Following Up with Employers

Following Up with EmployersFollowing Up with EmployersFollowing Up with EmployersCourtesy of Olu Eletu from unsplash.comBeing persistent with the employer is very important because it shows how much you care about the company and how much you want the position. It also helps you to get insights of the job in question. The more you talk, the more you get to know them.Now, that doesnt mean that youll be following them to the restaurants and coffee shops or stalk them to the end of time being persistent means that you will give the right continuity to your job hunting. For example, if you apply to this job and then you finally receive a response either by e-mail or a call, you are expected to reply in the next twelve to twenty four hours maximum. Now, is possible that you are super busy in between jobs interviews and meetings, but that doesnt give you the excuse of elend sending even a short homilie to show that your interest still there, unless you lost it for some reason. And here we jumped into a mirror idea, if you dont reply in the next following hours, it might be understood as if you dont want the job anymore, or that you got a more suitable offer according to your expectations therefore the employer will move on to the next candidate in line.This doesnt mean that you wont sleep, eat or take a shower waiting for such e-mail or call this means that you have to remember to be respectful at all costs, and being persistent is a matter of respect towards the employer (or any other person).That being said let me give you some advices regarding the persistence.Organize yourselfWhen being persistent is not only about replying to the jobs, but also give a follow up letter. For example, if you already got an e-mail or call as we said before, and then you replied but after a couple of days you dont hear from them, you should contact them again. Accidents happen and your message may have been displayed or lost. Before contacting them, you should double check if your me ssage went through, it also might had happened that your e-mail didnt send, or that your phone is off After you are sure that everything is and was functioning good, then you can establish some rules.After the first contact, you should put in your agenda a follow up action up to three days one week.i.e. Iwrite my cover letter on Monday first week, I get a positive email on Thursday to tell me that Ill be contacted in the next few days, but I dont hear from there since then, today is already Wednesday second week I should be sending an e-mail already asking politely about a process update.Now, keeping a clear agenda either electronic or digital is important. Remember to write some kind of description to each one of the titles, because you dont want to mix up the information and confuse employers names, positions or jobs descriptions. Staying organized will also show up to the employer, believe it or not, is something that no matter how much people hide it, organization is almost a tr ait as part of your face.Oops, it looks like this article is not completeYou can read the continuation in our April Dream Job BookClick below to find it out Get the Job of You Dream in 6 Days/6 Simple Steps

