Pick a Partner Ice Breaker for Meals

Pick a Partner Ice Breaker for MealsPick a Partner Ice Breaker for MealsYou can use the Pick-a-Partner ice breaker to warm up a group and enable participants at a meal to get to know each other quickly. While the ice breaker can be used to start off a days session, it is fruchtwein effective when participants break for lunch. Several variations of the basic ice breaker are suggested so that you can add variety on different days of your meetings and match the ice breaker to the needs of your training, meeting, or gruppe building group. The main purpose of an ice breaker is to help you help your group achieve its goals, no matter what the goals are. However, most groups include team building, getting to know each other better, forming friendships, or learning to work with each others differences among the goals for a session. The purpose of this ice breaker is to help session attendees know and appreciate each other. Additionally, this ice breaker, depending upon the variation used, ca n help participants develop social skills and appreciate drawing out the strengths and skills of another person. You can develop fun meeting ice breakers that help people meet and greet, too. You are encouraged to develop your own ice breaker variations to meet the needs of your group and to accomplish your goals. Pick-a-Partner Meeting Icebreaker This meeting ice breaker is best used when employees are gathering to share a meal. You can adapt the ice breaker to help participants meet and greet at the beginning of the session, too. However, one of my favorite session beginning ice breakers is the Speed Meeting Ice Breaker because participants meet numerous attendees quickly and move around the room. Basic Meeting Ice Breaker Ask your participants to number off by one and two. Your objective is to pair participants who dont know each other well. Their goal is to learn something about their freund. I suggest you use a list of pre-developed discussion points or questions to encoura ge conversation beyond, So, what do you do? Pre-developed discussion points also encourage quieter participants to talk, more talkative participants to share the stage, and they fill moments of silence when participants would otherwise stress out thinking about what to bring up next. Here are useful discussion points, but consider developing your own based on your knowledge of the needs and interests of the group. Notice that the discussion points start out with an easy point to enable participants to succeed quickly. Allow participants 5-10 minutes for the exchange. Establish the expectation that the pairs will sit together at the meal with other program participants, usually at tables of around 8 people. Suggested discussion points include Describe where you work, your job, and how you came to work for the company.Name your favorite color and how you surround yourself with or include that color in your life.Name a book or movie that meant something important to you. Describe what it meant to you and why.Describe your ideal vacation and whether you have made it happen in your life.Share one goal, personal or work-related, that you want to accomplish this year. When the time is up, ask your pairs to proceed together to join others at the lunch table or buffet bar or other meal arrangements offered. Make sure you broaden the conversation across pairs during the meal. Pick-a Partner Ice Breaker Variation You can ask people to introduce themselves at their assigned or chosen table (your choice, but do use name cards that are visible if seats are assigned) Or use a seating assignment chart at a table by the door, so participants can quickly locate their table. (Assigned seating depends on the needs, interests, and goals of your group.) After brief greetings are exchanged, tell participants that their responsibility is not to continue to introduce themselves to the group, but rather, to do everything in their power to help the group get to know the person sitti ng to their right. Participants will use verbal discussion points, questions, and conversational res include the participantasks the partner to tell the group what he or she got out of the mornings session.redirects a question to the partner, saying, What do you think about this issue, George?draws out the partner with a prompting comment, Tell us about your favorite part of your job.in response to a conversation at the table, asks the partner if he or she has an interest in or opinion about the discussion point. You may find that even your quiet and reserved attendees participate wholeheartedly because they are not the center of attention. It is easier for some participants to direct the attention of the group to another participant. On the other hand, some of your outgoing participants may struggle with not being the center of attention. They may struggle with throwing the conversational ball to their partner. Debriefing the Pick-a-Partner Ice Breaker Variations As with most meet and greet ice breakers, for an exercise debriefing, I recommend that you ask the group to share any thoughts, insights or observations they may have as a result of participating in the process. Their responses to that question will prompt whether and what additional questions you ask the group. Additional debriefing questions may include What else did you notice as you participated in this exercise?What would you do differently if you were to participate in the exercise again?How would you change the exercise to improve its effectiveness? Keep in mind that people like to eat hot food and this meet and greet participation occurs while people are eating. Minimally, save the debriefing, if you hold one until most participants have finished dessert and after-meal beverages.

