Recommendations to develop a good CV: 1. with regard to the content:-it is important to adapt the curriculum to the offered job. A CV must be focused to the post that is aspirated, so it is not recommended to create a ‘multi-purpose’ CV intending to pick up all our data and serve us for any position offered. In any case, we can create a CV Basic or general and then modify it, by selecting or highlighting especially those aspects which indicate that you gather the requirements of the post. -Must be updated (for specific offers) and dated (especially those who are delivered in companies by a presentation mode), because the situation and the candidate data may change over time. -Be positive and reflect the differences, characteristics that make you particularly suited for the post. -Be honest, don’t lie in terms of your qualities. Indicate only the titles of highest level, is sobreentienden the lower.
-Avoid superfluous and unnecessary details (weight, height) – does not include financial claims (will be covered in) the interview). -Supplement the absence of experience with references to workshops related to the work requested. -Submit to a critical reading by third parties before sending it. 2. As regards drafting and expression:-the brevity and conciseness are the most important traits of all resume. -Outlining the language, do not use more words than necessary.
Example. For example: do not write: ‘my role as Chief of maintenance is’. WRITES: Maintenance Chief. Features:. The words my function and like they do not contribute anything. -Do not use redundant, superfluous or useless, phrases that can be dispensed with without altering the content. For example: do not write: ‘When I arrived there was a preventive maintenance plan and I should take care of their development and implementation’. WRITES: Development and implementation of the plan of preventive maintenance. 17 words against 8 to express the same thing. -Avoid phrases. I want to inform you that. – Express an idea in each sentence. -Use words, phrases and short paragraphs. 3. With regard to presentation:-the presentation of a clean, attractive and well structured curriculum is essential to give a professional image. Beware the image (paper, characters, etc.) and everything must be very clear and orderly. -Do not exceed one or two pages. -Care for the style and avoid spelling mistakes. Review it several times. -Pay particular attention to the structure, with each data perfectly located in the corresponding section to facilitate their interpretation by the employer. -The attached photograph (not required unless you demand it) must be recent and size meat. Avoid photocopies (even in color). -Use good quality (consistent DinA4) and white paper. -Take care of the design. Respect the margins (must be large), indents and spaces. -Prevent stains and erasures. -Write to machine or computer (unless they expressly requested manuscript). -Do not make photocopies (if necessary, that they are of quality), print as many copies as you need. -Do not sign the curriculum if delivered together with a letter of introduction.
Communities of practice apply a Jahresreview 2012 & views of future meetings in General as a social knowledge management tools and as places of exchange of knowledge. Users and advisors in the field of human resources development found community of practice personnel development since early 2012 in the USP-D a new Exchange and learning platform. Boxing champion understands that this is vital information. This was initiated in Dusseldorf by Jurgen Schmidt, Managing Director of USP-D Germany consulting, and Fabian Hoffmann, USP-D consultant. It was them, to allow a trustworthy exchange of experience and mutual – and sharing learning. The community of practice human resources development was the passion for human resources development and the sharing of experience since the first meeting in March 2012 to selected topics of personal development in the focus. The articulated goal of the previous four meetings was always for the Organizer to enable the participants experience learning, reflection, and last but not least skill building. Successful start in the 1st meeting staff developers and consultants had to various companies and discussions (including IT, chemistry, financial services) with the theme culture of trust “. The discussion dealt questions what is measurable? culture of trust” The successful launch led to a total of three additional meetings of the community of practice in eight rhythm.
The second meeting was the role of human resources development”in the Center. From the own professional role out and supported by the external perspective of the guide reflected the staff developer about their contribution to the strategic development of companies in their daily practice. 3. Make talent management”In August a brainstorming served the participants to talent management, with the theme, warm’ to be. “” “” “” “The guiding question of something you one, if you think of talent management?”was with contributions such as identification & promotion”, retention, diversity, potential, securing the future and role of top managers ‘ answers. In addition suggested “versinnbildlichende metaphors like gold fish pond”, treasure hunt and Chief’s size “on which images can trigger when summed the discussion of the concept of talent management.
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If the employees become all-rounders by ever shorter product life cycles, complex and dynamic environmental conditions, as well as the constantly increasing competitive pressure, a central and decisive role to personnel development in the company. Companies embark on the various paths to a target-oriented human resources development. Of the so-called job rotation represents a, which is a method developed in Denmark the labour market policy. The original objective of the job rotation was to allow longer and often external training for an employee by a suitable unemployed during this period took over its representation. In practice this form has establish but themselves in the least. Rather, companies in the sense of job rotation practice a planned and systematic workplace or task change within the company.
Job rotation chains are used, in this case by the delegation by another employee of the company for the length of absence”is applied. Focuses on the construction of their own is often in this context”leaders or the preparation of trainees to future tasks. In the operational implementation of job rotation is usually between two different forms distinguished, but also can be combined: Jobenrichment: task switching in different high requirement level (job enrichment) Jobenlargment: task switching within a request level (activity extension) aside from the leadership development as well as preparation of the trainees on their future task, the job rotation has numerous benefits for all employees of the company. So, for example, previously acquired knowledge in the new area the employee carries and in return receives new knowledge by the employees of the new area. Job rotation can in the best case to an increase in flexibility and mobility, as well as to increase the skills and abilities the rotating”employee’s lead. Due to the changed angle as well as other feedback through the new colleagues, raise awareness about new approaches can be achieved. In addition, employees this improved his career opportunities within the company.