Staffing Strategies in a Recession

Staffing Strategies in a RecessionStaffing Strategies in a RecessionStaffing Strategies in a RecessionIn 2009, determining staffing levels which most likely means reducing them is a painful topic. But regardless of that pain, thousands of businesses, whether theyre planning for the possibility of more dire economic conditions or already have their backs to the wall, must consider how they can cut labor costs. In the long run, good workers will always be hard to find and retain. So savvy companies will work hard to cause the least trauma among a cadre of workers that theyve cultivated for years or decades, both those they keep through hard times and those they decide to let go. But sometimes headcount reduction through attrition and retirement just isnt enough.To minimize damage to working relationships and to the employers reputation, it pays to survey the full range of other options for reducing labor costs, and to consider the least harmful tactics first. Heres a rundown of the o ptions and their pros and cons.Cutting Back on Temp and Contract WorkersContingent workers understand that their employment is provisional and so do their full-time coworkers. Thats why many employers, even high-flying companies, are cutting back on temporary and contract workers to weather this recession.Trimming your contingent workforce can help you cut labor costs without devastating the morale of your full-time workers. And, with no need to pay severance or other separation expenses, its an attractive tactic for firms that are hard-pressed by falling revenue and tight credit.Mandating Furloughs, Unpaid Time OffIn this economic environment, some companies suffer excess inventory or a crimp in credit that forces them to impose time off on their workers.The struggling Detroit Three automakers made headlines when they extended their 2008 holiday shutdowns to reduce their operating losses. But its not just the manufacturing sector thats imposing unpaid time off on employees to redu ce expenses. The University of Maryland Medical Center is mandating that 67,000 of its 80,000 employees forgo some work and pay to address its budget crisis.The advantages of a furlough The economic pain inflicted on employees, though sharp for many, is brief. The disadvantages your reputation for job security will take a hit, even if your overall financial situation isnt desperate.If possible, communicate furloughs in person, says Matuson. Err on the side of caution dont tell employees you think they will be called back in four weeks if eight weeks is more realistic. And be prepared to answer some difficult questions, such as, Will there be more layoffs? Reducing HoursAn increasingly common tactic for reducing payroll is to cut back full-time employees hours without eliminating their jobs. In December 2008, there were 8 million Americans involuntarily working part-time, an increase of 3.4 million over a year earlier, according to the Bureau of Labor Statistics.The pros of making so me full-time workers part-time You maintain a working relationship with the affected workers and can quickly bring them back up to full-time almost instantly when a recovery begins to buoy your business. The cons Living on the financial edge as so many Americans do, your workers may suffer serious hardships through no fault of their own.In any reduced-hours plan, the status of benefits must be carefully considered, says Kathleen Davis, professor of human resources management at Temple University. Employees will be thinking, If youre going to talk to me about going to three-quarters-time or half-time, let me keep my health insurance I cant think about tapping my 401(k) this year, says Davis. If you leave these benefits in place, you have a viable way of talking about reduced hours.Some workers might even welcome the reduction in hours, under the right circumstances. Its all in the timing, says Roberta Matuson, president of Human Resource Solutions. If you approach people in May, the y might say, Gee, Id like to spend more time with my family this summer.Cutting PayA wide range of companies have taken the painful step of a unilateral pay cut for many of their salaried workers.No matter how you present it, requiring workers to put in the saatkorn amount of work for less compensation will alienate them. Workers negative feelings can be mitigated to some extent if they believe that the pain is shared all the up the ladder, including the C-level executives.Permanently Reducing the WorkforceMany companies who have avoided layoffs for decades now feel forced to consider them. The negatives of permanent workforce reductions go far beyond the bitterness of those who are terminated.For managers, theres a huge issue with the effects of layoffs on the survivors, says Paul Osterman, professor of human resources and management at the MIT Sloan School of Management.Even when layoffs are unavoidable, it matters much how they are carried out. Employees want information, full di sclosure, says Osterman. The company needs to say how the layoffs will be decided by seniority, by merit, or whatever.The specter of layoffs is inevitably a distraction for your workforce. But with no transparency in the process, each of your employees will report to work every day in the shadow of a sword of Damocles. That stress puts them in no position to help your company weather the gale of a deep recession.

