Customize this Outstanding Technical Illustrator Resume Sample

Customize this Outstanding Technical Illustrator Resume SampleCustomize this Outstanding Technical Illustrator Resume SampleCreate Resume Career Goal Obtain a respective career as the technical illustrator with the utilization of obtained executive and professional expertise. Academic BackgroundObtained Associate degree from the Orlando Technical Institution, Orlando in the year of 2000 at Technical Illustration. Experienced Computer Programming SkillsExperienced Office Package Microsoft Word, Microsoft Excel, Microsoft Access, Microsoft PowerPoint, Microsoft Outlook ExpressExperienced Programming Language Pascal, Turbo Pascal, C, C++, Java, Java Swing, PythonExperienced Operating Systems Windows9X, Windows2000, Windows ME, Windows XP, Windows Vista, Linux, Unix, MS DOS Professional Excellence SummaryHave extensive experience in technical drawings.Have thorough knowledge in generating various genres of artwork for graphs and charts.Blown up reviews as well as drawings assembling.Se lf-motivated, devoted and decisive management personnel.Have excellent analytical as well as mechanical features.Have ability in taking up new theories as well as responsibilities.Have in depth knowledge in the respective subject.Formerly worked in United States Air Force. Professional AffiliationObtained membership as the technical illustrator from the Professional Technical Illustrators Registering Society, Indianapolis in the year of 2000.Obtained membership from the State Technical Board, New York in the year of 2001. Professional Background 2001- Present date Work as the Technical Illustrator for the Gemini Limited, New York with the following responsibilitiesUtilized computer software along with ink and pen materials for producing various line artworks for publishing service manual.Applied various software tools like Auto Cad, Norton, Fast links and CC mail.Provided objects as per the specification given by the technical writer.Provide consolidation and necessary blueprints fo r using in publication.Customize Resume

