Wednesday, December 29, 2010

TIPS on how to answer questions during a job interview

hi, I came across lately about an article from my favorite website which I will be posting at the bottom about questions frequently asked during an interview and how to answer them. Happy 2011!!!

TIP: The 25 most difficult questions you'll be asked on a job interview

1. Tell me about yourself.
Since this is often the opening question in an interview, be extra careful that you don't run off at the mouth. Keep your answer to a minute or two at most. Cover four topics: early years, education, work history, and recent career experience. Emphasize this last subject. Remember that this is likely to be a warm-up question. Don't waste your best points on it.

2. What do you know about our organization?
You should be able to discuss products or services, revenues, reputation, image, goals, problems, management style, people, history and philosophy. But don't act as if you know everything about the place. Let your answer show that you have taken the time to do some research, but don't overwhelm the interviewer, and make it clear that you wish to learn more.
You might start your answer in this manner: "In my job search, I've investigated a number of companies.
Yours is one of the few that interests me, for these reasons..."
Give your answer a positive tone. Don't say, "Well, everyone tells me that you're in all sorts of trouble, and that's why I'm here", even if that is why you're there.

3. Why do you want to work for us?
The deadliest answer you can give is "Because I like people." What else would you like-animals?
Here, and throughout the interview, a good answer comes from having done your homework so that you can speak in terms of the company's needs. You might say that your research has shown that the company is doing things you would like to be involved with, and that it's doing them in ways that greatly interest you. For example, if the organization is known for strong management, your answer should mention that fact and show that you would like to be a part of that team. If the company places a great deal of emphasis on research and development, emphasize the fact that you want to create new things and that you know this is a place in which such activity is encouraged. If the organization stresses financial controls, your answer should mention reverence for numbers.
If you feel that you have to concoct an answer to this question - for example, the company stresses research, and you feel that you should mention it even though it really doesn't interest you- then you probably should not be taking that interview, because you probably shouldn't be considering a job with that organization.
Your homework should include learning enough about the company to avoid approaching places where you wouldn't be able -or wouldn't want- to function. Since most of us are poor liars, it's difficult to con anyone in an interview. But even if you succeed at it, your prize is a job you don't really want.

4. What can you do for us that someone else can't?
Here you have every right, and perhaps an obligation, to toot your own horn and be a bit egotistical. Talk about your record of getting things done, and mention specifics from your resume or list of career accomplishments. Say that your skills and interests, combined with this history of getting results, make you valuable. Mention your ability to set priorities, identify problems, and use your experience and energy to solve them.

5. What do you find most attractive about this position? What seems least attractive about it?
List three or four attractive factors of the job, and mention a single, minor, unattractive item.

6. Why should we hire you?
Create your answer by thinking in terms of your ability, your experience, and your energy. (See question 4.)

7. What do you look for in a job?
Keep your answer oriented to opportunities at this organization. Talk about your desire to perform and be recognized for your contributions. Make your answer oriented toward opportunity rather than personal security.

8. Please give me your definition of [the position for which you are being interviewed] .
Keep your answer brief and task-oriented. Think in in terms of responsibilities and accountability. Make sure that you really understand what the position involves before you attempt an answer. If you are not certain,ask the interviewer; he or she may answer the question for you.

9. How long would it take you to make a meaningful contribution to our firm?
Be realistic. Say that, while you would expect to meet pressing demands and pull your own weight from the first day, it might take six months to a year before you could expect to know the organization and its needs well enough to make a major contribution.

10. How long would you stay with us?
Say that you are interested in a career with the organization, but admit that you would have to continue to feel challenged to remain with any organization. Think in terms of, "As long as we both feel achievement- oriented."

11. Your resume suggests that you may be over-qualified or too experienced for this position. What's Your opinion?
Emphasize your interest in establishing a long-term association with the organization, and say that you assume that if you perform well in his job, new opportunities will open up for you. Mention that a strong company needs a strong staff. Observe that experienced executives are always at a premium. Suggest that since you are so well qualified, the employer will get a fast return on his investment. Say that a growing, energetic company can never have too much talent.

