What to Consider When Writing a Resume For Inmates

What to Consider When Writing a Resume For InmatesFor every job you apply for, there is a wide range of characteristics you should consider when applying for a job in the correctional facilities. There are some things that are most important when it comes to a job application, but resume writing is also an important factor when it comes to these applications. A good resume writing for inmates is one of the best things you can do to show potential employers you have all the necessary skills necessary for the position.While writing resumes for inmates, there are some things that should not be forgotten. The most important part of your resume is your first impression. This is the first impression you make to the potential employer, so make sure it is the one that they remember. A great way to get an applicant noticed is to make them think of you as someone who has all the traits needed for a job.Using a picture of yourself or a picture of someone else in the same role will give your res ume a more personal touch and will be remembered more easily by a prison inmate. Showing a picture of yourself or your spouse gives more credibility to your resume. If you have a good portfolio, getting a picture of yourself in the same position can help it stand out from the rest.A resume writing for inmates is not difficult if you start with the skills you have and use them to expand on them. If you have good writing skills, they can be used to write several sentences of what you can do to meet the specifications of the job you want. Try to write the most effective sentences you can and use all the skills you have to get the job done.Always keep in mind what you are looking for and why you are applying for the job. Use this to guide you throughout the entire job search process. Make sure you are aware of all the qualifications the job listing requires and how to fulfill these in the most effective way possible. Writing a resume for an inmate does not have to be difficult if you ta ke the time to think about what you want the applicant to know. When filling out applications, the key to it is to make sure the applicant knows exactly what you are looking for. If you make sure they know this, you will find that the application process becomes much easier and quicker for you.The best way to start a resume writing for inmates is to plan ahead and really think about what you want to show the potential employer about you. Starting from that point, you will find that you will find the application process a lot easier and quicker to fill out.

LeanIn Study Second Shift Is Killing Dreams of Female Workers

LeanIn Study Second Shift Is Killing Dreams of Female Workers There’s been a lot of hand-wringing in corporate America over how to get more women in the C-suite. Will more generous paid leave policies help retain female workers? Is their work challenging enough? Is their pay equitable? But it turns out one way to help women aspire to executive positions begins in the home. A day job followed by a second shift of housework is killing the desire of working women to hold leadership roles, according to Women in the Workplace 2016, a report produced by LeanIn.Org and McKinsey Company. Video Player is loading.Play VideoPlayMuteCurrent Time  0:00/Duration  0:00Loaded: 0%Stream Type  LIVESeek to live, currently playing liveLIVERemaining Time  -0:00  Playback Rate1xChaptersChaptersDescriptionsdescriptions off, selectedCaptionscaptions and subtitles off, selectedAudio TrackFullscreenThis is a modal window.Beginning of dialog window. Escape will cancel and close the window.TextColorWhiteBlackRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentBackgroundColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyOpaqueSemi-TransparentTransparentWindowColorBlackWhiteRedGreenBlueYellowMagentaCyanTransparencyTransparentSemi-TransparentOpaqueFont Size50%75%100%125%150%175%200%300%400%Text Edge StyleNoneRaisedDepressedUniformDropshadowFont FamilyProportional Sans-SerifMonospace Sans-SerifProportional SerifMonospace SerifCasualScriptSmall CapsReset restore all settings to the default valuesDoneClose Modal DialogEnd of dialog window.PlayMuteCurrent Time  0:00/Duration  0:00Loaded: 0%Stream Type  LIVESeek to live, currently playing liveLIVERemaining Time  -0:00  Playback Rate1xFullscreen The study, one of the most comprehensive to date on the state of women in corporate America, looked at promotions, attrition rates, and career outcomes of 34,000 workers at 132 companies. In line with previous studies, it found that women do more housework and child care than men at every stage in their careers. But this study finds that there might be a link between all of those additional duties and how high women climb on the corporate ladder. While 43% of women who share responsibilities evenly with their partner aspire to become top executives, only 34% of women who do a majority of housework and child care have the same aspiration. This trend holds true for men: the more work they do at home, the less interested they are in very senior leadership. To wit: “Women in senior management are seven times more likely than men at the same level to say they do more than half of the housework,” the study finds. Karen Rubin, Talking Talent’s managing director for North America, told the Wall Street Journal that women often take on a majority of the housework during maternity leave, and it’s never evenly redistributed with their partner. That’s why it’s doubly important for both parents to take leave. “One of the surefire ways for an individual to feel overwhelmed and burned out is to take on an overwhelming share of housework and child-care responsibilities in addition to their regular job,” Rubin told WSJ. Read Next: The Big Problem With Donald Trump’s Childcare Proposal But it’s not just personal ambition that’s keeping them out of the C-suite. The study also finds that the pipeline problem begins right at the start of a woman’s career and only gets worse from there. Almost half of the entry-level workforce are women, yet just 37% are managers, the next rung up the corporate ladder. The disparity just gets larger the higher you climb: 33% of senior manager jobs, 29% of VP positions, 24% of SVP roles, and 19% of executive spots belong to women. This management gap has far-reaching implications, not just for a woman’s career development but for her salary growth and retirement security as well. It’s not for lack of trying. According to the report, men and women lobby for promotions, ask for feedback, and negotiate salaries at the same rate. Yet employers and managers treat them differently: They punish women for being pushy, while showering men with tougher assignments, more training, and bigger paychecks. The study found that women who negotiate for a promotion or salary bump are 67% more likely than women who don’t to be labeled “bossy,” “too aggressive,” or “intimidating.” And they’re 30% more likely to hear that than men who negotiate. And women feel the disparity. Per the report, 1 in 4 women feel they’ve missed out on a raise, promotion, or a chance to get ahead because of their gender. One silver lining: There are more women in the middle and senior management pipeline than are currently in those positions, meaning the proportion of women moving up the corporate food chain could become more equitable, which may help usher in an era of more men taking on responsibilities at home.

