5 Super Tips On How to Get Your Resume Noticed

5 Super Tips On How to Get Your Resume Noticed You’ve come of age in the era of social media. Which probably means you assume everything can be done online: networking, socializing, job applications. And that’s more or less true. But there’s one vestige of the old world that will still be crucial to you in finding yourself a satisfying job: a resume. Don’t be fooled into thinking you don’t need one. Everybody does. Do concern yourself with making sure your resume gets in the right hands. It doesn’t have to be perfect; you’ll likely tinker with it for the entirety of your career. But you need to start somewhere. Here are five tips for how to get your resume noticed and read, so you can get that job and get your start.1. Think like a computerYour cover letter and your interview need to be geared towards the human recruiters who’ll be reading it. Your resume, on the other hand, will probably be read first by a search engine. Keep that simple fact in mind and gear your document to get through the machines.2. OptimizePart of this strategy means using the right words to get through the computer programs that will sort your resume. Part of it is simply making sure you’re showing a hiring manager that you can do the job. Start by reverse-engineering the job description and peppering your resume with the keywords necessary to showcase your skills. You can also create a â€Å"core competencies† section at the top and listing your most valuable skills there. And if you have to cheat, and include keywords for skills you don’t quite have, you can try putting them in in white font, so computer searches will pick up on it, but human recruiters won’t see that text.3. Make it easyMake sure to get all the basics covered: school, major, GPA, objective. When writing your objective, err on the side of specifics. Don’t just say you want a great job doing great things; make sure to let the recruiter know you mean business. Be clear about th e location and the industry you’re looking for. Take the guess work out of it.4. Go electronic with your cover letterMore often than not, you’re going to need to email a cover letter rather than sending the traditional hard copy. Again, there’s no guarantee a human is going to see it. But you shouldn’t cut any corners all the same. Start with as personal an opening as possible- whether a friend referred you, or you have a mutual acquaintance, or you have a particular affinity for this particular position. Then use the rest of the message to contextualize the bullet points on your resume. Again, be as specific as possible.5. Think â€Å"means to an end†Your resume doesn’t have to be perfect. It doesn’t have to do everything. But it does need to be attention-grabbing. And it needs to present your brand clearly and effectively to the people who will hire you. Be honest and showcase your unique qualities and talents and you’ll do f ine.

Company Story Analysis Case Study Example | Topics and Well Written Essays - 750 words

Company Story Analysis - Case Study Example If one day I decided to work in farming business, Westafrmers would appear as a perfect opportunity for me because they have managed to create an exceptional narrative besides the product of high quality. In every story it is necessary to know the beginning because it usually defines further development. One of the most noticeable points of Westfarmers is their incredible growth from a local enterprise with $2, 050 paid up capital to $ 50 billion capital. Thus, the company seems to be almost self-made starting from the basic if not say the lowest level of farmer`s business. I feel great respect to such businesses that manage to choose right product, find right people, and make them work for the benefit of mutual enterprise. The story of Westafarmers is therefore a story of a wise business which was accumulating knowledge and experience step by step to transform into an international business. The age of the company is also impressive- 100 hundred years which means that the business has survived numerous world crises and only increased its profit eventually. It means that ordeals and problems are not threatening to Westafarmers or that it managed to overcome them effectively. But what is actually the philosophy of the company? It is made by people who cherished unique culture adding new traditions and management techniques. It seems that Westafarmers appreciate the contribution of each and every worker because the Chairman uses the metaphor to describe his feeling from working there â€Å"standing on the shoulders of giants†1 which means that the foundation of Westfarmers is extremely solid, strong, and unbreakable that for him, a hundred years after the company establishment working there is pure pleasure. Westfarmers is also a great and capturing story as it gives the citizens of the country more than 200.000 working places. It means that the company sees itself as the

The Muslim Insurgency in Thailand Essay Example | Topics and Well Written Essays - 2500 words

