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11. Встаньте, когда человек, который будет проводить с вами собеседование, здоровается с вами Стойте до тех пор, пока вам не предложат присесть,
12 Крепко пожмите руку интервьюера и стойте прямо напротив него - это скажет о вашей уверенности
13.Будьте вежливы с секретарем в приемной, так как интервьюер обычно интересуется его мнением
14. Мужчины... не отрывайте ноги от пола в течение всего собеседования, колени - на уровне талии, а руки положите на подлокотники кресла. Оденьте костюм консервативного цвета (темно-синий, коричневый, темно-серый, темно-зеленый, или черный) с белой рубашкой, черными либо просто темными туфлями, и носками в тон вашему костюму,
15. Женщины, скрестите лодыжки или ноги, но ту ногу, которая внизу держите прямо а второй не качайте и не двигайте, локти держите на подлокотниках кресла Выберите чулки нейтрального цвета без экстравагантных узоров, туфли должны быть под цвет вашего костюма или чуть темнее Лучший выбор - туфли на среднем каблуке Не надевайте босоножки или туфли с открытым носком. Убедитесь, что ваш макияж подходит для должности, на которую вы претендуете, а также постарайтесь, чтобы он был естественным
16. Не стесняйтесь жестикулировать - это прибавит вам уверенности. Не забывайте улыбаться'
17.Смотрите прямо в глаза интервьюеру. Это очень важно, т.к. придает вам больше искренности
18. Никогда не говорите ничего неприятного о себе и о ваших нынешних, либо бывших начальниках. Если вас попросят рассказать что-нибудь плохое, выберите эпизод из прошлого и, не задерживаясь на нем сразу переходите к тому, чего хорошего вы ждете от новой работы.
19. Возьмите с собой папку из мягкой кожи - никаких больших портфелей или сумочек
20. Не перестарайтесь с парфюмом: вы ведь не хотите уморить интервьюера слишком резким запахом'
21.Будьте внимательны ко всем деталям - чищеная обувь, прическа, аксессуары, аккуратный маникюр
22. Если вы летите к месту собеседования на самолете - очень важно быть на месте за день до собеседования, чтобы хорошо отдохнуть ночью и прийти в форму
23. Не демонстрируйте никаких символов религиозной или политической принадлежности
24. Расходы на поиск работы, которые не облагаются налогом, включают: стоимость проезда, проживания 50% расходов на питание, телефонные переговоры, печать и отправка резюме, оплата услуг агентств по трудоустройству, оплата услуг консультантов и преподавателей
25. Узнайте о компании и интервьюере как можно больше
26. Отправьте благодарность по факсу, либо электронной почте сразу после собеседования, в тот же день
Text 2
My goal
What I consider when interviewing someone is mainly one thing - the ability to change. To what extent does this person have the ability to be flexible? Everything that is soft, flexible, mushy is alive. Everything that is stiff and hard is dead. At birth, you are soft, pliable. You throw a baby out a third-story window and probably there will be no broken bones. An old lady in Miami slips in the bathroom and she breaks her hip. One of the key the difference between most animals and humans is the ability to change, the need to change. When a horse or a camel, for example, is born it already has 80% of the skills it needs to survive and the other 20% of its skills it acquires, as it grows older. For humans it's just the opposite, we are born with 20% of what we need and the remaining 80% we acquire during the rest of our life. So, when I am talking to a candidate, the starting point is not all that relevant. What I would like to see is the level of flexibility. Starting from this perspective, the interview will be totally different from what is expected. What I try to do is to create scenario in which the candidate will be placed in an unexpected environment, and then I see how he reacts. When people come to interviews, they come with a scenario in mind. You come, you show your CV, you talk about your experience, and you shake hands and leave. The CV is a self-publication. I don't need it. It will tell me about your past but it will not tell me about your ability to change. I want to know how flexible you will be in the future, because the future is the big unknown and it's what's important to the hiring company. My goal as an interviewer is to jeopardize your scenario. I will set off a bomb. I will ask a question that no one could image. The idea here is not to see the practiced interview performance of the candidate. The idea is to see how the person can deal with a challenge. And in the course of the hundreds of interviews that I have participated in, some people simple got up and walked away. Great! Why would I invest time and money in someone if they are simply going to get up and walk away when they encounter a problem? If the first question is one of flexibility, the second question is one of matching. As a manager, you have to ask yourself how well this person will match your organization. Companies are not built upon individuals; they are built upon combinations of people. How does this person connect with others? In the end of the day, the difference between companies is not a matter of the difference in job descriptions. 99.9% of the work is the same. The real difference is in how people connect. Let me use the brain as a metaphor. What's the difference between the brain of an average guy and the brain of genius? Could you tell them apart from outward appearances? No. The difference is in the connections, in how well the synapses link. Companies are similar in this respect. Their success depends upon how well their individual parts communicate, connect and match. If an employee doesn't match an organization, he will never be able to succeed there, no matter how talented. Another metaphor: You can take a healthy organ and transplant it into another body. But if the organ does not fit in with its new body, it will be rejected. This is very important to consider when hiring someone, because skills and experience are usually not the issue.
