Contact the foreign bank and collect the following information:
1.Name of Bank
2.Bank Identifier Code (BIC)
3.Full address of the bank or branch address
4.IBAN # if sending to Europe
Collect the following information from the beneficiary of the funds:
1.Name
2.Account number
3.Complete address
Determine the amount of money you wish to send Ensure the availability of the funds in your account.
Remember,usually there is a fee for each international wire transfer. Shop around credit union banks for a good rate.
After sending the wire, ask for a confirmation Collect necessary information to track the wire transfer.
Also ask the beneficiary bank for an email or fax confirming the receipt of funds.
Wire transfer or credit transfer is a method of Electronic funds transfer from one person or institution (entity) to another.
A wire transfer can be made from one bank account to another bank account or through a transfer of cash at a cash office.
Wire transfer systems are intended to provide more individualized transactions than bulk payment systems such as ACH and Check21.
picture of Do an International Wire Transfer
A wire transfer helps to move money from one account to another account.
The convenience of not having to physically move the funds is unbeatable Below are simple step by step instructions for wiring your money.
A money order is a payment order for a pre-specified amount of money. Because it is required that the funds be prepaid for the amount shown
on it,it is a more trusted method of payment than a personal check.
The U.S.Postal Service issues money orders for a small charge at any location.
how to do a money order ?
If you don’t have a checking account or if you need to pay someone who doesn’t take personal checks, you might need to know how to get a money order.
Essentially, a money order is a document representing prepaid funds, and is similar to a cashier’s check except that money orders are usually limited to a certain amount such as $800 or $1,000.
Determine the amount you need to pay before you get the money order.
In most cases, you’ll need to buy the money order with cash, though some financial institutions will allow you to pay with a debit card, credit card or personal check.
Call several financial institutions to find out how much they charge for money orders If you have a checking account, your bank might provide them for free.
You can also check grocery stores, post offices and check-cashing institutions.
Request a money order from the desired financial institution, then give them the cash value of the money order, plus the fee if one is charged.
Fill out the information on the money order In most cases, you’ll need to provide your name,the recipient’s name, your address and perhaps even your phone number.
Give the money order directly to the recipient to avoid losing it.
A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm.
During this process, the employer hopes to determine whether or not the applicant is suitable for the job.
How to do well on a job interview ?
Dress the part Whether it is fair or not, how you look matters. Do not waltz into the interview room in jeans and a t-shirt thinking that your abilities are so great, that you’ll just blow them away. This is not true.
You are not the only person they are interviewing for the position, and most candidates have a profile similar to yours, if you are competing for the same role.
Sometimes what will make the difference between a successful and an unsuccessful candidate is something as simple as your wardrobe.
Men, wear suits, make sure it fits well, and that it is of a neutral color, make sure your clothes are wrinkle free and make sure your hair is neat.
Shave right before the interview, and if you must, light cologne. Remember that some people are allergic to fragrance.
Women, a skirt suit or pant suit with high heels, light (key word: light) makeup, neat hairstyle Again, if you must wear perfume, make sure it is just a touch of it Men and women should look elegant and discrete.
Mind your posture This is something your parents must have told you a million times.
But keep a good posture, your back erect, your chin up Be careful that this is not artificial, but a correct posture exudes confidence. Employers like to see confident employees.
Make eye contact and project your voice.
Be careful not to shout or speak loudly, but make sure that your tone of voice and projection are correct Speaking too low and not making eye contact will make it seem like you are trying to hide something, or that you are not confident.
If you are interviewing for a creative position, make sure that you take examples of your work, or that you have set up an online portfolio so that potential employers can take a look at it.
Make sure to keep it current even while you are employed, this way, when you are on the lookout again, you can start showing your portfolio straight away, and you do not forget to include anything.
Go prepared. Some questions you can use to rehearse are:
Why would you like to work for this company?
Where do you see yourself in 5/10 years?What are your career goals?
Why did you leave want to leave you last/current job?
Read the company’s website, and see where you could fit in.
Read into case studies, the latest issues surrounding the company and its industry, and if possible even research the person/ people interviewing you.
Prepare questions to ask at the end of the interview. For example, what are the company’s goals? What is their staff retention rate?
What kind of training will you be getting?
Make sure that these questions are relevant to the specific company.
Refrain from certain subjects such as: politics, religion, family plans,lifestyle choices, health history, and never, EVER complain about any company you worked for or any bosses you may have had.
