Customize this Outstanding Electrical Design Engineer Resume Sample

Redo this Outstanding Electrical Design Engineer Resume Sample Redo this Outstanding Electrical Design Engineer Resume Sample Make Resume Herbert Gather100 Broadway LaneNew Parkland, CA, 91010Cell: (555) 987-1234herbgather@example.comProfessional SummaryCreative Electrical Design Engineer with complete involvement with structuring a few fruitful shopper items. Skilled at functioning admirably with other plan engineers, tackling exceptional structure issues and investigating configuration imperfections. Spends significant time in customer machines and other electronic products.Core QualificationsCertified electrical engineerFieldbus organize experienceAutoCAD Electrical skillsStructural building skillsTeam-based mentalityProfessional attitudeExperienceElectrical Design Engineer, April 2010 February 2015Beatram Products New Cityland, CADesignated to the group that was accountable for vacuum cleaner and kitchen apparatus design.Assisted in making highlight portrayals utilized on the retail packaging.Responsible for surveying item drawings before they were submitted.Electrical Design Engineer, June 1993 May 200 4Nelson Products New Cityland, CAInnovated a few plan strategies that are still used.Assisted in overhauling the structure division to the most current variant of AutoCAD.Created conventions to structure frameworks that met all global wellbeing standards.Education1993 Bachelor of Science, Electrical EngineeringHilltop College New Cityland, CACustomize Resume

3 zombie interviewing techniques to exterminate this Halloween Viewpoint careers advice blog

3 zombie interviewing techniques to exterminate this Halloween In the spirit of Halloween, I have been thinking about the interview techniques which are as dead as the zombies, and could infest your entire hiring process just as quickly. I’m talking about the techniques which are designed to trip the candidate up or make them feel small, from the ghoulish “why don’t you like your current job?” to the ghastly “why shouldn’t we hire you?” Nowadays, candidates have a digital platform on which to air their grievances if they have a bad interview, whether it’s leaving a bad review on Glassdoor, or taking to Twitter to share their #nightmarehorrorstories. Therefore whether you want to hire the candidate or not, their negative experience could come back to haunt your reputation. So which zombie interviewing techniques need to be dead and buried? 1. Asking questions which are all trick and no treat Let’s start off with the questions which are designed to trick the candidate into saying something negative about themselves, for instance: What would your worst enemy say about you? How did you manage to take the time off for this interview? Why don’t you like your current job? What’s the biggest mistake you have made? (coming to this interview probably) As the interviewer, it is your job to make the candidate feel at ease, giving them a platform to talk about the positive aspects of themselves. If you need to understand any negatives, ask directly     and don’t make it the focus of the interview.   Trying to trick them into talking themselves down, won’t provide you with the information you need about their suitability, and will only serve to make them feel uncomfortable. In short, bury this zombie interviewing technique six feet underground. 2. Trying to spook the candidate Some interviewers think it’s a good idea to try and gauge how resilient the candidate is by spooking them with “power play” techniques.  For instance: Talking loudly over the candidate Barely talking at all, leaving long periods of uncomfortable silence on purpose Maintaining a blank expression or “poker face” Power posing- for example sitting back in their chair with fingers laced around the back of their neck or on the table You may think the above tactics will test how thick skinned a candidate is, and that if they can endure the above, they must really want the job. In fact, these interviewing techniques will only give the candidate a bad impression of what it is like to work with you, prompting them to consider their other options. Candidates have a choice of employer, and if you spook them, guess who won’t make the shortlist. 3. Dwelling on a supposed “skeleton in their closet” You will have a clear criteria of what you are looking for in this candidate, which is recommended. But what if this candidate has a “skeleton in their closet” or a shortcoming which goes against this criteria? For example: A skills gap which could be taught on the job A lack of industry experience Seeming too junior for the role Coming from a much smaller/larger company A gap in employment Firstly, dwelling on these “skeletons” during the interview itself, is a waste of both yours and the candidates time. Get the facts about the supposed “skeleton” from the candidate, take notes so you can reflect on it later, and move on to finding out why the candidate is suitable. Secondly, where talented candidates are in short supply, you may need to compromise on your idea of perfect.   You may need to accept that there are certain risks, such as those listed above, which you should be willing to take if the candidate has some more redeeming attributes which actually, you don’t want to miss out on. Use this Halloween as a chance to review your zombie interviewing techniques, and honestly ask yourself, should these tactics be dead and buried by now? The above are of almost zero benefit to your hiring process. Not only do they provide the candidate with a negative interview experience, damaging your reputation as an employer, they also waste time that could be spent using the interviewing techniques which will help you to attract the best talent. Are you currently hiring? Our recruiting and hiring tips and advice will help ensure you find the right person for the job First time interviewing a candidate? Avoid these mistakes Get ahead of the game if you want to snap up the best talent Eight red flags to look out for when interviewing