12. What is your management style?
You should know enough about the company's style to know how your management style will complement it. Possible styles include: task oriented (I'll enjoy problem-solving:identifying what's wrong, choosing a solution and implementing it"), result-oriented ("Every management decision I make is determined by how it will affect the bottom line"), or even paternalistic ("I'm committed to taking care of my subordinates and pointing them in the right direction").
A participative style is currently quite popular: an open-door method of managing in which you get things done by motivating people and delegating responsibility.
As you consider this question, think about whether your style will let you work happily and effectively within the organization.

13. Are you a good manager? Can you give me some examples? Do you feel that you have top managerial potential?
Keep your answer achievement and ask-oriented. Rely on examples from your career to buttress your argument. Stress your experience and your energy.

14. What do you look for when You hire people?
Think in terms of skills, initiative, and the adaptability to be able to work comfortably and effectively with others. Mention that you like to hire people who appear capable of moving up in the organization.

15. Have you ever had to fire people? What were the reasons, and how did you handle the situation?
Admit that the situation was not easy, but say that it worked out well, both for the company and, you think, for the individual. Show that, like anyone else, you don't enjoy unpleasant tasks but that you can resolve them efficiently and -in the case of firing someone- humanely.

16. What do you think is the most difficult thing about being a manager or executive?
Mention planning, execution, and cost-control. The most difficult task is to motivate and manage employees to get something planned and completed on time and within the budget.

17. What important trends do you see in our industry?
Be prepared with two or three trends that illustrate how well you understand your industry. You might consider technological challenges or opportunities, economic conditions, or even regulatory demands as you collect your thoughts about the direction in which your business is heading.

18. Why are you leaving (did you leave) your present (last) job?
Be brief, to the point, and as honest as you can without hurting yourself. Refer back to the planning phase of your job search where you considered this topic as you set your reference statements. If you were laid off in an across-the-board cutback, say so; otherwise, indicate that the move was your decision, the result of your action. Do not mention personality conflicts.
The interviewer may spend some time probing you on this issue, particularly if it is clear that you were terminated. The "We agreed to disagree" approach may be useful. Remember that your references are likely to be checked, so don't concoct a story for an interview.

19. How do you feel about leaving all your benefits to find a new job?
Mention that you are concerned, naturally, but not panicked. You are willing to accept some risk to find the right job for yourself. Don't suggest that security might interest you more than getting the job done successfully.

20. In your current (last) position, what features do (did) you like the most? The least?
Be careful and be positive. Describe more features that you liked than disliked. Don't cite personality problems. If you make your last job sound terrible, an interviewer may wonder why you remained there until now.

21. What do you think of your boss?
Be as positive as you can. A potential boss is likely to wonder if you might talk about him in similar terms at some point in the future.

22. Why aren't you earning more at your age?
Say that this is one reason that you are conducting this job search. Don't be defensive.

23. What do you feel this position should pay?
Salary is a delicate topic. We suggest that you defer tying yourself to a precise figure for as long as you can do so politely. You might say, "I understand that the range for this job is between $______ and $______. That seems appropriate for the job as I understand it." You might answer the question with a question: "Perhaps you can help me on this one. Can you tell me if there is a range for similar jobs in the organization?"
If you are asked the question during an initial screening interview, you might say that you feel you need to know more about the position's responsibilities before you could give a meaningful answer to that question. Here, too, either by asking the interviewer or search executive (if one is involved), or in research done as part of your homework, you can try to find out whether there is a salary grade attached to the job. If there is, and if you can live with it, say that the range seems right to you.
If the interviewer continues to probe, you might say, "You know that I'm making $______ now. Like everyone else, I'd like to improve on that figure, but my major interest is with the job itself." Remember that the act of taking a new job does not, in and of itself, make you worth more money.
If a search firm is involved, your contact there may be able to help with the salary question. He or she may even be able to run interference for you. If, for instance, he tells you what the position pays, and you tell him that you are earning that amount now and would Like to do a bit better, he might go back to the employer and propose that you be offered an additional 10%.
If no price range is attached to the job, and the interviewer continues to press the subject, then you will have to respond with a number. You cannot leave the impression that it does not really matter, that you'll accept whatever is offered. If you've been making $80,000 a year, you can't say that a $35,000 figure would be fine without sounding as if you've given up on yourself. (If you are making a radical career change, however, this kind of disparity may be more reasonable and understandable. )
Don't sell yourself short, but continue to stress the fact that the job itself is the most important thing in your mind. The interviewer may be trying to determine just how much you want the job. Don't leave the impression that money is the only thing that is important to you. Link questions of salary to the work itself.
But whenever possible, say as little as you can about salary until you reach the "final" stage of the interview process. At that point, you know that the company is genuinely interested in you and that it is likely to be flexible in salary negotiations.