The Muslim Insurgency in Thailand - Essay Example Thailand - A Brief History: It is prudent to include a brief history of the country so as to analyze whether the present disturbances faced by the country has any its roots in its history. Thailand is credited to have been in existence from the late 1300's itself and till 1930, was known as the Siam. Even though, it is a constitutional monarchy, the country had its shares of coups and the last one had happened as late as September 2006. 95% of its population is Buddhist, with Muslims constituting a meagre 4.5% and other minority groups forming the rest. Its main source of income is through exports of electronics and machinery. Tourism too is a major revenue earner and Pattaya beach is a very popular tourist destination. It has a healthy per capita income of USD 3700 and an envious unemployment rate of only 1.5% of the labor force. "Thais date the founding of their nation to the 13th century." (Background Note: Thailand: Profile: History, 2008). The Ongoing insurgency in Thailand: Since 2001- the same year that Thaksin Shinawatra assumed the prime ministership of Thailand - the Southern provinces of Yala, Pattani, and Narathiwat have been rocked by almost unprecedented violence. Although some accounts trace the cite January 4th, 2004 - the date of an attack on an army base in Narathiwat (which produced four deaths) and 20 school burnings - as the true start of the violence that has since continued unabated. In what amounts to the gravest political violence in Thailand's recent history, during 2004 and 2005 almost 2,000 separate assaults shook the three Southern promises and claimed more than 1,000 lives. Though Prime Minister Thaksin was celebrated by some for his "businesslike solutions" to various problems, following the January 2004 assaults, his government and forces responded to the violence with hard-line tactics that apparently including a number of covert, illicit actions on the parts of military and security person nel. Yet the imposition of martial law throughout the South and intense, heavy-handed policing tactics failed to staunch the deadly attacks. Indeed, the assaults appeared to become ever more sophisticated and more fatal. The roots of ongoing crisis date back more than 100 years to the prolonged fighting which led the annexation, in the early twentieth century, of the majority-Muslim Malay sultanate of Pattani into the Kingdom of Siam. Such analysts note that, for decades following the annexation, the Thai regime employed authoritarian policies intended to consolidate an expanded, Thai-dominated nation-state, moving aggressively to prevent Malay-Muslims from preserving their traditional cultural and ethnic identities. Perhaps not unsurprisingly, many Malay-Muslims resisted official policies that sought, in effect, to eradicate their traditions and clamored for separation from Thailand, but the Thai regime responded to that resistance with even fiercer and more repressive measures. Fr om the 1960s and into the late 1980s, "separatist" groups were active in the South, with levels of tension and violence reaching particularly high levels during the 1970s, when the so-called "separatist movement" reached a peak. During the 1980s, the Thai government under Prime Minister General Prem Tinsulanond initiated new policies towards

