A proven system to have the top talent in your industry applying to work for you
- A screening process to ensure you only spend your time with qualified applicants
- Templates and systems that you can use immediately to professionalize your hiring process
The document provides a comprehensive guide to interview success from an expert recruitment group. It outlines 12 essential steps to prepare for an interview, including researching the company and interviewer, knowing your CV, preparing answers for common questions, asking your own questions, and providing feedback after the interview. The recruitment group claims an 80% success rate for securing second interviews and 60% job offer rate for candidates who thoroughly follow their advice.
The document provides an overview of interviewing skills for students. It discusses the basics of interviews, including preparing an elevator pitch and researching the company. Key things to know are yourself, the company, and the interview process. Difficult questions are outlined to prepare for, such as discussing strengths and weaknesses. The top 10 interview mistakes include arriving late and failing to follow up. Overall, the document emphasizes the importance of preparation, research, and follow through for interviews.
Every one has got a desire to become a CEO of a Company. But, they lack initiative and unable to influence others. This PPT will help them to understand what makes a CEO and how to become a CEO.
The document provides information about a presentation by Allison Chappelle on strategies for crafting a customized talent pipeline. The presentation agenda includes discussing how to manage the current skills gaps in the workforce, how ineffective applicant screening can cause companies to miss top talent, and where to look for candidates and how to get them interested in opportunities. Allison Chappelle is the Director of Talent Acquisition at Adecco Group North America and has over 15 years of experience developing talent strategies for Fortune 500 companies.
Tips for technical communication job seekers. Tips and best practices on resumes and interviewing for technical communication job seekers, from the perspective of a veteran hiring manager.
The focus of the presentation is that employee engagement begins with an understanding of your corporate identity and hiring people who are a good match for your business. You need to determine the “shape” of your business and ways to attract, hire and retain employees that fit. No more square pegs in round holes.
Our very own Obi-Wan Kenobi and Jedi Master Brian Fink is here to take us through 60 minutes of LIVE training on how to develop kick-ass habits that will boost your tech recruiting efficiency.
These takeaways will benefit you no matter what position you hold: recruiter, sourcer, hiring manager, train conductor - you need to be here.
Tips and tricks for successful lead generation rep recruiting from Kevin Gaither, VP of Inside Sales at uSamp.
Courtesy of Kevin Gaither and Inside Sales Recruiting, LLC: http://www.insidesalesrecruiting.com
This document provides advice and information for job seekers who have recently lost their jobs. It discusses maintaining a positive mindset during job loss and developing an effective job search strategy. Tips include keeping networking contacts, preparing for interviews, highlighting accomplishments to employers, and maintaining momentum in the job search process through setting goals and staying engaged with professional contacts and activities. Current workforce statistics are also presented to provide context about the state of the job market.
This document provides tips on how to prepare for a job interview. It recommends thoroughly researching the company online through their website, social media, news articles, and other sources. The document also suggests practicing common and behavioral interview questions using the STAR technique to provide specific examples. Some key points are to have a list of accomplishments, bring a notepad to write down questions, send a thank you note after the interview, and arrive at least 10 minutes early dressed professionally. The overall goal is to learn as much about the company as possible and be able to demonstrate how your experiences align with the job responsibilities.
Recruiting & selecting the right salespeople-By Saad ElhalafawySaad Elhalafawy
This document provides guidance on successfully recruiting and selecting salespeople. It outlines the key steps in the hiring process, including planning to hire, finding and recruiting applicants, selection procedures, and making a job offer. Some of the most important steps are determining hiring needs, conducting a job analysis to identify required skills, writing job descriptions, generating a sufficient pool of qualified applicants through various sources, using application forms and testing to screen candidates, conducting in-depth personal interviews, and making hiring decisions based on multiple factors rather than any single test or factor. The overall goal is to follow a well-planned, systematic process to identify and hire the salespeople that are the best fit for the role and will have the highest likelihood of success.
Jack Molisani discusses personal branding and career advancement for technical communicators. He provides examples of how to measure your value at work, build professional relationships, and position yourself as an expert who solves business problems. The talk recommends responding to market changes by reeducating yourself and rebranding your skills and services to stay relevant. Personal branding involves promoting your core strengths so people will ask "What should I ask you about?" to hire your specialized services.
This document provides information on human resources recruitment processes. It discusses the need for recruitment when employees leave or are promoted. It outlines the recruitment life cycle and provides tips for writing job descriptions, advertising roles, and structuring interviews to avoid bias. It also discusses the importance of retention and considering elements like job previews as part of a retention strategy. The goal is to have a fair recruitment process that attracts qualified candidates and limits discrimination.