A JP Morgan intern who had to click on 12,000 websites regrets nothing

A JP Morgan in eigener sache who had to click on 12,000 websites regrets nothingA JP Morgan intern who had to click on 12,000 websites regrets nothingUpdate As of March 31, this story has been updated with details on the interns work experience.The world is awash in stories of interns and low-level staffers having to do gruntwork The Devil Wears Prada covered it best.All of those stories, however, came before the advent of the Internet. Now internships have a whole new frontier of intense demands clicking, clicking, clicking.Consider the case of the unfortunate JP Morgan intern whose job was to sift through 12,000 websites that carried the banks advertising.One by one.Click by click.12,000 times.Why menschlichs still think better than machinesHeres the background on Wednesday, The New York Times released an article about JPMorgan Chases new whitelisting policy, which detailed how the company has moved away from programmatic advertising that dropped the banks ads on any website, towar ds more human intervention.How it all started a Times reporter telling the company that a Chase ad was appearing on a Hillary 4 Prison website.It became an unnamed interns job to sift through 12,000 websites wzu siche JPMorgans ads were showing some activity.In a 30-day period, the intern had to click on each of those 12,000 websites to make sure the ads werent appearing on controversial sites that could lead to bad press sites of so-called fake news, which were formerly known as propaganda sites.In total, the intern flagged about 7,000 ads.The result Chase is now getting the same engagement with ads on 5,000 of the intern-approved sites as it did with 400,000 sites that included many that featured propaganda. And its brand is not housed alongside so-called fake news.Who was that intern?The Times story is not about this intern itsa friendly story about how Chase is making the same profits using fewer ads.But, in the new world of digital labor, that internis the most interesting deta il. What was that persons day like? How much did he or she get paid? What was it like to look through 12,000 websites?Ladders reached out to JPMorgan to find out more details on the intern. Were glad to report that she seems okay.For outsiders, clicking through thousands of websitessounds terrible, but it helps when that work gets recognized. And for Elisabeth Barnett, it did.Barnett, a recent college graduate, is the intern who works as a media absatzwirtschaft analyst as part of the Chase Leadership Development Program.According to Chases Chief Communications Officer Trish Wexler, Barnett was really proud that she helped make a real difference in resisting fake news.Wexler told Ladders that she is not sure how Barnett managed her time, but the bank plans to find out and clone it.For her hard work, Barnett got taken out to lunch by her supervisor and even got a public shoutout from JPMorgan Chases Chief Marketing Officer, Kristin LemkauThe overarching goal for the Chase Leadership Development Program, like all internships, is to get hired.At the end of this we want to hire them and we want to make sure they had a good experience, Wexler said. By getting recognized by a top executive for her work, it seems like Barnett is well on her way there.Digital labor can be the hardest to defineWhile automation is becoming more popular for some white-collar jobs, like banker and lawyer, some professions dont adapt to robots as well. There arestill many simple, repetitive tasks we make humans do because we havent figured out how to automate them.This interns work was an example Algorithms were set to distribute Chases advertisements across a variety of websites- but those algorithms are unable to discern real news websites from fakes news or propaganda sites. This is where humans are necessary to make those judgments on quality that algorithms cant.Whats so bad about that? Well, one big concern if youre a human given a task meant for a robot, you start to feel like one. The best example of this is content moderators, who have sued companies like Facebook, Google and Microsoft for requiring humans to do jobs that involve exposure to hundreds of thousands of traumatic images a day. Content moderators in the Philippines are clicking through the worst of humanity to make sure they dont appear in your Facebook and YouTube. This invisible labor force is estimated to be half the total workforce for social media sites, according to a Wired article, but very little is publicized by these companies about the psychological toll.