Yes, they were terrible, but if asked, just say that you are grateful for the opportunity you had to have worked for that company/ boss.
image of Staying calm and making eye contact are some key points in guaranteeing a successful interview.
So you find yourself looking for a job You prepare your CV well, and research all the companies you want to send it to. Finally, your effort pays off, and you have an interview! Now it’s time to prepare and know how you need to behave by following a couple of simple tips.
photo of what to do in a job interview
So you know how to dress for an interview and you’ve done your best to prepare for a job interview. You’ve even rehearsed with your friend a few times to get into the hang of things. So far, so good!
It’s even more important then to handle yourself professionally and politely in the actual interview itself, so that you don’t waste all your hard work preparing for your interview. Here’s what to do in an interview to make a great impression.
The secret to a profitable garage sale is ample preparation and a good team. Do the prep work in advance, and you can relax and be friendly on the big day to enjoy happy customers and pleasing profits.
Schedule your garage sale far enough in advance so that you can place a classified ad Hold your sale on a nonholiday weekend unless you live in a resort town with lots of vacationers. Check the long-range forecast for good weather.
Dig through your garage, attic, basement and house for stuff to sell. Include everything you want to get rid of one person’s junk is another’s treasure.
Spread the word among friends and family The more you have to sell, the larger the crowd you can draw Offer to sell their stuff for a 20 percent commission.
Scrub, wash, polish, dust and launder anything you plan to sell If an item needs a simple repair that could greatly improve the price, fix it.
Round up volunteers if you expect large crowds Friends and family may be willing to help for a free meal, the chance to sell their own junk, or just the fun of it.
Print up one-page fliers advertising your sale and put them up at local coffee shops, laundries, grocery stores or community centers.
Place large, neatly printed signs in your neighborhood the night before or the morning of the sale Put signs in front of your house as well.
Use masking tape and a permanent marker to mark everything with a price”$1 or less” tables or boxes save time and attract shoppers Leave room to bargain down when pricing items Remember that you’re trying to get rid of your stuff when you price it You may have spent a fortune on that Beta VCR, but you’ll be lucky to get a quarter for it now.
Hang clothes on makeshift racks. Borrow portable tables to display items Put crowd pleasers (furniture, tools) up front to entice people. Have a “10 cents” box to encourage further browsing.
Set up your cash table near the entrance Have plenty of small change, a cash box a calculator, pencil and pen, a ledger book (to inventory commissions), bags and boxes, newspaper to wrap valuables, and a tape measure.
Make sure there’s plenty of parking; relocate your car if necessary.
Be cheerful, get people talking and encourage haggling Many people are reluctant to haggle but find it’s fun once they start.
photo of Garage Sale
Garage Sale Tips: How to Make your Garage Sale a Success ?
If your home is full of items that you don’t necessarily need anymore, why not have a garage sale? Not only do you get to free your home from clutter but you can earn as well For those who will be doing this for the first time, here are some garage sale tips that can help you out to make it a successful one.
The first among the tips on having a garage sale that you should keep in mind is to ask your family or friends to help you out This way you can attract more buyers to your yard especially when there are lots of items up for grabs Also, you can accommodate each one of your customers and besides, it is more fun to do when you have someone to back you up.
As the amount of money spent on electronic resources increases, it seems fitting that as librarians we examine the process we use for selecting such materials. Collection development policies for print collections and ordering processes for such materials have become commonplace at many, if not all, academic libraries. As the transfer from paper to electronic resources occurs, especially in the acquisition of serial titles, we felt it necessary to examine the process we and other academic libraries use to select electronic resources. Purpose/Background
All libraries have experienced a tremendous shift in content from print to electronic. We are deluged daily by offers for electronic databases in a myriad of formats. Frankly the breadth and variety of what is available in e-format is overwhelming. So the question that naturally arises is how do librarians make decisions on what to purchase and what to cancel, simply stated how do we manage our e-collections? At the Kutztown University Library we find ourselves frequently playing “catch up” with all the e-resources offers. They come to us via email, listservs, regular mail, visits to conferences, and from faculty and students. We frequently feel overwhelmed trying to stay on top of all the offers and make the best decisions. Our protocol involves contacting the appropriate library liaison, getting input from faculty, meeting with the library dean, and making the best decision we can at that particular time. It frequently leaves us feeling dissatisfied and dismayed with the process, often wondering if we are really meeting the needs of our users. We thought there must be a better way, so the decision was made to conduct a survey of other academic librarians in Pennsylvania and determine how they were tackling the problem of “e-resource overload.” What follows is the results of this survey.
