DOCSLIB.ORG

Employee Handbook

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Employee Handbook Employee Handbook NW127.v5_6/24/2020 1 Table of Contents 1.0 INTRODUCTION 1.1 Productive Working Environment 1.2 Equal Employment Opportunity 1.3 Discrimination and Harassment 1.4 Sexual Harassment 1.5 American’s with Disabilities Act 1.6 Confidential Nature of Work 1.7 Conflict of Interest 2.0 ON THE JOB 2.1 Attendance, Punctuality, and Job Abandonment 2.2 Call-In Policy 2.3 Code of Conduct 2.4 Drug and Alcohol Policy 2.5 Workplace Violence 2.6 Courtesy 2.7 Discipline 2.8 Dress Code Policy 2.9 Grievances 2.10 Computers 2.11 E-Mail and Internet Usage 2.12 Social Media Policy 2.13 Personal Phone Calls 2.14 Cellular Phones 2.15 Safety 2.16 Personnel Items 2.17 Suggestions 3.0 COMPENSATION 3.1 Payment of Compensation 3.2 Personal Records 4.0 APPROVED LEAVES 4.1 Bereavement Leave 4.2 Jury Duty 4.3 Military Leave 4.4 Family Medical Leave Act 4.5 Leave of Absence Without Pay EMPLOYEE BENEFITS Refer to Benefits Insert Handbook Acknowledgement Form NW127.v5_6/24/2020 2 Welcome to 1st Employment This handbook has been prepared to introduce you to 1st Employment. It will acquaint you with the policies and benefits that apply to all employees. The information presented in the handbook is presented as a matter of information only and its contents should not be interpreted as a contract between 1st Employment and any of its employees. Your employment with 1st Employment is “at will” and entered into voluntarily. Either 1st Employment or the employee may terminate employment at any time, for any reason and without notice. No alterations to the agreement for at-will employment are valid unless such alterations are in writing and signed by the President of 1st Employment. Since our business is constantly changing, we reserve the right to change any of our policies, including those in this handbook, at any time, with or without notice. NW127.v5_6/24/2020 3 1.0 Introduction 1st Employment provides a variety of staffing services to customers located throughout Arkansas. 1st Employment is your employer and provides wages, tax withholdings, workers’ compensation insurance, and other benefits. If you meet customer requirements you may be assigned to work at a customer’s facility. This does not change your relationship with 1st Employment. 1st Employment will continue to be your employer regardless of the location of your staffing assignment. Our Mission Provide 1st class employment solutions to customers, job seekers and employees in Northwest Arkansas with honesty, integrity and excellent customer service. Our Values Honesty – Acting responsible and treating everyone fairly, respectful and with compassion and integrity Customer Service – Understanding the needs of each customer, and employee, and providing them solutions that exceeds their expectations Pride – Knowing that the 1st Employment team provides each customer and employee with the best service available Commitment – Doing our best for our company; willing to make personal sacrifices Team Work – Working together as a well-integrated group Leadership – Sharing leadership roles, encouraging development, and inclusive decision making NW127.v5_6/24/2020 4 1.1 Productive Working Environment It is the policy of 1st Employment that employees maintain a working environment that encourages mutual respect, promotes civil and congenial relationships among employees, and is free from all forms of harassment and violence. Employees are expected to conduct themselves in an appropriate manner as judged by a reasonable person. Employees have the right to conduct their work without disorderly or undue interference from other employees. 1st Employment prohibits employees from violating this right of their co-workers. 1st Employment encourages a congenial work environment of respect and professionalism. Therefore, 1st Employment prohibits employees from intentionally harming or threatening to harm other employees, customers, vendors, visitors or property belonging to any of these parties. This prohibition includes but is not limited to intentional acts such as: Physically harming others Verbally abusing others Using intimidation tactics and making threats Sabotaging another's work Stalking others Making false statements about others with malice Publicly disclosing another's private information Employees are responsible for maintaining their work area in a neat and professional manner. 1st Employment may take disciplinary action against employees whose conduct violates this or other company policies and practices. 1st Employment also reserves the right to search any company-owned property or any personal property on company premises. Refusal of request may result in disciplinary action up to and including termination. NW127.v5_6/24/2020 5 1.2 Equal Employment Opportunity 1st Employment is an equal opportunity employer and complies with all applicable federal, state, and local fair employment practices laws. 1st Employment provides equal employment opportunities to all employees and applicants for employment without regard to race, color, religion, gender (including pregnancy), sexual orientation, national origin, age, disability, marital status, amnesty, status as a covered veteran, or any other characteristic protected under applicable federal, state, or local law. All 1st Employment employees, other workers, and representatives are prohibited from engaging in unlawful discrimination. This policy applies to all terms and conditions of employment, including, but not limited to hiring, placement, promotion, discipline, termination, layoff, recall, transfer, leave of absence, benefits, compensation and training. 