10 Insider Lessons No One in the Business World Will Teach You

10 Insider Lessons No One in the Business World Will Teach You 10 Insider Lessons No One in the Business World Will Teach You It took me years to comprehend why people functioned so differently in the corporate world from the way I functioned or expected them to function. On the one hand, my clarity of thought, determination, ambitiousness, andcreativity helped me excel in my careerbecause unterstellung traits were highly valued in the competitive business culture on the other hand, I found that when it came to people skills particularly networking, leveraging influence, and positioning my value system was very different from the one I met in the business world.Turns out my parents didnt raise a kid who was ready to face the cutthroat corporate environment, which is typically the case for manyfresh grads who come from similarlyprotective and safe backgrounds.Whether we like it or not, the corporate world is the real world, and we have to learn how to navigate it successfully. To help you get up to speed much more quickly than I did, Im sharing some of theunwritten rules of the game. Nobody will tell you these things. Most of us have to figure them out on our own but reading this guide can give you a head start on the competition.1. Your Worth to the Company IsTied to Your Last Performance EvaluationIm not kidding. Even if you were a top performer for five years in a row, youre doomed if you didnt manage to get a top rating this year, too, for whatever reason.I know, not all companies are the same. You may think that in your amazing company, managersreally sit down and evaluate all your results, compare them to your peers, iron out the differences in workloads and responsibilities, and give you a fair assessment.That may be true for some, but many of you arein for a rude awakening.2. Some People Are Only Nice to You When You Are Influential or They Need YouOnce your level ofinfluence changes or they no longer need you, so does their behavior.Sadly, it is o ften the case that someone who became your best friend wont even say so much as Hi once your role changes. As if that werentenough to shock the living heck out of you, that same person may soon be back on your team and have the audacity to treat you like a friend again.Ive experienced this twice, and I am still baffled as to how people can manage such extreme levels of duplicity.Maybe they think I suffer from amnesia?3. Promotions Are Not Linked to Performance They Are Linked to the Perception of Your PerformanceWe all view thingsthrough our own lenses. My map of the world could be drastically different from your map because of ourdiffering values, beliefs, experiences, and cultures. When you are working in a diverse, multiethnic organization staffed bypeople from all sorts of cultures and backgrounds, differences in perception can matter a great deal.Perception is reality. If you want to advance, it is imperative that you portray the right pictureof your work and results to the de cision-makers who matter.4. Being in the Right distributionspolitik at the Right Time Can Matter More Than ResultsWe all know that fortunate know-it-all who got promoted before everyone else despite theirmediocre results. How did they manage to do that?Building your image, networking, and exposure can get you places you never even dreamedof. Dont rely on your boss to do it for you. Create a network of influential leaders, sponsors, and mentors who know you and your achievements. Then,as soon as an opportunity opens up,youll be top of mindwithall the right decision-makers.5. When Youre a Star, Most of Your Mistakes Will Be ForgivenI have had the privilege of making some potentially career-lethal mistakes that went overlookedbecauseI was delivering results and management perceived me as a star.At the same time, Ive seen cases where management wasjust fishing for mistakes so they could kiss an employee goodbye. The key is to be diligent and cautious at all times, especially when you ar e not completelymeetingexpectations. Even the slightest issue can get you into trouble.6. High-Paid Opinions Hold More Weight than Low-Paid FactsThere are the actual data and facts, and then there are opinions and positioning. The opinions of higher-paid (and higher-ranking) people matter more in most organizations. Even when lower-paid (and lower-ranking) people have data and facts on their sides, top management has the right andauthority to do as they please. The earlier you learn this, the better.7. Sometimes Its Okay to Dissent and Sometimes It IsntMost companies encourage straight talk and want you to speak your mind. What they dont tell you is that, if you speak your mindtoo often, you might be labeled as negative, cynical, or narcissistic.There will be times when you have to choose between being in the right and being employed.Before you blurt out your opinion, ask yourselfwhat is at stake. How could your opinion be perceived? Is there a conflictbetweenwhat you are saying an d what the company wants?Be strategic if youre going to disagree. Back up your message with data, and deliver itin a non-confrontational tone. As you may know, its not the words that get people off their chairs its the tone.8.Theres a Fine Line Between Gaining Experience and Growing RustyYou think that becauseyou have 10 years of experience in your category of business, you arenot only highly valuable to your company but also a great catch for your competitors? Well, think againIn those 10 years, you have been pretty much doing the same thing over and over again, working with almost the same exact people the whole time. Have you ever delivered truly slam-dunk results?Why would anyone be interested in you over the other guywho has worked in three different organizations, rolled up his sleeves to deliverin every role hes held, and led his teams to stellar results?The lesson here Dont get rusty.9. Never Associate Your Self-Worth With Your lokalitt or PerformanceIt feelsgreat when you a re the champ but what what happens when you arent? And there will be times when you arent. Even if youre the next Mark Zuckerberg or Steve Jobs, you are bound to fail along the way.How do you react when you fail? Do you tie your self-worth and self-esteemtoyour job? You will be absolutely miserable if you do. You have to keep in mind that there are many factors outside of your direct influence that determine your success. If you were to beat yourself up for failing in those ares,it wouldnt be fair. Take pride in all the other roles you have in life when the going gets tough at work.10. It Is Easy to Thrive on Mediocrity Dont Fall for itDont be a victim of your own success. After youvespent years learning all the rules of the game, youll know how to play it with precision. At that point, it will become easy to fall into the trap of mediocrity.So what if you dont have stellar results? You can frame it otherwise. So what if you got passed over for a promotion? You have the right spons ors, and theywill look out for younext year. So what if youve been on a dud assignment for the belastung three years? At least you have a stable, high-paying job.This mindset is a kiss of death. Its detrimental to your learning and growth it is the path thatensures you get rusty.You dont have to. Instituteazero-tolerance policy for mediocrity, no matter how good youve gotten at playing the game. Push your boundaries and break the monotony.Dont struggle like I did. Give yourself a leg up in the business world. Learn these rules today, and really take them to heart.You may feel overwhelmed and even a little despondent right now, but youll thank me later.A version of this article originally appeared on Entrepreneur.Samia Hasan is the founder of Direction Dose.

