EMC Theatres with Apprenticeships/Internships
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Advice for Employers, Creating a Successful Internship
Pinkney Hall 410-626-2501 [email protected] AAddvviiccee ffoorr EEmmppllooyyeerrss:: ' CCrreeaattiinngg aa SSuucccceessssffuull IInntteerrnnsshhiipp ' From the intern’s perspective: The key to a successful internship is to have the opportunity to participate in meaningful work assignments that allow the intern to learn more about a career through practice by working closely with a mentor who takes an active interest in providing guidance and supervision. An intern has the specific goal of gaining knowledge, skills, and/or further understanding of a particular industry. From the employer’s perspective: The benefits for the employer are the opportunities to pre-screen and recruit highly qualified and motivated students to meet the company’s needs and provide the organization with fresh ideas and insights. Ideally, an internship strikes a balance between the activities that provide a meaningful learning experience for the intern and the activities that will increase productivity in the organization. Creating a Successful Internship Clearly-Defined, Meaningful Work Assignments • Interns want to be productive and learn new skills. It’s important to clearly define the types of assignments and supervision an intern will have during the internship. This will clarify the expectations of both the intern and the supervisor. • Short-term and long-term assignments help build valuable skills. Long-term assignments will ensure that the intern always has something to do to stay productive (especially during times when a mentor is unavailable). • Interns don’t usually expect to be constantly working on high priority assignments and tasks, but it is nice to provide them with some ownership of a meaningful project. -
Visit Chicago Area Independent Schools This Fall!
CHICAGO SHAKESPEARE THEATER Chicago Shakespeare Theater salutes Welcome THE PRODUCERS’ GUILD for its tremendous work on Family Gala 2015. DEAR FRIENDS, Who doesn’t love Disney’s The Little Mermaid? It’s one of our favorite stories from the fairy tale canon, and we are so excited to share it with you today. JOIN IN THE FUN— Contact Christopher Pazdernik at Our director Rachel Rockwell has worked for almost a year with a team of ADVOCATE FOR AND SUPPORT [email protected] designers, artists and artisans to create this magical world. In our intimate CHICAGO SHAKESPEARE! or call 312.667.4949 for details. theater, the story comes to life all around you! The Little Mermaid is one of many plays Chicago Shakespeare will produce this season. In just one year, we stage as many as nineteen different productions here on Navy Pier, on tour to schools and neighborhood parks—and all around the world. Our Theater is not only home to work by Shakespeare. We are forever inspired by this famous playwright to create new plays and musicals, and import DARE international theater artists to share their stories with Chicago audiences. We hope you enjoy your journey “under the sea” today, and that you’ll be back soon for more! For a family-friendly introduction to the Bard this summer, we Photo by Lindsey Best © 2015 Blue Man Productions, LLC. Photo by Lindsey Best © 2015 Blue Man Productions, TO LIVE invite you to come see Shakespeare’s Greatest Hits—on tour across the city, IN FULL free for all, through Chicago Shakespeare in the Parks. -
Apprenticeship Training Program for Clerical Positions a Partnership
Apprenticeship Training Program for Clerical positions A partnership between Newport News Public Schools and Virginia Department of Labor and Industry 1 Purpose: The purpose of the Apprenticeship Program is to ensure the professional development of all clerical employees by providing relevant, educational & on the job training. Employees may earn increases to their salaries with successful completion of level requirements. Benefits: Some of the benefits to the staff will be: increased pay for a higher level of skills increased knowledge & skills no charge to the employee for coursework The school system will benefit by having a highly qualified work force that will ensure a commitment to customer service and organizational expertise. Who is eligible? Any non-probationary, contracted, clerical employee, who has been in good standing for the past 3 years, is eligible to enroll. “Good standing” is defined as having no write ups or Performance Improvement Plans (PIP) and good attendance. Employees must have at least a high school diploma or GED to participate in the program. Participation in the program is voluntary. The employee must participate on his/her own time. If an employee chooses not to participate, he/she will continue to benefit from the standard pay scale. How do I enroll? Obtain an Apprenticeship Application Form online from the Human Resources webpage during the application period. Obtain a recommendation from your immediate supervisor. Send the completed copy to the Human Resources office by the deadline. Please contact the Human Resources office for application period dates. Selection Process: o Eligible candidates will be interviewed before being selected. You will be notified when interviews will take place. -
