Monthly Archives: October 2023

Employee Benefits: Kindercare Employee Benefits

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Are Workplace Benefits a Viable Solution to the Child Care Crisis?

Situated at the base of the Great Smoky Mountains, surrounded by old country stores and taffy shops, is a theme park that, for the staff who work there, operates like a self-contained community.

Dollywood Parks and Resorts is a destination for families — “guests,” as they are better known by staff — to play, celebrate and be charmed by the Southern hospitality that the park’s namesake, entertainer and icon Dolly Parton, grew up on and has come to embody.

A version of this story appeared in USA Today

But someone has to do all that charming, and not everyone has the magic touch, explains Tim Berry, vice president of human resources for the Dollywood Company. To attract the very best “hosts,” as resort staff are called, the company must be a great place to work, with excellent benefits and an environment where people feel comfortable and supported bringing their full selves.

“We have to be more to them than just a job,” Berry says, noting that the Dollywood Company views its staff as its “differentiator.”

For years, Dollywood has been building out a suite of benefits for its employees, which includes an on-site family health center, a park chaplain, and full tuition coverage for anyone interested in furthering their education through the company’s partner program GROW U.

Those offerings have also, in recent years, expanded to include child care benefits.

During the pandemic, company officials began hearing of the heightened challenges employees were facing finding child care. Many noted in employee surveys that the child care programs in their area were full, and it was impeding their ability to work. (Nationwide, an estimated 16,000 child care programs closed permanently in the first two years of the pandemic, representing a loss of about 9 percent of all licensed programs in the U.S.)

“Child care was one of those aspects of life that we know people have a need for, and we needed to figure out a way to address,” explains Berry.

The company had considered offering a child care benefit for its hosts in the past, including an on-site child care center where they could drop off their kids at the start of their shift and pick them up at the end. But the Dollywood Company has a headcount of about 3,800, and not all of those employees are workin’ 9 to 5.

Though some staff, such as those in marketing and accounting roles, work traditional business hours, many who work in guest services and support park operations are working on weekends, in the evenings and over holidays.

“Our need for child care [runs the] full gamut,” Berry says, “from traditional hours to odd, customized, unique needs for when people work.”

To make an on-site child care program available to all staff, Berry adds, the company would have to operate it 24 hours a day, seven days a week. That wasn’t feasible or practical.

Instead, as the need for a child care solution became greater, Dollywood found an alternative option in WeeCare, a network of child care providers.

In summer 2021, Dollywood announced a partnership with WeeCare, describing it as an “unparalleled child care benefit for hosts working at the Smoky Mountains theme park.” WeeCare’s charge is to match Dollywood employees in need of child care with one of the providers in its vast network, which CEO Jessica Chang says includes more than 65,000 child care professionals, about 6,000 of which are licensed in-home providers. To boot, the Dollywood Company provides employees a monthly stipend toward the cost of care: $100 for each employee’s first child and $50 for every additional child.

That monthly contribution likely covers somewhere around 10 to 15 percent of Dollywood employees’ child care costs. In other parts of the country, though, it wouldn’t go nearly as far.

In Sevier County, Tennessee, where Dollywood is located, the median cost for infant care is between $650 and $900 per month, according to 2022 estimates found in the U.S. Department of Labor’s National Database of Child Care Prices. Toddler care, which tends to be slightly less expensive, ranges from $590 to $715 per month in the area. The average monthly cost for a WeeCare provider in Tennessee, the company says, is between $650 and $700.

Just shy of two years in, Berry says the uptake of the program has been slow but is growing.

Last year, staff retention for the Dollywood Company increased by 11 percent. Berry can’t say for sure whether that’s from the child care benefit — the company is constantly making changes to nudge up that rate — but he acknowledges it’s a significant improvement.

“It’s a real need,” Berry says, “and we’re going to do our best to keep it going, and hopefully other businesses will do the same.”

In fact, a number of other businesses are doing the same.

On the heels of the pandemic, which increased awareness among the American public about how difficult it is for families to find and afford child care and how essential the procurement of that child care is to business operations and growth, many companies are exploring their options, wondering how they could help their staff with child care in exchange for — the hope goes — less attrition and more focused, satisfied, productive employees.

That slow, organic trend accelerated earlier this year. In February, about six months after the CHIPS and Science Act was passed to strengthen research and manufacturing of semiconductors and other technologies in the U.S., the Biden administration announced it would be requiring recipients of the $39 billion in federal subsidies from CHIPS to offer child care to all employees. According to the U.S. Department of Commerce, semiconductor manufacturers applying for more than $150 million in federal funding must submit plans for providing care that is “affordable, accessible, reliable and high quality.”

The announcement was met with fierce rebuke and animated praise alike.

Some see it as wrongheaded — a distraction from the real goal of getting the U.S. to treat and fund early care and education like a public good, in much the same way K-12 is.

“If you leave it to employers to essentially figure out child care for their employees, I think that’s not going to get us where we want to be as a country,” says Laura Bornfreund, senior fellow and advisor on early and elementary education with the Education Policy program at New America, a Washington-based think tank.

“I see the appeal of this as a short-term way to expand offerings for families,” Bornfreund adds, “but to me, it could take us down what I see as the wrong path for a long-term fix, becoming more of an employer-led benefit than the public investment we need.”

For others, it’s a clever workaround by an administration that saw its priorities for child care and preschool access largely left on the cutting room floor during congressional talks in 2021. And even if it’s not “the” solution, it’s “a” solution to the crisis that continues to escalate in the early care and education sector.

“At the end of the day, through something like the CHIPS announcement, we have more employers who are going to care even more about child care,” notes Anne Hedgepeth, chief of policy and advocacy at Child Care Aware of America, a national nonprofit that promotes quality, accessible child care. “Momentum there is really important. Employers who have to experience and navigate the challenges of child care become employers who want to see a better system. ”

When it comes to employer involvement in child care, the devil is in the details. Interviews with a dozen early care and education providers, policy experts, advocates and employers reveal just how complex and contentious this issue is.

The reality is there are a number of existing and emerging models for employer participation in child care, each with varying degrees of success and scalability.

What’s clear, though, is that workplace child care benefits aren’t some abstract idea being floated by businesses or the U.S. government for some far-off future. They’re already here, and employees are already taking advantage of them.

When most people hear “employer-sponsored child care,” as this benefit is best known, they are likely thinking of on-site child care. In this model, programs are established in the places where employees work — in an office building or other co-located premises — and often in partnership with an outside child care provider or network, such as Bright Horizons or KinderCare.

An on-site child care center, “The Eddy,” in Benton Harbor, Michigan. KinderCare custom-built this center at the headquarters of Whirlpool, a home appliance company. Photos courtesy of KinderCare Learning Companies.

On-site child care offers ease of access for families working in professions with traditional in-office structures. But this model often comes with schedule and capacity limitations and tends to be incompatible with employees who work nontraditional hours or who do their jobs remotely or in the field.

Yet this is far from the only model that exists.

Other approaches involve employers partnering with existing child care programs in the community to reserve slots for employees and a consortium model where multiple small- or medium-sized businesses come together to open a new child care program or partner with one that has already been established.

Some companies also offer “back-up child care” for employees who may need an alternative care option when their primary child care arrangements fall through — maybe their program is closed for a week during a school break or their caregiver is out sick. Back-up care is designed to fill child care gaps that occur unexpectedly, so as to avoid pulling the employee away from their job.

Then there are models that provide financial assistance to employees, such as offering pre-tax benefits like dependent care flexible savings accounts or providing monthly stipends to mitigate prohibitively high child care costs for families. This is what Dollywood is doing for its employees, contributing a fixed dollar amount each month toward child care, to lift some of that cost burden.

It’s not uncommon for employers offering on-site and near-site child care arrangements to also subsidize the cost of employees’ child care. Dan Figurski, president of the KinderCare At Work brand, which partners with hundreds of employers nationwide to help them build a customized child care solution, estimates the average employer contribution is about 20 percent of the cost of care, though KinderCare works with companies that cover up to 100 percent of the cost.

The idea of employers getting involved in child care has become more attractive for a number of reasons, most of which can be traced back to the pandemic.

In America, early care and education has long been treated as an individual responsibility. In a society that does not guarantee the right to early care and education the way it guarantees the right to a K-12 education, the onus falls to families to figure out where to find care, how to pay for it, and whether it’s high quality.

But the pandemic may have played a role in shifting the public’s mindset on this, with toddlers ambling into Zoom backgrounds and parents — primarily mothers — dropping out of the workforce to provide care during a time when it wasn’t widely available. These types of high-stress moments and difficult decisions were thrust into the foreground, making visible to many people who don’t have to think about it or haven’t had to think about it in a long time how little support this country provides to families with young children.

Employers are among those who saw these tensions first-hand and recognized the need for a better solution, not least because, for much of the last few years, companies have been struggling to recruit and retain qualified staff — a reality that exists, at least in part, because women’s participation in the labor force declined during the pandemic and is still recovering.

While considering how to fill open positions, many businesses, like the Dollywood Company, opted to begin offering child care benefits.

KinderCare has seen the company’s At Work program balloon since the pandemic began. In 2019, KinderCare worked with about 400 employers. Today, that number is about 600, including big corporations such as Google, Cisco and Walgreens. About 20 percent of the children enrolled across KinderCare’s 1,500 child care centers nationwide are from families whose employers provide child care benefits, according to company data.

“I’m not surprised about that at all, given the dynamic coming out of the pandemic,” Figurski says. “The employers we’re meeting with — why their interest has grown is they are having a hard time recruiting labor into their workforces.”

Plus, Figurski believes it’s a win-win.

“The people [using] a child care benefit today — they stay longer, they’re more engaged,” he notes. “The upside for the employer is retention. The upside for the employee is access to high-quality care.”

WeeCare, too, has seen rapid growth of its child-care-as-a-benefit program, which launched in 2021 and now includes more than 100 corporate clients serving a combined 300,000 employees, including Panasonic and the department store chain JCPenney.

“Families are desperate. What COVID did was put the brunt of child care issues on them,” Chang told EdSurge in 2021. “The missing piece to the equation was employers.”

While the pandemic raised the stakes for employers, it also helped transform the type of child care benefits many employees need and find attractive.

“On-site child care used to be THE thing,” Figurski says. “Now, people want more flexible arrangements.”

On-site child care is the most conspicuous manifestation of employer participation in child care — it’s a concept much more accessible to people than, say, flexible savings accounts and fixed financial contributions. It has also tended to serve a certain slice of the workforce — the staff who report in person to corporate headquarters during regular business hours, not the shift workers that undergird those businesses. The coalescing of those factors helps to explain why employer sponsored child care is a divisive topic in early care and education circles.

Today, the office staff of large corporations that could afford to host an on-site child care are still working remotely at least some of the time, making the convenience and overall appeal of those place-based offerings less potent.

Employers are adapting to that change. KinderCare’s Tuition Benefit offering, which allows families to apply their employer’s workplace benefit to any of the 1,500 KinderCare centers across the country, has seen a 40 percent increase in participation since the pandemic. So a remote employee of a California-based company that is partnered with KinderCare, for example, could take the same 20 percent tuition discount their colleagues are getting in California and apply it to the KinderCare center nearest their home in Houston.

Both Figurski at KinderCare and Chang at WeeCare are adamant that their employer clients are serving employees from all backgrounds and settings, not just the high-income professionals working at company headquarters.

Most employers coming to WeeCare for help, Chang says, are doing so because of acute staffing challenges in their lowest-paid positions.

“If you don’t have grocery store clerks, you don’t have a grocery store selling products,” Chang explains. “Most employers are looking at us to address the recruitment and retention of their essential workers.”

Children and their caregivers at Mundy Family WeeCare, an in-home child care program in Los Angeles. Photos courtesy of WeeCare.

Chang describes one of WeeCare’s partners, a national retailer, whose greatest concern is filling the second and third shifts during the busy holiday season and on weekends.

KinderCare’s clients include a number of hospitals. In those settings, Figurski says, the target clientele of the child care benefit are nurses and administrative staff, not surgeons.

The highest-paid professionals — company executives and other management — are “finding other alternatives” to child care, Figurski says, suggesting that those individuals are hiring private nannies.

“For us, it’s about serving children and the community,” Figurski says. As evidence, he shares that KinderCare is working with Tyson Foods to build an on-site child care facility from the ground up in the small town of Humboldt in western Tennessee. The site will serve up to 100 children of the eventual 1,500 employees working at the poultry processing plant. “In most cases for us, it is not the executives,” he emphasizes.

And at the Dollywood Company, it was important to Berry and his colleagues that all staff be able to use the benefit, including the employees who operate the roller coasters, those who clean guest rooms and those who lead marketing and sales. That’s part of the reason the company moved away from the idea of an on-site program and teamed up with WeeCare.

Still, if workplace child care benefits are becoming more common and more inclusive, data shows that it remains a rarity.

As of March 2022, 11 percent of all U.S. workers had access to some kind of employer-provided child care benefit, according to the U.S. Bureau of Labor Statistics.

It’s even less common for lower-wage workers. Just 6 percent of the lowest-paid quartile of civilian workers in the U.S. had access to child care benefits. By comparison, 19 percent of the highest-paid quartile did.

The data only refers to “child care benefits” broadly, so we can’t know the exact types of benefits employers at different wage levels are receiving. But it’s clear that child care benefits of any kind are, for now, an exception, particularly for the lowest-paid workers in the U.S.

The debate surrounding employer participation in child care goes something like this:

On one end of the spectrum, proponents posit that until large public investment in early care and education comes through, encouraging employers to have “skin in the game” by supporting families is one of a number of acceptable solutions that will keep the sector afloat.

Many of these supporters are pleased to see employers waking up to the problems that families have been shouldering in private for decades. They, too, want big, system-wide change. But after early care and education was cut during Build Back Better negotiations (later passed under the Inflation Reduction Act) and Republicans won back control of the House in Congress last fall, they saw a narrow window of opportunity slam shut — at least for now.

