How to handle business lunch etiquette

How to handle business lunch etiquetteHow to handle business lunch etiquetteLadders sat down with Patricia Napier Fitzpatrick, who runs the Etiquette School of New York, to talk about how we should handle ourselves when we are eating in a business setting.

10 Tips About How HR Can Influence Business Strategy

10 Tips About How HR Can Influence geschftsleben Strategy10 Tips About How HR Can Influence geschftsleben StrategyDoes your HR manager and team influence your companys geschftsleben strategy and direction? Do they contribute to the key corporate discussions about customers, products, and strategy? Does your HR manager or director participate in senior-level meetings and planning? Do managers seek out their opinion about managing, legal issues, and how to build an employee friendly culture? If you can answer yes to these questions, and your HR team also initiates people programs and processes, welcome to the executive motherboardroom. Your team has made it. Congratulations on your career success. Still earning that seat at the executive table? These tips will fast forward your career or keep you sitting at the executive table for your longer term success. Understand Your Organizations Business to Influence Strategy Yes, you know, when youre buried in the day-to-day, its hard to re member, that youre running a business. Ernie and Harriet arent getting along. Have to play moderator. Julie doesnt understand her benefits. Have to hold her hand for awhile. Bob wants to know where to find training records. Mary needs to take FMLA time after the birth of her baby. Ah, yes, youre in the people business, a small business within a company. But, youre also in the bigger business of your organization. Spend time every day talking with sales, production, quality, and accounting. Make sure that you know what is going on in that bigger world. Know your customers, the cost of your products and how youre going to meet your monthly sales goals. You help the people get what they need to run the business efficiently, profitably, and respectfully in an empowering environment. Share Responsibility for Business Goals and Plans The overall business goals are your goals, too. When you make plans for your department, they should be directed to achieving overall business objectives as well as Human Resources goals. Developing a performance culture is a goal youll likely own. You contribute to the inventory turns goal, too. You supply the best people who are trained in the business, motivated by their work, rewarded by the company, and led by capable management. You are knowledgeable about the business and can ask questions that encourage continuous improvement by all. Know the Human Resources Business Thoroughly Your customers rely on you for correct and insightful information and advice. What more is there to say? You are reliable, credible, trustworthy and knowledgeable and you have deep integrity. If you let people down, theyll stop coming to you for information and advice. Theyll lose faith and confidence in your answers. And then, what good are you? (Remember, its always okay to say youll find out.) zulauf Your Department Like a Business to Influence Business Strategy Dont get so caught up in the business of your overall business that you forget to run your department like a business, too. Meet with your reporting staff members weekly. Meet with your department members every week to make sure all members are pointed in the same direction. Your goals must contribute to the accomplishmentof the overall business objectives. Your action plans to achieve the goals need to translate into daily to-do lists for your staff. Every significant activity requires a feedback loop or audit, so you know that it is being accomplished. As an example, new employee orientation is regularly scheduled. Does every employee attend? Are all covered policies, procedures and information detailed on a checklist that the employee signs? Are these checklists filed in the employees file? How frequently do you audit the records or attend the orientation, thus ensuring that what you think is happening- is, in fact- happening? Measure Outcomes and Goal Achievement, not Work Processes to Influence Business Strategy Human Resources handles the organizatio ns achievement of the overall goals. HR is also responsible for identifying and measuring goals specific to HR. FitSmallBuiness.com and Zenefits, an HR management platform, compiled a list of 39 possible measures that organizations can use to measure human resources. They then identified across multiple organizations the seven most common Human Resources measures in use to determine how the function is performing. The seven are Revenue per employeeCost per hireEmployee turnoverOvertime percentageAbsenteeismLength of serviceJob satisfaction rate Not surprisingly, the most frequently used measures may reflect some of the difficulties that are associated with developing appropriate HR measurement methods. They may also reflect the significance given to the human resource function and the idea that its activities should be measured in some way. fruchtwein organizations do not, for example, measure