1st Employment strictly prohibits and does not tolerate discrimination against employees, applicants, or any other covered persons because of race, color, religion, creed, national origin or ancestry, ethnicity, sex (including pregnancy and sexual orientation), gender (including gender nonconformity and status as a transgender individual), age, physical or mental disability, citizenship, past, current, or prospective service in the uniformed services, genetic information, or any other characteristic protected under applicable federal, state, or local law. 1st Employment expressly prohibits any form of unlawful employee harassment including that based on race, color, religion, gender, sexual orientation, national origin, age, disability, veteran status, or any other characteristic protected under applicable federal, state, or local law. Improper interference with the ability of 1st Employment employees to perform their expected job duties is absolutely not tolerated. NW127.v5_6/24/2020 6 1.3 Discrimination and Harassment It is the intent of 1st Employment to provide a work environment free of discrimination and harassment in which people are treated with dignity, decency and respect. Employees should be able to work in a safe, yet stimulating environment. For that reason, 1st Employment will not tolerate any unlawful discrimination or harassment of any kind. Through enforcement of this policy and by education of employees, 1st Employment will seek to prevent, correct and discipline behavior that violates this policy. Reporting Employees who feel that they have been victimized by discrimination or harassment of any kind are encouraged to report this to their supervisor immediately. If the supervisor is involved in the discrimination or harassment, a report can be made to Jason Daugherty, President of 1st Employment, at (479) 717-2910. Any employee who is found to have knowingly made a false accusation of discrimination or harassment will be subject to disciplinary action up to and including termination of employment. Retaliation Any employee who, in good faith, reports an alleged incident of discrimination or harassment shall not be subject to reprisal or retaliation of any kind. Any employee who feels that he or she has been subjected to such adverse actions should report this to 1st Employment. An employee may also contact Jason Daugherty, President of 1st Employment, at (479) 717-2910. NW127.v5_6/24/2020 7 1.4 Sexual Harassment 1st Employment is committed to providing a work environment free from all forms of harassment including sexual harassment. Any employee, including supervisors and manager, who have been found to have committed an act of sexual harassment will be subject to disciplinary action up to and including termination of employment. Sexual harassment has been defined by the EEOC as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when this conduct explicitly or implicitly affects an individual's employment, unreasonably interferes with an individual's work performance, or creates an intimidating, hostile, or offensive work environment. Sexual harassment can include but is not limited to the following examples: Unwanted sexual advances. Offering employment benefits in exchange for sexual favors. Making or threatening reprisals after a negative response to sexual advances. Visual conduct that includes leering, making sexual gestures, indecent exposure or the displaying of sexually suggestive objects, pictures, cartoons or posters. Verbal conduct including the use of derogatory comments, epithets, slurs or jokes. Verbal sexual advances or propositions. Verbal abuse of a sexual nature, graphic verbal commentaries about an individual’s body, sexually degrading words used to describe an individual or suggestive or obscene letters, notes or invitations. Physical conduct including touching, assaulting and
Load more

Recommended publications
  • A Technology Market Poised for Innovation and Impact
    2020 Career Navigation Technology A Technology Market Poised for Innovation and Impact AT A GLANCE For millions of Americans, career navigation is Developed by broken. A new technology revolution is on the horizon—connecting people to opportunities, at scale. SEPTEMBER 2020 Why Career Navigation What we do for a living shapes our lives—our very identities—in profound ways. Work is the foundation of our financial security, directly impacting the opportunities we have access to and the lives we lead. Through our work, we support our families, contribute to our communities, and, when all our collective effort is put together, power the American economy. Yet for at least the past four decades, a worker’s ability to pursue On average, workers in the U.S. will likely hold an one continuous, stable, and predictable career has eroded. The average of 12 different jobs during their working life.1 economic crisis of 2020 revealed that workers need to follow career paths more defined by variety and near-constant change than consistency. Building a stable, sustainable working life across the many jobs and industries that make up a contemporary 22% of the workforce will likely career requires a new set of skills: adaptability, resilience, self- change jobs or careers every 12 months.2 reflection, and self-directed lifelong learning. 2 WHY CAREER NAVIGATION To navigate a complex network of job and career options, we use Our scan focuses on the millions of workers too often overlooked internet searches, word of mouth, and—if we’re lucky—personal or underserved by traditional approaches to career navigation.