The Effect of Economic Downswings on Apprenticeships And
The Effect of Economic Downturns on Apprenticeships and Initial Workplace Training: A Review of the Evidence Giorgio Brunello University of Padova, CESifo and IZA June 2009 Acknowledgements: I am grateful to Kenn Ariga, Andrea Bassanini, Maria De Paola, Malgorzata Kuczera, George Psacharopoulos, Paul Ryan, Jorg Schweri, Catherine Sofer and Thomas Zwick for help and suggestions. The usual disclaimer applies. 2 Introduction The world economy is experiencing a severe economic downturn. GDP growth is slowing down sharply and is expected to be negative in 2009 in the US, Japan, Britain and the Euro area. Unemployment is rising and consumer demand is falling, as the real economy is hit by the consequences of the financial turmoil. Recessions are times of “cleaning up”, when outdated or unprofitable techniques and products are dismissed and new technology is adopted (Caballero and Hammour, 1994). During recessions, the flows out of employment increase and the flows into employment fall. The intensity of these flows vary with age: in the US, young workers experience the highest increase in outflows and the highest decline in inflows. Old workers are less likely to exit but experience a substantial decline in employment inflows (Blanchard and Diamond, 1990). Therefore, it is especially the young and the old who are negatively affected by a recession. In many European countries and in Japan, where employment protection legislation and practices shelter permanent employees from redundancies, the brunt of employment adjustment in the recession falls on reducing recruitment, especially of the young (Gielen and van Ours, 2005)1. What is the expected effect of the economic downturn on the provision of human capital within firms? There is no quick answer to this question. -
HRSD Apprenticeship Brochure
Vision To provide learning centered around work, life, health, water, and innovation. HRSD Apprenticeship Program Benefits That Build a Future • FREE classroom training • PAID on-the-job training • FREE textbooks • REIMBURSEMENT for mileage • Regular training and merit increases Mission • Top-notch instructors To create a workforce with diverse • Tutoring available • Enhanced promotional opportunities skill sets to prepare for an ever- throughout Hampton Roads and the changing industry. Middle Peninsula • Recognized and approved by the US and Hampton Roads Sanitation District Virginia Dept. of Labor and Industry, 1434 Air Rail Avenue Virginia Dept. of Veterans Services and Virginia Virginia Beach, VA 23455 Dept. of Professional and Occupational Regulation • Veterans benefits available for qualifying participants For more information, call 757.460.7303 • Exemptions for on-the-job training and/or or visit www.hrsd.com/careers and prior related coursework may be approved click on Apprenticeship A Tool for Excellence Eligibility Electrical & Instrumentation (E &I) HRSD created the nation’s first wastewater Candidates for HRSD’s Apprenticeship Program industry apprenticeship program to support Specialist must be: continued excellence in our workforce. Our • Hired by HRSD into an apprenticeship Uses highly specialized tools and testing apprenticeship programs are custom-designed to position, (HRSD must have a vacancy) equipment to install, inspect, maintain, help individuals achieve the training and • repair and replace electronic/ experience -
Internship Toolkit for Employers
INTERNSHIP TOOLKIT FOR EMPLOYERS NMU CAREER SERVICES Office: 3302.3 C.B. Hedgcock | Mailing: 1401 Presque Isle Ave. Marquette, MI 49855 t: (906) 227-2800 | f: (906) 227-2807 [email protected] | www.nmu.edu/careerservices www.facebook.com/CareerServicesNMU | Twitter: NMUCareerServic Pinterest: www.pinterest.com/NMUCareerServices | Instagram: NMUCareerServices Handshake: https://app.joinhandshake.com Contents Why Choose NMU Interns? .......................................................................................................................... 3 What are Internships? ................................................................................................................................. 4 Internship Overview ............................................................................................................................................ 4 Benefits to Employers ......................................................................................................................................... 4 Internship Experience Criteria............................................................................................................................. 4 NMU Work Experience Types ............................................................................................................................. 4 Liability & Legal Concerns ............................................................................................................................ 5 Paid vs. Unpaid (A Quick Overview Of FLSA) ...................................................................................................... -
HR 1.39 Disciplinary Action and Termination for Cause