Executive Employers How To Reach C-Suite 3.0 - Work It Daily

Executive Employers How To Reach C-Suite 3.0 - Work It Daily Executive leadership has traditionally consisted of the big “C” titles… Chief Operating Officer, Chief Executive Officer, Chief Financial Officer, and occupying the C-Suite has long been the goal of senior execs worldwide. But according to a recent paper published by Eamonn Kelly of Deloitte Consulting, there may soon be a shake-up in the structure of corporate leadership. Related: 3 Secrets To A Powerhouse Executive Resume C-Suite 3.0 According to Kelly, changes in the way business is done in the 21st century will be behind what he is calling C-suite 3.0. The original C-suite organization was developed in the 1920s, in organizations like General Motors. The leadership of each company was tightly-knit and small, with clearly defined managers each responsible for a different area of the organization and working in a centralized location. By the mid-1980s, that structure began to change to what he calls C-suite 2.0, which generally expanded the executive platform to a broader and more specifically-focused group of leaders. “This leadership system,” Kelly says, “with its expanded and far more specialized composition, provided essential professional depth and strength, and contributed substantially to the ability to deliver complex and often highly technical change.” This assertion is born out by a study conducted in 2013 by researchers from Harvard University, that determined that large U.S.-based firms had increased the numbers of their leadership team by approximately double in a thirty-year period. That study found, “From the mid-1980s to the mid-200s, the size of the executive team (defined as the number of positions reporting directly to the CEO) doubled from five to ten.” The study attributed this growth trend in large part (75%) to additional management titles, with each executive overseeing a clearly defined and distinct area of business. What Kelly sees now is a need for a shift away from a siloed approach to management and a move in the direction of blended function. He says that the discrete divisions that currently exist within companies work against collaboration and integration, and though that might not have been problematic in earlier times, the introduction of globalization and technological innovation necessitate a rapid-fire change in order for businesses to remain competitive. “The problem is that this model is ill-matched to a business environment in which companies must transform themselves, and continue transforming themselves, to remain competitive,” Kelly says. “In the new era of globalization, teams of functionally oriented executives sometimes struggle to formulate and act on integrated, coherent strategies for future success.” Executive Employers And Recruiters Confirm This Trend William Parker, company spokesperson for ExecutiveEmployers.com, an innovative recruiting start-up, says that they are clearly seeing this trend within both the positions they are recruiting for and the conversations going on within their executive network platforms. “There’s no doubt that the companies that are contacting us about executive opportunities are looking for a more multi-faceted, collaborative approach and skill set from the candidates they are seeking. Today’s leader needs to be more of a generalist, able to understand and stretch beyond being functional specialists in order to be effective.” Kelly is quick to point out that the current system of functional specialists has been extremely productive and has created an assortment of “best practices” that have greatly improved operations in every aspect of corporate operations. But as today’s businesses have grown less linear and more complex, this specialization makes change more difficult to accomplish. “When change is underway outside, it rarely means that only one function inside the business must keep pace. Many interdependent changes may be required and the need is for them to be mutually reinforcing,” he writes. How is this necessary coherence and alignment achieved? It is the responsibility of senior leadership. So, a serious tension exists in many leadership teams: They need to implement specific (and often technically complex and mission-critical) changes and simultaneously achieve systemic coherence in transforming the overall business. New Executive Team's Will Be Team-Driven Looking ahead, employers and recruiters surveyed by Executive Employers have indicated that each organization will have to find their own way to C-suite 3.0, but that company priorities have to be aimed at four essential elements: ensuring coherence, nurturing and protecting strategic capabilities, empowerment of power and influence, and what Parker calls the “three Ds” â€" diversity, dialogue, and data. C-suite 3.0 will necessarily be team-driven, communicative and collaborative, and senior management looking to move into the higher realms would be well-advised to sharpen their skills and broaden their outlook. 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