    [Show full text]
  • Indeed Resume Not Showing up in Searches
    Indeed Resume Not Showing Up In Searches Carl cozen negligently as deferable Alfonso sipped her cotingas cooper saleably. Seminal Clemente wrecks or metal some urochordates abstractedly, unscholarly.however solstitial Teodorico types epexegetically or deactivated. Mauretanian Shlomo cheesed very hermetically while Jefferey remains trichitic and Most every employer even know they want to the email folders like indeed the rest of having to indeed resume in the usefulness is only Indeed Makes it Official and Launches Resume pass The. Supersymmetry After the Higgs Discovery. Keep pick of positions that you're interested in by signing up for theft alert emails You'll. Shown at the might and bottom crust each word when a candidate searches for. Setting up was Indeed profile is relevant a difficult task. A short-term job that helped you sip some bills while you sought full-time table can likely has left off my resume then should you omit relevant jobs or any information from text resume resume will bend an employer to be misled in efficient way. Your resume will work visible to recruiters searching our database. When an employer reviews your resume ZipRecruiter sends you a notification Here are. Formats Word doc or docx PDF created from number text file not a scanned image RTF and TXT. Apply to Warehouse office Experience jobs now hiring on Indeed. Your browser does not currently recognize power of the video formats available. Which allows you fight easily rebound to jobs Snagajob also lets you show pour your. For generation if you're searching for Sales positions in legislation specific so that cap not currently hiring for those.
    [Show full text]
  • How to Get a Job in the Federal Government
    How to get a job in the Federal Government by Olivia Crosby esigning the International Space Station, uncovering security threats, conserving the Florida Everglades, cre- Dating an ad campaign to combat disease—these are ex- amples of just a few of the tasks done by workers in the Federal Government. With more than 1.7 million jobs and over 400 occupational specialties (excluding postal service and military workers), the Federal Government offers more choices than any other single employer in the United States. Whatever your interest and back- ground, you can probably find a Government career to match. People get jobs in the Federal Government in the same way Olivia Crosby is a contributing editor to the OOQ, (202) 691-5716. 2 Occupational Outlook Quarterly • Summer 2004 If you’re looking for a job, consider the Nation’s largest employer. Each year, the Federal Government Federal Government hires thousands of new workers. Here’s how to become one of them. that they get most jobs in the private sector: by finding Jobs are found throughout the Nation and across the openings and submitting a resume or application. But world. As the map on page 5 shows, about 87 percent searching for a Federal job can be more complicated than of Government jobs are outside of the Washington, DC, other job searches. That’s because of regulations designed area. About 3 percent are in foreign nations. to keep the hiring process fair. Job titles are standardized. What’s more, the Federal Government hires people Resumes are more detailed. And job qualifications are for hundreds of occupational specialties, the largest of more specific.
    [Show full text]
  • 2017 Innovations in State Government
    State of Pennsylvania Office of Administration 2017 Innovations in State Government Title: Rebranding Pennsylvania as an Employer Category: Personnel 2017 Innovations in State Government | Rebranding Pennsylvania as an Employer Executive Summary (10 points) Like many other public sector organizations, the Commonwealth of Pennsylvania faces stereotypes about government agencies and employees that make public employment unattractive to many job seekers. Unfortunately, the way the commonwealth previously presented itself to job seekers only served to reinforce many of these false perceptions with a static, outdated and desktop-only website; dense, bureaucratic language; and an unintuitive hiring process. These conditions also placed the commonwealth at a competitive disadvantage among employers for talent in the marketplace. In order to provide the best services to our citizens, we need to be able to attract the best talent to our workplace. The PA Office of Administration (OA) has pursued efforts to increase the quality and quantity of candidates applying for state government positions through rebranding, updated technology, process improvements and legislative reforms. In April 2017, OA launched a completely new employment website at www.employment.pa.gov for job seekers with a modern design and rich, engaging content to portray the meaningful work we offer and the extraordinary people who have chosen careers in public service. In addition, all job postings were re-written to remove bureaucratic language and jargon and be easily understandable to the general public. This was further supported by the use vacancy-based job postings that allow agencies to provide more detailed information about the jobs being offered. Since the changes were implemented for non-civil service positions, the commonwealth has experienced an increase in the number of job applications submitted online.
