How to know if youre compatible with your manager during an interview

How to know if youre compatible with your manager during an interviewHow to know if youre compatible with your manager during an interviewThe process of building a career in an industry that fulfills you, ignites your creativity, and pads your bank account isnt always easy. And if you ask most people, its a lot like dating - with some killer home-runs and major disappointing duds..bxc.bx-campaign-1012255 .bx-group-1012255-lyDBLV9 width 900pxheight 550pxYou might also enjoyNew neuroscience reveals 4 rituals that will make you happyStrangers know your social class in the first seven words you say, study finds10 lessons from Benjamin Franklins daily schedule that will double your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 habits of mentally strong people

Customize this Outstanding Experienced Amusement Parks Resume Template

Customize this Outstanding Experienced Amusement Parks Resume TemplateCustomize this Outstanding Experienced Amusement Parks Resume TemplateCreate ResumeElizabeth Robinson100 Main Street, Cityplace, CA, 91019 (555) 322-7337 example-emailexample.comAccomplishmentsWalt Disney World Partner in Excellence RecipientWork ExperienceSupervisor 01/2005 to 01/2013 Commercial Coatings of Central Florida Kissimmee, FLOverseen completion of major projects including but not limited to, Disneys Animal Kingdom gasthof Kidani Village Expansion.Cast Deployment Systems Coordinator 01/2001 to 01/2005 Walt Disney World Resort Lake Buena Vista, FLProvided leadership in coordinating the daily needs of the attraction, other departments, Cast, and Guest. Maintaining the utilization of the ride such as proper workload and number vehicles on the track.Trainer and Host 01/2001 to 01/2003 Walt Disney World Resort Lake Buena Vista, FLPosition utilized experience as a story-telling performer, including Walt Disney and Walt Disney World knowledge. Exhibited personalized guest service through daily and VIP tours. Partnered with The Disney Learning Centers in facilitating programs for the development and training of the Cast. Opening Team Member.Show Observation Team Member 01/1995 to 01/2001 Walt Disney World Resort Lake Buena Vista, FLActed as liaison between operations and Cast Members. Actively participated in Attractions in Action, Revive the Ride, Cast Concerns Committee, and The Show Academy. Responsible for the technical production of the yearly cast recognition even, The GMoscaRs.Operations Trainer and Coach 01/1991 to 01/2000 Walt Disney World Resort Lake Buena Vista, FLCollaborated with Creative Entertainment, facilitating the operational needs of Doug Live and Sounds Dangerous with Drew Carey. Participated in the production of guest service training video. Opening Team Member.Talent Coordinator 01/1991 to 01/2000 Walt Disney World Resort Lake Buena Vista, FLLead and Trainer . Contributed to all aspects of the attraction ( SuperStar Television). Implemented puzzle sheet rotation to better serve the needs of the Cast. Worked in conjunction with Imagineering in the installation of the Home Improvement segment.Astro Attendant 01/1990 to 01/1992 Walt Disney World Resort Lake Buena Vista, FLLead and Trainer. Demonstrated effective leadership, encouraging team concepts. Created performance theme-ing for Star Tours attraction. Designed and prepared training materials, evacuation charts, and guest queue areas.Floor Manager for Nightly Newscast 01/1982 to 01/1985 KENS-TV, CBS Channel 5 San Antonio, TXCamera, lighting, set construction and crew management. Number One Newscast in the Nation for market size. In charge of props and maintenance of equipment.Educational BackgroundAssociate of Science Radio, TV, Film San Antonio College Warrensburg, MOChemistry/ Biology Central Missouri State University Warrensburg, MOCustomize ResumeMore Travel and Hospitality Res ume TemplatesAmusement Parks Resume TemplatesEntry Level Resorts Resume Templates

How (and Why) to Get Employee Buy-In on Projects Robert Half

How (and Why) to Get Employee Buy-In on Projects Robert HalfHow (and Why) to Get Employee Buy-In on Projects Robert HalfTeamwork is crucial to business success in most organizations. But setting a gruppes direction is often the easy part. After setting team goals, you need to ensure that staff are motivated to work together by establishing employee buy-in.Embracing this mode of working requires adjustment for managers and employees. Its common practice for companies to adhere to the one rolle/one project method of assigning job functions and responsibilities. Begin to emphasize that individuals working together can produce more and achieve better results than if they worked independently on a project. And be sure to acknowledge the results of employee collaboration.The value of teamwork in the workplaceBy emphasizing the value of teamwork and collaboration, you put the spotlight on the importance of individual contributions to the greater whole. When workers understand that their lev el of performance has a ripple effect, the value of doing a good job and working together as a cohesive unit soon becomes self-evident to everyone involved.Buy-in doesnt just benefit the organization collaboration can also increase job satisfaction and lead to better company outcomes. Working in teams allows your staff more opportunities to release their creative ideas and offers a greater sense of belonging.Download the Robert Half report, Motivating Your Team 25 Ways to Increase Employee Engagement.Incentives to employee buy-in When you present the idea of working on a team, make sure you spell out all the good points about the value of teamwork in the workplace so you can sway staff members toward optimism, excitement and employee buy-in. Here are some points to emphasizeEach team has something unique to offer. Begin by setting goals for the team and discussing how members can contribute to achieving desired outcomes. Tell them as much as you can about the type of assignment and their teammates and how they can make the most of this experience.This task is important. Let employees know the importance of the new project and how they should prioritize it within their current workload. Also let them know what to do if they need additional help juggling responsibilities.Remind them not to make snap judgments. Especially on cross-departmental teams, individual beliefs, attitudes and communication styles may collide. Let everyone know that you expect respect for all differing points of view, and advise participants to keep an open mind in the goal-setting process.Barriers to team buy-in Employees who are used to working independently may be concerned that their contributions will be overlooked or that coworkers will be more of a hindrance than a help. To ease any reservations staff members may have, encourage dialogue about the value of teamwork and offer guidelines and goals for working collaboratively.Explain that each individual was specifically chosen for the contributions he or she can make in helping the team achieve its goals. Try warming reluctant employees to the idea of team building with activities that help your staff work together. A fun afternoon away from the office together, for instance, might improve collegiality and encourage employee buy-in on important projects and company goals. You can still talk about company priorities, but in a less formal atmosphere.