Team Building Activity - Sharing Management Wisdom

Group Building Activity - Sharing Management Wisdom Group Building Activity - Sharing Management Wisdom Instructional meetings and group building exercises that include and draw in participants are a test when your gathering meets normally. Your members have various degrees of information and need. Moreover, supervisory group individuals have various quantities of announcing staff individuals and the polished skill and experience of their detailing representatives goes generally. However, for group building and preparing, customary gatherings guarantee that the employees will move the preparation data or the feeling of group to the working environment. Customary gatherings likewise guarantee that endeavors to apply the preparation are assessed and shared. They likewise manufacture a durable feeling of having a place with a group in the brains of your members. A Team Building Activity Enables Participants to Share Experience and Knowledge Heres a straightforward group building movement that makes fervor during a consistently planned group building and instructional course. This group building movement permits your members to impart their amassed information and insight to different members. During this group building movement, the facilitator moves to one side and the members become the dominant focal point with their insight and aptitude. With a gathering of twenty-four, this group building action will take around 90 minutes. Along these lines, this group building action functions admirably as the focal point of a solitary group building meeting that is a piece of a consistently planned gathering or as an independent group building meeting. This group building movement is likewise valuable as a piece of a day-long or different day group building occasion when it is utilized in mix with different conversations, exercises, and ice breakers. This group building action is fitting as the headliner in a group building meeting that keeps going a few hours. With littler gatherings, you can change your time allotment figures down Steps in Sharing Management Wisdom: A Team Building Activity 1. Gap the gathering members into gatherings of four individuals. For this group building movement, you will need to appoint bunches dependent on long periods of the executives experience. This will permit you to have colleagues with different long periods of the executives experience taking an interest in each gathering. Along these lines, start by requesting that your members lift their hands on the off chance that they have over ten years of the executives experience. Relegate every one of these members to their own table. On the off chance that you have more than you have to separate the gathering participants into gatherings of four, place the supervisor with minimal involvement with the table with the director who has the most. At that point, ask what number of members have at least five years of experience overseeing individuals and dole out them to the tables of the more experienced supervisors. At long last, ask what number of directors have less than five years of experience and dole out them to the gatherings with the more experienced chiefs. This technique for allotting members to gatherings so you make different degrees of experience inside each gathering is basic to the accomplishment of this group building action. Try not to utilize a numbering off technique or a self-determination strategy to arrange these gatherings; your outcomes will experience the ill effects of the absence of decent variety. For sure, on the off chance that you know the participants, as you dole out by levels of understanding, abstain from placing departmental colleagues in a similar gathering. 2. Tell the recently framed gatherings that their task is to think back over their work vocations and decide the ten most significant bits of shrewdness they have found out about overseeing individuals. The accompanying model is from gathered information picked up while running crew building exercises: Dont ever anticipate that any individual should entire heartedly bolster and own any method of doing things that the person had no part in making or creating. Best case scenario, you will just get purchase in. Utilize this model or pull a model from your own amassed insight, yet share a model. 3. Give the time required by the members to consider and write down thoughts before you request that they share their astuteness with their little gathering. Thinking of ten bits of information, that bunch individuals need to share and feel good sharing, by and large, takes twenty to thirty minutes. You will know when most members are prepared for the following stage when the degree of clamor in the room increments as members visit with one another. When members have gotten an opportunity to consider their aggregated shrewdness, request that they share them with their little gathering. You will need to ask that every individual offer each in turn. They share their first; at that point, every individual offers their second, and afterward, each offers their third. Advise the little gathering individuals to search for regular topics and likenesses in the bits of shrewdness shared. Tell the gatherings that every individual will be solicited to share a few from their useful tidbits with the entire endless supply of the little gathering exercise on the off chance that they are happy with doing as such. 4. Question the group building movement by asking the gathering how they responded to the useful tidbits, both telling their own and hearing those of colleagues. What shared traits and contrasts struck them during the group building action? Keep on questioning the movement by asking the huge gathering whether members saw subjects in the insight shared. At the point when the conversation is done, inquire as to whether they have anything theyd like to add to the conversation before proceeding onward with the remainder of the meeting or ending the group building meeting. Varieties for Sharing Wisdom: A Team Building Activity You can allocate non-the board or blended gatherings to come up in with different kinds of astuteness gathered through working. A model may be: Come up with the ten most significant bits of intelligence youve found out about how to function viably with individuals. A subsequent model: Come up with the ten most significant variables youve found out about working successfully with their chief, or any chief. More Resources for Management Team Building Activities and Team Success Keys to Team Building Success: Make Team Building Activities SuccessfulHow to Build a Teamwork CultureThe Five Teams Every Organization Needs