ADMINISTRATIVE DIVISION POLICY NUMBER HR Division of Human Resources HR 1.39 POLICY TITLE Disciplinary Action and Termination for Cause SCOPE OF POLICY DATE OF REVISION USC System May 28, 2020 RESPONSIBLE OFFICER ADMINISTRATIVE OFFICE Vice President for Human Resources Division of Human Resources __________________________________________________________________________________ THE LANGUAGE USED IN THIS DOCUMENT DOES NOT CREATE AN EMPLOYMENT CONTRACT BETWEEN THE FACULTY, STAFF, OR ADMINISTRATIVE EMPLOYEE AND THE UNIVERSITY OF SOUTH CAROLINA. THIS DOCUMENT DOES NOT CREATE ANY CONTRACTUAL RIGHTS OR ENTITLEMENTS. THE UNIVERSITY OF SOUTH CAROLINA RESERVES THE RIGHT TO REVISE THE CONTENTS OF THIS DOCUMENT, IN WHOLE OR IN PART. NO PROMISES OR ASSURANCES, WHETHER WRITTEN OR ORAL, WHICH ARE CONTRARY TO OR INCONSISTENT WITH THE TERMS OF THIS PARAGRAPH CREATE ANY CONTRACT OF EMPLOYMENT. THE UNIVERSITY OF SOUTH CAROLINA DIVISION OF HUMAN RESOURCES HAS THE AUTHORITY TO INTERPRET THE UNIVERSITY’S HUMAN RESOURCES POLICIES. PURPOSE Outlines the university’s progressive discipline guidelines for supervisors when correcting inappropriate behavior of employees to ensure discipline is applied consistently. DEFINITIONS Bullying: Repeated, unwelcome severe and pervasive behavior that intentionally threatens, intimidates, humiliates or isolates the targeted individual(s), or undermines their reputation or job performance. Counseling or Oral Warning: A private discussion between the supervisor and employee to correct minor deficiencies in conduct or inappropriate workplace behavior. Demotion: The assignment of an employee from one established position to a different established position having a lower State salary range or, for employees in positions without a State salary range, assignment of a lower rate of pay to the employee. Termination: Disciplinary action whereby the employee is separated from employment with the University of South Carolina due to the frequency or nature of their misconduct or inappropriate workplace behavior. -
Parental Leave Guide Contents
Parental Leave Guide Contents Introduction 3 Statutory Leave in Great Britain 4 Statutory Leave: Key problem areas 5 Enhancing the statute 6 Areas to consider 6 Best Practices: Enhancing the statute 6 Building your Leave Programme 8 Before Leave 8 1.1 Areas to consider 8 1.2 Best Practices: Before Leave 8 During Leave 9 2.1 Areas to consider 9 2.2 Best Practices: During Leave 9 After Leave 10 3.1 Areas to consider 10 3.2 Best Practices: Fostering an inclusive culture after Leave 10 Building a more inclusive future 11 Pitching a new policy 12 Parental Leave Costing Tool 13 Further Resources 13 Portfolio Company Support 13 Authors 14 Contributors 14 Next Steps 14 Introduction The business case for diversity and inclusion is strong and growing Supported by over 25 UK venture capital and technology firms, this stronger: it helps drive innovation, challenge entrenched ways of thinking guide is designed to support VC partners in not only amending or and improve financial performance.1 Yet where diversity builds a workforce introducing their Parental Leave policies but in also guiding policy fit for growth, inclusion drives their retention. Cultures that champion and redevelopment across portfolio companies. The guide offers actionable not condemn the authenticity and individuality of their employees are recommendations, specific considerations for the venture capital industry, more likely to secure the talent needed: a study conducted by McKinsey and advice to help expectant parents pitch an enhanced policy to their in 2020 indicated that from a pool of job-seekers, 39% decided not to employer. -
Opera and Music Theater Dance Readings and Workshops Lighting
J O S H U A B ENGHIAT 53 Lefferts Ave • Brooklyn, NY 11225-3901 (646) 249-2478 • [email protected] • www.BenghiatLighting.com L I G H T I N G D ESIGNER Opera and Music Chamber Music Society of Lincoln Center Lighting Designer (includes live concerts and digital broadcast) 2013 – Present Lincoln Center for the Performing Arts The White Light Festival (Assoc. Lighting Designer to Matt Frey 2011-2015) 2011 – Present Lincoln Center for the Performing Arts The Swedish Chamber Orchestra with Nina Stemme 2013 NY Opera Society & Newark Archdiocese Dialogues of the Carmelites Dir. Will Bryan 2007 The Lyric Opera of Chicago Resident Assistant 2000 – 2002 Theater The 14th Street Y Hanna and the Moonlit Dress Dir. Ronit Muszkatblit Long View Theater Company Office Politics(Premiere) Dir. Aimee Todoroff 2015 Theatre 167 Pirira (Premiere) Dir. Ari Laura Kreith 2013 Barnard College Marisol Dir. Saheem Ali 2011 New Worlds Theatre Project Under the Cross Dir. David Winitsky 2011 Midtown International Theatre Festival Until We Find Each Other Dir. David Winitsky 2010 Barter Theatre The Blue-Sky Boys (Premiere) Dir. Nicholas Piper 2010 Barter Theatre Annie Dir. Richard Rose 2010 Zoellner Arts Center, Lehigh University Our Dad is in Atlantis Dir. David Winitsky 2009 Barter Theatre Heaven Sent (Premiere) Dir. Mary Lucy Bivins 2009 Playwrights Theatre, NJ Our Dad is in Atlantis Dir. David Winitsky 2009 Luna Stage The Santaland Diaries Dir. David Winitsky 2008 What Exit? Theatre Company The Housekeeper Dir. Jim Peskin 2008 What Exit? Theatre Company The Santaland Diaries Dir. David Winitsky 2007 Columbia University The Wild Party Dir. -
