WORKFORCE TRAINING - Job Placement Strategies For Orgs
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I recently came across some of my notes while consulting in San Francisco for a coding bootcamp and decided it would be best to share my insights publicly given their universal application.
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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.
Weiner resume updated march 2017
This document contains a summary of William Weiner's professional experience and qualifications. Weiner has over 16 years of experience delivering corporate education and call center support. He has held leadership roles at T-Mobile and EchoStar, where he launched new call centers, developed training programs, coached employees, and ensured high quality customer service. Weiner has a background in broadcast communications and holds certifications in training. He has received several awards for his work and is involved in his community through mentorship programs.
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Growing Online Programs with Personalized Experiences
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Career Placement & Retention - It's Everyone's Job
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m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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WORKFORCE TRAINING - Job Placement Strategies For Orgs
- 1. WORKFORCE DEVELOPMENT 9 Strategies To Achieve High Placement Rates
- 2. Maintain a high placement rate Be known for your superb placement rate and keep it that way, even while your cohort sizes grow. Recognize this effort requires continuous improvement and innovative strategies to keep up with changing markets.
- 3. Initiatives to maintain high placement rates APPLICATION RATESFIRST IMPRESSION RESOURCE ACCESS TECHNICAL INTERVIEWS LEVERAGE WEBSITE ACCOUNTABILITY NEGOTIATION SKILLS ALUMNI REFERRALS FLY EARLY
- 4. Maintain a high placement rate FIRST IMPRESSION Students can’t afford to submit anything less than a noteworthy cover letter and resume, along with a relevant and first-rate portfolio piece. Improve “Employer Readiness” by increasing collaboration between the instructional team and job placement, especially in the final stages. Every students application materials must be print-ready and available on the cloud.
- 5. Maintain a high placement rate APPLICATION RATES Have students apply to all relevant job postings as they are made public to ensure they get an opportunity to interview. Require students sign up on relevant hiring platforms such as Angelslist.co, Linkedin, ReWork, etc. This work is often repetitive. Coaches must be intentional about keeping students motivated regardless what the outcome may be.
- 6. Maintain a high placement rate RESOURCE ACCESS Recognize that no two student’s are alike and each individual may face unique challenges and barriers toward employment. Develop a Placement Team that is diverse, inclusive, and who have lived the experiences that define the students’ perspectives. Always make resources available online and offline. Experiment with different formats and methods of delivery.
- 7. Maintain a high placement rate TECHNICAL INTERVIEWS Strengthen interview skills by exposing students introducing students to “insider” perspectives from industry experts and technical recruiters. Host technical interview workshops on an ongoing basis. One of the biggest hurdles between a qualified applicant and her dream job is a highly-structured interview
- 8. Maintain a high placement rate LEVERAGE WEBSITE A workforce program needs a landing web page dedicated to recruiters. The landing page should have a call-to-action for recruiters in the header. Down the road, build a search functionality for recruiters who want to review student profiles through your workforce site. Develop an outstanding reputation for student-to-worker performance after job placement.
- 9. Maintain a high placement rate ACCOUNTABILITY Provide students with exceptional career support during and after the program, yet this proven method for employment is not enough. Hold high expectations of students and they will surprise you. Be practical, like requiring each apply to a specific number of relevant jobs, attend specific events, and network outside of the program. Ensure your students success by being pragmatic and conventional; accept this won’t be enough.
- 10. Maintain a high placement rate NEGOTIATION SKILLS There is no doubt your graduates will receive a job offer based on their skills, application, presentation, and portfolio. And when they do, make sure they’re ready to secure a competitive salary in a job where they can thrive and develop professionally. Like interview workshops, the Placement Team should offer regular workshops on salary negotiation.
- 11. Maintain a high placement rate ALUMNI REFERRALS Methodically grow a strong alumni culture so future students may benefit. Seek to strengthen your alumni network in order to build a referral or job- announcement program that is beneficial to job seekers and non-intrusive to alumni’s work environment. Alumni represent one of your organization’s greatest assets.
- 12. Maintain a high placement rate START TO FLY EARLY Strategically incorporate campus and workplace tours that don’t detract and, instead, compliment student’s stage of learning Where tours are not possible, personal brand-building activities and networking events or workshops should be provided regularly. Connect students with organizations, teams, and professional communities.