Entry Level Operations Research Resume Template 2018s Top Format

Entry Level Operations Research Resume Template 2018s Top FormatEntry Level Operations Research Resume Template - 2018s Top FormatCreate ResumeSophia Johnson100 Main Street, Cityplace, CA, 91019 (555) 322-7337 example-emailexample.comProfileWell-qualified professional with over 10 years combined experience in the pharmaceutical and research industries. Looking to find work where I can use my expertise and skills to ensure work of the highest quality.SkillsExceptional leadership, organizational, oral and written communication, interpersonal, analytical, and problem resolution skills.Quick study, with an ability to easily grasp and put into application new ideas, concepts, methods and technologies.Able to work independently as well as in a team setting.Tolerant to stressed situations.WordExcelOutlookPowerPointProfessional ExperienceClinical Trials Assistant 07/2010 to 11/2013 ICON Clinical Research Brentwood, TNAssist the clinical research teams in ensuring the most effective and efficient conduct of clinical research studies by providing administration and project tracking support.Entry Level Clinical Research Associate 01/2013 to 06/2013 ICON Clinical Research Brentwood, TNBecome familiar with all applicable regulations and ICON SOPs/WPs relevant to the start-up, conduct monitoring and closeout of clinical studies. Become proficient and self-sufficient in conducting all procedures in relation to monitoring clinical studies, in particular to become experienced in the review and evaluation of clinical data.Certified Pharmacy Technician 02/2001 to 02/2011 CVS Pharmacy Nashville, TNReceive and fill prescription requests for patients under the direction of a registered pharmacist. Duties include inventory, handling insurance claims, completing cash register transactions and customer service.Education and TrainingBachelor of Science Chemistry 2010 Tennessee State University Nashville, TN, USA3.4 GPAGeneral course work with laboratory research experienceCertif icationsBoard Certified Pharmacy TechnicianPTCBCustomize ResumeMore Science Resume TemplatesOperations Research Resume Templates

Schools and Flocks Inspire Wind Turbine Design

Schools and Flocks Inspire Wind Turbine Design Schools and Flocks Inspire Wind Turbine Design Schools and Flocks Inspire Wind Turbine DesignJohn Dabiri may not be able to talk to the animals, but, in a way, theyve started talking to him. He realized that the kind of flowing motion birds in flocks and fish in schools summon might just be applicable to the world of wind turbines.Big questions ultimately included How will wind do when a turbine isnt next to an open field but next to a building? says Dabiri, who was teaching at CalTech when he was first inspired. He is now a professor of mechanical, civil, and environmental engineering at Stanford University. The work early on, as it often does, involved doing a computer model. The numbers were promising.It might seem strange to contemplate that grouping things close together would work for turbines. After all, conventional thinking for turbines holds that they should be set far apart to avoid the airflow being influenced by other wind t urbines. The theory holds that this preserves the performance of the downwind turbines. Dabiri believes there is power in numbers.We noticed birds or fish are contending with the fact that neighboring birds or fish are disturbing the air or water, he says. Rather than spreading out as far apart as possible, they align themselves in pretty regular geometric patterns, such as staggered formations. What theyre doing is finding locations in the area around their neighboring animals where the flow thats created by the neighbor can actually improve their performance.His teams wind turbinesgo against popular wisdom with their vertical axis, Dabiri explains.Engineering Professor John Dabiri stands in front of his wind-turbine test site. Image Stanford UniversityThere are regions to the side of the turbines where the flow actually accelerates as it passes around the blades, he says.It shows you can put a second turbine in those regions of accelerated flow. In those cases, even though a turbi ne might be farther downwind from an upstream turbine, the downwind turbine can actually produce more power than the upstream turbine by taking advantage of those flow acceleration effects. So that local acceleration of the flow is one distinction between the vertical axis and the conventional horizontal.Another distinction, he says, is in how quickly the wake recovers. Even in that region behind the vertical access turbineswhere you would get decreased wind speed, it tends to recover, he says. The winds tend to increase back to where they were before the wind turbine influenced them over a much shorter distance. Again, you can put the turbines much closer together than you could in the conventional horizontal axis systems.Because there is a handedness to the rotation, that rotation can allow the wind to be steered as it passes through the wind farm, he says.Turbines were tested on land purchased by the school Dabiri was later teaching at, Stanford. That land became a good spot to s et up wind turbines to see what was there, Dabiri says. Now we were getting more of a sense of the possibilities.The stage for Dabiris current work has moved to the Alaskan village of Iguigig, which is about 70-people strong and has a need for improved energy, he says. The turbines there are only six feet high, to make them easier for the local population to maintain, he says. Keep it simpler, he says. Theyve been patient with possible problems and are committed to this. This is another important step.Eric Butterman is an independent writer. For Further DiscussionWhat theyre doing is finding locations in the area around their neighboring animals where the flow thats created by the neighbor can actually improve their performance.Prof. John Dabiri, Stanford University