For them, the sentiment that has emerged in its place is along the lines of, Let’s not let the perfect be the enemy of the good, and employer involvement, as they see it, is ultimately part of the good.

At the other end of the spectrum, those against employers’ involvement in child care argue that any stopgap solution is only diverting attention and resources away from the larger movement toward a better, publicly funded system for early care and education and may ultimately damage the long-term outcomes of that movement.

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Hedgepeth from Child Care Aware believes that it’s far too early to judge the Biden administration’s actions around child care and CHIPS funding. But instead of assuming it will go terribly wrong for educators, providers and families, she leaves open the possibility that it could go quite well.

“It could potentially lead to what is the best thing we can do with employers — having a plan, working with community partners to map needs and understand child care supply, [whether it’s] on-site or near-site or subsidies or partnerships,” Hedgepeth says.

Her sense is that the system may in fact be so dysfunctional that once employers are awakened to the realities of it, they will align themselves with those advocating for a major system-wide change.

“Employers are already involved,” she says. “They’re seeing how it’s impacting employees. We know these [semiconductor] manufacturers are probably already thinking about child care, but getting their hands dirty, using these funds, probably takes this to the next step” of bringing them on as allies.

I don’t think we’ve had a great track record in the U.S. of starting small and just putting the good in place and actually going back to make fixes — real fixes — to make it better later.

— Laura Bornfreund

Bornfreund at New America says she sees both sides of the argument and understands the appeal of employer support around child care, but with history as a guide, she worries where it will lead.

“I don’t think we’ve had a great track record in the U.S. of starting small and just putting the good in place and actually going back to make fixes — real fixes — to make it better later,” Bornfreund says. “We have a history of settling for ‘let’s get something in place’ without then really going back and making it what it should be, or making it better.”

If our society — families, policymakers, the general public — accepts the idea of employers bearing responsibility for figuring out child care, she adds, then it’s easy to see how this workplace benefit will follow the trajectory of another: health care.

In the mid-20th century, health care in the United States emerged as a job-linked benefit due to a confluence of political and circumstantial factors following World War II. And it stuck. Despite numerous efforts in the decades since, all aimed at improving costs and outcomes for the public, most people in America still have private insurance through their employers. The result is a needlessly expensive, convoluted health care landscape that tends to lock people into their jobs and yet still leaves millions uninsured.

If child care goes the way of health care, Bornfreund says, “it becomes even more of a challenge to fix than if we’d done it right from the beginning.”

Since rolling out its child care benefit in 2021, Dollywood leaders have watched a growing number of employees take advantage of the offering, most often first-time parents and new employees who did not have an established child care arrangement.

Dollywood “host” Katy Maples-Posey, left, with her daughter and husband. Maples-Posey takes advantage of her employer’s child care benefits. Photo courtesy of the Dollywood Company.

“Once it’s socialized,” Berry says, “I think it’s going to eventually become the new minimum expectation. We’re trying to be ahead of the curve a little bit. And as we go along, we can think about how we can increase our participation in this.”

Heading into the partnership with WeeCare, Berry wasn’t sure what to expect from employee participation. Would 50 percent take advantage of the new benefit? Ten percent?

As the company comes to better understand who is using the child care benefit and why, they are open to growing and expanding it. Perhaps they will increase the amount of money going toward employees’ monthly child care stipend. Or maybe they’ll find that, down the road, they can justify an on-site program.

“It’s why we chose this option,” he says. “It’s a very reasonable entry point.”

What Berry doesn’t want the benefit to become, in its current iteration or in future ones, is a form of so-called golden handcuffs.

“We always want it to be an option for people and never an obligation,” Berry says about working at Dollywood, noting that he would not want the hosts to feel “stuck” there. “That’s certainly not what we’re trying to do. We’re just trying to meet their needs where they are.”

So far, based on the increase in staff retention Dollywood has recorded, Berry says the program seems to be working well in both directions.

“We’ll stick with it. We think it has some legs,” he says, adding: “There’s some momentum building around child care in our nation.”

The maximum amount of the monthly allowance for caring for a child has been increased for female servicemen serving under contract and employees of other law enforcement agencies

Documents

The President signed the Federal Law “On Amendments to Certain Legislative Acts of the Russian Federation”.

July 14, 2022

16:15

The federal law was adopted by the State Duma on July 6, 2022 and approved by the Federation Council on July 8, 2022.

Certificate of the State Legal Department

providing for an increase in the maximum size from July 1, 2022
monthly child care allowance provided to mothers undergoing
military service under contract, mothers or fathers serving as
persons of ordinary and commanding staff of internal affairs bodies, troops
National Guard, State Fire Service, employees
institutions and bodies of the penitentiary system, enforcement agencies
execution of the Russian Federation, customs authorities and those on parental leave, up to the level of the maximum monthly allowance for care
for a child, determined in accordance with the Federal Law “On compulsory social insurance in case of temporary disability and in connection with motherhood”.

The federal law also provides for an increase
up to 15,355.62 rubles of the maximum amount of the specified allowance provided
mothers or fathers, other relatives, guardians, actually carrying out
caring for a child dismissed during parental leave, mothers,
dismissed during maternity leave due to liquidation
organizations, termination by individuals of activities as
individual entrepreneurs.

In addition, the Federal Law aims to implement
Resolutions of the Constitutional Court of the Russian Federation dated December 14, 2021
No. 52-P.

In particular, the Federal Law in the Federal Law “On the Status
military personnel” are amended to establish that the size of the total
living space provided to family members of the deceased (deceased)
serviceman (citizen, retired from military service), is determined taking into account the birth of a child (children) in the family of the specified serviceman (citizen, retired
from military service) after his death (death), if in relation to this child
(children) paternity has been established.

The federal law also introduces a provision according to which monetary
funds for the purchase or construction of residential premises or residential premises
are provided to family members of servicemen who died (deceased) during the period
military service, regardless of the total duration of military
services in the event that the grounds for recognizing such family members as in need of housing arose as a result of the birth of children in these families after the death
(death) of the specified military personnel and in relation to these children
paternity.

See also

Federal Law No. 282-FZ dated July 14, 2022. On amendments to certain legislative acts of the Russian Federation

July 14, 2022

Topics

• Armed Forces
• Public finances
• Children
• Housing
• Social services
• More 1

Material Status

Posted in Documents

Date of publication: July 14, 2022, 16:15

Link to material: kremlin.ru/d/68923

Text version 021

Save care allowance part-time child care: bright debates for 2020-2021

In one case, the court may recognize as lawful a reduction by 1 hour, and in the other case, it may refuse benefits if the work is reduced by 2 hours. Let’s talk about it in the review.

Family members do not help with the child — the court may consider it lawful to reduce the working day by 1 hour

The bank reduced the working day for employees with children by 1 hour.

FSS insisted that such a reduction is insignificant and it leads to abuse of the right to payments. According to the fund, female workers do not have free time to take care of children. This means that other family members help them. The allowance, in fact, turned into their additional income.

The AS of the North-Western District considered that there were no violations. He pointed out: the minimum limit by which you need to reduce working hours for the payment of benefits is not set by law. There are no restrictions on its payment, it does not need to be recalculated depending on the length of the working day.

In addition, the fund did not prove that employees with such a schedule could not combine work and family responsibilities. The FSS also did not provide evidence that the children were cared for by other family members who are entitled to the allowance.

In another case, the Arbitration Court of the Far Eastern District found it sufficient to reduce work by 2 hours. The court noted: in this category of cases, it is important to establish whether the recipient of the allowance takes care of the child himself and whether he has enough time for this. After all, the employee should devote most of it to the child, and not to work.

According to the court, the fund did not prove that the employee did not devote enough time to the child and could not combine family responsibilities and work.

Another case was considered by the Arbitration Court of the North-Western District. He did not find violations in the fact that the father of the child was reduced working hours by 5 hours a week. The court rejected the arguments of the FSS that the mother, who was not working during this period, was actually taking care of the child. Both parents raised two children. The Foundation did not provide evidence that the father devoted most of his free time to work, and not to the child.

However, if there is evidence that other family members are caring for the children, the court may rule that the payment of benefits is unlawful. The AC of the West Siberian District came to this conclusion. He established that, in fact, grandparents looked after the children, and the employees themselves could not work at home due to work duties.

Quite often, the reduction of work by 1 hour a day is considered by the courts to be insufficient for the payment of benefits. In their opinion, such a decrease does not entail a loss of earnings. Thus, the employee receives additional financial incentives. For example, the same AS of the West Siberian District came to a similar conclusion.

In addition, the court noted that a small child requires a lot of attention and care and cannot be provided in such a short period of time. The Supreme Court of the Russian Federation refused to review this case.

The CA of the Volga-Vyatka District also indicated that it was impossible to take care of a child if the working time was reduced by 1 hour.

Earlier, we wrote about a case where a court upheld a fund in a similar situation.

If an employee can work from home, it is legal to reduce working hours by 1 hour

An employee with a small child has their working day reduced by 1 hour. For the period of maternity leave, by order, he was assigned a work area near his house.

In addition, the employee was given the opportunity to work remotely. We entered into an agreement on access to e-mail and other information resources. The child’s mother also worked and could not take care of him.

The Arbitration Court of the Urals District considered the payment of benefits to be lawful. He pointed out: the reduction of work by 1 hour a day does not yet speak of an abuse of the right. The evidence presented to the court confirms that the employee has enough time to care for the child.

However, a 1-hour cut and an unfounded indication of a transfer to a remote office may not be enough.

So, the AS of the Far Eastern District concluded that the organization formally reduced the working day. She did not provide any evidence of the transfer to remote work. There is no statement from the employee, no orders, no additional agreement to the employment contract. The organization could not confirm the possibility of working outside the office.

There is an example when the court supported the fund, despite the presence of an order to transfer an employee to remote work. From labor duties it followed that the employee must be present in the office.

Working day reduced by 4 hours – benefits are eligible, even if it has always been so

Before going on maternity leave, the employee was already working on a reduced schedule – 4 hours a day. The Fund insisted that in this case the employee did not actually go on vacation. His income and work schedule have not changed. Therefore, the payment of benefits led to the abuse of the right and became an additional income for the employee.

The CA of the East Siberian District rejected the arguments of the FSS.

Geek Squad Consultation Agent at Best Buy in San Francisco, California

This job listing has expired and the position may no longer be open for hire.

Posted in General Business 30+ days ago.

Type: Full-Time

---

Geek Squad Consultation Agent

As the first point of contact, Geek Squad Consultation Agents provide knowledgeable technology solutions and support, while maintaining a friendly, efficient check-in and check-out experience for customers requiring product or other technical assistance. They create and maintain a supportive, positive environment for customers by asking the right questions, listening carefully, taking detailed notes and partnering with other team members as needed. Agents display a genuine passion for and strive to resolve consumer electronic challenges.

At Best Buy, we are obsessed with building long term relationships with our customers. Every team member should feel empowered to deliver a world-class and unique experience based on what each customer needs.

Key Responsibilities

• Helps drive a positive customer experience by building relationships, exhibiting empathy, and providing solutions for their needs.
• Providing positive, timely engagements with customers during the check-in and check-out process.
• Understanding customer’s technology issues by asking probing questions, listening, asking clarifying questions, taking detailed notes, and providing accurate time estimates for next steps.
• Monitoring queues and providing accurate status updates to customers.
• Clearly communicate and partner with team members.

Basic Qualifications

• Experience using and learning about customer electronics
• Ability to work successfully as part of a team
• Ability to prioritize and multi-task in a fast-paced environment
• Ability to work a flexible schedule inclusive of holidays, nights and weekends

More jobs in San Francisco, California

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Geek Squad Consultation Agent – Maine JobLink

at Best Buy in South Portland, Maine, United States

815658BR

Job Title:

Geek Squad Consultation Agent

Job Category:

Services/Installation/Repair

Store Number or Department:

000531-Portland-Store

Job Description:

Geek Squad Consultation Agent

As the first point of contact, Geek Squad Consultation Agents provide knowledgeable technology solutions and support, while maintaining a friendly, efficient check-in and check-out experience for customers requiring product or other technical assistance. They create and maintain a supportive, positive environment for customers by asking the right questions, listening carefully, taking detailed notes and partnering with other team members as needed. Agents display a genuine passion for and strive to resolve consumer electronic challenges.

At Best Buy, we are obsessed with building long term relationships with our customers. Every team member should feel empowered to deliver a world-class and unique experience based on what each customer needs.

Key Responsibilities

+ Helps drive a positive customer experience by building relationships, exhibiting empathy, and providing solutions for their needs.

+ Providing positive, timely engagements with customers during the check-in and check-out process.

+ Understanding customer’s technology issues by asking probing questions, listening, asking clarifying questions, taking detailed notes, and providing accurate time estimates for next steps.

+ Monitoring queues and providing accurate status updates to customers.

+ Clearly communicate and partner with team members.

Basic Qualifications

+ Experience using and learning about customer electronics

+ Ability to work successfully as part of a team

+ Ability to prioritize and multi-task in a fast-paced environment

+ Ability to work a flexible schedule inclusive of holidays, nights and weekends

Req #:

815658BR

Address Line 1:

364 MAINE MALL ROAD

City:

South Portland

State:

ME

Zip:

04106

Job Level:

Entry Level

Employment Category:

Full Time

Brand:

Geek Squad

About Us:

About Geek Squad

It all began with a few oddly dressed heroes fixing computers. Today, we’re an army of Agents more than 18,000 strong, on a singular mission to rid the world of rogue technology. We’re still oddly dressed, but we’re now oddly dressed and saving the day across the globe. If you’re techno-exceptional, good with people and great at having fun while doing top-quality work, we invite you to join our illustrious ranks.