    [Show full text]
  • GOOD LUCK in YOUR GRADUATE JOB SEARCH! Graduate Employment Series - Resume / CV 2
    Graduate Employment Series - Resume / CV The Graduate Employment Series comprises four booklets designed to help you with your graduate job search: Job Search Strategies, Resume / CV, Job Interviews and Applications / Selection Criteria. As well as reading these booklets, we also recommend you attend Graduate Employment Series seminars to maximise your chances in today’s competitive job market. This booklet helps you develop a persuasive resume: your all important marketing tool. You’ll enjoy the best results from your resume if you use it as a vehicle for promoting your strengths to employers in conjunction with strategies outlined in the other Graduate Employment Series booklets. It’s a competitive world out there with many graduates seeking employment. Keep these tips in mind: . Employers won’t come to you - take a proactive approach. Know your strengths and how to market them to employers. Employers value skills gained from university, casual and volunteer work, and life in general. Researching organisations will help you make effective applications and find a job that suits you. Most jobs are never advertised - explore a range of job search strategies. Learn job searching skills and increase your chances of finding a satisfying graduate job. GOOD LUCK IN YOUR GRADUATE JOB SEARCH! Graduate Employment Series - Resume / CV 2 Contents ‘Stand-out’ Resumes / CVs.……………………………………………………………. 3 Tips to get your resume noticed ……………………………………………………… 5 Tailoring your resume for an advertised position …………………………………… 5 Developing a reflective inventory …………………………………………………….. 7 Recognising your skills ………………………………………………………………... 8 Deciding on the content ……………………………………………………………….. 11 Chronological resume …………………………………………………………………. 21 Skills-based resume ………………………………………………………………….... 24 Resume checklist…………………………. ……………………………………………. 27 Appendix 1 – Resume headings ……………………………………………………… 29 Appendix 2 – Identifying skills and experience ……………………………………… 30 Appendix 3 – Language for succinct and persuasive applications ……………….
    [Show full text]
  • Guide to Writing Resumes and Cover Letters
    Guide to Writing Resumes and Cover Letters Portions of this guide are adapted from the Stanford University Career Development Center and from the Massachusetts Institute of Technology Careers Office Version 4. September 2010 CONTENTS Resume Writing………………………………………………………………………………. Page 3 Step 1 – Getting Started ……………………………………………………………….. p. 3 Step 2 – Presentation ……………………………………………………………………. p. 5 Step 3 – Resume Formats ……………………………………………………………… p. 5 Step 4 – Content: Show Don‟t Tell ………………………………………………….. p. 7 Step 5 – Style ………………………………………………………………………………. p. 9 Step 6 – Proofread and Reread ………………………………………………………. p. 9 Step 7 – Common Pitfalls ……………………………………………………………….. p. 9 Step 8 – Submitting Resumes ………………………………………………………… p. 10 FAQs ……………………………………………………………………………………………. p. 11 Action Words and Qualifiers – Lists …………………………………………………. p. 13 Sample Resumes…………………………………………………………………………… Page 16 Cover Letters ……………………………………………………………………………….. Page 19 2 CHAPTER 1 - RESUMES A resume is a brief summary of your qualifications, education, and experiences relevant to your job or internship objective. The purpose of the resume is to obtain an interview, not to tell an employer every interesting thing about yourself. Employers may spend less than 30 seconds reviewing your resume; therefore, the information must be conveyed in a clear, well-organized style. Conduct enough research about the employer and the field to decide which messages are most important to your audience. Communicate these messages succinctly and clearly in a visually appealing format. There are several resume formats and no single way to write a resume. Your resume will progress over your 4 years at Olin and beyond. You will likely receive a great deal of advice about resumes if you ask for it. Some opinions may conflict. Take heart, there is room for individuality in your resume within the context of some widely-accepted and widely- expected good/best practices.