Create Value With Human Resource Measures

Create Value With Human Resource MeasuresCreate Value With Human Resource MeasuresAre you interested in how to measure the impact of Human Resources leadership, management, actions, policies, and assistance in your organization? A significant component of your Human Resource business planning is identifying what Human Resources metrics to collect. The Goal of Human Resource Measures When you consider measuring the wertmiger zuwachs of your Human Resource department, developing the appropriate set of metrics forms the cornerstone. Your selection of metrics should be driven by two factors. You want to contribute to the overall success of your organization and the attainment of your organizations most important goals. You want to provide the Human Resources department with measures that you can use for continuous improvement. Once upon a time, four vice presidents called their consultant to ask about measurements for the training programs they had purchased. They were meeting to ass ess the effectiveness of the provided training and consulting activities and they made the age-old mistake of measuring actions, not results. They proposed that the consultants accountability would be the number of training sessions presented, the number of employees who attended the training sessions, and the number of improvements employees made in their work areas. The consultant told them she could begin to work with them on the third metric, but the first two had nothing to do with the results they wanted to achieve. What impacts human resource measures? This story has played out in workplaces perpetually it seems. Part of the problem is that HR staff members get so busy just providing services, that collecting data and measuring success and contribution, in addition, is a stretch. At least in small and mid-sized companies, this is true. Larger companies and organizations such as universities or state departments collect mora data but often have less of a need to prove cont ribution. Many of the smaller companies and organizations are so grateful to have a group that deals with the employees that they fail to ask for Human Resource measures. One of the metrics that HR has collected data on, with a track record, is cost-per-hire. SHRM has spearheaded an effort to develop a new human resources standard for measuring cost-per-hire, the first of its kind in the United States. Youll want to see what such a standard entails for measurement in your organization. Another metric that organizations should consider is time-to-hire. Yes, you dont control all of the factors that go into creating the timeline. Measuring the length of your hiring process gives you a baseline for improvement in which you can enlist the help of others. In general, you dont want to start a training and continuous improvement process without determining the desired outcomes or deliverables. Sometimes, youre just honest and decide that providing management development is about ideas and p rogress- not necessarily, easily numerically measurable- is charted in each managers performance development plan. Other HR processes organizations have been known to measure include the impact of a continuous improvement process on cost savings and the improvement of work processes in the time taken or steps involved. In one example, a department of eight HR employees charted out the steps they took in their ?hiring process. They found that they took 248 steps to hire an employee. Analyzing the steps, they determined that many of them could be discarded or consolidated. Weeks later, they had eliminated half the steps but the process still took the same amount of time. They discovered that they had an empowerment problem. The HR director added ten days to the company time-to-hire because he required his signature at certain milestones in the process. The paperwork was buried on his desk for days, and the staff did not have permission to proceed without his signature. His priority wa s the executive team on which he served. Once be truly empowered his staff, hiring managers company-wide were thrilled with the improvement in time-to-hire. Measure the Contributions of HR to the geschftliches miteinander You definitely want to measure HR not just for the efficiency and quality of the department and its services but for the impact of the departments work on the business as a whole. These are the measurables that will gain the attention of the CEO and the senior team. According to Dr. John Sullivan, a respected HR thought leader Unfortunately, most of those who create metrics in HR and recruiting dont really understand the strategic mindset of CEOs. And, as a result, the metrics that are reported to CEOs and the executive committee result in no positive action being taken. That is because CEOs are laser-focused on the strategic goals of the organization. So, if your metrics dont directly and unambiguously cover strategic goals like increasing revenue, productivit y, or innovation, they simply wont drive executives to act. Sullivan recommends that HR departments measure and share factors such as these. Revenue per employee Widely accepted by CFOs as a standard workforce productivity measurement. It focuses on the value of the output of an organizations workforce.The improvement in the quality of new hires (quality of hire improvement) he says, focus on those jobs that are already measured in dollars or quantified with numbers, like sales, collections, and call centers reps.Loss of top performers in your key and hard to replace jobsUse an employee survey to identify which HR programs helped to increase your organizations productivity, quality, or another key identified factor. The percentage of the HR strategic plans goals that were accomplished. How to Decide What Measurements to Use in HR Due to the number of functions that the average HR department serves, it is not possible to measure everything that you do. In choosing what to measure , business needs assessment in your organization will inform you about what your employees, colleagues, and executives believe are your most important Human Resource measures. A second option is to look at what processes are critical to your organizations success. A third consideration is to determine which HR processes cost your organization the most money. A fourth is to determine which human resources measures will help you most successfully develop the skills and contribution of your employees. From these factors, develop a doable HR scorecard, or key performance indicators (KPI) and begin to establish base measures for each process you decide to measure. Start with just a few and dont overwhelm your time and staff with more than you can do. It is better to consistently measure one or two operations than to poorly use Human Resource metrics in many. Examples of What HR Departments Measure Here are specific examples of factors that Human Resource departments can measure. Thes e are just a few of the areas that you can consider for the development of your Human Resource metrics. Cost per hireTime per hireNew hire failure rateDiversity hires in customer-facing positionsEmployee turnover rateEmployee turnover costPreventable employee turnoverApplications received per current employees per weekPercentage of performance development plans or appraisals currentCost of training and development activities with respect to company goal attainmentEmployee satisfactionLength of employmentComponents of the compensation system such as the cost of benefits per employee The more specifically your HR measures fit your company goals, the better your measurements will serve you and your organization.