Best Buy Company and its Family of Brands

Best Buy is the world’s largest multi-channel consumer electronics retailer with stores in the United States, Canada, and Mexico. We are the 11th largest online retailer in the U.S. and Canada, we have the number one customer loyalty program of its kind and more than 1.6 billion visitors to our websites and stores each year. Our more than 165,000 employees are committed to helping deliver the technology solutions that provide value, enabling access to people, knowledge, ideas and fun – whether online, via mobile device or in our stores.

Additional Job Information:

Join our team!

While you’re busy delivering on our belief of making technology work for our customers, we’re working to ensure you are rewarded for your passion, energy and commitment. Our pay for performance philosophy rewards results and offers you opportunities to grow in your career and increase your earning potential.

Ready? Let’s do this!

If you are ready to make a difference in the lives of our customers and employees, click on the apply button below. The application will take about 15 minutes to complete and if you meet the requirements, you can expect to hear from us within 24-72 hours.

Not ready to apply? Connect with us on LinkedIn (https://www.linkedin.com/start/join?session\redirect=https%3A%2F%2Fwww.linkedin.com%2Fcompany%2F2127&source=bf&trk=login\reg\redirect) , Facebook (https://www.facebook.com/bestbuy/) , or Twitter (https://twitter.com/bestbuy\careers) .

Search Categories:

Geek Squad, Retail Jobs

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Job Posting:
JC187760229

Posted On:
Jul 17, 2021

Updated On:
Aug 15, 2021

Agent B Squad Officer | SAS – CS:GO Wiki by CS.MONEY

Agent B Squad Officer | SAS – CS:GO Wiki by CS. MONEY

• Pistols

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• ★ Karambit

• ★ M9 bayonet

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  900 07

• ★ Claw

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• ★ Survival knife

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Stages of the Interview – Career Center

STAGE 1: Introduction

Lasting approximately two to three minutes, you are meeting the interviewers and being escorted to the interview room. It is essential that you start strong, offering a firm handshake, standing confidently, and making good eye contact. Some reports indicate that employers will make their decision to hire a candidate within the first 30 seconds of the interview! Employers may take the time to share information about their organization. Feel free to jot down notes to remember key points for future reference.

STAGE 2: Q&A

The longest portion of the interview, this is when the employer asks you questions and listens to your responses. If the interview is a 30-minute screening interview, this portion is typically about 20 minutes long.

STAGE 3: Your Questions

The employer will ask if you have any questions. This is your chance to demonstrate your knowledge of the organization by asking thoughtful questions. Always come prepared! Bring at least three questions, but also feel free to modify them based on the information you learn during the interview. Be sure to make notes as the interviewer answers your questions.

STAGE 4: Closing

During the last few minutes, take the time to end on a positive note. Reiterate your interest in the position and gather business cards from everyone present. Be sure to thank them for the invitation to interview and offer a firm handshake while making good eye contact.

Sample Questions to Ask Your Interviewer

The most effective questions are those that demonstrate your sincere interest in the position and organization.

• Can you describe the organizational structure of your company/agency/organization?
• How does the area I would be working in fit into the overall organizational structure?
• Can you describe the corporate culture or atmosphere of your company?
• What kind of supervision and training would I receive?
• How will I receive feedback on my job performance?
• Would I be working on my own, or on a team? Can I meet my team members?
• Would I be working with people outside of the company? Clients? Vendors?
• Would my responsibilities progressively increase throughout my work terms?
• Would I have the opportunity to travel?
• Have you ever hired a UMBC student/graduate before? Are they currently working for you? May I speak to them at some point?
• How would you describe the ideal candidate for this job?
• What do you enjoy most about working here? What would you change if you could?
• How would you describe a typical day in this position?
• What specific projects do you see me starting first?
• What skills are most important for this job?
• What are the prospects for advancement beyond this level?
• How many people have you hired as interns/co-ops in the past, and where have they gone after they graduated?
• Would it be possible to see where I’d be working?
• Your annual reports show a steady growth over the last three years. How rapidly do you plan to grow over the next three years?
• What particular computer equipment and software do you use?
• How much opportunity is there to see the end result of my efforts?
• What are the next steps in the interview process? How would you like to be contacted for follow up?

Are There Any Questions I Shouldn’t Ask?

Never, never, never ask any questions about salary, benefits, vacations, holidays with pay or sick days. Wait for the manager to bring up the issue of salary or wages. When they ask what salary you expect, ask what the standard salary is for your qualifications. Keep in mind that the company has a set salary for each job description and level of experience. So, play it safe. Wait for the manager to throw out the first figure. See: Negotiating and Evaluating Offers.

If You Want the Job, Ask for It!

Managers get frustrated when candidates don’t express enthusiasm for the job. If the manager seems to be someone you’d like to work for, if the company seems solid and  reputable, if they offer the security, growth and challenge that you want, look the manager straight in the eye and tell them you want the job.

 

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Strategies of Effective Interviewing

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The executive engaged in the normal conduct of business devotes much of his time to interviewing. However, there is an appalling lack of effort given to systematic attempts at building improvements into this age-old process. Interviewing remains one of those activities that we think we know all about merely because we have been doing it so long; we have been lulled by habit. It seems apparent that a modest effort aimed at an analysis of our interviewing techniques would yield generous returns.

In the broad sense, interviewing is the process whereby individuals (usually two) exchange information. The individuals may be concerned with a job opening, a promotion, a special assignment, a product sale, information for intelligence purposes, a proposed merger, or other issues. The information exchanged need not be limited to facts. In business, particularly, such products of an interview as meaning and understanding are oftentimes more significant than objective factual statements.

Interviewing in the contemporary business setting invariably takes place in an atmosphere filled with a sense of urgency. The time allocated to the interview is necessarily limited. Consequently, a nondirective approach finds little application; it is necessary to use the guided interview in the vast majority of situations. This inherent time constraint sometimes brings about dysfunctional consequences: The interviewer is so preoccupied with budgeting his time that the content and the purpose of the interview are vitiated. Hence, we must define what we mean by an effective interview. For the purposes of this article, an effective interview optimizes the perceived communication objectives of the individuals involved, with time as the principal constraint. We shall focus on research findings concerning:

• The proper kind of preparation for the interview
• The value of such procedures as having an outline of points to be covered and taking notes
• The use (and misuse) of questions and questioning techniques
• The kind and amount of control that the interviewer should exercise over the discussion
• The analysis and evaluation of the information obtained

Planning and Preparation

The lack of adequate planning for an interview is the greatest single fault found in my studies of the interviewing process. ¹ All too often, the inexperienced interviewer launches into a discussion only to find midway through that his preparation is incomplete. A moderate amount of preplanning can easily obviate such unfortunate occurrences.

When the objective of the interview is well known in advance, it is usually a good practice to allow the individual concerned ample time to prepare for the talk before the actual involvement. By indicating, ahead of time and in writing, the points to be covered, the interviewer gives the interviewee an added advantage and reinforces the specific purpose of the session. Too often the expectations of the interviewee may be far different from those of the interviewer. This misunderstanding, if not corrected, can be disastrous.

On the other hand, too much preplanning and detailing for an interview can be equally harmful. The interviewee may then develop conventionally correct answers or platitudes that, of course, reduce the informational content of the interview to virtually zero. In short, he or she needs a guide, a “steer”—but no more than that.

A written outline of important points to be covered is not necessarily an indication of rigidity; rather, it reflects consideration for all parties concerned. When explained, it generates a feeling of confidence as well as fairness—particularly if two or more people are to be ranked in an evaluation. The outline may even include typical questions in order to solicit comparable responses. Again, however, a warning against excess is needed: Too much reliance on a programmed questioning approach is often disconcerting to the interviewee and may lead to stereotyped answers. Ideally, of course, each question should be designed for the situation and the respondent.

In presenting information, a speaker allocates blocks of time to various items on his or her agenda. If no time limit is established, the presentation can continue indefinitely. Even worse, the truly important information may never be told. This process takes place by dint of the normal human trait of retaining the most significant bits of information for the end. Psychiatrists recognize this and are particularly attentive in the last 10 minutes of the therapy session. Borrowing from this insight, the interviewer, although not able to set an hourly cycle as does the psychiatrist, should try discreetly to indicate a time scale. This allows the interviewee to plan and to include relevant information that otherwise might be withheld. If the interview is terminated too abruptly, the probability of losing valuable information is very high.

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A time limit can be suggested by citing the next appointment or by noting, perhaps, a previously scheduled conference. Actions such as tapping—consciously or not—on one’s watch to indicate time are out of order, of course; so is sitting precipitously on the edge of the chair. Sometimes it may be in the best interest of both parties to set another date for an extended session or to plan on completing only one or two stages of progress at a time.

Building Rapport

Certainly the general tone of the interview should be one of helpfulness and friendliness so as to minimize the immediate barriers to forthright communication. In this connection it should be mentioned that privacy is a first prerequisite to good interviewing. An important component of this is freedom from distracting interruptions. (The telephone many times is such a distraction.)

To establish the critically important element of rapport with the interviewee, a genuine attempt should be made to put the interviewee at ease—especially in job application, promotion, or other interviews where significant differences in status exist. Unfortunately, sometimes this rapport is attempted by such gaucheries as, “Now, don’t be nervous!” or, “Relax!”

Normally, at the beginning of an interview an allowance should be made for the interviewee to adjust to the interview environment. The situation is new for the interviewee; it may be his or her first experience of this kind. Unless there is a specified adaptation period, the interviewee may be unable to reduce his or her level of anxiety, with the resulting loss of the entire session. Part of this adaptive process is familiarization with the surroundings. It is an often overlooked truism that whenever an individual is placed in a strange situation, he or she becomes apprehensive.

Overcoming this fear is often a most difficult procedure. By explaining, for example, the need for commonplace objects such as pencil and notepaper that are anxiety-provoking, the level of tension may be reduced. Also, it is well to remember that the manner and simple courtesies extended by the interviewer are greatly magnified in the eyes of the interviewee. Thus, a limited amount of pleasantries may be condoned if they fulfill this useful purpose.

By jotting down significant bits of information, the interviewer can readily reconstruct what actually took place. The record assists with details that would be hard to remember if not recorded. The time that would be needed to fix them in his mind without the benefit of notes can be used to greater advantage listening and thinking. Then, too, writing down items compliments the interviewee; it means that his or her responses are considered important enough to be recorded. It is a convenient reinforcing mechanism; it may even be used to guide the path of the interview.

Information of a picayune variety should naturally be avoided. Similarly, allowing the interviewee to relate too much information can be dangerous. Any inadvertently revealed facts or incidents may bring about severe anxiety feelings when he or she reflects on them later. Temptations to divulge information too freely should be sidestepped as lightly as possible so that continued rapport may be maintained. In addition, circumspection should be exercised at all times lest the interviewer become too emotionally involved in the exchange. Disagreements tend to provoke planning for verbal counterattacks with the result that the informational content is lost.

Guiding the conversation.

The interviewee is overly sensitive to all reactions by the interviewer. Taking advantage of this, the interviewer may easily steer the conversation along the most productive channels. Small inflections in the voice give encouragement. By repeating phrases already expressed, one finds the respondent expanding with details on a relevant issue. Sometimes, merely restating the reply allows a time for reflection and quite natural expansion or clarification of a point perhaps lost in the first verbalization. Phrasing a question by rewording it into a rhetorical one gives the interviewee a period to think through a definite response (although caution should be observed that the “right” words are not put into the mind of the interviewee).

Support given by nodding is most effective. Other nonverbal means of rendering assistance are equally significant. The use of semiverbal expressions of a meaningless nature—for instance, “Umm…”—can prove most useful. Because such utterances provide no direct interpretation, they are received as the interviewee wants to receive them. He or she then emphasizes or magnifies the point as he or she sees fit.

A succinct summary of information from time to time not only allows for clarity in the communication process but also gives the informant a mirror of just what has occurred. Alterations can be made easily by the interviewee once he or she hears what he or she has said. In the final stage, a precise statement of what was agreed on or of the general conclusions reached often allows for a reduction of confusion.

When details or figures have been discussed, the summary can often be in the form of a written memorandum. If the interviewer wants to be sure of what the interviewee communicated or to check on whether the interviewee really understood the data discussed, he can ask him or her to write the memorandum.

Developing Information

The tools of the interviewer are his questions. They should be used with dispatch and yet with the utmost care. Sarcasm or obscure humor should be avoided unless the interviewer is positive that the interviewee perceives them as such. Usually, the latter’s interpretation of such activity is entirely serious; he or she may respond at the time with a semblance of perceived humor, but the real reaction is often deep concern and suspicion.

Through the judicious use of questions, the skilled interviewer not only obtains information but also guides the talk along productive lines. Leading questions or questions designed with built-in responses are usually not very effective. Similarly, the double-negative type of interrogation is to be shunned as it tends to evoke anxiety. To avoid slipping into such traps, even the best interviewer should review his questioning techniques from time to time. Thus, self-analyzing by tape recording or by having a third person observe an interview for diagnostic purposes can prevent poor techniques from developing into set procedures. This process may be extended to the use of videotape recordings with proportionately more significant results.

In a research project that concentrated on questioning techniques, I analyzed the recordings of about 100 interviews held for the purpose of selecting job applicants, appraising executive performance, or counseling employees in their careers. One of the conclusions from this study is this: Successful interviewers (as evaluated by information obtained) utilize at the outset of the interview a pattern of broad, general questions. Apparently this allows the respondent to answer with information that he or she feels is important, as well as providing the respondent the opportunity to expand into areas that he or she deems to be of vital concern. Once this information is released, the interviewer can sharpen the focus with specific questions eliciting short answers. For example, the “yes or no” kind of question should be reserved for the final exploration of a subject, while queries such as “How do you feel about working with Joe Smith’s group?” might well obtain results most useful at the beginning of a particular subject.

Fear of silence.

It seems that silence in our society is to be avoided at virtually all times and all places. Unfortunately, this feeling affects the interview. Usually fear of silence is felt most by the inexperienced interviewer. All too often he tends to put forth another question while the respondent is meekly attempting to formulate his or her own thoughts into a logical reply—all just to keep the air filled with words.