24. What are your long-range goals?
Refer back to the planning phase of your job search. Don't answer, "I want the job you've advertised." Relate your goals to the company you are interviewing: 'in a firm like yours, I would like to..."

25. How successful have you been so far?
Say that, all-in-all, you're happy with the way your career has progressed so far. Given the normal ups and downs of life, you feel that you've done quite well and have no complaints.
Present a positive and confident picture of yourself, but don't overstate your case. An answer like, "Everything's wonderful! I can't think of a time when things were going better! I'm overjoyed!" is likely to make an interviewer wonder whether you're trying to fool him . . . or yourself. The most convincing confidence is usually quiet confidence.


Saturday, December 25, 2010


Canada favored immigration destination in 2011

Thursday, 25 November 2010
According to Canadian Government officials, immigration levels will be higher than ever as the population ages and the birth rates stay low. Citizenship, Immigration and Multiculturalism Minister Jason Kenney, expects between 240,000 and 265,000 new permanent residents in 2011.

"Canada's post recession economy demands a high level of legal immigration to keep our workforce strong. All of the country's labor force growth will come from immigration within the next five years," said Kenney.
Expectations in 2011 show the Federal Skilled Worker Programme to be the most popular means of entry. An estimated 25% of newcomers will be destined for provinces outside of Ontario, British Columbia and Quebec; this is an increase from 1997 at 11%. The Federal Skilled Worker Programme accepts workers in such fields as technicians, skilled tradespersons, managers and professionals.
Canada has shown to be a popular immigration destination for Irish immigrants. As there has been a significant influx of Irish expats looking for jobs abroad, finding significant success in Canada. Those looking for jobs in Canada are quite varied from mechanical engineers, IT system analysts, construction managers, accountants and marketing executives. Irish companies are also looking to the Canadian market as more than 220 Irish companies sell goods and services into Canada, with an additional 45 Irish companies operating offices and facilities in Canada.
Recently, the largest Irish trade mission in history was led by Mary Coughlan, Irish Minister for Enterprise, Trade and Employment, to Canada, visiting Edmonton, Toronto and Ottawa. The missions focus was to demonstrate and promote the success of world-class Irish companies that have had a break through into the Canadian market.
If you are interested in Immigration to Canada, contact Migration Expert for information and advice on which visa is best suited to you. You can also try our visa eligibility assessment to see if you are eligible to apply for a visa to Canada.

Thursday, December 9, 2010

Nursing Diagnosis: Ineffective Coping

NANDA Definition: Inability to form a valid appraisal of internal or external stressors, inadequate choices of practiced responses, and/or inability to access or use available resources

Defining Characteristics: Lack of goal-directed behavior or resolution of problem, including inability to attend; difficulty with organized information; sleep disturbance; abuse of chemical agents; decreased use of social support; use of forms of coping that impede adaptive behavior; poor concentration; fatigue; inadequate problem solving; verbalized inability to cope or ask for help; inability to meet basic needs; destructive behavior toward self or others; inability to meet role expectations; high illness rate; change in usual communication patterns; risk taking

Related Factors: Gender differences in coping strategies; inadequate level of confidence in ability to cope; uncertainty; inadequate social support created by characteristics of relationships; inadequate level of perception of control; inadequate resource availability; high degree of threat; situational crises; maturational crises; disturbance in pattern of tension release; inadequate opportunity to prepare for stressor; inability to conserve adaptive energies; disturbance in pattern of appraisal of threat; chronic conditions; alteration in body integrity; cultural variables

Client Outcomes

1. Verbalize ability to cope and ask for help when needed
2. Demonstrate ability to solve problems related to current needs
3. Remain free of destructive behavior toward self or others
4. Communicate needs and negotiate with others to meet needs
5. Discuss how recent life stressors have overwhelmed normal coping strategies
6. Demonstrate new effective coping strategies
7. Have illness and accident rates not excessive for age and developmental level