New Enterprise Group Essay Example for Free

New Enterprise Group Essay Bob Chen came from the oriental culture. He was born in Hong Kong. He came to Canada to study and was eventually given the opportunity to work in one of the largest public accounting firms in Canada, James-Williams. As most Orientals, he was quiet and soft-spoken. He was not a straightforward person. He does not readily utter his exact opinions about a situation or a person. This courteous behavior of his had also apparently concealed most of his views about career and work. David Shorter, though not indicated in the case study, possesses the characteristics of a person hailed from or has a great grasp of the Canadian or Western culture. Being the Practice Manager of the New Enterprise Group at James-Williams for the past four years, he had undoubtedly been successful in handling many Canadian constituents under his management. Chen and Shorter had different approaches to management. Shorter believed that for an employee like Chen who has great potential, he has to take things step by step. Chen had expressed his desire to be a tax consultant and thus would like to receive tasks heading toward that direction. Shorter, however, explained that he still needs to do another year of auditing work to make him a more effective tax consultant. He also wanted to take advantage of Chen’s oriental background and would like to use him as linkage to attract Hong Kong clients. Aside from the shortage of senior auditors for that year, a longer auditing experience would help him better understand business problems which would be essential to his desired specialization. Chen, however, was insistent with his career plans. Shorter attempted a compromise by offering him an all-expense-paid tax training program as long as he agrees to spend another year in auditing. Chen rejected the offer and still pushed to be assigned to a tax partner. Shorter finally gave in and assigned Chen to Joe Silverman but Chen has to do some auditing still during his first year with Silverman. Chen, unlike Shorter, was not convinced in taking his career step-by-step. He thought another year of auditing work would only delay him from his desire to be a tax consultant. He was not agreeable to Shorter’s statement that to be an effective tax consultant, he would need to have ample experience as a senior auditor. He, however, had understood Shorter’s visions of attracting Hong Kong clients to the New Enterprise Group. Being able to speak in Chinese and familiar with their culture, he would be able to win their trust easily. But this, unfortunately, was not what he had planned to do in his career. Chen’s performance after his meeting with Shorter was not very satisfactory. It was an act of professional discourtesy not to express directly if he had accepted or rejected the audit task for Softdisk Computer Company. Personality-wise, he may be known not to be very vocal with his opinions or feelings. But professionally, this is very detrimental. Softdisk is one of the important clients of the New Enterprise Group. Important clients should be handled with much care as their trust and confidence to the accounting firm is what retains them as clients. Mike Mcleod who brought up the auditing project went through the proper channels to determine the senior auditor who was available and capable of doing the job. Chen was the only one available in September and October. According to Silverman, there were no tax work lined up for him yet and the job Mcleod was offering would also touch on some tax issues which would be a good experience for him. Chen had not been explicit in expressing his hesitation with the project. He nevertheless attended the physical inventory conducted by the client. This risked the relationship with the client even more. Softdisk had Chinese origins and upon finding out that Chen would be auditing for them, they were very pleased. Once Chen withdraws from this project and declares that he did not want to do the audit in the first place, the New Enterprise Group will be placed in a bad light. Worse, Softdisk may withdraw themselves as a regular client. Shorter, who was also responsible in attracting and maintaining clients, would not find this very acceptable. He would give a failing evaluation to Chen for his professionalism. One of the factors to this evaluation would be his hesitation to the project which had no supporting grounds. First of all, as per task scheduling, he was available during the auditing period for Softdisk. He had also agreed to still perform auditing tasks though he had been assigned already to a tax partner. Other factors would be his being quiet with his hesitations and showing up to the client despite his uncertainties. Losing Softdisk as a client would be a big blow to Shorter and to the New Enterprise Group. The bad image may also eventually reflect to James-Williams as a company which was regarded as one of the most respected accounting firms in Canada. Chen’s behavior and the misunderstanding that transpired between him and his colleagues may also be reflective of a cross-cultural conflict. Individuals with oriental upbringing like Chen are not straightforward people like most Canadians or Westerners. They usually choose to be quiet out of courtesy or being polite to the other party. Being in a foreign land also makes them sensitive to racial discrimination issues. It is possible that Chen may have also perceived Shorter’s recommendation to take one more year in auditing as an underestimation of his capability to move forward as a tax consultant, reason enough for him to be insistent to be placed in a tax assignment. Chen’s colleagues who may not have understood how Oriental people do and perceive things may have taken this behavior against Chen. They may have also overlooked other factors while pushing Chen to take the project. For example, Chen may be by nature a very serious worker that when he accepts a particular project, he does not accept any project unless he is sure that he can finish it to its end and with good quality at that. Chen mentioned that he was currently working with the audit for a film company. This was, according to him, the reason for his hesitation with Softdisk as he did not want to leave his current project unfinished or to jeopardize it. And because he was not so vocal about his opinions and feelings, his colleagues had interpreted this as a deliberate rejection to projects and being very picky about them. Understanding the working styles, career perceptions, cultural norms and behaviors is a major challenge for managers who have subordinates coming from different cultural origins. There may already be barriers primarily in communication. Interaction may be difficult between a native of the country and a foreigner who educated himself to understand and speak the native language. Meanings may be different and may become the usual cause of misinterpretation or misunderstanding between colleagues. It is also unavoidable for some foreigners to manifest their own culture and beliefs when they communicate or work with others. There are some cultures which always exhibit themselves as dominant and aggressive. Some are quiet and not very vocal about their opinions and feelings like Chen. Others also appear very defensive when in front of individuals from other cultures especially there had been a history of discrimination against them. Because of some inherent beliefs, culture also affects one’s confidence in decisions made by the company. The subordinate may register agreement or display quiet hesitation to the decision. Without proper communication channels, opinion differences may lead to loss of confidence to the company or interest to work. For these cultural differences that may eventually evolve to office conflict, managers have to be very careful when communicating, giving out statements and mandating decisions to their subordinates. Statements and decisions should be seen as based from actual facts, from democratic discussions and not from subjective, biased ideas. It is also recommended for managers to learn something about the cultural backgrounds of their subordinates. A manager should always be a step ahead of his subordinates. He should be aware of their thinking processes, goals and working styles. With this knowledge, he can also implement appropriate techniques to motivate them and to criticize them when necessary. Not everybody in the company may perceive a colleague from a different cultural background as an equal. It is then the responsibility of the manager to mandate cultural equality in the office. He may create policies like for any display of cultural discrimination would mean an evaluation of unprofessionalism. Proper communication is a very crucial factor in resolving cross-cultural conflict. Professionally, managers and subordinates may adjust with each other so they can together meet certain goals. As in the case of Chen and his colleagues, misunderstanding may have been avoided if the communication lines had remained open. Chen would have vocalized his hesitancy to the Softdisk project before it came to the point of putting the relationship with the client at risk. Mcleod and Silverman would have been able to make some adjustments as well in due time. Similarly, Chen would have retained his professional stature in the company and not find himself unworthy in his position in the New Enterprise Group.