The tendency to hurry questions and answers is compounded by the distorted sense of time that people get during an interview. To understand the amount of distortion, one research group carried out such simple tests as stopping a conversation for a short period. Interviewers’ estimates of the period of silence magnified it by a factor of 10 to 100!² On the other hand, I find, when asking participants in an interview to estimate the time elapsed, invariably the interviewee underestimates the period. Consequently, the interviewer in particular should be cautious of pushing forward too quickly. In many instances, if he will permit another few seconds to elapse, he will obtain vital bits of information that would otherwise be lost or allowed to remain in a half-expressed state in the interviewee’s thought processes.

During these periods of silence, the interviewer may profitably spend his time pondering the question: “What is he or she really trying to tell me?” Often the content of the interview makes an incomplete story when analyzed later on. Not only may the words fall far short of the desired goal, but also they may convey misunderstandings. Allowances for the ever-present failures in semantics must constantly be made, and further interrogation conducted, in order that a clear approximation of the true meaning be obtained.

Art of listening.

The often posed maxim to the effect that we hear what we wish to hear does not appear at first glance to be a profound statement. Yet it summarizes the mechanics that lie behind poor listening techniques. Individual biases and attitudes as well as role perceptions and stereotyping all contribute to the phenomenon of selective perception. Thus, to obtain the best possible information, it is necessary that one be aware of his own particular filters that tend to impede if not prevent clear and relatively undistorted reception of information.

It is possible to hear at the rate of 110 to 140 words per minute over sustained periods.³ The thinking or thought projection rate is approximately seven times this figure. The result is a surplus of thinking time over listening time. The manner in which this surplus time is utilized varies, of course, with the individual. However, it is at this point that the interviewer tends to project his ideas into the interview process, thereby filtering out the interviewee’s responses.

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One result is that he makes assumptions about the respondent and his or her information that are compatible not so much with the interviewee as with what the interviewer has already concluded about the interviewee. Suffice it to say that it is altogether more rewarding to spend this extra time in formulating hypotheses, which later can be confirmed or denied as more information is revealed, or in constructing a frame of reference for the ongoing interview, which allows acquired information to be categorized easily as it is given.

Analyzing data.

The information that is gathered should be approached and analyzed from two points of reference: the objective and the subjective.

Objective view. The objective category can be broken down into content and form:

Content—This term refers, of course, to the factual presentation: what is actually being said and whether it is reliable. The overview of the interview or the pattern of the total situation must be firmly grasped and then noted. In addition, it would seem that the following items are valuable in evaluating information:

• A response that is overwhelmingly conventional is probably suspect, owing to the great possibility of its being less than valid. For instance, in an employment interview, the response, “My boss didn’t like me,” is suspect as a cliché. Similarly, the response, “I quit that job because the pay was too low,” could be merely a platitude to satisfy the interviewer.

• If the respondent is impervious to interruption during the interview, then a measure of doubt is cast as to the kind of information the interviewee is relating. Such behavior generally indicates a need to cover all points in a predetermined pattern with such compulsion that, if the interviewee was interrupted, he or she would never be able to reassemble all the parts. Weaknesses in the “pseudo armor” should be investigated.

• A constant shifting of the subject or an extremely short attention span often denotes a degree of suspicion.

• Should gaps or illogical sequences be prevalent, care should be exercised to augment or to complete the lapses. The voids should be completed by direct interrogation, preferably later in the interview, to check continuity and to arouse a minimum of suspicion by the informant. Later validation by telephone may help with these questions.

• Conflicting times or facts as well as gaps or illogical sequences may indicate areas for careful attention or further penetration.

• Useful visual barometers of an unduly high anxiety level are such things as color of face, erratic body movements, varying eye contact, dryness of the mouth, pitch of the voice, and excessive perspiration.

Form—By form I mean the “how, when, and why” of the information. Words take on different meanings when differentiated along these lines. Form can be subdivided into verbal (what is heard) and nonverbal (what is observed) content. Nonverbal expressions are perhaps the purest kind of information transmitted, because they are the most difficult to mask or disguise. By developing an awareness of and a sensitivity to such signals as when a certain fact was mentioned, what prompted the mention, how it was presented, and so forth, the skilled interviewer takes a most useful if not an essential step. Indeed, this awareness might well be extended to include the nonverbal transmissions of the interviewer himself.

Subjective view. In evaluating information from a subjective point of view, the interviewer is attempting primarily to assess feelings and attitudes. It is often argued that these intangibles have no obvious place in an interview that takes place in a business environment. Yet, even though it is impossible to determine exactly how feelings and attitudes do influence the information transmitted, it is nonetheless crucially necessary that one be fully aware of the fact that these intangibles are powerful, active agents in creating opinions.

Concluding the meeting.

The final 10% of the interview is perhaps the most important, since the greatest amount of information per unit of time is generally exchanged during this time interval. In a series of taped interviews involving appliance sales and sales in which travel arrangements were a factor, it was found that the salesperson often did not hear vital information offered toward the end of the interview or after the sale. This overlooked information brought about frequent misinterpretations, which, in turn, accounted for many later cancellations and unsettled complaints. All of this could have been avoided if a moderate amount of attention had been exercised so as to prevent a premature termination of the interview.

Part of the conclusion usually consists of a plan of action—something to be done or achieved by either or both parties. A clear, concise summary of this plan, as mentioned earlier, is a most useful technique for achieving good results. The summary is helpful to both parties because it enables them to realize exactly what has been accomplished as well as to focus on a final concordance.

Follow-Up

I have observed in my studies that a general failing of interviewers is their inability to document just what occurred in a talk. In their usual—often premeditated—hurry to get to the next interview, they neglect valuable notes. This impatience in many cases is merely behavior resulting from a self-satisfying need to prove to themselves that they are busy.

Adequate notation of significant events, impressions, and agreed-on information is of great value in reconstructing the interview at a later date and in providing a framework for planning the next session. By documenting a series of events, one is able to see things that, if merely left to the fragile human memory, may fuse into meaningless, disconnected scenes in a panorama of many human happenings. To be sure, too much recorded information may well lead to a surfeit of data, a situation I have also observed in several interviewing offices, but this extreme is easily prevented if good judgment is exercised.

Another benefit of effective documentation is that it offers the opportunity to reflect on a previous event. By reviewing and considering this information, one can oftentimes discover errors and flaws in technique and improve his approach. Without such specific means for learning, the same mistakes tend to become routinized until the point is reached where they become, unintentionally, an integral part of the interviewer’s technique.

But of all types of learning, self-learning is the most valuable. Without a doubt the most important key to effective interviewing is recognizing how one’s own attitudes and biases affect the information he acquires. There is a moral in the story of the professor who lost his key by the front door, but was discovered on all fours under the lamppost. He rationalized to the police officer as follows:

“Sir, it is probably true that I lost the key by the front door, but—after all—there is no light there. Here, there is light. And, besides, while I’ve been looking, I’ve found a 50-cent piece already.”

So often the interviewer is content to come up with “50-cent pieces” of helpful information about techniques, personality, and so forth. Actually, however, the real key to effective interviewing lies closer to his own front door. Once discovered, it can help him attain truly effective results of a professional nature.

1. See, for example, my report, An Analysis of Precision Learning, Evaluation of Information and Decision-Reaching, in Two Groups, Using Closed Circuit Television (Los Angeles: Western Management Science Foundation, 1962).
2. C.H. Best and N.B. Taylor, The Physiological Basis of Medical Practise (London: Baillier, Tindall and Cox, 1950).
3. B.A. Houssay, Human Physiology (New York: McGraw-Hill, 1951).

A version of this article appeared in the January–February 1964 issue of Harvard Business Review.

10 golden rules of the interview — Work.ua

An interview with an employer can rightfully be considered the most difficult and responsible stage in the job search process. We have prepared for you 10 rules that will help you successfully pass it and get the desired position.

1. Do your research

Knowing as much as you can about the company before the interview is very important. To do this, it is not enough just to study the company’s website. Collect information from various open sources, use an Internet search. You can also find people who work or have worked in this organization and clarify the details of interest with them. Your knowledge will play into your hands during the interview and allow you to impress.

2. Be sure to prepare yourself

80% of success in an interview depends on preparation. Prepare detailed responses with examples for the top three interview questions: Can you do this job? Will you enjoy your work? Can we work together?

3. Research the position

You must accurately represent and understand the nature of the position you are applying for. Prepare for the “Tell me about yourself” question so that your story matches the vacancy as closely as possible.

4. Prove your competence

To understand that you are a good fit for a job, the interviewer must assess your competence to perform the required tasks. To do this, be prepared to give examples of situations that you have encountered and talk about ways to solve them, describe your skills and experience.

5. Know Your Importance

You must not only know why you need this job, but also why you need this job. And, of course, you must convey this to the interviewer.

6. Rehearse answers

Carefully study the job description and the requirements for the candidate. For each requirement, make up possible questions and prepare answers for them. Rehearse by yourself, in front of a mirror, or ask a friend to help you.

7. Be honest

There is nothing worse than lying in an interview. Be prepared to go over the details of your resume and ask difficult questions like “Why did you leave your last job.” Your answers must be honest. If there were unpleasant situations, then it is worth considering in advance how to comment on them more accurately.

8. Try to buy time

If a question is too difficult or unexpected, feel free to ask for some time to answer it. You can ask a clarifying question or ask for an example – this will buy you some time to think everything over.

9. Ask questions

Not only the interviewer can ask questions. Be sure to prepare a series of questions that interest you. After all, not only you should approach the company, but also the company to you. In addition, it will show you are interested in the job and oriented in the industry.

10. Good end to the conversation

Be sure to thank the interviewer for the conversation. And do not be afraid to ask about the next steps in the selection for the position.

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How to successfully pass an interview

So, the employer found your resume on the Superjob website, got interested and wanted to invite you for an interview. A job interview is a kind of culmination of the employment process. An interview with an employer causes stress even for professional and experienced applicants, so it is important to think in advance how to behave during an interview, how to answer questions asked by a recruiter during an interview. Do you know how to successfully pass a job interview, what to be prepared for? Superjob will help you find answers to these questions!

1. Telephone conversation with the employer

A telephone conversation is your first personal communication with a future employer, and it is important to make a good impression already at this stage. Even if the secretary makes the appointment, he will definitely tell your immediate supervisor or the person who will interview you about how the conversation went.

What should be done during a telephone conversation preceding a job interview?

Specify what position you are being invited to, ask the necessary questions about the vacant position. If the position does not suit you initially, politely inform about it and refuse the interview, giving reasonable arguments. You should not waste precious time (your own and that of your employer) on unpromising meetings.

Write down the name of the company, the first and last name of the person you were talking to, a contact number where you can contact him in case of unforeseen circumstances.

Find out who exactly will be interviewing you, what is his name. You will make a good impression if you address him by name and patronymic when you meet.

Find out the exact location of the interview. When negotiating the time of the meeting, plan it so that no other business will interfere with you. It may turn out that you have one or more interviews with other employers scheduled that day, then the interview schedule should be planned so that the time between successive interviews is at least 2–3 hours. Remember that you are not waiting for a minute conversation, but a detailed conversation, questions about your work experience and professional skills will be asked at the interview.

Find information in advance on how to behave in an interview. Find out how long a job interview lasts, whether you will have to fill out a questionnaire, pass written tests, and perform practical test tasks.

2. Preparation for the interview

So, you agreed on the time of the meeting with the employer, now it’s time to start preparing for the interview. What needs to be done?

First prepare the documents that you may need at the interview:

• resume in two copies;
• passport;
• diploma of education with insert;
• diplomas of additional education, certificates of completion of courses, certificates, etc. (You should not take with you documents that are not related to the position for which you are applying).

We recommend that you familiarize yourself with the information about the company you are going for an interview in advance. Connect all possible channels: go to the company’s service on the Internet, use business directories, the press or other sources. Familiarize yourself with the activities and history of the company (year of foundation, stages of development), study the names of departments, remember information about the company’s achievements, etc. Thus, during a conversation with an employer, you will be able to demonstrate the seriousness of your intentions. At the same time, even if you are not taken to this particular company, you will in any case expand your horizons.

Plan the route of the trip to the interview, calculate the time you need to spend on the road, add more time (30 minutes) in case of possible traffic difficulties that you may encounter on the road. You can make a preliminary trip to the place of the interview if you doubt that on the appointed day you will be able to quickly and easily find the right building.

Think over the answers to the questions of the employer at the interview, which in one form or another will definitely sound during your conversation:

• why did you leave (decided to leave) your last job; where do you work now?
• why do you want to work in our company?
• How can your work as an employee benefit our company?
• What are your biggest strengths and weaknesses as an employee?
• name your greatest achievements as a specialist; Have you had any failures in your professional activities, and what are they?

Get ready to give truthful answers to interview questions (during the interview or after the lie will definitely come up). When answering the question: “Why did you decide to change jobs?” – you should not give negative feedback about colleagues and managers, limit yourself to neutral statements: lack of opportunities for professional growth, irregularity in receiving monetary rewards, remoteness from home, inconvenient work schedule, etc.

Speaking about a possible future job in a new company, let the interlocutor understand that you are interested in working in this particular company, that you can be useful to her as a specialist, but at the same time you must clearly understand what the company does in order not to get into trouble. If you manage to behave correctly in this matter, your chances of being hired by this company will increase several times.

When answering questions about your strengths and especially weaknesses, about achievements and failures, be careful. Show sufficient self-criticism to your person, this will raise your authority in the eyes of the interlocutor. When talking about your shortcomings, it is not necessary to mention your biggest mistakes. The main thing here is that you can show that you yourself corrected your mistake and saved the company from troubles or reduced them to a minimum.

Be prepared for tests or practical tasks (both psychological and vocational) that your employer may ask you to take.

Prepare in advance the questions you would like to ask the employer.

