Pilot Jobs: The Ever Changing Market
If you are looking for work as an airline pilot, you can’t help but notice that the news is constantly filled with information [mostly negative] about the job situation for the industry as a whole. Unfortunately, newsmakers only get part of the story right as the airline industry is always in a state of flux. Pilot jobs are available, but you must broaden your horizons beyond the conventional ways in which most pilots go about finding work. Let’s take a look at some of the options available to you.Independence Air’s recent demise has thrown hundreds of Airbus pilots out of work in the US. Press reports have been painting a gloomy picture of this event, which was not unexpected by airline exper

Techniques for Workplace Stress Relief
Most people experience stress some time in their life. It can come when the environment is providing stressful conditions or it can simply be brought on by the body's own mechanism. Undoubtedly one of the leading stress related conditions is that of the workplace. Indeed there is a very significant number of people taking time off work because they are stressed, leading to massive loss to businesses, not only because of sick days employees take but also because it leads to a lack of concentration, poor or reduced performance, tension and irritability leading to workplace conflict. Work stress relief is thus a beneficial program to be provided by an employer. If employees are not funded then it may do them

How To Write A Resume That Stays At The Top Of The Pile!
Here's something to think about!One internet source says that employers spend, on average, only 10-15 seconds on each resume and that 82-94% of applicants get rejected at CV stage.So, we (as interviewers) timed ourselves. We spent, on average, 80 seconds on each resume before making an initial decision - Yes or No.Generally we interview no more than 6 people for any one position. Based on the average number of resumes we receive, that's an 80-90% rejection rate.You'll realize from this that it's not necessarily the most qualified person who is shortlisted for the job, but the one whose CV or resume grabs the attention of the interviewers.and Atmospheric Administration, lost its co-founder and original CEO, Don Fitzpatrick, along with its general counsel and accountant, in a plane crash. That incident alone dealt HPTi a severe blow. Notes CEO Timothy Keenan, who assumed the post following his partner’s death, “At the time, every person in the company had been hired by either Don or me. So we were very much family.”

However, literally adding insult to injury, after the crash HPTi’s competitors went on the offensive, attempting to wrest its clients away on the premise that it couldn’t survive such a tragedy. The firm was forced to assess and redefine its position as a midsized IT provider, in between the small and very large firms that were awarded government contracts.

However, attending to the grief of his employees was first on Keenan’s to-do list. The accident happened on a Saturday and by the following Monday, grief counselors from the firm’s insurance company were on hand at each of the company’s locations (HPTi has offices in Colorado, Wisconsin, Ohio, Maryland and New Jersey in addition to its headquarters in Reston, VA). Keenan personally talked to each employee within the week and visited with all of the firm’s clients, assuring them that they would be quick to rebound.

And rebound HPTi did. The year 2003 turned out to be one of the firm’s most profitable ever. In fact, since then each year has been more profitable than the last. “In a crisis situation, people are capable of hyper-focusing, and we did benefit from that,” Keenan says. “But we realized that we had to put some infrastructure in place, including pushing down profit and loss responsibility a whole layer. We spent that whole year teaching people to be P&L managers.”

Keenan likes to refer to his employees as “knowledge leaders,” a take on the knowledge worker label coined by Microsoft and Intel in the 1990s. He feels the former term engenders the level of innovation the company’s leadership hopes to reap by providing each worker with the training and tools they need to make good decisions in the moment and to integrate new skills into their work. Around the time of the plane cra

e that it couldn’t survive such a tragedy. The firm was forced to assess and redefine its position as a midsized IT provider, in between the small and very large firms that were awarded government contracts.

However, attending to the grief of his employees was first on Keenan’s to-do list. The accident happened on a Saturday and by the following Monday, grief counselors from the firm’s insurance company were on hand at each of the company’s locations (HPTi has offices in Colorado, Wisconsin, Ohio, Maryland and New Jersey in addition to its headquarters in Reston, VA). Keenan personally talked to each employee within the week and visited with all of the firm’s clients, assuring them that they would be quick to rebound.

And rebound HPTi did. The year 2003 turned out to be one of the firm’s most profitable ever. In fact, since then each year has been more profitable than the last. “In a crisis situation, people are capable of hyper-focusing, and we did benefit from that,” Keenan says. “But we realized that we had to put some infrastructure in place, including pushing down profit and loss responsibility a whole layer. We spent that whole year teaching people to be P&L managers.”

Keenan likes to refer to his employees as “knowledge leaders,” a take on the knowledge worker label coined by Microsoft and Intel in the 1990s. He feels the former term engenders the level of innovation the company’s leadership hopes to reap by providing each worker with the training and tools they need to make good decisions in the moment and to integrate new skills into their work. Around the time of the plane cra

to its headquarters in Reston, VA). Keenan personally talked to each employee within the week and visited with all of the firm’s clients, assuring them that they would be quick to rebound.

And rebound HPTi did. The year 2003 turned out to be one of the firm’s most profitable ever. In fact, since then each year has been more profitable than the last. “In a crisis situation, people are capable of hyper-focusing, and we did benefit from that,” Keenan says. “But we realized that we had to put some infrastructure in place, including pushing down profit and loss responsibility a whole layer. We spent that whole year teaching people to be P&L managers.”

Keenan likes to refer to his employees as “knowledge leaders,” a take on the knowledge worker label coined by Microsoft and Intel in the 1990s. He feels the former term engenders the level of innovation the company’s leadership hopes to reap by providing each worker with the training and tools they need to make good decisions in the moment and to integrate new skills into their work. Around the time of the plane cra

hing down profit and loss responsibility a whole layer. We spent that whole year teaching people to be P&L managers.”

Keenan likes to refer to his employees as “knowledge leaders,” a take on the knowledge worker label coined by Microsoft and Intel in the 1990s. He feels the former term engenders the level of innovation the company’s leadership hopes to reap by providing each worker with the training and tools they need to make good decisions in the moment and to integrate new skills into their work. Around the time of the plane crash, HPTi instituted four tiers of training that help everyone from junior employees to senior managers communicate more effectively and take ownership over their work. HPTi also offers compensation incentives for completing technical and professional certifications.

Besides the training opportunities that the company provides, the firm’s staff benefit from peer learning through Learning Caf? presentations that are given every two to three weeks. Occurring over the lunch hour in a format akin to brown bags, staff members have the chance to receive in-depth training on a particular computer program (such as Microsoft Word) or even learn a skill not tied to the workplace. For instance, two weeks ago, Marty Shoup, practice technical lead and a 10-year veteran of HPTi, gave a presentation on video editing. He figured many fellow employees could shoot video from their digital cameras, but he wanted to illustrate what can be done with it once it’s been saved to a computer.

Eleni Antoniou, director of HR and a nine-year employee of the firm, attended the video editing Learning Caf? and has also presented several topics, including goal setting and getting the most out of performance reviews. She likes the way these presentations serve to keep workers connected. “Our employees have a lot of knowledge that they wouldn’t necessarily be using in the roles they’re in,” she says. “The idea is to share that knowledge with people who are also interested in it.”

Knowledge isn’t the only thing employees share. The firm places a premium on efforts through its work culture to give back, whether it be by sponsoring local youth sports teams (up to 14 of them in the communities where HPTi has offices) or paying $5 on National Denim Day to wear jeans to work and raise money to help fight breast cancer. Employees can also join a handful of company-sponsored sports teams.

The firm’s leadership works to stay connected to its employees and to regularly bring the organization together. HPTi holds a quarterly “All Hands” staff meeting, wherein the senior management provides business updates and fields candid questions from employees, and an annu