Work Based Learning in Concurrent Enrollment
House bill 15-1275 clarifies that career and technical education (CTE) course work related to apprenticeship programs and internship programs may be included in concurrent enrollment programs. Below are recommendations for implementing these work-based learning opportunities utilizing current practices, as well as recommendations for further consideration to expand and enhance these opportunities. Please note that these recommendations are a snapshot in time and are not inclusive of all work-based learning opportunities. This will remain a living document and as appropriate, stakeholders will make updates and incorporate additional guidance in other resources. Partnerships In order for concurrent enrollment students to earn postsecondary credits for pre-apprenticeship course work or internships there should be a documented partnership between an institution of higher education (IHE), an industry partner, and the local education provider (LEP). This documented partnership should clearly outline roles and responsibilities of each partner in providing the pre-apprenticeship coursework/program and internship programs, including but not limited to: Student qualifications, including determination of readiness Instructor qualifications Payment of tuition and fees Assessment requirements, including any course prerequisites Determination of postsecondary and high school credit earned through coursework Alignment of credits earned through coursework to high school graduation requirements Alignment of credits earned through coursework to a -
Mary Stuart First Mortality in the Film, Public Enemies, Taking a .45 Slug in the Solar Plexus from a Deranged Stephen Dorff
Artist Biographies Jeff Christian (Director, Leicester) led the company for eight Peter Garino (Sir Amias Paulet, Artistic Director) is a founding seasons, having adapted and directed A Midsummer Night’s Dream, member of The Shakespeare Project of Chicago and has contributed to Henry VIII, the gender-swapped The Comedy of Errors, In Medea Res over 50 theatrical readings as an actor and director since 1995. He (from Euripides’ Medea), Henry VI (from Shakespeare’s trilogy), directed Measure For Measure to open the current season and is Faust (from Marlowe and Goethe), The Parvenu (from Moliere’s Le scheduled to appear in The Merry Wives of Windsor prior to directing Bourgeois Gentilhomme), Ibsen’s Ghosts, Dickens’s The Cricket on The Tempest in the spring. This past season, he appeared in Paradise the Hearth, the outreach program 50 Minute Hamlet, as well as having Lost, directed Antony & Cleopatra played Thomas and David in The staged King Lear, Love’s Labours Lost, As You Like It, Sheridan’s The Rivals and Cardinal Wolsey in Henry VIII. On behalf of The Rivals, Somerset Maugham's The Constant Wife, and Regina M. Shakespeare Project, he has facilitated his Sonnet Workshop and Page Schwartz’s adaptation of John Milton’s Paradise Lost. Other to the Stage Macbeth for local public and private schools and colleges. directing credits include Mojo Mickybo, A Whistle in the Dark and Previous roles include Lord Stanley in Richard III, Creon in Jeff Our Father (Seanachai Theatre Company), The Skin of Our Teeth Christian's adaptation, In Medea Res, Duke Senior and Duke Frederick (The Artistic Home), Proof and Driving Miss Daisy (New American in As You Like It, Don Pedro in Much Ado About Nothing, Mortimer in The Constant Wife, Rev. -
STATEMENT of PRINCIPLE No One Should Be Forced to Choose
STATEMENT OF PRINCIPLE No one should be forced to choose between her personal safety and dignity, and her job. But too often in the theater community this is exactly the choice that women must make. Sexual discrimination and harassment and gender-based violence often occur in the intimate and physical context of a theater production. Victims of such conduct face a stark choice between continuing to work in close collaboration with their abuser and quitting the show. Few can afford to give up a job and lose not only income, but also the opportunity for career advancement. There is a sense in the community that it is not necessarily in a victim’s best interest to report abuse because of fear that the response will be insufficient and open her up to retribution. In addition, many instances of abuse happen outside of the physical boundaries of a theater. No theater, union or guild currently takes responsible for handling such cases. However, the two people involved will most likely have to work together the next day or in another production, and the victims are left to deal with the aftermath by themselves. In the face of these realities, victims often choose silence and the abuse is allowed to continue. It is time for the theater community to break its own silence on harassment and abuse and formally address the problem. The reality is that those who behave abusively are generally in positions of power. Artistic directors hold the power to employ, playwrights have hiring approval; removing a director mid-rehearsal puts an entire production in doubt; losing a celebrity from the cast hurts ticket sales.