Ten common myths that can prevent job seekers from being hired are discussed. Some of the key myths addressed include thinking that registering on only a few online job boards will result in callbacks, that most vacancies are posted publicly, and that changing jobs frequently will be frowned upon. The presentation provides advice on combating each myth, such as networking extensively, customizing cover letters, and focusing resumes on qualifications rather than job hopping. In summary, the document outlines myths that can hinder hiring and offers strategic recommendations for overcoming those myths in today's job market.
Poorly written job descriptions can attract many unqualified candidates, so companies should create detailed, clear descriptions to attract suitable candidates. While manual entry of large applicant data is inefficient, some common barriers to effective hiring include lack of employee referral programs, reliance on stereotypes during selection, and issues of unequal treatment based on gender if not addressed. Adopting applicant tracking systems, encouraging referrals with incentives, promoting diversity, and ensuring fair processes can help companies overcome these barriers to selecting the best candidates.
Bringing on new team members is one of the most vital and misunderstood skills in business. In this webinar, we cover the key steps required to find, filter and hire the perfect team members, who give you the space and ability to grow your business to the next level.
You will be given:
- A proven system to have the top talent in your industry applying to work for you
- A screening process to ensure you only spend your time with qualified applicants
- Templates and systems that you can use immediately to professionalize your hiring process
The document provides a comprehensive guide to interview success from an expert recruitment group. It outlines 12 essential steps to prepare for an interview, including researching the company and interviewer, knowing your CV, preparing answers for common questions, asking your own questions, and providing feedback after the interview. The recruitment group claims an 80% success rate for securing second interviews and 60% job offer rate for candidates who thoroughly follow their advice.
2. INTRODUCTIONS
• Troy Stormoen – 101st Airborne – Vet Center Outreach
• TMCC Grad – 2006
• UNR Grad – 2008
• Founding Officer – UNR Veterans Alumni Chapter
• Paul Stockton – US Navy Seabees – VITAL Initiative
• TMCC transfer – 2008
• UNR Graduate – 2013
• Founding Officer – UNR Veterans Alumni Chapter
3. PURPOSE
• It is important to have a strong perspective about the reality of how to engage
with the community and maximize your opportunities in the job market.
• Some detrimental practices will be discussed, but more importantly, we’ll
provide positive strategies.
• Higher education provides good life experience and is excellent for assisting in
transition from the military. We want to emphasize that while you have a
good time in college it is important to be proactive in moving into the job
market.
4. HUMILITY
• As Veterans we all have unique experiences.
• Veterans have unique skill sets and professional advantages.
• HOWEVER, we are NOT the greatest employees on earth and are NOT
immediately equipped for every job we think we want.
• Knowing how military skills and rank structures translate to the civilian world
is the first step to knowing how you really fit into the job market.
5. RANK CORRELATION
Geneva Convention Category GS MILITARY
V: General Officer Senior Executive Service O-7 through O-10
IV: Field Grade Officer
GS-15
GS-14
GS-13
O-6
O-5
O-4
III: Company Grade Officer
GS-12
GS-11
GS-10
GS-9
GS-8
O-3
O-2
O-1
II: Non-commissioned Officer/Staff Non-
commissioned Officer
GS-7
GS-6
GS-5
E-7 through E-9
E-5 through E-6
I: Enlisted
GS-4
GS-1 through GS-3
E-4
E-1 through E-3
6. OVER-SUPERVISED
• You and all other Veterans were some of the most closely managed people on
the planet.
• This works in your favor:
• You are familiar with and appreciate rank and hierarchy
• Your “Followership” is strong.
• Being a good follower is entirely a good thing
• These traits make you more likely to stand out and increase chances for
upward mobility.
• How is this negative? It is important to cultivate the ability to work
independently.
7. PRACTICAL VERSUS LITERAL TRANSLATION OF SKILLS
• How qualified are you for a position you are applying for?
• Navy Veteran applicant for software engineer position
• How honestly responsible for assets or personnel were you?
• Are you prepared to be a store manager after being a fire team leader?
• Did you ACTUALLY control $13 Billion in equipment?
• You are probably Underqualified, but presenting yourself as Overqualified
• Both situations are not ideal.
• It is a bad idea to cut and paste your job description from goarmy.com
• 11B - Infantryman
• -Perform as a member of a fire team during drills and combat
-Aid in the mobilization of vehicles, troops and weaponry
-Assist in reconnaissance missions
-Process prisoners of war and captured documents
-Use, maintain and store combat weapons
• What does this experience provide to a company like Microsoft or the Washoe County School District?
8. KNOW YOURSELF
• Take the time to look at your experience and understand it realistically
• Use resources available to accurately and effectively translate them so employers can understand
your value.
• Professional Interview and ResumeAssistance*
• Create the narrative of who you are:
• When sharing experiences be honest, but share those details that are relevant and why.