Air Force SSgt (E-5) Promotion Overview and Rates

Air Force SSgt (E-5) Promotion Overview and RatesAir Force SSgt (E-5) Promotion Overview and RatesThe Air Force manages its enlisted versetzungs differently than the other services. The Air Force first determines the overall vorrcken-tarif (Air Force Wide) for the promotion cycle, by forecasting how many slots will be available. It then takes this rate and applies it to all of the Air Force jobs (almost*) equally. For example, lets say the Air Force determines (Air Force Wide) that it will be promoting 20 percent of all eligible Staff Sergeants (E-5) to the rank of Technical Sergeant (E-6) for the next promotion cycle. Each and every career field (job) will promote 20 percent of their eligible Staff Sergeants to Technical Sergeant, regardless of whether or leid the job is over-manned or undermanned. *NOTE The percentages for each job dont come out evenly for two reasons (1) The Air Force rounds the numbers *up* for each job. For example, if the overall promotion-rate for the cycle is 10 percent, and there are 100 people eligible in Job A, then 10 people will be promoted (10 percent). However, what if there were 113 people eligible? 10 percent of 113 is 11.3. You cant promote one-third of a person, so in this case, the Air Force would round it up and promote 12 people. That would result in a promotion rate in that job of 10.6 percent, instead of 10 percent. If there was only one person eligible for promotion in that AFSC (Job), he/she would be promoted (assuming the commander recommended him/her), and so the promotion rate in that job would be 100 percent.(2) Each year, the Air Force selects some critically manned career fields to receive an extra five percentage points. So, if the overall promotion rate was 20 percent, some critically-manned career fields would be allowed to promote 25 percent of their eligibles. How Air Force Promotions Are Determined When determining who gets promoted, the Air Force uses WAPS (Weighted Airman Promotion ordnungsprinzip) p oints. Quite simply, if the promotion rate is 10 percent, you add up the WAPS points, and the top 10 percent of the eligible members in that job with the most WAPS points, are the ones who get promoted. For complete details about the Air Force enlisted promotion system, see Air Force Enlisted Promotion System Made Simple. Historical Trends of Air Force Staff Sergeant Promotion Rates During times of conflict, the promotion rates increase significantly as the operational tempo of the Air Force airmen also increases. Historical trends both up and down can be seen below in the 25 plus year historical analysis of the promotion rates on E5 ranks in the Air Force. Most recently, the selection rate has been significant after a lag in promotion due to reduced force numbers in Iraq and Afghanistan in 2015. The reduction in deployment cycles often cause a need for fewer airmen thus the drop from mid 40% acceptance rates to low 30 rates. 2017 - 32,006promotion eligible senior airmen, 14,181 wer e selected for promotion to staff sergeant, for a selection rate of 44.31% 2016 - 39,064 promotion-eligible senior airmen, selected 16,506 airmen for promotion to staff sergeant, for a selection rate of 42.25% 2015 -39,260 promotion eligible senior airmen, selected 13,269 for promotion to staff sergeant, for a 33.8% selection rate. 2014 -36,739 senior airman eligible for promotion to staff sergeant, 9,403 were selected, for a 25.59% selection rate. 2013 - 34,078 senior airmen eligible for promotion to staff sergeant, 11,212 were selected, for a 32.9% selection rate. 2012 - 33,500 senior airmen eligible for promotion to staff sergeant, more than 13,400 senior airmen selected, that is 40% of those eligible. 2011 -26,549 eligible senior airman for promotion to staff sergeant,11,337 were selected,for a selection rate of 42.70%. 2010 -28,510 eligible senior airmen for promotion to staff sergeant,13,518 were selected,for a selection rate of 47.41%. Historic Chart for Air Force promotion r ates to the rank of Staff Sergeant (E-5)Since 1993 Notice the chart below with the ending of the first Gulf War, a massive reduction in military personnel across the board leads to one of the fewest selection percentages in recent history. However, notice post September 11, 2001. The acceptance of airmen to advance to E-5 nearly doubles. YearNumber EligibleNumber SelectedPromotion Rate (%)9382,75813,53516.359478,21212,54116.059572,21212,54116.599657,5239,54116.599752,8208,85418.669848,71911,03322.659944,10916,05336.390038,65419,60550.720230,88019,44862.980327,41613,65149.750433,30613,62540.910536,40514,61440.140637,07113,29835.860736,60815,13041.330828,09812,20943.450930,57415,22349.79 About the Other Services The Army, Navy, Marines and Coast Guard base their enlisted promotion rates based upon a members job. In other words, promotion rates are different for each job, depending on how many available slots there are in the next grade. That means that for over-manned jobs, it is very hard to get promoted, while people in undermanned jobs may be promoted much faster than the service-wide average.However, similar selection rates occur within the other services largely due to times of conflict and times of down sizing.