Methods
The survey we developed sought to answer one basic two-part question: What process does your library use evaluate which electronic resources to purchase and cancel? This question was then followed-up by a series of other queries to determine the “how and whys.” We chose to use the Pennsylvania Academic Library Consortium, Inc. (PALCI) list of electronic resources librarians as our survey sample. We did this because PALCI represents a broad variety of libraries across the state from small private colleges to large research institutions. A total of 72 librarians were contacted via email. We sent an initial email requesting a time to do a 10-minute interview. We also gave librarians the option to fill out the survey electronically. We had a total of 18 responses (a 25 percent response rate).
Discussion
The results confirmed our suspicions that we are not alone in feeling “e-resource overload.” Most of the libraries surveyed do not have a defined procedure in place for selecting and deselecting e-resources. Instead they make decisions in a reactive way to various e-resource offers or suggestions. This is very disturbing given the large and growing percentage of library budgets devoted to e-collections. What follows are some suggestions for “best practices.”
Conclusion
As the world of information continues its march towards the electronic format, librarians need to be savvier in how we are handling our e-collections. Librarians would never consider adding a significant collection of printed books or journals without a thorough review process. Yet it appears that we often add electronic content without a rigorous process. This will have to change. Librarians need to treat e-content like printed content by developing a set of standards to manage e-collections. The authors plan to expand our survey by reaching out to a larger group of librarians and ultimately develop a set of “best practices” as a template for librarians to effectively manage e-collections.
Managers cite performance appraisals or annual reviews as one of their most disliked tasks. Performance management eliminates the performance appraisal or annual review and evaluation as the focus and concentrates instead on the entire spectrum of performance management and improvement strategies. These include employee performance improvement, performance development, training, cross-training, challenging assignments, 360 degree feedback and regular performance feedback.
Remember the feeling you got in the pit of your stomach when it came time for your teacher to hand out report cards? Whether or not you felt you deserved a good report, you still had that moment of doubt. With school now behind us, you would think report cards were part of our pasts. Unfortunately, this is not the case. As working adults we must deal with employee performance reviews, also referred to as employee appraisals or performance evaluations. Whatever you call them, employee reviews evaluate our performance on the job. They often determine raises, promotions, and sometimes whether we get to keep our jobs. That can explain, why even as adults, these “report cards” often make us feel uneasy.
Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. Each staff member is appraised by their line manager. Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization.
Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning.
Performance appraisals also typically feed into organizational annual pay and grading reviews, which commonly also coincides with the business planning for the next trading year.
Performance appraisals generally review each individual’s performance against objectives and standards for the trading year, agreed at the previous appraisal meeting.
Performance appraisals are also essential for career and succession planning – for individuals, crucial jobs, and for the organization as a whole.
Performance appraisals are important for staff motivation, attitude and behaviour development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff.
Performance appraisals provide a formal, recorded, regular review of an individual’s performance, and a plan for future development.
Job performance appraisals – in whatever form they take – are therefore vital for managing the performance of people and organizations.
Managers and appraisees commonly dislike appraisals and try to avoid them. To these people the appraisal is daunting and time-consuming. The process is seen as a difficult administrative chore and emotionally challenging. The annual appraisal is maybe the only time since last year that the two people have sat down together for a meaningful one-to-one discussion. No wonder then that appraisals are stressful – which then defeats the whole purpose.
1. Design a legally valid performance review process Patricia King, in her book, Performance Planning and Appraisal, states that the law requires that performance appraisals be: job-related and valid; based on a thorough analysis of the job; standardized for all employees; not biased against any race, color, sex, religion, or nationality; and performed by people who have adequate knowledge of the person or job. Be sure to build in the process, a route for recourse if an employee feels he or she has been dealt with unfairly in an appraisal process, e.g., that the employee can go to his or her supervisor’s supervisor. The process should be clearly described in a personnel policy.
2. Design a standard form for performance appraisals Include the name of the employee, date the performance form was completed, dates specifying the time interval over which the employee is being evaluated, performance dimensions (include responsibilities from the job description, any assigned goals from the strategic plan, along with needed skills, such as communications, administration, etc.), a rating system (e.g., poor, average, good, excellent), space for commentary for each dimension, a final section for overall commentary, a final section for action plans to address improvements, and lines for signatures of the supervisor and employee. Signatures may either specify that the employee accepts the appraisal or has seen it, depending on wording on the form.