Consider the clothes you will wear to meet with your employer. Everyone is familiar with the proverb: “Meet by clothes, see off by mind.” Let the first impression of you be the most favorable. Naturally, the clothes must match the position for which you are applying. Perhaps a strict business suit is not appropriate for every position, but neat business-style clothes, clean hair and nails, polished shoes will certainly make the necessary positive impression on your interlocutor. No shopping bags, shopping bags, soiled grocery bags, backpacks in your hands should not be!

3. Interview

Here comes the hour of the interview that can change your life! What should you keep in mind during an interview?

Try to come to the meeting a little earlier than the appointed time. Better you wait 10 minutes at the reception than the employer will wait for you for half a minute. Being late for a meeting, even due to circumstances beyond your control, will 99% destroy all hopes of getting a job in this company.

If all of a sudden this situation happened, you feel that you are not in time for the appointed time, be sure to call the contact number, apologize, explain the reason for your delay and find out if the employer will be able to accept you on the same day a little later or there is a possibility reschedule the meeting to another time.

If you decide not to attend an interview at all (changed your mind about working for this company, you have other urgent matters, etc.), ALWAYS call the employer and report this, first apologizing that you violated his plans. Let the good impression of you, received in a preliminary conversation on the phone, spoil nothing!

When entering the office, be sure to say hello, ask the employee with whom you have an interview to inform about your arrival. If you are asked to wait a little, do not be indignant and take it as disrespect to yourself. Be patient and do not lose the sense of goodwill with which you went to the meeting.

Turn off your cell phone beforehand so that nothing can interfere with your conversation.

Entering the office, say hello, addressing by name and patronymic to the employee with whom you will talk. Be sure to smile. Say that you are very pleased with the invitation to an interview in this particular company. By doing this, you will be able to win over the interlocutor in advance.

Sit with your face towards the other person. Move a chair if necessary. Do not fall apart on a chair, do not cross your legs under it, do not tighten them; do not fidget nervously with your hands.

Listen carefully to the questions you are asked, while looking at the face of the interlocutor. Start answering only when you understand what you have been asked. If the question is not entirely clear, then, apologizing, ask to repeat it again. However, do not overdo it – you should never ask almost every question again.

When answering a question, try not to speak for more than 2-3 minutes. This time is quite enough to cover the most important information on the most difficult issue in general. Monosyllabic answers “yes” and “no”, a quiet voice will give the impression of your insecurity, inability to explain your point of view.

If you are asked to describe yourself, you should not engage in lengthy conversations about your autobiography. Moreover, it is unacceptable to answer that everything is already written in the resume. Tell us about your education, highlight your work experience. This will once again demonstrate your professional skills and qualities.

At the interview, you will have the opportunity to ask both the questions that you prepared in advance and those that you had during the conversation.

If you are interested in a career opportunity, it is important to be able to ask this question correctly. Keep in mind that you are invited to the company for a specific position, to solve a certain range of tasks. Not all positions provide for career growth. In addition, it is difficult for employers to discuss this issue without knowing your capabilities and abilities. Nevertheless, it is quite appropriate to find out from the employer whether personnel rotation is practiced in the company, whether there are opportunities for growth from this position in the long term and be sure to ask what is needed for this (additional education, advanced training courses, gaining experience, or something else) . Find out what employee training or development programs exist in the company. Then you will look like a serious and purposeful person. And this is another plus in your favor.

An open smile, a little good and unobtrusive humor, and then small mistakes will be forgiven for sure. A smile does not interfere with a business conversation, on the contrary, the impression remains that you are an experienced, and therefore self-confident person.

Stages of the Interview – Career Center

STAGE 1: Introduction

Lasting approximately two to three minutes, you are meeting the interviewers and being escorted to the interview room. It is essential that you start strong, offering a firm handshake, standing confidently, and making good eye contact. Some reports indicate that employers will make their decision to hire a candidate within the first 30 seconds of the interview! Employers may take the time to share information about their organization. Feel free to jot down notes to remember key points for future reference.

STAGE 2: Q&A

The longest portion of the interview, this is when the employer asks you questions and listens to your responses. If the interview is a 30-minute screening interview, this portion is typically about 20 minutes long.

STAGE 3: Your Questions

The employer will ask if you have any questions. This is your chance to demonstrate your knowledge of the organization by asking thoughtful questions. Always come prepared! Bring at least three questions, but also feel free to modify them based on the information you learn during the interview. Be sure to make notes as the interviewer answers your questions.

STAGE 4: Closing

During the last few minutes, take the time to end on a positive note. Reiterate your interest in the position and gather business cards from everyone present. Be sure to thank them for the invitation to interview and offer a firm handshake while making good eye contact.

Sample Questions to Ask Your Interviewer

The most effective questions are those that demonstrate your sincere interest in the position and organization.

• Can you describe the organizational structure of your company/agency/organization?
• How does the area I would be working in fit into the overall organizational structure?
• Can you describe the corporate culture or atmosphere of your company?
• What kind of supervision and training would I receive?
• How will I receive feedback on my job performance?
• Would I be working on my own, or on a team? Can I meet my team members?
• Would I be working with people outside of the company? Clients? Vendors?
• Would my responsibilities progressively increase throughout my work terms?
• Would I have the opportunity to travel?
• Have you ever hired a UMBC student/graduate before? Are they currently working for you? May I speak to them at some point?
• How would you describe the ideal candidate for this job?
• What do you enjoy most about working here? What would you change if you could?
• How would you describe a typical day in this position?
• What specific projects do you see me starting first?
• What skills are most important for this job?
• What are the prospects for advancement beyond this level?
• How many people have you hired as interns/co-ops in the past, and where have they gone after they graduated?
• Would it be possible to see where I’d be working?
• Your annual reports show a steady growth over the last three years. How rapidly do you plan to grow over the next three years?
• What particular computer equipment and software do you use?
• How much opportunity is there to see the end result of my efforts?
• What are the next steps in the interview process? How would you like to be contacted for follow up?

Are There Any Questions I Shouldn’t Ask?

Never, never, never ask any questions about salary, benefits, vacations, holidays with pay or sick days. Wait for the manager to bring up the issue of salary or wages. When they ask what salary you expect, ask what the standard salary is for your qualifications. Keep in mind that the company has a set salary for each job description and level of experience. So, play it safe. Wait for the manager to throw out the first figure. See: Negotiating and Evaluating Offers.

If You Want the Job, Ask for It!

Managers get frustrated when candidates don’t express enthusiasm for the job. If the manager seems to be someone you’d like to work for, if the company seems solid and  reputable, if they offer the security, growth and challenge that you want, look the manager straight in the eye and tell them you want the job.

 

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Strategies of Effective Interviewing

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The executive engaged in the normal conduct of business devotes much of his time to interviewing. However, there is an appalling lack of effort given to systematic attempts at building improvements into this age-old process. Interviewing remains one of those activities that we think we know all about merely because we have been doing it so long; we have been lulled by habit. It seems apparent that a modest effort aimed at an analysis of our interviewing techniques would yield generous returns.

In the broad sense, interviewing is the process whereby individuals (usually two) exchange information. The individuals may be concerned with a job opening, a promotion, a special assignment, a product sale, information for intelligence purposes, a proposed merger, or other issues. The information exchanged need not be limited to facts. In business, particularly, such products of an interview as meaning and understanding are oftentimes more significant than objective factual statements.

Interviewing in the contemporary business setting invariably takes place in an atmosphere filled with a sense of urgency. The time allocated to the interview is necessarily limited. Consequently, a nondirective approach finds little application; it is necessary to use the guided interview in the vast majority of situations. This inherent time constraint sometimes brings about dysfunctional consequences: The interviewer is so preoccupied with budgeting his time that the content and the purpose of the interview are vitiated. Hence, we must define what we mean by an effective interview. For the purposes of this article, an effective interview optimizes the perceived communication objectives of the individuals involved, with time as the principal constraint. We shall focus on research findings concerning:

• The proper kind of preparation for the interview
• The value of such procedures as having an outline of points to be covered and taking notes
• The use (and misuse) of questions and questioning techniques
• The kind and amount of control that the interviewer should exercise over the discussion
• The analysis and evaluation of the information obtained

Planning and Preparation

The lack of adequate planning for an interview is the greatest single fault found in my studies of the interviewing process. ¹ All too often, the inexperienced interviewer launches into a discussion only to find midway through that his preparation is incomplete. A moderate amount of preplanning can easily obviate such unfortunate occurrences.

When the objective of the interview is well known in advance, it is usually a good practice to allow the individual concerned ample time to prepare for the talk before the actual involvement. By indicating, ahead of time and in writing, the points to be covered, the interviewer gives the interviewee an added advantage and reinforces the specific purpose of the session. Too often the expectations of the interviewee may be far different from those of the interviewer. This misunderstanding, if not corrected, can be disastrous.

On the other hand, too much preplanning and detailing for an interview can be equally harmful. The interviewee may then develop conventionally correct answers or platitudes that, of course, reduce the informational content of the interview to virtually zero. In short, he or she needs a guide, a “steer”—but no more than that.

A written outline of important points to be covered is not necessarily an indication of rigidity; rather, it reflects consideration for all parties concerned. When explained, it generates a feeling of confidence as well as fairness—particularly if two or more people are to be ranked in an evaluation. The outline may even include typical questions in order to solicit comparable responses. Again, however, a warning against excess is needed: Too much reliance on a programmed questioning approach is often disconcerting to the interviewee and may lead to stereotyped answers. Ideally, of course, each question should be designed for the situation and the respondent.

In presenting information, a speaker allocates blocks of time to various items on his or her agenda. If no time limit is established, the presentation can continue indefinitely. Even worse, the truly important information may never be told. This process takes place by dint of the normal human trait of retaining the most significant bits of information for the end. Psychiatrists recognize this and are particularly attentive in the last 10 minutes of the therapy session. Borrowing from this insight, the interviewer, although not able to set an hourly cycle as does the psychiatrist, should try discreetly to indicate a time scale. This allows the interviewee to plan and to include relevant information that otherwise might be withheld. If the interview is terminated too abruptly, the probability of losing valuable information is very high.

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A time limit can be suggested by citing the next appointment or by noting, perhaps, a previously scheduled conference. Actions such as tapping—consciously or not—on one’s watch to indicate time are out of order, of course; so is sitting precipitously on the edge of the chair. Sometimes it may be in the best interest of both parties to set another date for an extended session or to plan on completing only one or two stages of progress at a time.

Building Rapport

Certainly the general tone of the interview should be one of helpfulness and friendliness so as to minimize the immediate barriers to forthright communication. In this connection it should be mentioned that privacy is a first prerequisite to good interviewing. An important component of this is freedom from distracting interruptions. (The telephone many times is such a distraction.)

To establish the critically important element of rapport with the interviewee, a genuine attempt should be made to put the interviewee at ease—especially in job application, promotion, or other interviews where significant differences in status exist. Unfortunately, sometimes this rapport is attempted by such gaucheries as, “Now, don’t be nervous!” or, “Relax!”

Normally, at the beginning of an interview an allowance should be made for the interviewee to adjust to the interview environment. The situation is new for the interviewee; it may be his or her first experience of this kind. Unless there is a specified adaptation period, the interviewee may be unable to reduce his or her level of anxiety, with the resulting loss of the entire session. Part of this adaptive process is familiarization with the surroundings. It is an often overlooked truism that whenever an individual is placed in a strange situation, he or she becomes apprehensive.

Overcoming this fear is often a most difficult procedure. By explaining, for example, the need for commonplace objects such as pencil and notepaper that are anxiety-provoking, the level of tension may be reduced. Also, it is well to remember that the manner and simple courtesies extended by the interviewer are greatly magnified in the eyes of the interviewee. Thus, a limited amount of pleasantries may be condoned if they fulfill this useful purpose.

By jotting down significant bits of information, the interviewer can readily reconstruct what actually took place. The record assists with details that would be hard to remember if not recorded. The time that would be needed to fix them in his mind without the benefit of notes can be used to greater advantage listening and thinking. Then, too, writing down items compliments the interviewee; it means that his or her responses are considered important enough to be recorded. It is a convenient reinforcing mechanism; it may even be used to guide the path of the interview.

Information of a picayune variety should naturally be avoided. Similarly, allowing the interviewee to relate too much information can be dangerous. Any inadvertently revealed facts or incidents may bring about severe anxiety feelings when he or she reflects on them later. Temptations to divulge information too freely should be sidestepped as lightly as possible so that continued rapport may be maintained. In addition, circumspection should be exercised at all times lest the interviewer become too emotionally involved in the exchange. Disagreements tend to provoke planning for verbal counterattacks with the result that the informational content is lost.

Guiding the conversation.

The interviewee is overly sensitive to all reactions by the interviewer. Taking advantage of this, the interviewer may easily steer the conversation along the most productive channels. Small inflections in the voice give encouragement. By repeating phrases already expressed, one finds the respondent expanding with details on a relevant issue. Sometimes, merely restating the reply allows a time for reflection and quite natural expansion or clarification of a point perhaps lost in the first verbalization. Phrasing a question by rewording it into a rhetorical one gives the interviewee a period to think through a definite response (although caution should be observed that the “right” words are not put into the mind of the interviewee).

Support given by nodding is most effective. Other nonverbal means of rendering assistance are equally significant. The use of semiverbal expressions of a meaningless nature—for instance, “Umm…”—can prove most useful. Because such utterances provide no direct interpretation, they are received as the interviewee wants to receive them. He or she then emphasizes or magnifies the point as he or she sees fit.

A succinct summary of information from time to time not only allows for clarity in the communication process but also gives the informant a mirror of just what has occurred. Alterations can be made easily by the interviewee once he or she hears what he or she has said. In the final stage, a precise statement of what was agreed on or of the general conclusions reached often allows for a reduction of confusion.