training cost, return on investment in human capital, value added per employee, time to fi ll jobs, return on training and seniority. These require more sophisticated measurement methods that may tax the ability of the HR team to gather data in plus-rechnen to everything else they do. These are the results measurements, not process measures (number of people trained) crucial to demonstrating HR success- the success that will land you at the executive table. Remember the People in Human Resources to Influence Business Strategy Is your office a magnet for people who need help, advice, or a sounding board? Are some of your visitors your senior managers? Even the CEO? If so, you remember that you are there to serve your organizations people so that they can meet your business goals. At Southwest Airlines, the Human Resources function is called the Office for People, and the senior HR person has a similar title. (HR titles are becoming more descriptive of the work.) First and foremost, you are there to serve the people. Judge your success by a day when the maintenance tech nician, a production worker, the Engineering Director, and the CEO all stop by for advice or just general discussion. How do you assess yours now? Express Thoughtful Opinions Backed By Data and Study You have to understand the numbers. How else can you offer a substantial, intelligent opinion about business direction? Learn everything you can so that you have opinions, and your opinions are backed up with data. You need to understand the effect of decisions that your office makes on the work of the rest of the company. (For example, dont schedule meetings with plant personnel on the last day of their shipping month.) It is not enough to say that you think certain actions by hiring managers would speed up your recruiting and hiring of employees. You must back up your recruiting methods and decision making with data. Harness the Benefits of Technology to Help You Influence Business Strategy Youll provide better customer service and free your time for dreaming up new value-adde d strategies. You cannot overestimate the impact of an effective Human Resources Information System (HRIS). Need reports about attendance? How about salary reports for your whole organization? Interested in turnover and retention figures? (Some of you may not remember what it was like when you did these calculations by hand.) Providing management-needed information quickly, conveniently, correctly and in useful formats makes you look good and feel good, too. People are your organizations biggest investment. Tracking their cost carefully makes business sense. Additionally, the use of an intranet frees up staff time because employees can enter their information into the forms. The intranet provides communication, training, and convenient answers and allows you to save your time for more creative, thoughtful, forward-thinking tasks- such as developing business strategy. Recommend Programs for People That Continuously Improve the Business When you propose new programs or harte nuss solve people issues, suggest solutions that support the accomplishment of business goals. You have reasons for suggesting a newvariable paysystem such as encouraging managers to accomplish business objectives. Whats better? The thank you card system appears to help employee motivation and productivity, or the attendance system has reduced absenteeism by 4%. Whenever possible, suggest new programs or changes to programs based on measurable objectives that support the business. Then, remember to measure the changes and evaluate whether the new process worked. When you offer systems and improvements that measurably improve an aspect of your business, you cement your seat at the executive table. Learn and Grow Every Day Through Every Possible Method to Influence Business Strategy Use your knowledge of how people develop to do what is necessary to continue your growth curve. Seek out a more experienced mentor or sounding board. You need someone you can confide in and learn from.Atten d professional HR conferences,meetings, and events.Attend executive leadership and management meetings in addition to your HR professional associations. You seek knowledge that goes beyond the bounds of your discipline and department.Attend at least forty hours of training and education every year. Make sure your staff members attend, too. Cover all aspects of the business and running a business. Seek out people who will ask you questions and challenge your beliefs so you can continue to grow. A colleague works with a CEO, who asks her questions. She may not always like them, but the questions challenge her to think things through and to follow issues to their logical conclusion. He repeatedly asks, How will you know if that is working? Happening? Bringing the results you want? You need to be able to respond. The Bottom Line There, you have them- the best possible ideas for what works to earn you a seat at the executive table. Lots of work. Undoubtedly. But, you invest the same numb er of hours in your job every week in any case. Why not make the hours you invest as productive, influential and strategic as possible? Youll be happy that you did.