Ensuring Stability in an Engineering Career
I LISTENED, AND I JOINED the IEEE in 1970 as a student member. I have tried to repay this professor for his good words by advising all the talented engineering students I meet to do the same thing.
My years of membership have helped me fulfill many of my personal and professional needs, and have enabled me to enjoy a successful career. My membership also helped me develop a perspective on how to find career stability.
Any discussion about ensuring a stable engineering career starts with analyzing what we do. Engineers solve real problems but to paraphrase aerospace pioneer Theodore von Karman, we also develop solutions to problems that never were—that is, they were not yet identified as problems. It is the creative process involved in solving problems that drives and satisfies us.
But, there is a downside to this profession: as engineers and technologists, we are always working ourselves out of a job. After all, there is little future in solving the same problem twice. The good news, however, is that there is a seemingly endless supply of problems to solve. Indeed, just 100 years ago, some people predicted the U.S. Patent Office would soon close be- cause all of the world's significant inventions had already been made! Of course, the fallacy of this notion is now clear. In fact, the U.S. Patent & Trademark Office reports that from 1980 to 2003, its of new patent filings tripled, from 113 000 to 367 000 a year.
Given the problem-solving nature of our work, the engineering profession has been remarkably stable during the /past century. And despite ongoing changes and fluctuations in our global economic environment, great opportunities lie ahead for the engineering student who plans his or her career properly. Interestingly, many of the same principles we apply to solving control-systems engineering problems—such as the analysis of phase and gain elements—can also be applied to developing an effective career plan.
Managing Your Career Broadly speaking, an engineering career can be broken into four phases: the years between ages 20 and 30 are for basic learning, and between 30 and 40 you prove yourself and sharpen your skills. From 40 to 50 may be the best time to be entrepreneurial id strike out on your m, and from 50 to 60 you can consolidate your gains into an early retirement But if you're lucky, you won't ever want to retire. It is critical to avoid getting 180 degrees out of phase with your career, especially where any gain is left in the system.
The essential gain elements in an engineering career are education, experience, and access to knowledge. Other gain elements are a person, s sponsors, advocates, counselors, mentors, and confidants. All are vital, but the network of people you create, shape, and maintain will assign these critical elements with appropriate amplification to either the forward or the feedback paths that will ensure career stability. Creating a stable career also requires that you identify the elements in your "SWOT" list—your strengths, weaknesses, opportunities, and threats. With the list as your guide, use your strengths (S) to contribute to the vitality of your network; work to minimize your weaknesses (W); exploit the network to uncover new opportunities (O); and stay ahead of possible threats (T).
Finally, maximize your career potential by investing your time as an IEEE volunteer. Volunteers learn professional and people skills not found in the classroom. Volunteers also have access to people with specialized knowledge and to leaders at all levels of the profession. Volunteering your time and abilities in the IEEE will nurture a successful engineering career and help move you closer to the cutting edge of your professional and technical disciplines.
Text 3
How to Keep a Good Project on Track? Here Are 1O Tips
My columns about the qualities of good managers and good employees prompted Michael Sullivan of Walt Disney Feature Animation to ask about the qualities of a good project.