When details or figures have been discussed, the summary can often be in the form of a written memorandum. If the interviewer wants to be sure of what the interviewee communicated or to check on whether the interviewee really understood the data discussed, he can ask him or her to write the memorandum.

Developing Information

The tools of the interviewer are his questions. They should be used with dispatch and yet with the utmost care. Sarcasm or obscure humor should be avoided unless the interviewer is positive that the interviewee perceives them as such. Usually, the latter’s interpretation of such activity is entirely serious; he or she may respond at the time with a semblance of perceived humor, but the real reaction is often deep concern and suspicion.

Through the judicious use of questions, the skilled interviewer not only obtains information but also guides the talk along productive lines. Leading questions or questions designed with built-in responses are usually not very effective. Similarly, the double-negative type of interrogation is to be shunned as it tends to evoke anxiety. To avoid slipping into such traps, even the best interviewer should review his questioning techniques from time to time. Thus, self-analyzing by tape recording or by having a third person observe an interview for diagnostic purposes can prevent poor techniques from developing into set procedures. This process may be extended to the use of videotape recordings with proportionately more significant results.

In a research project that concentrated on questioning techniques, I analyzed the recordings of about 100 interviews held for the purpose of selecting job applicants, appraising executive performance, or counseling employees in their careers. One of the conclusions from this study is this: Successful interviewers (as evaluated by information obtained) utilize at the outset of the interview a pattern of broad, general questions. Apparently this allows the respondent to answer with information that he or she feels is important, as well as providing the respondent the opportunity to expand into areas that he or she deems to be of vital concern. Once this information is released, the interviewer can sharpen the focus with specific questions eliciting short answers. For example, the “yes or no” kind of question should be reserved for the final exploration of a subject, while queries such as “How do you feel about working with Joe Smith’s group?” might well obtain results most useful at the beginning of a particular subject.

Fear of silence.

It seems that silence in our society is to be avoided at virtually all times and all places. Unfortunately, this feeling affects the interview. Usually fear of silence is felt most by the inexperienced interviewer. All too often he tends to put forth another question while the respondent is meekly attempting to formulate his or her own thoughts into a logical reply—all just to keep the air filled with words.

The tendency to hurry questions and answers is compounded by the distorted sense of time that people get during an interview. To understand the amount of distortion, one research group carried out such simple tests as stopping a conversation for a short period. Interviewers’ estimates of the period of silence magnified it by a factor of 10 to 100!² On the other hand, I find, when asking participants in an interview to estimate the time elapsed, invariably the interviewee underestimates the period. Consequently, the interviewer in particular should be cautious of pushing forward too quickly. In many instances, if he will permit another few seconds to elapse, he will obtain vital bits of information that would otherwise be lost or allowed to remain in a half-expressed state in the interviewee’s thought processes.

During these periods of silence, the interviewer may profitably spend his time pondering the question: “What is he or she really trying to tell me?” Often the content of the interview makes an incomplete story when analyzed later on. Not only may the words fall far short of the desired goal, but also they may convey misunderstandings. Allowances for the ever-present failures in semantics must constantly be made, and further interrogation conducted, in order that a clear approximation of the true meaning be obtained.

Art of listening.

The often posed maxim to the effect that we hear what we wish to hear does not appear at first glance to be a profound statement. Yet it summarizes the mechanics that lie behind poor listening techniques. Individual biases and attitudes as well as role perceptions and stereotyping all contribute to the phenomenon of selective perception. Thus, to obtain the best possible information, it is necessary that one be aware of his own particular filters that tend to impede if not prevent clear and relatively undistorted reception of information.

It is possible to hear at the rate of 110 to 140 words per minute over sustained periods.³ The thinking or thought projection rate is approximately seven times this figure. The result is a surplus of thinking time over listening time. The manner in which this surplus time is utilized varies, of course, with the individual. However, it is at this point that the interviewer tends to project his ideas into the interview process, thereby filtering out the interviewee’s responses.

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One result is that he makes assumptions about the respondent and his or her information that are compatible not so much with the interviewee as with what the interviewer has already concluded about the interviewee. Suffice it to say that it is altogether more rewarding to spend this extra time in formulating hypotheses, which later can be confirmed or denied as more information is revealed, or in constructing a frame of reference for the ongoing interview, which allows acquired information to be categorized easily as it is given.

Analyzing data.

The information that is gathered should be approached and analyzed from two points of reference: the objective and the subjective.

Objective view. The objective category can be broken down into content and form:

Content—This term refers, of course, to the factual presentation: what is actually being said and whether it is reliable. The overview of the interview or the pattern of the total situation must be firmly grasped and then noted. In addition, it would seem that the following items are valuable in evaluating information:

• A response that is overwhelmingly conventional is probably suspect, owing to the great possibility of its being less than valid. For instance, in an employment interview, the response, “My boss didn’t like me,” is suspect as a cliché. Similarly, the response, “I quit that job because the pay was too low,” could be merely a platitude to satisfy the interviewer.

• If the respondent is impervious to interruption during the interview, then a measure of doubt is cast as to the kind of information the interviewee is relating. Such behavior generally indicates a need to cover all points in a predetermined pattern with such compulsion that, if the interviewee was interrupted, he or she would never be able to reassemble all the parts. Weaknesses in the “pseudo armor” should be investigated.

• A constant shifting of the subject or an extremely short attention span often denotes a degree of suspicion.

• Should gaps or illogical sequences be prevalent, care should be exercised to augment or to complete the lapses. The voids should be completed by direct interrogation, preferably later in the interview, to check continuity and to arouse a minimum of suspicion by the informant. Later validation by telephone may help with these questions.

• Conflicting times or facts as well as gaps or illogical sequences may indicate areas for careful attention or further penetration.

• Useful visual barometers of an unduly high anxiety level are such things as color of face, erratic body movements, varying eye contact, dryness of the mouth, pitch of the voice, and excessive perspiration.

Form—By form I mean the “how, when, and why” of the information. Words take on different meanings when differentiated along these lines. Form can be subdivided into verbal (what is heard) and nonverbal (what is observed) content. Nonverbal expressions are perhaps the purest kind of information transmitted, because they are the most difficult to mask or disguise. By developing an awareness of and a sensitivity to such signals as when a certain fact was mentioned, what prompted the mention, how it was presented, and so forth, the skilled interviewer takes a most useful if not an essential step. Indeed, this awareness might well be extended to include the nonverbal transmissions of the interviewer himself.

Subjective view. In evaluating information from a subjective point of view, the interviewer is attempting primarily to assess feelings and attitudes. It is often argued that these intangibles have no obvious place in an interview that takes place in a business environment. Yet, even though it is impossible to determine exactly how feelings and attitudes do influence the information transmitted, it is nonetheless crucially necessary that one be fully aware of the fact that these intangibles are powerful, active agents in creating opinions.

Concluding the meeting.

The final 10% of the interview is perhaps the most important, since the greatest amount of information per unit of time is generally exchanged during this time interval. In a series of taped interviews involving appliance sales and sales in which travel arrangements were a factor, it was found that the salesperson often did not hear vital information offered toward the end of the interview or after the sale. This overlooked information brought about frequent misinterpretations, which, in turn, accounted for many later cancellations and unsettled complaints. All of this could have been avoided if a moderate amount of attention had been exercised so as to prevent a premature termination of the interview.

Part of the conclusion usually consists of a plan of action—something to be done or achieved by either or both parties. A clear, concise summary of this plan, as mentioned earlier, is a most useful technique for achieving good results. The summary is helpful to both parties because it enables them to realize exactly what has been accomplished as well as to focus on a final concordance.

Follow-Up

I have observed in my studies that a general failing of interviewers is their inability to document just what occurred in a talk. In their usual—often premeditated—hurry to get to the next interview, they neglect valuable notes. This impatience in many cases is merely behavior resulting from a self-satisfying need to prove to themselves that they are busy.

Adequate notation of significant events, impressions, and agreed-on information is of great value in reconstructing the interview at a later date and in providing a framework for planning the next session. By documenting a series of events, one is able to see things that, if merely left to the fragile human memory, may fuse into meaningless, disconnected scenes in a panorama of many human happenings. To be sure, too much recorded information may well lead to a surfeit of data, a situation I have also observed in several interviewing offices, but this extreme is easily prevented if good judgment is exercised.

Another benefit of effective documentation is that it offers the opportunity to reflect on a previous event. By reviewing and considering this information, one can oftentimes discover errors and flaws in technique and improve his approach. Without such specific means for learning, the same mistakes tend to become routinized until the point is reached where they become, unintentionally, an integral part of the interviewer’s technique.

But of all types of learning, self-learning is the most valuable. Without a doubt the most important key to effective interviewing is recognizing how one’s own attitudes and biases affect the information he acquires. There is a moral in the story of the professor who lost his key by the front door, but was discovered on all fours under the lamppost. He rationalized to the police officer as follows:

“Sir, it is probably true that I lost the key by the front door, but—after all—there is no light there. Here, there is light. And, besides, while I’ve been looking, I’ve found a 50-cent piece already.”

So often the interviewer is content to come up with “50-cent pieces” of helpful information about techniques, personality, and so forth. Actually, however, the real key to effective interviewing lies closer to his own front door. Once discovered, it can help him attain truly effective results of a professional nature.

1. See, for example, my report, An Analysis of Precision Learning, Evaluation of Information and Decision-Reaching, in Two Groups, Using Closed Circuit Television (Los Angeles: Western Management Science Foundation, 1962).
2. C.H. Best and N.B. Taylor, The Physiological Basis of Medical Practise (London: Baillier, Tindall and Cox, 1950).
3. B.A. Houssay, Human Physiology (New York: McGraw-Hill, 1951).

A version of this article appeared in the January–February 1964 issue of Harvard Business Review.

10 golden rules of the interview — Work.ua

An interview with an employer can rightfully be considered the most difficult and responsible stage in the job search process. We have prepared for you 10 rules that will help you successfully pass it and get the desired position.

1. Do your research

Knowing as much as you can about the company before the interview is very important. To do this, it is not enough just to study the company’s website. Collect information from various open sources, use an Internet search. You can also find people who work or have worked in this organization and clarify the details of interest with them. Your knowledge will play into your hands during the interview and allow you to impress.

2. Be sure to prepare yourself

80% of success in an interview depends on preparation. Prepare detailed responses with examples for the top three interview questions: Can you do this job? Will you enjoy your work? Can we work together?

3. Research the position

You must accurately represent and understand the nature of the position you are applying for. Prepare for the “Tell me about yourself” question so that your story matches the vacancy as closely as possible.

4. Prove your competence

To understand that you are a good fit for a job, the interviewer must assess your competence to perform the required tasks. To do this, be prepared to give examples of situations that you have encountered and talk about ways to solve them, describe your skills and experience.

5. Know Your Importance

You must not only know why you need this job, but also why you need this job. And, of course, you must convey this to the interviewer.

6. Rehearse answers

Carefully study the job description and the requirements for the candidate. For each requirement, make up possible questions and prepare answers for them. Rehearse by yourself, in front of a mirror, or ask a friend to help you.

7. Be honest

There is nothing worse than lying in an interview. Be prepared to go over the details of your resume and ask difficult questions like “Why did you leave your last job.” Your answers must be honest. If there were unpleasant situations, then it is worth considering in advance how to comment on them more accurately.

8. Try to buy time

If a question is too difficult or unexpected, feel free to ask for some time to answer it. You can ask a clarifying question or ask for an example – this will buy you some time to think everything over.

9. Ask questions

Not only the interviewer can ask questions. Be sure to prepare a series of questions that interest you. After all, not only you should approach the company, but also the company to you. In addition, it will show you are interested in the job and oriented in the industry.

10. Good end to the conversation

Be sure to thank the interviewer for the conversation. And do not be afraid to ask about the next steps in the selection for the position.

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How to successfully pass an interview

So, the employer found your resume on the Superjob website, got interested and wanted to invite you for an interview. A job interview is a kind of culmination of the employment process. An interview with an employer causes stress even for professional and experienced applicants, so it is important to think in advance how to behave during an interview, how to answer questions asked by a recruiter during an interview. Do you know how to successfully pass a job interview, what to be prepared for? Superjob will help you find answers to these questions!

1. Telephone conversation with the employer

A telephone conversation is your first personal communication with a future employer, and it is important to make a good impression already at this stage. Even if the secretary makes the appointment, he will definitely tell your immediate supervisor or the person who will interview you about how the conversation went.

What should be done during a telephone conversation preceding a job interview?

Specify what position you are being invited to, ask the necessary questions about the vacant position. If the position does not suit you initially, politely inform about it and refuse the interview, giving reasonable arguments. You should not waste precious time (your own and that of your employer) on unpromising meetings.

Write down the name of the company, the first and last name of the person you were talking to, a contact number where you can contact him in case of unforeseen circumstances.

Find out who exactly will be interviewing you, what is his name. You will make a good impression if you address him by name and patronymic when you meet.

Find out the exact location of the interview. When negotiating the time of the meeting, plan it so that no other business will interfere with you. It may turn out that you have one or more interviews with other employers scheduled that day, then the interview schedule should be planned so that the time between successive interviews is at least 2–3 hours. Remember that you are not waiting for a minute conversation, but a detailed conversation, questions about your work experience and professional skills will be asked at the interview.

Find information in advance on how to behave in an interview. Find out how long a job interview lasts, whether you will have to fill out a questionnaire, pass written tests, and perform practical test tasks.

2. Preparation for the interview

So, you agreed on the time of the meeting with the employer, now it’s time to start preparing for the interview. What needs to be done?

First prepare the documents that you may need at the interview:

• resume in two copies;
• passport;
• diploma of education with insert;
• diplomas of additional education, certificates of completion of courses, certificates, etc. (You should not take with you documents that are not related to the position for which you are applying).