• If you are applying for Asst. Manager at Starbucks, the story about your convoy coming under fire
is less pertinent than the time you solved a logistical SNAFU and still moved your people out on
time. (hypothetical, but you get the idea)
• When wading through small talk, be memorable but brief. Avoid “oversharing” or scary stories.
• Rooftop in Ramadi
• Use positive experiences to establish yourself as an asset
9. KNOW YOUR “ENEMY”
• The “adversary” you now face is the job market
• Knowing what employers are looking for in specific job placements is key.
• If you feel yourself qualified for a position:
• Research and gain as much knowledge about the company/organization and the job as
you can
• Reference your experience to the different duties, responsibilities and qualifications
related to it.
• Contact the HR representatives about the job to establish your level of interest and
commitment.
• Remember that your prospective employer is probably not a veteran and may suffer from
PTSD-phobia.
• Whether this is a challenge you face or not, there is a misconception that PTSD has
rendered Veterans difficult to work with.
• Source: State survey
11. RESUMES
• Your resume is not ready
• Resume writing assistance is that, assistance.
• Many versions are probably necessary.
• Federal and State Resumes will be different than Private Sector
• Create a quality LinkedIn
12. FROM THE EXPERTS
• “Job seekers must think like recruiters,” says Chris Galy, director of talent acquisition at Intuit. “Read the job
description carefully, understand what pain the hiring manager is trying to solve with the role, and describe
specifically how your experience and leadership skills will make that company successful.” Galy told me that
too many job candidates are vague, sending the same pitch to multiple companies or hiring managers.
“Veterans and other job seekers who don’t have the exact experience often wing it and hope they get lucky.
Generally, it doesn’t work.”
Forbes Article - http://www.forbes.com/sites/carminegallo/2013/07/24/veterans-recruiters-want-to-hire-you-
but-they-need-your-help/?goback=.gmp_3754418#
• Pitch #1 (poor): I’m a recent graduate from [fill in the blank]. I’d like to work in marketing and I’m a veteran.
• Pitch #2 (better): “My name is Garrett Deese and I am a highly motivated individual with eight years of
experience in organizational structure, function and personnel management. My specific expertise lies in
team leadership with a proven record of accomplishment throughout a successful military enlistment. My
strengths lie in creative business practices, out-of-the-box thinking, executive decision-making, policy
direction and strategic business planning.
• Pitch #3 (winner): My name is Garrett Deese and I am a social media specialist with unique skills in social
community building, tactical engagement and adaptable response techniques. I help brands define their
positioning, connect with their audience in a more authentic way, and make informed metrics-based
marketing decisions. With specific training in military communication and situation awareness, I bring a
unique global perspective with a proven ability to operate in high-pressure team environments.
13. NETWORKING
• The importance of this CANNOT BE OVERSTATED
• Testimonials:
• High level government hiring authority
• Work studies
• Quality references for all types of applications
• Initial hire
• Clearance and background investigations
• Is your roommate the best reference? Or perhaps Local/State/Federal agency
directors would be better.
14. NETWORKING OPPORTUNITIES
• Veteran Clubs
• Wolf Pack Vets
• Omega Delta Sigma
• TMCC Vets
• WNC Vets
• Non-Veteran Clubs
• Academic and social clubs
• E.g. History Club, Association for
Computing Machinery, Honor
Societies
• Networking Events
• ENGAGE
• Rotary Club
• Campus Resource and Job Fairs
• UNR Career Studio
• Job assistance
• Beyond Yellow Ribbon
• DETR
15. HOW DOES CLUB INVOLVEMENT HAVE AN IMPACT?
• Veteran Led Community Clean Ups
• Engage
• BBQs
• Involvement with larger events further establishes the ability to
coordinate and manage as well as demonstration of motivation
and ambition.
16. CIVIC ENGAGEMENT AND SERVICE LEARNING
• Internships
• Working directly for employers and establishing
professional relationships
• These can be significantly eye opening to
whether or not you want to remain in the field.
• Volunteering
• Being an asset to the community and becoming
connected to service oriented organizations.
17. PROFESSIONALISM
• How we conduct ourselves is vital to how we are observed by others.
• Small things that may not seem important can derail your efforts
• Voicemail message
• Email address
• Professional attire
18. CONCLUSION
• Be Honest
• Know what you can and CANNOT do, but emphasize and expand your strengths to
improve your marketability.
• Be Involved
• On and off campus activities are the surest way to connect with resources that will
help you succeed after college.
• CAUTION - Don’t let involvement take over your life and detract from your well-
being
• Be Professional
• When making connections, present yourself at the highest possible level.
While this is not generally used by Human Resources representatives, observation and experience has demonstrated a strong correlation between this table and how the gov’t employee structure equate to each other.
Getting involved in either side can be beneficial for you.