1T0X1 - SERE Instructor - Air Force Enlisted Job

1T0X1 - SERE Instructor - Air Force Enlisted Job1T0X1 - SERE Instructor - Air Force Enlisted JobSERE Instructor develops, manages, and conducts Air Force survival, evasion, resistance, and escape (SERE) programs. Develops, conducts, manages, and evaluates SERE Code of Conduct training (CoCT) and Code of Conduct Continuation training (CoCCT), and personnel recovery (PR) operational hilfestellung programs. Conducts operational testing on and instructs the use of SERE-related equipment. Performs and instructs basic, advanced, and emergency military parachuting. Coordinates SERE activities and conducts observer and controller duties during PR exercises. Related DoD Occupational Subgroup 012. Duties and Responsibilities Plans, organizes, directs, and conducts SERE training activities. Designs and develops curriculum, functional structure, and procedures for SERE CoCT and CoCCT courses and programs. Determines training schedules according to course control documents, directives, polic ies, and instructional principles. Ensures student safety. Conducts classroom, laboratory, and operational training. Uses lecture, demonstration and performance, guided discussion, and time and circumstance instructional methodology. Conducts training under conditions closely approximating actual SERE episodes. Training environments and scenarios include, but are not limited to, global environmental conditions, combat situations, and captivity. Develops SERE joint tactics, techniques, and procedures (JTTP). Supports operational tasking for theater and Joint Forces Commanders. Functions as in-theater SERE and PR subject matter expert (SME). Manages development and coordination of SERE and PR operational support programs. Manages SERE programs including isolated personnel reports, evasion plans of action, blood chits, evasion charts, and PR aids. Augments Joint Search and Rescue Center (JSRC) and Rescue Coordination Center (RCC) as SERE and PR SME. Assists in developing theater comb at search and rescue (CSAR) policies and special instructions. Instructs and performs static line, military free fall, and emergency parachuting techniques. Conducts test parachuting operations including SERE-related survival and life support equipment, personnel parachutes, and aircraft jump platform certification. Demonstrates emergency egress procedures for SERE CoCT and CoCCT students. Coordinates SERE activities to support PR related exercises. Performs observer and controller duties for high-risk-of-capture personnel. Acts as operational risk management (ORM) advisor for SERE activities. Inspects and evaluates SERE training and PR operational support activities. Evaluates SERE CoCT and CoCCT courses and programs. Determines readiness and efficacy of equipment, supplies, and training aids. Ensures standardization and compliance with policies, directives, course control documents, ORM procedures, operational guidance, and instructional methodology. Specialty Qualifications K nowledgeKnowledge is mandatory of global SERE and PR principles and JTTP procedures for CoCT and MAJCOM CoCCT requirements procedures for PR program management JSRC/RCC roles and missions intentional and emergency parachuting procedures providing for personal protection and sustenance communication and signaling techniques methods of vectoring recovery assets evasion movement nuclear, chemical, and biological survival skills physiology and psychology of survival avoidance of hazardous terrain, rough land travel, and emergency evacuation procedures for injured personnel survival medicine and first aid land and water navigation and travel proper conduct when dealing with special operations recovery teams and assisted recovery mechanisms caring for and using post-egress, recovery, and life support survival equipment improvising and manufacturing clothing and equipment needed by a survivor or Prisoner Of War (POW), courseware development lecture, demonstration and performance, guided di scussion, time and circumstance, and role-play instructional methods and techniques impact of Geneva Conventionson evaders, POWs and escapees conduct after capture concepts for war, governmental detention, and terrorist hostage environments including, but not limited to, resistance to exploitation, organization and communication, maintenance of psychological and physical health, and escape. EducationCompletion of high school with courses in speech, education, physical education, biology, botany, anthropology, geology, and geography are desirable for entry into this specialty. For specific selection qualification procedures, see AETCI 36-2102. TrainingThe following training is mandatory for award of the AFSC indicated1T031. Completion of the following courses 1. SERE Indoctrination Course. 2. Basic Combat Survival Course. 3. Water Survival, Nonparachuting Course.4. SERE Training Instructor Course. 1T051. Completion of the following courses Arctic Survival Training Course. Water Surv ival, Parachuting Course.Resistance Training Orientation. 1T071. Completion of the advanced SERE Training Instructor Course. Also,seeAir Force SERE Instructor Selection and Training.ExperienceThe following experience is mandatory for award of the AFSC indicated (Note landseeExplanation of Air Force Specialty Codes). 1T051. Qualification in and possession of AFSC 1T031. Also, experience in the application of global combat survival principles, procedures, techniques, and equipment, including emergency parachuting land and water navigation and travel combat, tactical communication and signaling CSAR operations, survival in nuclear, chemical, and biological contamination conditions prisoner of war conduct after capture, organization and communication, and resistance to exploitation improvising and manufacturing clothing and equipment needed by a survivor recovery procedures survival medicine rough land travel and recovery living under primitive conditions escape and evasion techniques u se of post-egress survival and life support equipment. 1T071. Qualification in and possession of AFSC 1T051. Also, experience in performing or supervising SERE functions and training activities.1T091. Qualification in and possession of AFSC 1T071. Also, experience in managing and directing SERE operations and training programs. Other. The following are mandatory as indicatedFor award and retention of AFSC 1T031/51/71/91.Eligibility for a Secretsecurity clearance, according toAFI 31-501,Personnel Security Program Management.Physical qualification forSERE Specialistduty according toAFI 48-123,Medical Examination, and Standards. Strength Req N Physical Profile 111121 Citizenship Yes Required Appitude Score G-53 (Changed to G-55, effective 1 Jul 04). Technical Training Course SV-81-B drehort L Length (Days) 9 Course SV-80-A Location Fc Length (Days) 17 Course SV-90-A Location Fc Length (Days) 2 Course SV-81-A Location Fc Length (Days) 121 More Information- (SERE Instructor Web Page)