3. Schedule the first performance review for six months after the employee starts employment Schedule another six months later, and then every year on the employee’s anniversary date.
4. Initiate the performance review process and upcoming meeting Tell the employee that you’re initiating a scheduled performance review. Remind them of what’s involved in the process. Schedule a meeting about two weeks out.
5. Have the employee suggest any updates to the job description and provide written input to the appraisal Have them record their input concurrent to the your recording theirs. Have them record their input on their own sheets (their feedback will be combined on the official form later on in the process). You and the employee can exchange each of your written feedback in the upcoming review meeting. (Note that by now, employees should have received the job descriptions and goals well in advance of the review, i.e., a year before. The employee should also be familiar with the performance appraisal procedure and form.)
6. Document your input — reference the job description and performance goals Be sure you are familiar with the job requirements and have sufficient contact with the employee to be making valid judgments. Don’t comment on the employee’s race, sex, religion, nationality, or a handicap or veteran status. Record major accomplishments, exhibited strengths and weaknesses according to the dimensions on the appraisal form, and suggest actions and training or development to improve performance. Use examples of behaviors wherever you can in the appraisal to help avoid counting on hearsay. Always address behaviors, not characteristics of personalities. The best way to follow this guideline is to consider what you saw with your eyes. Be sure to address only the behaviors of that employee, rather than behaviors of other employees.
7. Hold the performance appraisal meeting State the meeting’s goals of exchanging feedback and coming to action plans, where necessary. In the meeting, let the employee speak first and give their input. Respond with your own input. Then discuss areas where you disagree. Attempt to avoid defensiveness; admitting how you feel at the present time, helps a great deal. Discuss behaviors, not personalities. Avoid final terms such as “always,” “never,” etc. Encourage participation and be supportive. Come to terms on actions, where possible. Try to end the meeting on a positive note.
How to Do Marketing Process for Book Company Background Images
Preface Most small to medium-sized businesses struggle with marketing. The marketing function is often treated as a cost center–ad hoc activities that don’t provide measurable results that can be tracked to the bottom line. This e-book defines our Strategic Marketing Process that businesses can use to standardize their daily, monthly and annual revenue-generating activities. It covers more than just “traditional” marketing and ties together all go-to-market business activities: strategic planning, financial planning and measurement, creative development, marketing execution and sales. If you’re a business marketer or executive, complete the Key Concepts and Steps section in each subject to improve your performance throughout the year. If you’re a consultant or service firm interested in our web-based consulting practice management software and tools based on the marketing process, Certified licensees can be Business consultants Marketing consultants with expertise in a specific function Sales coaches Advertising agencies Graphic design firms Marketing communications firms Web design/development firms PR firms Aspiring entrepreneurs who are looking for a new business opportunity If you’re interested in hiring one of our distributor consultants,
What is marketing? It’s a broad, challenging and often misunderstood function. Ask several people to define it and you’ll probably get very different answers:
* It’s brochures and slogans and print ads in magazines
* It’s websites and email campaigns
* It’s communicating with customers
* It’s an MBA crunching numbers on brand equity and market share
Yet marketing is much more than brochures and websites and numbers; it’s an investment that generates revenue, profit and opportunity for growth.
Marketing is the process of developing and communicating value to your prospects and customers. Think about every step you take to sell, service and manage your customers:
* Your knowledge of the market and your strategy to penetrate it
* The distribution channels you use to connect with your customers
* Your pricing strategy
* The messages you deliver to your market
* The look and feel of your marketing materials
* The experience you deliver to your market and customers
* The actions of your sales and service reps
* All of the planning, preparation, forecasting and measurement of your investments
Good marketing is essential for every company. It can make a company with a mediocre product successful, but poor marketing can send a good company out of business. Yet even business-to-business (B2B) marketing is often seen as a soft creative field instead of the engine that drives company revenue.
Analyzing marketing opportunities
First step of the marketing process is analyzing market opportunities and availing these opportunities to satisfy the customer’s requirements to have competitive advantage. The marketing function of analyzing market opportunities is important in the marketing planning process. Any marketing manager must analyses the long-run opportunities in the market to improve the business unit’s performance. To evaluate its opportunities firms needs to operate a reliable marketing information system. Marketing research is an indispensable marketing tool for this purpose. Researching the market allows the company to gather information about their customers, competitors and any environmental changes to determine the market opportunities. Once the market opportunities have been analyzed then modern marketing practice calls for dividing the market into major market segments, evaluating each segment, and selecting and targeting those market segments that the company can best serve.