Nursing Interventions and Rationales

  • Observe for causes of ineffective coping such as poor self-concept, grief, lack of problem-solving skills, lack of support, or recent change in life situation. 
  • Observe for strengths such as the ability to relate the facts and to recognize the source of stressors. 
  • Assess the risk of the client's harming self or others and intervene appropriately.
  • Help the client set realistic goals and identify personal skills and knowledge. 
  • Use empathetic communication and encourage the client and family to verbalize fears, express emotions, and set goals. 
  • Encourage the client to make choices and participate in the planning of care and scheduled activities. 
  • Provide mental and physical activities within the client's ability (e.g., reading, television, radio, crafts, outings, movies, dinners out, social gatherings, exercise, sports, games). 
  • If the client is physically able, encourage moderate aerobic exercise.
  • Provide information regarding care before care is given. Adequate information and training before and after treatment reduces anxiety and fear (Herranz and Gavilan, 1999).
  • Discuss changes with the client before making them. 
  • Discuss the client's and family's power to change a situation or the need to accept a situation. 
  • Use active listening and acceptance to help the client express emotions such as sadness, guilt, and anger (within appropriate limits). 
  • Encourage the client to describe previous stressors and the coping mechanisms used. 
  • Be supportive of coping behaviors; allow the client time to relax. 
  • Help the client to define what meaning his or her symptoms might have for the client. 
  • Encourage the use of cognitive behavioral relaxation (e.g., music therapy, guided imagery). 
  • Use distraction techniques during procedures that cause the client to be fearful. Distraction is used to direct attention toward a pleasurable experience and block the attention to the feared procedure (DuHamel, Redd, and Johnson-Vickberg, 1999).
  • Use systematic desensitization when introducing new people, places, or procedures that may cause fear and altered coping. Fear of new things diminishes with repeated exposure (DuHamel, Redd, and Johnson-Vickberg, 1999).
  • Provide the client and/or family with a video of any feared procedure to view before the procedure. Ensure that the video shows a client of similar age and background. Videos provide the client and/or family with the information necessary to eliminate fear of the unknown (DuHamel, Redd, and Johnson-Vickberg, 1999).
  • Refer for counseling as needed. 
  • Engage the client in reminiscence. Reminiscence activates positive memories and evokes well-being (Puentes, 2002).
  • Assess and report possible physiological alterations (e.g., sepsis, hypoglycemia, hypotension, infection, changes in temperature, fluid and electrolyte imbalances, and use of medications with known cognitive and psychotropic side effects). 
  • Determine if the individual is displaying a change in personality as a manifestation of difficulty with coping. An older individual's responses to age-related stress will depend on the balance of personality strengths and weaknesses. 
  • Increase and mobilize the support available to the elderly client. Encourage interaction with family and friends.
  • Assess for the influence of cultural beliefs, norms, and values on the client's perceptions of effective coping. 
  • Assess for intergenerational family problems that can overwhelm coping abilities. 
  • Encourage spirituality as a source of support for coping. 
  • Negotiate with the client with regard to the aspects of coping behavior that will need to be modified. 
  • Identify which family members the client can count on for support. 
  • Use an empowerment framework to redefine coping strategies. 
  • Assess the influence of fatalism on the client's coping behavior. 
  • Assess the influence of cultural conflicts that may affect coping abilities.

