HannahR+and+StephK

Paul L Eckert toc =**History**=

Korean War, Vietnam War, Cold War, Cuban Missile Crisis KOREAN WAR

VIETNAM WAR

COLD WAR
 * After WWII, developed between groups of communists and non-communists

CUBAN MISSILE CRISIS

=**Interview TipsTo find the right employee, ask the right questions and listen carefully to the answers. The best interviewers rely on instinct. They watch and listen carefully and pay attention to details. Good instincts can be developed and honed by paying attention to things that people do.**= • Always thank your candidate for meeting with you. Begin with casual conversation and smile. Your goal is to relax the candidate enough to get honest answers to questions you are asking. • Never begin by telling a candidate about the job and what it requires. Begin with questions for the candidate and tell him/her about your organization. • Stick to work related questions. Always comply with EEO regulations. • Avoid yes and no questions. For example: Are you good with people? Do you have computer experience? It is better to ask questions that begin a conversation: How do you deal with difficult people? Give me an example. What kind of experience do you have on the computer? What was the most challenging aspect of your last job? Why do you want this job? • Do not hesitate to ask for proof of skills. If the candidate needs to write business letters, ask the candidate to sit down and write one for you or ask for a writing sample. • To get as accurate a response as possible, ask the same question in different ways at different times during the interview. For example, if you are seeking a problem solver, disperse questions about problem solving throughout your interview, such as the following: What is a problem solver mean to you? How have you solved a problem for your last employer? If a problem arises, tell me how you handle it. Give me an example. Tell me about a problem that you were unable to solve for your last employer. • Stay away from frequently asked questions such as what are your strengths and weaknesses and ask less expected ones. Ask action questions like – what did you do in that case? What happened next? When was the last time you dealt with meeting a deadline? Tell me how you dealt with a difficult situation or person in your last job. • Can you detect a pattern in the candidate’s responses? Try to discover the type of person you are speaking with based on repeated questions they answer. Is this candidate a problem solver, team player, results oriented? • It is useful to find the reason that made the candidate change jobs in each job move. There are some professional wounds that are less desirable than others. Desirable reasons for leaving a job include : Feeling unappreciated after working hard, wanting to learn new skills, wanting a job with greater responsibility and challenge, moving ahead in a career path. Undesirable reasons to leave a job include personality conflicts and wanting more money. • Be clear about your salary offer so there is no misunderstanding as you go forward in the interview process. Review it often during the process. Do not waste your time or your candidate’s time. • Find out what interests the candidate. The right fit is a very important factor. If the organization is right for the candidate then the candidate will be right for the organization. • Encourage your candidate to interview you as well. You want your hire to last as long as possible. • And, finally, what does your instinct tell you. do you feel comfortable with this person. Are you feeling confident in their abilities. Develop good instincts and learn to listen to your instinct. Is this candidate right for your organization. Never dismiss your feelings about a person. If you are uncertain then tale a closer at the candidate. In summary, developing your instincts, learning how to read a resume and learning how to conduct an interview are the tools you need to find the right candidates for your organization. To build an organization of high performers, develop your skills as a talent scout and become a relentless and energetic recruiter. Recruitment must become part of your everyday consciousness. Be on the lookout for talent all the time -- not only when you have a position to fill. When you meet someone who interest you, take their name and number and call when an opening occurs. If they are not interested ask them to recommend someone who they feel is as good as they are. Learn how to speak about your organization in a way that emphasizes the good. Know your organization’s major points of appeal. You are selling your organization when you find the right person. Develop a clear and brief job description that you can use to guide your efforts. The better your job description, the easier to evaluate your candidate’s skills. Learn how to interview. A Harvard study indicates that more than 75% of turnover can be traced to poor interviewing skills and processes. Hire quickly when you find a candidate that you feel is right. Today, success in hiring depends on speed. More organizations lose the hire of their choice simply by taking too long to make an offer and the candidate is hired by another organization. And, the most important objective is to retain as much good staff as possible. All studies show that employees stay with organizations where they are treated with appreciation and respect. Help create an organization that is supportive to its employees and your staff will stay forever. http://www.nonprofitstaffing.com/307.asp
 * Guidelines and Mistakes to Avoid**Never search for the best candidate – always seek the right candidate for your organization. Studies show that employees who stay at their jobs longer are those where the fit is right. Know the culture of your organization, the job you are seeking to fill, and what kind of employee will fit into that environment.