We recommend that you familiarize yourself with the information about the company you are going for an interview in advance. Connect all possible channels: go to the company’s service on the Internet, use business directories, the press or other sources. Familiarize yourself with the activities and history of the company (year of foundation, stages of development), study the names of departments, remember information about the company’s achievements, etc. Thus, during a conversation with an employer, you will be able to demonstrate the seriousness of your intentions. At the same time, even if you are not taken to this particular company, you will in any case expand your horizons.

Plan the route of the trip to the interview, calculate the time you need to spend on the road, add more time (30 minutes) in case of possible traffic difficulties that you may encounter on the road. You can make a preliminary trip to the place of the interview if you doubt that on the appointed day you will be able to quickly and easily find the right building.

Think over the answers to the questions of the employer at the interview, which in one form or another will definitely sound during your conversation:

• why did you leave (decided to leave) your last job; where do you work now?
• why do you want to work in our company?
• How can your work as an employee benefit our company?
• What are your biggest strengths and weaknesses as an employee?
• name your greatest achievements as a specialist; Have you had any failures in your professional activities, and what are they?

Get ready to give truthful answers to interview questions (during the interview or after the lie will definitely come up). When answering the question: “Why did you decide to change jobs?” – you should not give negative feedback about colleagues and managers, limit yourself to neutral statements: lack of opportunities for professional growth, irregularity in receiving monetary rewards, remoteness from home, inconvenient work schedule, etc.

Speaking about a possible future job in a new company, let the interlocutor understand that you are interested in working in this particular company, that you can be useful to her as a specialist, but at the same time you must clearly understand what the company does in order not to get into trouble. If you manage to behave correctly in this matter, your chances of being hired by this company will increase several times.

When answering questions about your strengths and especially weaknesses, about achievements and failures, be careful. Show sufficient self-criticism to your person, this will raise your authority in the eyes of the interlocutor. When talking about your shortcomings, it is not necessary to mention your biggest mistakes. The main thing here is that you can show that you yourself corrected your mistake and saved the company from troubles or reduced them to a minimum.

Be prepared for tests or practical tasks (both psychological and vocational) that your employer may ask you to take.

Prepare in advance the questions you would like to ask the employer.

Consider the clothes you will wear to meet with your employer. Everyone is familiar with the proverb: “Meet by clothes, see off by mind.” Let the first impression of you be the most favorable. Naturally, the clothes must match the position for which you are applying. Perhaps a strict business suit is not appropriate for every position, but neat business-style clothes, clean hair and nails, polished shoes will certainly make the necessary positive impression on your interlocutor. No shopping bags, shopping bags, soiled grocery bags, backpacks in your hands should not be!

3. Interview

Here comes the hour of the interview that can change your life! What should you keep in mind during an interview?

Try to come to the meeting a little earlier than the appointed time. Better you wait 10 minutes at the reception than the employer will wait for you for half a minute. Being late for a meeting, even due to circumstances beyond your control, will 99% destroy all hopes of getting a job in this company.

If all of a sudden this situation happened, you feel that you are not in time for the appointed time, be sure to call the contact number, apologize, explain the reason for your delay and find out if the employer will be able to accept you on the same day a little later or there is a possibility reschedule the meeting to another time.

If you decide not to attend an interview at all (changed your mind about working for this company, you have other urgent matters, etc.), ALWAYS call the employer and report this, first apologizing that you violated his plans. Let the good impression of you, received in a preliminary conversation on the phone, spoil nothing!

When entering the office, be sure to say hello, ask the employee with whom you have an interview to inform about your arrival. If you are asked to wait a little, do not be indignant and take it as disrespect to yourself. Be patient and do not lose the sense of goodwill with which you went to the meeting.

Turn off your cell phone beforehand so that nothing can interfere with your conversation.

Entering the office, say hello, addressing by name and patronymic to the employee with whom you will talk. Be sure to smile. Say that you are very pleased with the invitation to an interview in this particular company. By doing this, you will be able to win over the interlocutor in advance.

Sit with your face towards the other person. Move a chair if necessary. Do not fall apart on a chair, do not cross your legs under it, do not tighten them; do not fidget nervously with your hands.

Listen carefully to the questions you are asked, while looking at the face of the interlocutor. Start answering only when you understand what you have been asked. If the question is not entirely clear, then, apologizing, ask to repeat it again. However, do not overdo it – you should never ask almost every question again.

When answering a question, try not to speak for more than 2-3 minutes. This time is quite enough to cover the most important information on the most difficult issue in general. Monosyllabic answers “yes” and “no”, a quiet voice will give the impression of your insecurity, inability to explain your point of view.

If you are asked to describe yourself, you should not engage in lengthy conversations about your autobiography. Moreover, it is unacceptable to answer that everything is already written in the resume. Tell us about your education, highlight your work experience. This will once again demonstrate your professional skills and qualities.

At the interview, you will have the opportunity to ask both the questions that you prepared in advance and those that you had during the conversation.

If you are interested in a career opportunity, it is important to be able to ask this question correctly. Keep in mind that you are invited to the company for a specific position, to solve a certain range of tasks. Not all positions provide for career growth. In addition, it is difficult for employers to discuss this issue without knowing your capabilities and abilities. Nevertheless, it is quite appropriate to find out from the employer whether personnel rotation is practiced in the company, whether there are opportunities for growth from this position in the long term and be sure to ask what is needed for this (additional education, advanced training courses, gaining experience, or something else) . Find out what employee training or development programs exist in the company. Then you will look like a serious and purposeful person. And this is another plus in your favor.

An open smile, a little good and unobtrusive humor, and then small mistakes will be forgiven for sure. A smile does not interfere with a business conversation, on the contrary, the impression remains that you are an experienced, and therefore self-confident person.

THE Top 10 Daycares in Panama City Beach, FL

Daycares in Panama City Beach, FL

Linda Miller Day Care

348 Fairway Blvd, Panama City Beach, FL 32407

Costimate: $138/wk

Description:

Linda Miller Day Care in Panama City Beach, Florida seeks to provide a nurturing, high quality, safe and fun learning environment that is fit for the child’s overall growth and development. It is a Child Careprovider that can accommodate a certain number of children….

First Little Steps

2201 Thomas Drive, Panama City, FL 32408

Costimate: $135/wk

Appletree Academy

7221 Patronis Dr, Panama City, FL 32408

Costimate: $135/wk

Description:

Appletree Academy is an early childhood education facility located in Panama City, Florida. It provides child care services, as well as early childhood education. It accommodates infants up to school-agechildren. The daycare has a large capacity of serving ninety-five children. It operates Monday through Friday during daytime hours….

Description:

The Learning Tree II LLC is a childcare and education provider that serves the community of Panama City FL. It offers a structured academic program in an enriching environment and provides facilities thatenhance children’s social, emotional, intellectual and physical skills. The center promotes active learning by providing activities that allow children to explore, discover, and learn….

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FAQs for finding daycares near you in Panama City Beach, FL

What are the benefits of daycare near me in Panama City Beach, FL?

Daycare centers near you in Panama City Beach, FL offer a number of benefits to both children and their parents or guardians. For the kids, daycare is an opportunity to learn coping and social skills, explore the world, and form relationships with other children – all while staying active and stimulating their minds with educational activities. For parents and guardians, daycare often provides peace of mind that their children are supervised in a safe and nurturing environment with skilled professionals on board to tackle responsibilities such as discipline, problem solving strategies, and nutrition. All in all, daycare is a valuable resource for families by providing quality childcare and early childhood education services.

What services do daycare centers offer near me in Panama City Beach, FL?

Daycares near you in Panama City Beach, FL provide a range of services that allow children to grow and develop in safe, secure environments. Daycare centers are staffed by qualified professionals who create a caring atmosphere that teach kids lessons fundamental to their well-being, and typically include activities such as playtime, meals, and learning opportunities designed to prepare young minds for the world ahead.

What should I look for in a daycare center near me in Panama City Beach, FL?

Finding the right daycare center near you in Panama City Beach, FL for your child can be an overwhelming experience, but the process can be streamlined with a clear understanding of what to look for. It’s important to consider factors such as certification and accreditation, as well as any health and safety protocols that are in place. Factors such as cost, accessibility, and the quality of care provided are sure to be top of mind as well, and ultimately, selecting the best daycare center will depend on finding one that meets your expectations and your child’s specific needs.

What questions should I ask when looking for a daycare for my child near me in Panama City Beach, FL?

Some questions you might consider asking daycare centers near you in Panama City Beach, FL include: What are the teacher-to-child ratios? What types of activities do you plan as part of the daily program? Is there an outdoor play area and what safety regulations are in place regarding that space? How often is communication provided to parents regarding their child’s progress or issues that arise? Be sure to ask specifics about any policies related to enrollment fees, tuition payments, health and vaccination requirements and anything else that is important to you and your family as well.

Daycares in Panama City Beach FL

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Surfside Kids Academy LLC

Surfside Kids Academy LLC is a licensed child care center in Panama City Beach, FL. We are a large center. Contact us to schedule a tour and discover…

Woodlawn Child Development Center

Woodlawn Child Development Center is a licensed child care center in Panama City Beach, FL. At Woodlawn Child Development Center, we enroll children…

Arnold Early Education And Care Inc Head Start

Arnold Early Education And Care Inc Head Start is a licensed child care center in Panama City Beach, FL. We are a medium-sized center. Meals and…

Pcb Academy Inc

Pcb Academy Inc is a licensed child care center in Panama City Beach, FL. At Pcb Academy Inc, we enroll children as young as 12 months through 5…

Pcb Academy New Beginnings

Pcb Academy New Beginnings is a licensed child care center in Panama City Beach, FL. We are a medium-sized center. Please email us for more…

Gulf Beach Baptist Weekday Preschool

Gulf Beach Baptist Weekday Preschool is a licensed child care center in Panama City Beach, FL. We are a medium-sized center. Please email us for more…

St Bernadette Child Development Academy

St Bernadette Child Development Academy is a licensed child care center in Panama City Beach, FL. We are a large center. Meals is provided. Contact…

Primary Prep School

Primary Prep School is a licensed child care center in Panama City Beach, FL. We are a medium-sized center. Contact us to schedule a tour and…

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Other Daycares near Panama City Beach FL

Beach Kids Academy

Beach Kids Academy is a licensed child care center in Panama City Beach, FL with the license issued by the Florida Dept of Children And Families. ..

Stacey’s Fun In The Sun Pre-School Inc

Stacey’s Fun In The Sun Pre-School Inc is a licensed child care center in Panama City Beach, FL. We are a large center. Meals is provided. To learn…

The Learning Tree II LLC

The Learning Tree II LLC is a licensed child care center in Panama City Beach, FL. We are a medium-sized center. Meals is provided. Please email us…

Harvest Academy

Harvest Academy is a licensed child care center in Clewiston, FL. We are a large center. Meals is provided. To learn more about us, please send us an…

Appletree Academy Inc

Appletree Academy Inc is a licensed child care center in Panama City Beach, FL. We are a large center. Meals and Transportation are provided. Please…

Lemieux Family Day Care Home

Lemieux Family Day Care Home is a family child care provider in Panama City Beach, FL. Meals is provided. Please send an email for more information.

Tri-County Head Start

Tri-County Head Start is a licensed child care center in Westville, FL. We are a large center. Meals and Transportation are provided. We participate…

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Frequently Asked Questions

How many daycares are there in Panama City Beach?

There are 11 daycares in Panama City Beach, based on CareLuLu data. This includes 0 home-based programs and 11 centers.

How much does daycare cost in Panama City Beach?

The cost of daycare in Panama City Beach is $572 per month. This is the average price for full-time, based on CareLuLu data, including homes and centers.

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Turtle’s Nest PCB, Panama City Beach – Updated 2023 Prices

• Holiday home information and pricing
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Entire home

144 m² area

Pets allowed mi

washing machine

free wifi

Free parking

Air conditioning

We are working on translating this description into your language. We apologize for the inconvenience.

Set in Panama City Beach, 2.6 km from ZooWorld Zoological Conservatory, 5.5 km from Shipwreck Island and 10 km from Gulf World Marine Park, Turtle’s Nest PCB offers accommodation with a patio and free WiFi. Located 2.3 km from Ripley’s Believe it or Not!, the property features a garden and free private parking.
The air-conditioned holiday home consists of 3 bedrooms, a living room, a fully equipped kitchen with a fridge and a kettle, and 2 bathrooms with a shower and free toiletries. Towels and bed linen are available in the holiday home.
Russell-Fields Pier is 11 km from the holiday home, while Nicklaus Design Course at Wyndham Bay Point Resort is 11 km from the property. The nearest airport is Northwest Florida Beaches International Airport, 31 km from Turtle’s Nest PCB.

Turtle’s Nest PCB has been welcoming Booking.com guests since Jan 10, 2018 2022.

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Great Location: Highly rated by recent guests (10. 0)

Free private parking on site

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3 Bedroom House

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2 King Beds 9 0013

Bedroom 2:

4 double beds

Bedroom 3 :

1 extra large double bed

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  Hello! Hello! The pool will be built between January 10 and April 1, 2023. If you plan to stay after 1/15/2023, then the pool will be open.

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  Reply August 4, 2022

• Hello I am a 22 year old male looking to book a place for a small 5 day vacation. I know as a general rule you have to be 25 or older to rent, but some B&Bs are available to be rented 21 and up. Is it possible?

  – Hello. – Hello. Yes it is possible, we have no problems with renting for young tenants as long as the rules of residence are respected and the lease agreement is signed.

  This is a translation of –

  Reply February 13, 2023

Nearby Landmarks *

Amenities of Turtle’s Nest PCB

Great facilities! Review Score: 9.4

Most Popular Amenities

Free Parking

Free Wi-Fi

Non-smoking rooms

Family rooms

Water park

Laundry

Parking

Free private parking is available on site (reservation is not needed).

Internet

Wi-Fi is available in the entire hotel and is free of charge.

Bedroom

• Wardrobe or wardrobe

• Alarm clock

Bathroom

Living area

• Dining area

• Seating area

Media & technology

Room amenities

Pets 9001 3

Pets are allowed on prior request. This service may be chargeable.