3H0X1 - Historian - AFSC Description

3H0X1 - Historian - AFSC Description3H0X1 - Historian - AFSC DescriptionSpecialty Summary (Note This is not an entry-level job). Performs and manages historical activities, programs, and functions. Provides historical research and reference services. Performs research, interviews personnel, and prepares analytical historical publications. Assembles and maintains historical document repositories for reference and research. Related DoD Occupational Subgroup 570. Duties and Responsibilities Provides historical research and reference services. Receives and assigns priority to historical information queries. Uses reference materials, unit knowledge, and research experience to answer queries. Provides historical information.Plans, organizes, and manages history activities. Drafts revisions, supplements, and annexes for directives. Coordinates involvement in contingency and wartime operations, and readiness exercises. Develops and implements procedures for preparing historical publicat ions. Manages subordinate unit history programs. Conducts periodic visits to assess compliance with policies and directives. Discusses findings and recommends corrective action. Conducts quality assessments of historical products, and rates content, untersttzungsangeboting documents, and compliance with security and administrative directives.Performs historical research. Reviews unit files. Systematically collects and organizes historical data from correspondence, messages, staff studies, reports, plans, meeting minutes, and other source documents. Attends meetings and briefings to document important deliberations and decisions. Interviews key unit personnel for unique knowledge and insights.Prepares historical publications, including periodic histories, studies, papers, and monographs. Determines topics of special interest or importance. Evaluates data for accuracy, objectivity, and pertinence. Writes well organized, fully documented, analytical narratives. Prepares charts, tables , graphs, and statistical summaries of significant information. Uses selected photographs to support narrative. Selects, reproduces, and assembles supporting documents. Places proper security markings, downgrading instructions, and administrative caveats on products.Deploys to support operational historical requirements. Assembles and maintains deployment equipment and kit. Participates in unit readiness exercises. Deploys to meet operational requirements, conduct research, secure significant documentation, and prepare historical reports.Maintains historical document repository. Collects, organizes, and indexes historical reference and research publications and documents.Manages historian functions and activities. Advises on historical and museum program matters. Identifies, plans, and maintains facility, equipment, security, and supply requirements. Maintains publications, and administrative and historical files. Specialty Qualifications Knowledge. Knowledge is mandatory of A ir Force history, organization, functions, and terminology English composition and grammar interviewing techniques contingency and wartime operational planning historiography methods and procedures USAF history and museum program directives computer systems and word processing, spreadsheet, and database applications and historical repositories and reference services. Education. For entry into this specialty, completion of high school or general educational development equivalency is mandatory. Completion of college-level courses in history, English, speech, technical writing, and political science is desirable.Training. Forawardof AFSC 3H031, completion of a unit historian development course is mandatory.Experience. The following experience is mandatory for award of AFSC indicated (Note SeeExplanation of Air Force Specialty Codes).3H051. Qualification in and possession of AFSC 3H031. Also, experience performing historical research and writing.3H071. Qualification in and possession of AFSC 3H051. Also, experience performing or supervising functions such as research and preparation of historical documents, or writing historical monographs and special studies.3H091. Qualification in and possession of AFSC 3H071. Also, experience developing, directing, and managing historical programs.Other. The following are mandatory as indicatedFor entry into this specialty 1. Prior qualification in any AFSC at the 5-skill level or higher (3-skill level if no 5-skill level exists). 2. Overall rating of 4 or 5 on last five enlisted performance reports. 3. Outstanding military bearing and conduct. 4. No record of anArticle 15or conviction bycourt-martial.? 5. No record of conviction by a civilian court, except for minor traffic violations or similar infractions. 6. Ability to type 20 words per minute. For award and zurckhalten of AFSCs 3H031/51/71/91/00, eligibility for a Top Secretsecurity clearance, according toAFI 31-501,Personnel Security Program Management.? Strength Req G Physical Profile 333233 CitizenshipYes Required Appitude Score G-72 Technical Training Course M3ABR3H031 Length (Days) 20 Location Max