    Home Care Interventions

    • The interventions described previously may be adapted for home care use.
    • Observe the family for coping behavior patterns. Obtain family and client history as possible. 
    • Assess for suicidal tendencies. Refer for mental health care immediately if indicated. Identify an emergency plan should the client become suicidal. Ineffective coping can occur in a crisis situation and can lead to suicidal ideation if the client sees no hope for a solution. A suicidal client is not safe in the home environment unless supported by professional help.
    • Encourage the client to use self-care management to increase the experience of personal control. Identify with the client all available supports and sense of attachment to others.
    • Refer to medical social services for evaluation and counseling, which will promote adequate coping as part of the medical plan of care. If no primary medical diagnosis has been made, request medical social services to assist with community support contacts. If the client is involved with the mental health system, actively participate in mental health team planning. Based on knowledge of the home and family, home care nurses can often advocate for clients. These nurses are frequently requested to monitor medication use and therefore need to know the plan of care.
    • Refer the client and family to support groups. 
    • If monitoring medication use, contract with the client or solicit assistance from a responsible caregiver. Prepouring of medications may be helpful with some clients. Caregivers in the home benefit from interventions that promote self-efficacy and provide a nurse for support (Dibartolo, 2002).
    • Institute case management for frail elderly clients to support continued independent living. Difficulties in coping with changes in health care needs can lead to increasing needs for assistance in using the health care system effectively. Case management combines the nursing activities of client and family assessment, planning and coordination of care among all health care providers, delivery of direct nursing care, and monitoring of care and outcomes. These activities are able to address continuity of care, mutual goal setting, behavior management, and prevention of worsening health problems (Guttman, 1999).
    • If the client is homebound, refer for psychiatric home health care services for client reassurance and implementation of a therapeutic regimen. Psychiatric home care nurses can address issues relating to the client's ability to adjust to changes in health status. Behavioral interventions in the home can help the client to participate more effectively in the treatment plan (Patusky, Rodning, and Martinez-Kratz, 1996).
    • NOTE: All of the previously mentioned interventions may be applied in the home setting. Home care may offer psychiatric nursing or the services of a licensed clinical social worker under special programs. Traditionally, insurance does not reimburse for counseling that is not related to a medical plan of care unless it falls under one of the programs just described. Public health agencies generally do not have the clinical support needed to offer psychiatric nursing services to clients. Clients are usually treated in the ambulatory mental health system.

    Client/Family Teaching

  • Teach the client to problem solve. Have the client define the problem and cause, and list the advantages and disadvantages of the options. 
  • Provide the seriously ill client and his or her family with needed information regarding the condition and treatment. 
  • Teach relaxation techniques. 
  • Work closely with the client to develop appropriate educational tools that address individualized needs. 
  • Teach the client about available community resources (e.g., therapists, ministers, counselors, self-help groups). 

 Toy Story 3

Tuesday, December 7, 2010

Nursing Guide Reference

Nursing Guide Reference

Kindle Wireless Reading Device, Wi-Fi, Graphite, 6" Display with New E Ink Pearl Technology

Job Opening For Nurses in Singapore

Good news for nurses who wish to work abroad. There are many vacancies for qualified nursing graduates in medical institutions of Singapore. The job openings listed below are urgent and have POEA-approved job orders.

140 Assistant Staff Nurses for Singapore

* Female, 21 - 32 years old
* BSN graduate
* Board Passer
* At lest 1 year work experience as regular Staff Nurse In 100-Bed Capacity Hospital
* Area of exposure in ER-MS, General Ward, ICU, OR, Medical Surgical Ward, Orthopedic and Geriatric area.

Schedule of Interview: January 24, 2011 - January 26, 2011

Proposed Salary: SGD900 - SGD940 plus housing allowance

250 Female Registered Nurses for Singapore

* Female, 23 - 36 years old
* BSN graduate
* At least 3 years work experience as regular Staff Nurse in 200-Bed Capacity Hospital
* Area of exposure in ER-MS, General Ward, ICU, OR, Medical Surgical Ward, Orthopedic and Geriatric area.

Schedule of Interview: January 24, 2011 - January 26, 2011

Proposed Salary: SGD1400 – SGD1500 plus housing allowance

Thursday, December 2, 2010

Rule of NIne

To approximate the percentage of burned surface area, the body has been divided into eleven
• Head
• Right arm
• Left arm
• Chest
• Abdomen
• Upper back
• Lower back
• Right thigh
• Left thigh
• Right leg (below the knee)
• Left leg (below the knee)
Each of these sections takes about nine percent of the body's skin to cover it. Added all together,
these sections account for 99 percent. The genitals make up the last one percent. To apply the
rule of nines, add up all the areas of the body that are burned deep enough to cause blisters or
worse (2nd or 3rd degree burns).
Kindle Wireless Reading Device, Wi-Fi, 6" Display - with New E Ink (Pearl) Technology