Accessibility

Outdoors

Food and drink

Sports and recreation

Outdoors

• Garden view

Building features

• Freestanding

Reception

Entertainment and family services

• Board games and/or puzzles 9 0013

• Children’s books, music or films

• Board games and/or or puzzles

• Protective covers on sockets

Cleaning services

• Laundry

Miscellaneous

Security

Staff speaks these languages ​​

• English

Turtle’s Nest PCB takes special requests – add them in the next step

check in

From 16:00 to 00:00

Departure

From 00:00 to 10:00

Cancel/
prepayment

Cancellation and prepayment policies vary depending on the type of option chosen.
Please enter your dates of stay and review the booking conditions for the requested room.

Refundable security deposit

A security deposit of USD 1000 is required and will be collected by the property 7 days prior to arrival. This is about 913.28 EUR. Payment is made by bank card. You will receive the deposited amount within 7 days. After checking the condition of the accommodation, the deposit will be fully returned to your bank card.

Beds for children

Child Policy

Children of all ages are welcome.

To see exact prices and availability, please enter the number of children in your group and their age when searching.

Crib and extra bed policy

Baby cots or extra beds are not available.

Age limit

Minimum age to enter: 21 years old

Payment system through Booking.com

Booking.com accepts payment from you for this booking on behalf of the property, but asks you to bring cash with you in case of additional charges on site.

---

Smoking

No smoking.

THE Top 10 Daycares in Cameron, NC

Daycares in Cameron, NC

Description:

Little Stars is now offering 3 different half-day programs.
Call or email for more information.

Description:

Little Miracles Child Development Services LLC provides developmentally appropriate, progressive, curriculum- based early learning and childcare for children twelve months to twelve years. Their lowteacher-child ratio encourages children to develop trusting relationships with adults and allows teachers to facilitate children’s social-emotional development. Children have access to a variety of materials with which they acquire meaningful knowledge and develop an understanding of the natural world around them….

Description:

Aunt Nel’s Daycare is a child care provider that serves the community of Cameron NC. It offers a warm and loving environment where children are free to explore, discover and learn at their own pace. It providesage-appropriate activities that enhance children’s social skills, emotional stability, and intellectual abilities. …

Description:

Loving Arms Childcare, Inc. in Cameron, North Carolina seeks to provide a nurturing, high quality, safe and fun learning environment that is fit for the child’s overall growth and development. It is a ChildCare provider that can accommodate a certain number of children….

Description:

Antoinette’s Child Care is an establishment situated in Cameron, NC that is providing services for the students in the community. This child care organization currently accepts children in the surrounding areasranging from 0 to 7 years old and above. This child care center started operating in the year 2010 and is accommodating a total of up to 24 students in maximum capacity….

Description:

Solid Foundations, Inc. is a non-profit organization for the purpose of developing community and its people in Western Harnett County. Connecting people and resources to improve the quality of life for all isthe main task. Whether we recognize it or not, people in our communities are interrelated. Those with low income need help of the offered resources to improve the quality of their family life. Those with resources benefit by helping those in need. As quality of life expands, we can be a more productive community by increasing the economic stability of the area, which will ultimately lower crime rates and encourage growth….

Betty’s Child Care

100 Old Wagon Trail Ln, Cameron, NC 28326

Costimate: $120/wk

Description:

Betty’s Child Care in Cameron, North Carolina seeks to provide a nurturing, high quality, safe and fun learning environment that is fit for the child’s overall growth and development. It is a Home-based ChildCare provider that can accommodate up to 16 children….

Description:

Clinton Head Start is a daycare establishment located at 606 College St, Clinton, NC that finds various ways to provide structured activities that aids with the proper growth and development of their students.Their center features a comfortable learning environment that is intuitive to learning needs of their students. …

Daycare Articles

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FAQs for finding daycares near you in Cameron, NC

What are the benefits of daycare near me in Cameron, NC?

Daycare centers near you in Cameron, NC offer a number of benefits to both children and their parents or guardians. For the kids, daycare is an opportunity to learn coping and social skills, explore the world, and form relationships with other children – all while staying active and stimulating their minds with educational activities. For parents and guardians, daycare often provides peace of mind that their children are supervised in a safe and nurturing environment with skilled professionals on board to tackle responsibilities such as discipline, problem solving strategies, and nutrition. All in all, daycare is a valuable resource for families by providing quality childcare and early childhood education services.

What services do daycare centers offer near me in Cameron, NC?

Daycares near you in Cameron, NC provide a range of services that allow children to grow and develop in safe, secure environments. Daycare centers are staffed by qualified professionals who create a caring atmosphere that teach kids lessons fundamental to their well-being, and typically include activities such as playtime, meals, and learning opportunities designed to prepare young minds for the world ahead.

What should I look for in a daycare center near me in Cameron, NC?

Finding the right daycare center near you in Cameron, NC for your child can be an overwhelming experience, but the process can be streamlined with a clear understanding of what to look for. It’s important to consider factors such as certification and accreditation, as well as any health and safety protocols that are in place. Factors such as cost, accessibility, and the quality of care provided are sure to be top of mind as well, and ultimately, selecting the best daycare center will depend on finding one that meets your expectations and your child’s specific needs.

What questions should I ask when looking for a daycare for my child near me in Cameron, NC?

Some questions you might consider asking daycare centers near you in Cameron, NC include: What are the teacher-to-child ratios? What types of activities do you plan as part of the daily program? Is there an outdoor play area and what safety regulations are in place regarding that space? How often is communication provided to parents regarding their child’s progress or issues that arise? Be sure to ask specifics about any policies related to enrollment fees, tuition payments, health and vaccination requirements and anything else that is important to you and your family as well.

The Children’s Courtyard of Cameron in Cameron, NC | 81 Plantation Dr

Your School The Children’s Courtyard of Cameron, NC

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The Children’s Courtyard of Cameron, NC

Welcome to Our School

Welcome to The Children’s Courtyard of Cameron, NC! Here, we offer Infant, Toddler, Preschool, Pre-Kindergarten, and School-Age programs. Each of our program provides the perfect foundation for your child’s learning and development. Here we strive to power young achievers!

At The Children’s Courtyard, your child will be engaged in educational activities that take place in a safe, caring and engaging environment. The dedicated and talented team of teachers in each of our classrooms partake in ongoing training throughout the year to stay current in the field of early childhood education.

We’re committed to keeping you connected throughout the day while your child is in our care. Get access to live streaming video of your child’s classroom, plus other real-time updates, with our exclusive mobile app for families, SproutAbout.

We invite you to schedule a tour to experience what makes The Children’s Courtyard the perfect place for your child to learn and grow. We can’t wait to meet you and your family soon!

Grow Your Connection

With SproutAbout, you won’t miss a thing when your child is at school with us. Take a peek at the engaging experience provided by our new app.

Open a window to your child’s day.

SproutAbout^®, our exclusive family app, provides free live streaming video of your child’s classroom to your mobile device.

Learn More

Meet Our Staff

Marsha Melvin , Director

Education: Bachelor’s Degree in Birth through Kindergarten Minor in Sociology

My name is Marsha Melvin and I am elated to be your director at The Children’s Courtyard. I am a graduate from Fayetteville State University where I obtained my Bachelor’s Degree in birth through Kindergarten with a minor in Sociology. I have spent over nineteen years working in the Early Childhood Education field and children are my passion. I have had the pleasure of fulfilling many roles, and my greatest joy is tending to the needs of children and families.

Meet Our Staff

Briana Maynard, Associate Director

Education: AAS Early Childhood Education

My name is Briana Maynard it’s my privilege to serve as the associate director for The Children’s Courtyard. I am a graduate from Fayetteville Technical Community College and Currently attending The University of Arizona Global Campus continuing my Education in the Early Childhood Education field. I have over fifteen years of experience working with children and everyday is an adventure. My greatest joy is serving children and Families.

Local School Phone Number: 910.436.0346910.436.0346


License #: 43000619

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Bathyscaphe Titan: Titanic director James Cameron says OceanGate was warned

June 23, 2023

Image caption,

Director James Cameron made 33 dives to the wreck of the Titanic

Hollywood director James Cameron, who directed the cult movie Titanic and made many deep dives, told the BBC that immediately after the disappearance of the Titan submersible, he suspected the worst. The director also said that OceanGate, which organized the dive, was repeatedly warned about the danger of expeditions to the sunken Titanic.

The Titan bathyscaphe, carrying five people, stopped communicating 1 hour and 45 minutes after the start of the mission last Sunday. The search operation continued until the evening of June 22, when the wreckage of a bathyscaphe was found in the sea, not far from the site of the sinking of the Titanic. Experts believe that the device collapsed under the weight of water, all crew members died.

Cameron, who himself dived to the wreck of the Titanic 33 times, says that the picture of what happened became clear to him from the very beginning.

“I felt in my gut what happened. If the submarine’s electronics fail, its communication system fails, and the tracking transponder fails at the same time, the submarine is gone,” says Cameron.

The director said that he called his contacts among the submariners and an hour later he had a complete picture of what had happened. “They were diving, their goal was to descend to a depth of 3800 meters, at around 3500 meters they lost contact and the tracking system turned off. I immediately said that the loss of both systems could only be the result of some colossal catastrophe, ”recalls James Cameron.

• The wreckage of the missing bathyscaphe was found 500 meters from the Titanic. The crew of the “Titan” was killed
• Missing in the Atlantic “Titan”: how exactly can you find and save a bathyscaphe at such a depth?

According to him, the first thought was precisely that the capsule could be crushed by excessive water pressure.

At the moment, this is the main version of the death of the Titan. Experts use the term implosion to describe this phenomenon.

On Thursday, a US Navy spokesman told reporters that shortly after the Titan lost contact with the surface, the Navy detected “acoustic anomalies [i. e., noise] consistent with implosion.”

This information was passed on to the US Coast Guard team, which used it to narrow down the search area.

Cameron told the BBC that for him the past week “was like an extended nightmarish spectacle as the hustle and bustle continues with endless talk about knocks and oxygen and everything else.”

“I knew that the bathyscaphe was located exactly below the place where the last data about its depth and location came from. It was there that they found him, ”says the director.

He draws attention to the fact that the Titan was found very quickly only after the Victor 6000 remote-controlled submersible was deployed on Thursday. , there is a “terrible irony”. Prior to this, the director said in television interviews that the captain of the Titanic was repeatedly warned about the danger of icebergs, but he ignored these warnings.

Image copyright Reuters

Image caption,

OceanGate Titan (file photo)

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Now, the director claims, history is repeating itself as OceanGate, which owned the Titan, was warned that it was, in one collective statement, “on a path to disaster.”

“Now we have another crash, unfortunately due to the same error of ignoring warnings,” Cameron said.

The Hollywood director is not the first to speak of concerns about the safety of OceanGate’s underwater expeditions. In particular, the New York Times obtained a letter written to OceanGate by the Marine Technology Society (MTS) stating that “the company’s experiments could lead to negative consequences.”

According to James Cameron, several employees have left the company in recent years.

Court documents related to another case show that a former OceanGate employee warned of potential safety issues with the submersible back in 2018.

Concerns about OceanGate’s technical criteria are also contained in one of the inspection reports signed by Marine Operations Control Company Director David Loughridge.

James Cameron is known for his love of the underwater world. He not only descended to the place of the sinking of the Titanic, but also plunged into the Mariana Trench, the deepest point of the oceans. Much of his latest film, Avatar: The Way of Water, takes place underwater.

Cameron said he was struck by the similarity of the wrecks of the Titanic and the bathyscaphe – RBC

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James Cameron

(Photo: Chung Sung-Jun/Getty Images)

Director James Cameron, who directed the film Titanic, said he was struck by the similarity between the circumstances of the crash of the ship and the submersible Titan, the wreckage of which was found on June 22 near the ship. He told ABC News about it.

“I am struck by the similarity of the Titanic disaster itself, where the captain was repeatedly warned about an iceberg ahead and yet he rushed at full speed into the ice field, <...> with a very similar tragedy when the warnings were not taken into account in exactly the same place,” Cameron said.

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The fact that OceanGate’s tourist submersible “Titan” disappeared during a dive to the wreck of the Titanic became known on June 19th. There were five people on board: three tourists – British billionaire and traveler 58-year-old Hamish Harding, Pakistani-British businessman 48-year-old Shahzada Dawood and his 19-year-old son Suleiman, as well as the CEO of OceanGate 61-year-old Stockton Rush and the pilot of the apparatus, a former military diver, explorer of the Titanic, 77-year-old Frenchman Paul-Henri Narjolet.

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The expedition started on the morning of 18 June. 1 hour 45 minutes after the dive, communication with the Titan was lost. Specialists from different countries began a search and rescue operation. By 14:08 Moscow time on June 22, according to the forecasts of the US Coast Guard, the ship should have run out of oxygen.

On the same day, the service reported the discovery of debris on the bottom in the survey area. Later, the US Coast Guard confirmed that they were parts of the Titan’s hull: a remote-controlled drone found the ship’s tail cone near the bow of the Titanic. OceanGate announced that all of the Titan’s crew and passengers had died.

“Titan” suffered from a “catastrophic implosion”, its hull could not withstand the pressure and was compressed by a column of water at great depths, according to the US Coast Guard.

The British transatlantic liner Titanic sank on 10 April 1912 after colliding with an iceberg. This happened during his first flight from the UK to the US. There were 2.2 thousand people on board, of which 1.5 thousand died. The wreckage of the Titanic is located at a depth of 3.8 thousand meters, about 1.4 thousand km from the American coast and 700 km from the Canadian island of Newfoundland. They were discovered in 1985.

At the same time, as NBC reported with reference to an interview with OceanGate founder Stockton Rush from 2020, the Titan was already showing signs of “cyclic fatigue”. The ship could dive to a maximum of 3 thousand meters, although the Titanic lies at a depth of 3.8 thousand meters, the channel noted.