The friar - An Analysis Essay -- Essays Papers

The friar - An Analysis Character Analysis The Friar-- Humble Shepherd or Crafty Wolf? Chaucer was known for his ironic descriptions of various sojourners in the Canterbury Tales . The description given to the Friar in the "General Prologue" does not stray from Chaucer’s trademark. The Friar is described as a "limitour" [begs on the behalf of the poor], yet we see that he is a bachelor on a love hunt, a crooked businessman and does complete his duties as a Friar. The Friar knows many beautiful women, many affluent men, and rarely associates with the class of people he should live among. The Friar’s duties were to live among the poor, to beg on their behalf and to give his earnings to aid their struggle for livelihood. However, Chaucer allows the reader to see the true character of the Friar. He knows: â€Å"so muche of daliance and fair language..† (Norton 211). This no doubt is a way to woo women with sweet words and a crafty tongue. This strategy is also in lines 265-266: â€Å"somwhat he lipsed for his wantounesse to make his English sweete upon his tongue... † This was repeated in lines 215-217: â€Å"Ful wel biloved and familer was he..... with the worthy wommen of the town-" A Friar’s duties was not supposed to flirt with the women of the town but to beg for poor. The Friar, using what money he has earned â€Å"his tipet was ay farsed ful of knives and pinnes for to yiven faire wives..† (233-234). This states that he buys gifts for women as well. The Friar, as it turns out, is not begging for money to appease his goal to fee d the poor, but rather is wooing women to appease his flesh! The Friar is not just a ladies' man under the guise of a humanitarian, he is also a crooked businessman. He uses his position in the church to get... ...on, E. Talbot, et al. The Norton Anthology of English Literature. Ed. M.H. Abrams. New York. W.W. Norton & Company,  © 1993 http://www.freeimages.com Provided by The Free Site. Online. Internet. 14 Dec 1998. http://www.freeimages.com http://www.barrysclipart.com Gowen, Barry. Online. Internet. 14 Dec 1998. http://barrysclipart.com http://www.mhare.com/mhare/FriarFolk.htm March Hare © 1998. Online. Internet. 15 Dec 1998. http://www.mhare.com/mhare/FriarFolk.htm http://wally.rit.edu/cary/19th_century/16.html Millersville Univesity. Online. Internet. 15 Dec 1998. http://wally.rit.edu/cary/19th_century/16.html http://icg.harvard.edu/~chaucer/ Harvard University. Online. Internet. 15 Dec 1998. http://icg.harvard.edu/~chaucer/ Deluxe Ellesmere manuscript of the Canterbury Tales, housed in the Huntington Library, in San Marino, California. 21 Dec 1998.