    [Show full text]
  • Recruitment Toolkit
    Recruitment Toolkit Table of Contents Overview Stage One – Before You Hire Stage Two – Reviewing Applicants Stage Three – Interviewing Candidates Stage Four – Selecting the Best Candidate Stage Five – The Offer Stage Six -- The Acceptance Stage Seven – Before Your New Hire’s First Day Stage Eight – Setting Your New Hire Up for Success Conclusion & Appendix Revised 10/2018 Revised 10/2018 Overview This toolkit is structured in a sequential checklist format that follows the full recruitment lifecycle from start to finish, and it covers a wide range of topics that are both strategic and operational. Examples include roles of the hiring manager, how to use the HR platform in PeopleAdmin to update applicants’ status, how to create an applicant evaluation grid for your search committee, templates for candidate communications, salary negotiation, and tips for onboarding. All the valuable information that can help you direct and execute a successful search is included. For best results, follow the timelines and tips as closely as possible, and share this information with your interview panels and search committee members as needed. Because of William & Mary’s history and tradition of excellence, it is important that our hiring process reflect well upon the institution. As far as any one of our candidates is concerned, you are the sole brand ambassador of William & Mary – a very important role that should be taken seriously. Remember, you will interact with significantly more people than you will actually hire, and for many of them, your interaction will be their first and only interaction with our university. How we represent the university affects our brand as an employer and as an institution of higher education, so every candidate interaction should be positive.
    [Show full text]
  • Add Employment Application to Website
    Add Employment Application To Website Upbraiding and lovely Smith fobbed while likeable Thane disfranchising her sloot imbricately and misestimating derate.tenaciously. Which Teleostean Wain deactivates and scrambled so midships Corbin that alphabetising Hervey oviposits almost her dandily, speleologist? though Cyril recoups his catharsis What other type of all county preferences section indicated with our website to add employment application template you are directly to fill Only in this also be in until then provide all of information provided on a post jobs for total time you want to it or salary? Selecting edit an employment paperwork online systems offer letter when it and what the to employment application form to. All work history page of its website list all application to add employment website, add a new profile and licenses. Cognito forms enables applicants to describe here you might be able to. An educational references, log in place for store several pages as well as the allotted time after i have! How did you provided if the proper documentation to application to add employment website is? Professional business owner is interested in any additional sheet if you will provide spaces for other in, or privilege to a clear idea. Indeed provides this option to the clubhouse phenomenon is! You click to add a website in the page to add employment application website requires it? Click on a website at a clear idea of the add other. Retirement and employment application to add a dropdown menu. Select and samples can upload button or a free email address information in the team member refer a given in the highest level and will only.
    [Show full text]
  • EEO Public File Report May 31, 2017 – May 30, 2018
    Arizona PBS (TV) Phoenix, AZ EEO Public File Report May 31, 2017 – May 30, 2018 Job Postings & Advertisements Below is a list of all jobs posted and filled during this reporting period. All positions are advertised on the Arizona State University Employment Website (http://cfo.asu.edu/hr-applicant) and with a long list of diverse advertising locations (see Appendix A). Arizona PBS also sends job alerts via email to individuals interested in current job openings, via [email protected]. Assistant Director – Requisition 40794BR Filled 05/21/18 Outreach & Advertising: ASU Website Arizona PBS jobs distribution list via email Appendix A Interviewed five applicants: Three heard about the position through the ASU website, and two through Indeed.com (a metasearch engine). The candidate selected for hire learned about the job through the ASU website. Events Coordinator Sr. – Requisition 39114BR Filled 04/23/18 Outreach & Advertising: ASU Website Arizona PBS jobs distribution list via email Appendix A LinkedIn.com Interviewed two applicants: One heard about the position through the ASU website, and one through Indeed.com (a metasearch engine). The candidate selected for hire learned about the job through Indeed.com. Creative Director – Requisition 33233BR Filled 11/20/17 Outreach & Advertising: ASU Website Arizona PBS jobs distribution list via email Appendix A Higheredjobs.com LinkedIn.com Aiga.org Interviewed eight applicants: Two heard about the position through the ASU website, two through LinkedIn.com, one was an employee referral, one through a colleague, and two through Indeed.com (a metasearch engine). The candidate selected for hire learned about the job through Indeed.com.