Wednesday, December 1, 2010

Medical Mnemonics

F - Fever (low), flushed skin
R - Restless (irritable)
I - Increased fluid retention & increased BP
E - Edema (peripheral and pitting)
D - Decreased urinary output, dry mouth

S - Skin flushed
A - Agitation
L - Low-grade fever
T - Thirst

HYPERKALEMIA - Signs & Symptoms
M - Muscle weakness
U - Urine, oliguria, anuria
R - Respiratory distress
D - Decreased cardiac contractility
E - ECG changes
R - Reflexes, hyperreflexia, or areflexia (flaccid)

M - Medications - ACE inhibitors, NSAIDS
A - Acidosis - Metabolic and respiratory
C - Cellular destruction - Burns, traumatic injury
H - Hypoaldosteronism/ hemolysis
I - Intake - Excessive
N - Nephrons, renal failure
E - Excretion - Impaired

C - Convulsions
A - Arrhythmias
T - Tetany
S - Spasms and stridor

B - Bleeding gums
E - Ecchymoses (bruises)
E - Epistaxis (nosebleed)
P - Petechiae (tiny purplish spots)


STOP breathing
S - Sedatives and hypnotics
T - Trimethoprim
O - Opiates
P - Polymyxins

P - Pleuretic pain
T - Trachea deviation
H - Hyperresonance
O - Onset sudden
R - Reduced breath sounds (& dypsnea)
A - Absent fremitus
X - X-ray shows collapse

PNEUMONIA - risk factors
I - Immunosuppression
N - Neoplasia
S - Secretion retention
P - Pulmonary oedema
I - Impaired alveolar macrophages
R - RTI (prior)
A - Antibiotics & cytotoxics
T - Tracheal instrumentation
I - IV dug abuse
O - Other (general debility, immobility)
N - Neurologic impairment of cough reflex, (eg NMJ disorders)

S - Stridor
S - Subglottic swelling
S - Seal-bark cough

A - Airway obstruction
A - Angina
A - Anxiety
A - Asthma
P - Pneumonia
P - Pneumothorax
P - Pulmonary Edema
P - Pulmonary Embolus
Romantic Words!!!

Remember these...?

J.A.P.A.N Just Always Pray At Night.

H.O.L.L.A.N.D Hope Our Love Lasts And Never Dies.

I.T.A.L.Y. I Trust And Love You.

Akala ninyo yun lang ah .. heto pa....

L.I.B.Y.A. Love Is Beautiful; You Also.

F.R.A.N.C.E. Friendships Remain And Never Can End.

C.H.I.N.A. Come Here! I Need Affection.

B.U.R.M.A. Between Us, Remember Me Always.

I.N.D.I.A. I Nearly Died In Adoration.

K.E.N.Y.A. Keep Everything Nice, Yet Arousing.

C.A.N.A.D.A. Cute And Naughty Action that Developed into Attraction

P.E.R.U. Porget Everyone... Remember Us.

K.O.R.E.A. Keep Optimistic Regardless of Every Adversity.

E.G.Y.P.T. Everything's Great, You Pretty Thing!

Y.E.M.E.N. Yugyugan Every Morning, Every Night.

R.U.S.S.I.A. Romance Under the Sky & Stars is Intimate Always.

Akala ninyo yun lang ah .. heto pa.... ulit...

M.A.N.I.L.A. May All Nights Inspire Love Always.

B.A.L.I.W.A.G. Beauty And Love I Will Always Give.

M.A.L.A.B.O.N. May A Lasting Affair Be Ours Now.

I.M.U.S. I Miss U, Sweetheart.

P.A.S.I.G. Please Always Say I'm Gorgeous.

C.E.B.U. Change Everything... But Us.

P.A.R.A.N.A.Q.U.E. Please Always Remain Adorable, Nice And Quiet Under Ecstacy.

T.O.N.D.O. Tonight's Our Night, Dearest One.

P.A.S.A.Y. Pretty And Sexy Are You.

M.A.R.L.B.O.R.O. Men Always Remember Love Because Of Romance Only.

P.H.I.L.I.P.P.I.N.E.S. Pumping Hot.. I Love It! Please Please.. I Need Erotic Stimulation!

Related Posts Plugin for WordPress, Blogger...


My Blog List