Reactivity of Mg and Ca Essay

Introduction The aim of this practical is to observe the difference in the reactivity between Mg and Ca when hot and cold water is added. Hypothesis We think they will react in some kind of form. Variables The independent variable was the temperature of the water and also the quantity of metal use in the experiment and the dependent variable was the reaction. Equipment * Mg (s) * Ca (s) * Phenolphthalein * Beaker * Cold and hot water * Sandpaper * Test tubes with rack Procedure 1. The Magnesium was cleaned with sandpaper. 2. Two pieces of magnesium was put into two test tubes and two pieces of calcium was put into two test tubes. 3. Cold water was added into two test tubes one with calcium one with magnesium. 4. Two droplets of phenolphalein were added in each of the test tubes filled with cold water to observe the change in ph. 5. Water was heated over a Benson burner and poured into the two test tubes without water while observing the reactions. 6. Two droplets of phenolphalein were added in each of the test tubes filled with cold water to observe the change in ph. Observation Relative reactivity of Cold water Hot water Mg There was a minimum reaction. Fig. 1 There is a bigger reaction than with the cold water. Fig. 2 Ca The temperature of the water increases right away. Before we dropped the phenolphthalein the solution was white, fig.3, but after adding the phenolphthalein it turned pink, fig.4, which means that the reaction is basic. The temperature stayed the same but because the water was hot the reaction was more explosive and quicker. Before the phenolphthalein the solution was white, fig.3, and after dropping the phenolphthalein it turned pink, fig.4, which means that is a basic solution. Results Are your results in accordance with what you have learned about reactivity? Yes because calcium has more orbits the atom has the less energy it needs to give away electrons. In this case the atom that has more orbits is the calcium that is why it reacts more than the magnesium because calcium needs less energy to give electrons away. And the magnesium didn’t react much because it needs more energy that the one that we gave it. Write the balanced equation for the reaction between Mg and H2O: Mg (s) + H2O (l) MgO (s) + H2 (g) Uncertainties Other element might have been present. The hot water might have been heated more. Conclusion We learned that both magnesium and calcium is basic solutions because of the pink tint to the color. We also learned that calcium reacted faster than magnesium.