A narrative is a moving picture. Like description, narratives need to have a rich texture of details so that the reader is seeing, hearing, smelling, and touching. The reader should experience the story, not simply hear it. Stories add the element of time to description. Often stories start at the beginning and then follow the sequence of events chronologically. However, an effective variation on this pattern is to start in the middle of things and then use flashbacks to fill in the background information. This method is especailly effective in holding the reader's attention. There are two extremes you want to avoid in writing a narrative. First, you can simply tell the story, event by event, without giving it any texture because you leave out descriptive details and dialogue. At the opposite extreme is a narrative that attempts to tell everything, painting detailed descriptions of every scene, quoting everything that is said, even speculating about the thoughts of the characters. A good narrative has texture, but it is suggestive rather than exhaustive. After all, the reader's imagination needs some room to fill in details. Giving too many details not only overwhelms the reader's imagination, it also slows the pace of the narrative. Pacing is an important concept in narrative writing. Basically, pacing means that the writer sometimes slows the pace by putting more detail in, but sometimes she also hurries over details. A good way to know where to put in details and where to leave them out is to think of a narrative as consisting of episodes (smaller scenes that are strung together to make up a longer story). If you divide your story into a few short episodes, then you want suggestive detail within the episodes, but you want to hurry over the transitions between them. Think of episodes as pearls on a string. Make the pearls full orbed; keep the string stringy. The reader dwells in the episodes, but she needs to be oriented to them, and that is the function of the transitions. As with description, point of view is important. What position is the story being told from? Another way of talking about this is to talk about the story's narrator. The narrator is not the writer, but the consciousness through which the story is told. Sometimes the story is told in third person, which means that every one is referred to as he, or she, or they. Sometimes, however, it is told in first person, which means that the narrator refers to himself as "I" and is actually involved in the story. Not all narrators are reliable. The more sophisticated narratives become, the more problematic is the narrator. When the narrator tells the story in first person, but details in the story lead the reader to suspect that the narrator is not reliable, the result is irony. Irony is a narrative condition in which the reader and the writer share a common judgmental attitude toward the narrator, or when the reader knows more than the narrator and characters in the story. For this assignment, it is probably better to tell the story as straight as possible. Irony is hard to pull off successfully. If you want to experiment with narrative form, I would suggest that you start somewhere in the middle of things and then use flashbacks. Also work on putting in suggestive but not overwhelming detail and dialogue. Try dividing your story into short episodes that build on each other. If you can pattern a sequence of events so that the story has some kind of climax (a scene of great tension and even explosion) followed by a denoument (a scene in which everything is worked out), you will have done more than many of us can. http://www.engl.niu.edu/wac/narr_how.html

__Veteran Interview Questions__ 1. Where and when were you born? 2. Tell me about your childhood. 3. Tell us about your family (Occupations, Political Views Pertaining to War, ect) 4. What did you do before entering the service? 5. Why did you enlist? 6. What Military branch did you serve in? 7. Why did you choose this branch? 8. Where were you stationed? 9. Tell us about your experience readjusting to your readjustment to civilian life. 10. Did you stay in contact with fellow veterans over the years after your service, and how? 11. What life lessons did you learn from your service? 12. In what conflict do you feel your efforts helped the most? 13. What was the highest rank you achieved? 14. How did you achieve this rank? 15. Did being in he Airforce force you to move around? 16. Where was your favorite place you were stationed? 17. By being in the military did you ever meet famous people? (presidents ect.) 18. What years did you serve in the military? 19. Did you receive medals while enlisted? Which Ones? 20. How does someone gain the medals you have? 21. Were you ever in any special units or divisions? 22. Can you explain to me what those units/divisions did? 23. What were the different conflicts you were involved in? 24. What duties did you perform while in the air force? 25. Did you choose not to fight in the conflicts? 26. Did you want to fight?