How to Write an Abstract Specifically for a Patent Application
If you need to write an abstract for an academic or scientific paper, don’t panic. An abstract is simply a summary of the work or paper that others can use as an overview. It will help your reader to understand the paper and it will help people searching for a particular work to find it and decide whether it suits their purposes.
Definition: The abstract is a part of a written patent application. The abstract is a short summary of your invention written in one paragraph that goes at the beginning of the application. The information an abstract contains is a condensed version of your patent where you abstract, or take out the essence of your invention in a description.
The abstract is a short summary of your invention. It is a condensed version of your patent where you abstract, or take out the essence of your invention.
Abstracts are used primarily for searching patents. They should be written in a way to make the invention easily understood by those with a background in the field. The reader should quickly be able to get a sense of the nature of the invention so that they can decide whether they need to read the rest of the patent.
The abstract describes your invention and says how it can be used, but does not discuss the scope of your claims.
Since the Patent Office rejects thousands of applications every year, you should make every effort to avoid the pitfalls and black holes in applying for a patent. Much of this you can do yourself since, presumably, you know more about your invention than anyone else. Besides, you can save big bucks by clearing out the underbrush well before you visit a patent attorney. The less work he or she has to do, the less it will cost.
Before you start to develop the application you should do a “prior art” search to make sure that you are not just writing yourself in to a corner or more exactly into a patent office rejection for submitting something that has already been patented. Prior art constitutes all information that has been made available to the public in any form before a given date that might be relevant to a patent’s claims of originality. If an invention has been described in prior art, a patent on that invention is not valid.You can do prior art searches online at www.uspto.gov or at www.google.com/patents. Save the results of your search to report to the Patent Office.
With this information in hand, you are ready to start writing your application. You should use the sections as set forth here and in the order listed, using only those sections for which you have information to enter. The paragraphs should all be consecutively numbered as demonstrated here. All pages should be numbered.
To write your abstract:
* Give the page a title such as “Abstract” or “Abstract of the Specification” for the CIPO. For the USPTO use “Abstract of the Disclosure.”
* Say what your invention is.
* Say what your invention is used for.
* Describe the main components and how they work.
* Don’t refer to any claims, drawings or other elements of your application. Since your abstract may be read on its own the reader will not understand references to other parts of your application.
It may take you a couple of tries to fit your summary into 150 words or less for the CIPO and for the USPTO. Read it over a few times to eliminate unnecessary words and jargon. Try to avoid removing the articles such as ‘a’, ‘an’ or ‘the’ as this can make the abstract difficult to read.
ABSTRACT OF THE DISCLOSURE
The abstract must start on a new page. The abstract should be one paragraph containing no more than 150 words describing the invention scope commensurate with the scope of the claims. The abstract should stand alone on that page. The abstract page does not have a page number.
Start by making a list of all the information the reader should know just by reading the abstract.
1. Tell why someone should care about your research. What you were trying to find and why it matters is a good place to start. What hole is your research filling?
2. Explain the nature of the work performed, especially if it was a scientific experiment. The details of your apparatus, materials, or experiment may go in your main paper, but explain enough of the basics that someone would need to know to understand what you have done.
3. Outline any hypotheses or theories advanced in the paper.
4. Leave out any tables, complicated explanations, etc. The reader can find those in the paper.
5. Include the findings, results, or conclusions of your paper. This is not a murder mystery, so there is no need to reserve the conclusions for the end.
Even exemplary employees can find it difficult to rate themselves in a performance review self evaluation. But it is important to take the time to complete the self evaluation carefully to make sure you identify all your achievements for your manager to consider when completing your performance review.
Designers evaluate their finished products or prototypes in order to test whether they work well and if the design can be corrected or improved. Whatever you have designed it is important to evaluate your work constantly during the project.
Evaluation can take a variety of forms:
CONSIDER THE FOLLOWING POINTS WHEN WRITING YOUR FINAL EVALUATION
1. What do you think of the overall design ? What changes would you make ?
2. Are you happy with the materials you chose ? Would you make adjustments next time ?
3. Is the colour scheme exactly what you expected ? What alterations would you make ?
4. Did the project take too long to make ? Would this alter the cost of manufacture ?
5. Would it be easy to set up a production line for the manufacture of your solution ?
6. Is your solution safe ? Could it be made safer ?
7. Are the techniques you used to make your solution adequate or would you use a different range of manufacturing techniques ?