An Analysis of Project Networks as Resource Planning Tools

An Analysis of Project Networks as Resource Planning Tools| Usage and availability of resources are essential considerations when establishing Project Networks in Resource Planning. This analysis has focused on some of the risks of certain actions used to offset resource constraints, advantages/disadvantages for reducing project scope, and options/advantages/disadvantages for reducing project duration. If implemented correctly, careful consideration of the outlined risks will make managing a project a little less painless. | Following is an analysis of project networks as resource planning tools.The analysis will be segmented into three topical areas to include: * Risks associated with leveling resources, compressing, or crashing projects, and imposed durations or â€Å"catch-up† as the project is being implemented; * Advantages and disadvantages for reducing project scope to accelerate a project and what can be done to reduce the disadvantages * Three options for reducing pro ject duration and advantages and disadvantages to these options Risks Associated with Leveling Resources, Compressing, or Crashing Projects, and Imposed Durations or â€Å"Catch-Up† The text (Gray and Larson, 2008) gives good definitions for the risks associated with certain actions used to offset resource constraints. The act or process of evening out â€Å"resource demand by delaying noncritical activities (using slack) to lower peak demand† (Gray and Larson, 2008) is considered leveling resources.This action ultimately increases the resource utilization, which is more than likely the desired result. Even though one may get the desired results resource-wise, leveling resources often results in pushing out the end-date of a project. In most cases, that is the extreme outcome. Another risk that bears its head when slack is reduced, is loss of flexibility which equates to an increase in critical activities. Without slack anywhere in a project network, ALL activities bec ome critical. This means that everything has to fall perfectly in place in order to stay on the prescribed timeline. Compressing a schedule means that you will be conducting project activities in parallel. Compressing is not applicable to all project activities.A good example can be seen if you have activities labeled â€Å"Hire Workers† and â€Å"Dig Foundation†. You can’t implement the â€Å"Hire Workers† and â€Å"Dig Foundation† activities in parallel because to dig a foundation you need to have someone to do the digging. (brighthub. com/office/project-management/articles/51684. aspx#ixzz0ongX7ECF, 20 May 2010). Risks of compressing include: * Increases risk of rework * Increases communications challenges, and may * Require more resources Crashing a schedule involves allocating more resources so that an activity can be completed on time or before time, assuming that by deploying more resources the activity can be completed earlier.One good aspe ct about crashing a schedule (just like compressing), you do not need to crash all activities. The activities that impact the schedule are those with no slack, thus being the only ones that are affected. Risks associated with this action are as follows: â€Å"Budget: Since you allocated more resources, you will not deliver the project on-budget. Demoralization: Existing resources may get demoralized by the increase in people to complete activities that were originally assigned to them. Coordination: More resources translates to an increase in communication challenges† (brighthub. com/office/project-management/articles/51684. aspx#ixzz0onfuKUmj, 20 May 2010).These risks combined or by themselves can ultimately pose the overall risk of reducing the effectiveness of the existing resources. Advantages and Disadvantages for Reducing Project Scope to Accelerate a Project and what can be Done to Reduce the Disadvantages Reducing the scope of the project can lead to big savings both in time and costs. It typically means the elimination of certain tasks. At the same time scaling down the scope may reduce the value of the project such that it is no longer worthwhile or fails to meet critical success factors. An advantage to reducing project scope is the project is more likely to stay on schedule and on budget. It also allows for more focus being applied to the remaining deliverables in the project scope.A disadvantage that may arise is loss of quality in work due to key quality deliverables selected to be cut in order to balance the timeline of the project. The key to offsetting the disadvantages is â€Å"reassessing the project requirements to determine which are essential and which are optional. This requires the active involvement of all key stakeholders. More intense re-examination of requirements may actually improve the value of the project by getting it done more quickly and for a lower cost. † (just answer. com 21 May 2010) Three Options for Reduci ng Project Duration and Advantages and Disadvantages to these Options Reducing the duration a project can be managed by reducing the duration of an activity/activities almost always results in higher direct cost.When the duration of a critical activity is reduced, the project’s critical path can be change with other activities and that new path will determine the new project completion date. Following are three options to reducing project duration. Adding Resources: This is a popular method to reduce project time by assigning additional staff and equipment to activities-if it is assessed appropriately. The activities at hand need to be researched accordingly and proper determinations of how much time will be saved prior to just throwing bodies at it. The first thing that comes to mind when you add resources is â€Å"double the resources, reduce the length of the project in half.The unforeseen disadvantage that arises is the increase in the amount of time that an existing tea m member must spend in explaining what has been done already and what is planned. This increases the overall communication time spent by the team which phenomenally ends up adding/losing valuable time. Outsourcing Project work: A common method for shortening the project time is to subcontract an activity. The subcontract may have access to superior technology or expertise that will accelerate the completion of the activity (Gray and Larson, 2008). Additionally, significant cost reduction, and flexibility can be gained when a company outsources (Gray and Larson, 2008).Disadvantages that may be experienced are conflict due to contrasting interpersonal interactions and internal morale issues if the work has normally been done in-house (Gray and Larson, 2008). Scheduling Overtime: The easiest way to add more labor to a project is not to add more people, but to schedule overtime. The www. businesslink. gov outlines potential advantages of using overtime working include: * a more flexible workforce * the ability to deal with bottlenecks, busy periods, cover of absences and  staff shortages without the need to recruit extra staff * increased earning for employees * avoidance of disruption to jobs where the workload is more difficult to share,  e. g. ransport and driving * the ability to carry out  repair and maintenance which has to be done outside normal working hours However, disadvantages may include: * the expense of premium overtime rates * inefficiency if employees slacken their pace of work in order to qualify for overtime * regular long working hours, which  can adversely affect employees' work, health and home lives * fatigue, which  may increase absence levels and lead to unsafe working practices * employee expectations of overtime, leading to resentment and inflexibility if you try to withdraw it. (businesslink. gov, 22 May 2010) Conclusion Usage and availability of resources are essential considerations when establishing Project Networks in Reso urce Planning.This analysis has focused on some of the risks of certain actions used to offset resource constraints, advantages/disadvantages for reducing project scope, and options/advantages/disadvantages for reducing project duration. If implemented correctly, careful consideration of the outlined risks will make managing a project a little less painless. References Brighthub. com. Difference Between Schedule Crashing and Compressing, Retrieved 20 May, 2010 http://www. brighthub. com/office/project-management/articles/51684. aspx#ixzz0onfuKUmj Brighthub. com. When to Crash or Compress a Schedule, Retrieved 20 May 2010 http://www. brighthub. com/office/project-management/articles/51684. aspx#ixzz0onfuKUmj Read also: Conveyor Belt Project