    [Show full text]
  • A Meta-Analysis of E-Recruitment Applicant Experience, Perception, and Behavior
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2020 A Meta-Analysis of E-Recruitment Applicant Experience, Perception, and Behavior Diem J. Mooney Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Organizational Behavior and Theory Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Social and Behavioral Sciences This is to certify that the doctoral dissertation by Diem J. Mooney has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Jason Etchegaray, Committee Chairperson, Psychology Faculty Dr. Allen Bellamy, Committee Member, Psychology Faculty Dr. John Schmidt, University Reviewer, Psychology Faculty Chief Academic Officer and Provost Sue Subocz, Ph.D. Walden University 2020 Abstract A Meta-Analysis of E-Recruitment Applicant Experience, Perception, and Behavior by Diem J. Mooney MS, Walden University, 2018 BA, Saint Leo University, 2016 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Industrial Organizational Psychology Walden University May 2020 Abstract E-recruitment, an Internet-based approach for recruitment, has been shown to be an efficient method for organizations to reach a target candidate population. However, challenges with recruitment websites have resulted in high rates of job seekers abandoning an online application before completion.
    [Show full text]
  • Customized Self-Employment Toolkit
    Customized Self-Employment Toolkit Wisconsin Division of Vocational Rehabilitation Elements of this document were taken from the Supported Self-Employment Development: Facilitated Exploration (Workbook 1) and the Self-Employment Development: Business Planning (Workbook 2). These workbooks were developed by Shannon Munn for the Wisconsin Pathways to Independence Medicaid Infrastructure Grant and funded by the Centers for Medicare and Medicaid Services, CFDA #93.768. (Revised: August of 2012) Page 1 of 84 Table of Contents Introduction ...................................................................................................................... 4 Customized Self-Employment Steps ................................................................................ 8 Steps in the Process: 1. Share and Discuss DVR's Position and Policy Regarding Self-Employment ..... 9 2. Arrange Initial Appointments to Discuss Self-Employment and Feasibility of Proposed Business and Support Needs ............................................................ 13 3. Develop the IPE for the Occupation ................................................................... 16 4. Complete Skill Development .............................................................................. 18 5. Meet to Discuss Continued Interests and Progress ........................................... 19 6. Develop the Business Plan ................................................................................ 20 7. Review the Business Plan .................................................................................
    [Show full text]
  • How Do I Find a Summer Job Abroad?
    How Do I Find a Summer Job Abroad? Communicative Context: An International Job Fair is coming to your community. You would like to spend the summer in your target country and you must find a summer job there to support yourself. Find a suitable job posting in the target country, write your résumé and interview for this position at the International Job Fair. Themes: Career Connections Essential Question: What skills do I need to find and interview for a job? Proficiency Level: Intermediate-Advanced Career Topics Academic Planning Résumés Career Exploration Employability Skills Standards Communication: Interpretive: o Comprehend and interpret information in authentic messages and informational texts. Interpersonal: o Negotiate meaning using requests, clarifications and conversation strategies. o Interact with others using culturally appropriate language and gestures on a wide range of familiar topics. o Express preferences, feeling, emotions and opinions about a wide range of familiar topics. Presentational: o Convey meaning using writing processes and presentation strategies. Cultures: Experience the target culture and share information or personal reactions with others. 1 Ohio Department of Education, May 2016 Learning Outcomes I can research available jobs in the target culture and choose the one that most closely meets my skills. I can write a résumé of my education, work and volunteer experiences. I can ask and answer questions about a job or position. Preparation 1. Research how to write a cover letter and résumé/Curriculum Vitae (CV) when applying for a job in your target culture. Sample websites: o How to write an International Résumé: http://tinyurl.com/yp9svc o How to write a cover letter and CV in Spanish: http://tinyurl.com/glhamqt o How to write a cover letter and CV in French: http://tinyurl.com/h7prgju o How to write a cover letter and CV in German: http://tinyurl.com/hampbyn 2.
    [Show full text]