8. Is the solution the right size/shape ?
9. What are the views of other people regarding your design ?
10. Does it work ? What changes are required ?
The final evaluation is often neglected because it is the last part to any design and make project. Do not make the mistake of completing it quickly or not doing it at all. The final evaluation is usually quite easy to write and counts for a high proportion of the marks.
SAMPLE EVALUATION LAYOUT
Some Myths About Program Evaluation
1.. Many people believe evaluation is a useless activity that generates lots of boring data with useless conclusions. This was a problem with evaluations in the past when program evaluation methods were chosen largely on the basis of achieving complete scientific accuracy, reliability and validity. This approach often generated extensive data from which very carefully chosen conclusions were drawn. Generalizations and recommendations were avoided. As a result, evaluation reports tended to reiterate the obvious and left program administrators disappointed and skeptical about the value of evaluation in general. More recently (especially as a result of Michael Patton’s development of utilization-focused evaluation), evaluation has focused on utility, relevance and practicality at least as much as scientific validity.
2. Many people believe that evaluation is about proving the success or failure of a program. This myth assumes that success is implementing the perfect program and never having to hear from employees, customers or clients again — the program will now run itself perfectly. This doesn’t happen in real life. Success is remaining open to continuing feedback and adjusting the program accordingly. Evaluation gives you this continuing feedback.
3. Many believe that evaluation is a highly unique and complex process that occurs at a certain time in a certain way, and almost always includes the use of outside experts. Many people believe they must completely understand terms such as validity and reliability. They don’t have to. They do have to consider what information they need in order to make current decisions about program issues or needs. And they have to be willing to commit to understanding what is really going on. Note that many people regularly undertake some nature of program evaluation — they just don’t do it in a formal fashion so they don’t get the most out of their efforts or they make conclusions that are inaccurate (some evaluators would disagree that this is program evaluation if not done methodically). Consequently, they miss precious opportunities to make more of difference for their customer and clients, or to get a bigger bang for their buck.
These are the principles which will guide us in the evaluation.
1. Access – the evaluators reserve the right to approach anyone with an interest but will proceed only with the permission of the relevant teacher, school, curator or museum.
2. Independence – no participant in the project will have power of veto over the content of the report.
3. Disinterest – in the evaluation report the evaluators will attempt to represent the range of viewpoints encountered rather than present their own views. They will subsequently draw up a set of recommendations for future action after dsicussion of the evaluation report with the sponsor.
4. Negotiation of Accounts – where possible, the accounts of participants will be negotiated with them to ensure they are fair, relevant and accurate. Negotiated accounts will be regarded as having the endorsement of those involved.
5. Confidentiality – where possible, all accounts will be treated as confidential. No documentation will be examined without permission and no data will be collected ‘off-the-record’. Any attributed quotations will be used only wth the permission of the individual concerned.
6. Circulation – reports will only be circulated after accounts have been endorsed as fair, accurate and relevant. The evaluators accept that the sponsor has the right of first refusal on wider publication.
These principles have been taken from a small commissioned evaluation. Had the project had a greater ‘visibility’ point 6, for example, would have been more concerned about publication.
Journalism is a highly skilled job. You must possess excellent written communication skills, creativity, influential skills and listening skills to become a successful journalist. You should prepare yourselves well for all kinds of interview questions. You just have to be confident and face the tough questions of the HR Professionals.
1. Before your interview research the company. At interview try to be relaxed and show you have a sense of humour – this is important for journalism where you may be working under pressure. Have a list of questions to ask – journalists need to be inquisitive, so by asking questions you are demonstrating on of the skills of the job!
2. Do your homework
Find out as much as you can about the place you’re interviewing. Is it a newspaper that’s looking to beef up its web presence? A website that’s expanding its staff? Find out what they’re looking for, then show them how you can help.
3. Ask Questions
Editors like applicants who are curious; after all, the best reporters are curious types who aren’t afraid to ask lots of questions. So ask plenty of questions about the place, the job and anything else that comes to mind. This shows you’re really interested in the job.
4. Don’t be afraid to persist in coming back to an important point that the interviewee may be trying to avoid. Think of several ways to lead the discussion back to the topic that is being glossed over. It is possible they just do not understand at first what you are asking. Working your way back can give them another chance to answer you. By wording the question a different way they may find themselves providing answers on the subject even when they are trying to avoid disclosing too much at first.
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