"You need good employees and a good manager but a project doesn't exist in a vacuum," Sullivan wrote. "It has to fit in with a company's strategy, work alongside projects from other groups, and someone has to make sure that projects aren’t overlapping too much. How do you assess whether a project's good or not and how do you keep them on track?"
There aren't magic formulas, of course, but I do have a few tips on choosing and managing projects.
1. Choose projects carefully. Work on projects that are large enough to he worthwhile and for which your basic skills qualify you to succeed. You should probably be cautious if a company that has a better combination of capabilities is already ahead of you in the market.
Establish a timeline for completion. Make it realistic, not arbitrary, but don't let it be too long, When a project lasts more man a couple of years, it's pretty tough to maintain the freshness and responsiveness.
2. Keep the customer scenario clearly in mind. In good projects, the people involved are always thinking about the customer: How will the customer use your work? Why will it be better than what they had before, or the way they worked before?
3. Let employees know the project is important. When everybody understands mat they are involved in an endeavor mat matters, it builds enthusiasm and a sense of teamwork. It helps people draw on the best of what they have to offer and on the strengths of other good people.
4. Keep employees informed and involved. People working on a project should broadly understand its constraints. How quickly does it need to get done? What are the financial limitations? It's natural for different people to have different primary concerns because everybody brings individual expertise to a project. But there should be a common sense of the progress that is being made and where the difficult areas are.
5.Meet across boundaries. In well-managed projects, meetings frequently involve people from different disciplines and even different organizations within a company. It's easier to track the status of a project if everybody's talking. Meetings needn't all be in-person, nor should they be. Electronic mail makes it easy for managers to keep everybody in a project involved and to provide status reports that mix descriptive and numeric information. Really good managers pick a metric, such as a specific comparison to a competitive product, and really go overboard updating their people on how the product under development measures up.
One of the most important status reports is the very last one. People should get together, in person or otherwise, to conduct a post mortem. This practice helps the organization learn from its experiences.
6.Keep in touch with the progress and morale of the crew. Using e-mail makes it easy to survey people in a project. Do they think they,ve got common goals? Whaf,s their outlook about the project? You can also get indirect insight into how a team feels about a project by monitoring the rate at which people transfer out of it to other parts of the company; an exodus suggests trouble.
7.Share bad news. When parts of a project aren't going well, there must be a willingness to spread the information and get every-body engaged with it. Encountering problems is almost inevitable: failing to recognize and deal with problems is not
8.Make tradeoff decisions crisply. You want to minimize the number of big changes during a project, but you don't want to be overly rigid, either. It,s vital to be able to adjust to developments in me marketplace or to new goals suggested by customers. The trick is to make the decision process crisp, with tradeoffs explicitly agreed upon.
Too often, management doesn't really acknowledge the need; for tradeoffs. In the software world, for example, if management says, "We want this product to be feature rich and very small and get done overnight, "they're asking for everything with little appreciation of the tradeoffs involved. Sometimes managers who make unrealistic demands hound people when the demands aren't met. This undermines the project by clouding the decision-making process. In contrast, when the need for tradeoffs is acknowledged up front, decision-makers are free to search for the cleverest combination of met and unmet goals.
9. Know when to give up. Sometimes projects that seemed like a good idea when started don't prove to be successful. Recognizing that you should give up will be far easier if you've established crisp goals and monitor your progress toward them. You don't want to give up prematurely or let down your customers, but you also have to recognize a lost cause. Companies that appear to the outside world as if they are doing well all the time owe their success in part to a willingness to listen intently to customers and change focus as the market shifts or as they recognize where they can make a better contribution.
When you contemplate a risky project, or if you need to undertake a risky project, try to hire people who will be useful elsewhere in your organization. That way if the project doesn't succeed, you can move most of the people to other productive roles.
10. Finally, breed a sense of healthy competitiveness.
Performance and satisfaction both rise when there is a competitive spirit You don't need to go overboard on this, but a projects prospects for success go up when the people involved are consciously trying to do better than a competitor or a past practice.
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