The 4 Sentence Cover Letter That Gets You The Job Interview

The 4 Sentence Cover Letter That Gets You The Job Interview The 4 Sentence Cover Letter That Gets You the Job Interview Listen to Podcast Now: Listen in iTunes Download Audio File SUMMARY Modern-day cover letter is your introductionâ€"of any kindâ€"to the employer. There are essentially three ways this occurs: Cover Letter Email (with attached resume) Applicant Tracking System (ATS) Your “cover letter” has three goals: Explain why you’ve contacted the employer. Provide insight on who you are and what you offer. Show enthusiasm and interest in hearing (back) from the employer. You can accomplish these three goals in four sentences, which I discuss in the video. You can also grab this  FREE 4 SENTENCE COVER LETTER DOWNLOAD  to see the exact format! If you have haven’t seen How To Build the Ultimate Professional Resume, check it out because some of the cover letter content references your resume. Like this episode?  Please share it via social media and review it on YouTube on  iTunes! I can keep this blog and all future videos and podcasts ad-free and sponsor-free ONLY because you share my work! Please share or subscribe to  my podcast  and  YouTube channel  too! Want more advanced material?  Join the  milewalk Academy  and grab some of the free offerings that support the instruction in this post!

Featured Job Posting Manufacturing Engineer @ Electrolux - Copeland Coaching

Featured Job Posting Manufacturing Engineer @ Electrolux Electrolux is seeking a Manufacturing Engineer in Memphis, TN. This highly visible, hands-on leader is responsible for developing and implementing solutions to manufacturing engineering projects and manufacturability across all processes aiming to ensure state-of-the-art technology, equipment and processes. This position will have a significant opportunity to increase the level of automation across the entire facility. Responsibilities: • Drive the investments on new industrial initiatives and other changes necessary to improve production efficiency, quality and operational safety. • Participate in engineering design reviews; evaluate and approve drawings, routings, specifications and other documents. • Analyze manufacturing process flows for continuous improvement opportunities in quality, cost and throughput. Focus on Lean Enterprise evaluation and deployment. • Lead / participate in research, collection of information, obtaining quotes from vendors and checking availability of equipment. • Write investment Requests • Follow and report the status of a project. Schedules and any suggested revisions should be reviewed. Any changes to a project’s plan or schedule shall be documented. • Lead project review meetings during the course of a project. • Establish and executing project task lists to keep projects moving forward according each project’s plan. • Conduct Risk Assessments to identify and deal with any risks that may exist with the project. • Travel will be required during project review meetings and during commissioning. • Operational support, press room equipment; 100 â€" 1500 to progressive, transfer, hand tool, punch press process. • Tooling operation, basic functionality for the processing of parts, motion events, die clamping and processing. • SMED functions, quick change processes and hardware required to achieve 5 minute changeover mandates. • Project deployment and a successful startup with continuous support, deploy inside project financials, achieve project timelines, comply or exceed quality targets encompassed in the project scope. • Responsible for performing engineering and technical duties during the development of components throughout launches and production according to control plans. Performs problem solving techniques, process improvements, and maintains the quality standards of products. To learn more, or to apply online, visit the Electrolux posting here.