Why the Employee Feedback Sandwich Tactic Doesnt Work

Why the Employee Feedback Sandwich Tactic Doesnt WorkWhy the Employee Feedback Sandwich Tactic Doesnt WorkManagers in workplaces are on a mission to discover ways to provide employees with wertmiger zuwachs improvement feedback- comfortably and kindly. The feedback sandwich has been recommended in management development, consulting, and Human Resources practices for years by many different consultants and trainers. And, you know what? They are wrong to recommend the feedback sandwich as a method for providing constructive feedback. It just doesnt work. And, it may even prove harmful to employee feedback. What a Feedback Sandwich Is In a feedback sandwich, the manager layers constructive feedback between two instances of positive performance feedback. The formula looks like start the meeting with positive feedback, then provide constructive or negative feedback, and then, end the meeting with more positive feedback. (Note the constructive meat is layered between two pieces of brea d praise.) Regardless that this approach may be comfortable for managers who seek easy ways to provide constructive feedback, the feedback sandwich may not be as helpful as recommended. In fact, it can get in the way of effective, meaningful feedback and communication that will produce performance improvement results. Heres why. Problems With the Feedback Sandwich Using a feedback sandwich flies in the face of recommendations about how to provide effective, meaningful employee feedback that is less than positive. The best approach recommended to performance improvement feedback is to provide straightforward, to the point, descriptive communication with examples of what the employee needs to improve.When an employee is scheduled for a meeting, even if it is a regular meeting, the employee anticipates that some feedback will be constructive. Sure, the employee doesnt like the constructive feedback as much as positive feedback, but the meeting met his or her expectations.The employ ee does not feel deceived or fooled. If the employee can expect honest, straightforward feedback from you, the employee will trust you. Beating around the bush is perceived as prevarication. If you provide feedback in a sandwich, the employee forgets what you said about his or her positive performance when you use terms such as and or but to transition to the perceived negative feedback. The employee loses the positive first interaction when they experience follow-up constructive feedback. Hence, you lose the supposed advantage of offering positive feedback first.Performance improvement feedback that is followed by more positive feedback distorts the importance of the feedback about areas to improve. The employee can be confused about the importance of constructive feedback. Since sustained improvement is the basis for recommendations about raises and other organizational perks, this places the employee at a disadvantage. Positive feedback is a powerful tool that managers can use to communicate the value of the employees work and contribution to the organization. It reinforces behaviors that youd like to see more of on the job. The feedback sandwich diminishes the value and the power of the positive, reinforcing feedback that is delivered during the same message or meeting. Alternative Strategies for Providing Constructive Feedback Convinced that the feedback sandwich may actually hinder effective performance feedback? If so, then these recommendations will help you provide more effective, employee-enabling, behavior-changing feedback to employees. (And, thats what you wanted in the first place, right?) You need to prepare for any meeting during which you will provide constructive feedback to an employee. The babo plays a powerful role in the employees work life and you need to remember this at all times. (Yes, this is burdensome, but you chose to be a boss with the responsibility for providing constructive feedback.)Your preparation of wording, approach, and examples will make you more comfortable as the deliverer of constructive feedback.An additional rule has been widely recommended to managers. If you need an employee to improve his or her performance, address only one major improvement at a time. With this approach, the employee can fully comprehend the needed changes. You can spend the time offering examples, developing a course of action, and expressing confidence in the employees ability to improve. It makes sense to focus after you have given the employee an overview of the key areas of needed improvement. You might even ask the employee where theyd like to concentrate first. When discussing the employees performance, link the failings to their real impact on the business and on the employees coworkers. Help the employee see where their actions are unfavorably having an impact on their company and their career. Focus, too, on the positive results that will occur with improvement. You need the employee to believe that they ha ve hope on the horizon.Areas that you put forth for improvement may already be apparent to the employee. The straightforward approach allows the employee to acknowledge that he or she sees the need for improvement. In fact, the employee may be experiencing frustration about how to approach improvement and how to get better results. This is an opportunity for the manager to develop a relationship with the employee in which the manager is viewed as a helpful resource who is committed to the employees success. The outcome of the meeting should be an action plan with feedback sessions planned at regular intervals. The employee is more likely to improve with clear expectations, due dates, and your proffered regular support. Then, make sure that you do follow up with the employee to emphasize the importance of his improvement to the success of his career.In a performance review setting, provide both positive and constructive feedback while providing the opportunity for discussion. Followi ng the entire discussion, rather than provide more positive feedback, use the time to express confidence in the employees ability to improve. Establish an action plan and critical points timeline that specifies when youd like feedback about progress from the employee. The feedback sandwich is an outdated recommendation that catered to the skills, fears, and trepidation of managers who were expected to help employees improve their performance by providing clear and honest feedback. If you follow these recommendations instead, you actually have the opportunity to help every employee succeed.