Sample Resume for ICU RN Job Position

Sample Resume for ICU RN Job PositionSample Resume for ICU RN Job PositionCreate this Resume Edith Kane3665 Henry Ford AvenueTulsa, OK 74106(888)-613-1560e.kanesmail.comObjectiveLooking for an opportunity to be part of a healthcare institution with world class facilities and commendations as an ICU RN to provide professional nursing care to patients Summary of QualificationsBLS certifiedKnowledgeable in body substance isolationListening ability, coupled with passion and empathic take on case-to-case basisAbility to diagnose and analyze patient symptomsProficient in using PC applications and MS Office applicationsExperience with hospital and laboratory equipment and facilitiesProfessional ExperienceHead ICU RN, January 2007- PresentLongmont United Hospital, Longmont, CO ResponsibilitiesProvided efficient and proper nursing services.Supported, maintained and provided an environment which is supportive of quality patient care through effective use of resources and personnel. Practiced, developed and endorsed customer service skills in relationships with internal and external customers. Acted and served as the patient and family advocate with respect to the patients right to privacy. Planned and implemented patient care and teaching based on total assessment and age of the patient.Evaluated and documented patient response monitored and recognized changes in physiological and psychosocial status.ICU RN, May 2004- December 2006Gulf Coast Medical Center, Panama City, FL ResponsibilitiesExecuted and performed evaluation on patient response. Implemented ways to control costs without compromising patient safety, quality of care or the service delivered. Demonstrated and presented knowledge of the occurrence reporting ordnungsprinzip. Applied and used system to report potential patient safety issues. Attended and participated in service presentations and completed all mandatory education requirements. EducationBachelors Degree in Nursing, 2004Yale UniversityAssociate Deg ree in Nursing, 2002Yale University Customize ResumeMore Sample ResumesHockey Coach Resume Hydrogeologist Resume Hydrologist Resume ICU Nurse Resume ICU RN Resume Imagery Analyst Resume Immigration Paralegal Resume

How to reverse-engineer the career of your dreams

How to reverse-engineer the career of your dreamsHow to reverse-engineer the career of your dreamsThe great use of life is to spend it for something that will outlast it. - WilliamJamesEvery beginning should start with your end.Lets face it, we, the people of the world, are living in a results-driven culture.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreIts about the results Right?We see it in the workplace. Were reminded of it on television. Its plastered all over billboards and social media.Were fed a Be Do Have system of thinking. It all culminates in a bottom-line approach. Show me the money. What have you done for me lately? In reality, this obsession with results matters very little when juxtaposed against our lifes journey. Results dont quite measure up to the minutes and hours lived in the Be and Do states. Results take time. Theyre often goals we work toward.And work, we should, t oward our goals and dreams. Im a chief proponent of this Just know, your energy is far better spent and focused on living each moment of the day with vim, vigor and full immersion in the Be and Do activities. I also encourage you to recognize that you likely already have something great going. You just have to appreciate it for what it is.We can find happiness, fulfillment and a sense of our purpose in the world in all three stages. Where we get senfgas and suffer is when we fixate too much on the future - what we dont have. When we long for these results, that may not be what we truly want at heart, it leads to anxiety and a hollow feeling that leaves us empty and unsatisfied.Building Your FoundationResults are both objective and subjective. Some people live their lives trying to achieve particular results because they think it will make their parents, boyfriend, girlfriend or classmates proud. While those are wonderful complements and side effects, they should not be the reasonsw hyyou do what you do. The results you strive for should be for your own self-satisfaction.Look at this small graph below of Be, Do and Have. I believe for far too long, our culture has obsessed over the results. As aresult, theres little attention paid to the fine details like values, beliefs, attitude and effort. These qualities form the backbone - the foundation - of who we are We cannot possibly achieve big things in life if we bypass these important steps.We need values to help shape our behavior and outlook on life. Our values become a reflection of the way we see ourselves. We behave in accord to the way we think and the values we hold dear. Take Steve Jobs for instance. He wasnt a very religious man. But he was a man of great faith and conviction. He believed fervently in placing trust in himself - in anything - for the future, then working toward it with enthusiasm and dedication.Once you have the Do and Be down, then you reap the results. Right? Or not right? Have you b een paying attention? Let me flip the script on you.You HaveItCarve your name on hearts, not tombstones. A legacy is etched into the minds of others and the stories they share about you. - Shannon L. AlderWhat if you started living each day - leading with the Have? What I mean by this is, lets say youre an up and coming entrepreneur. You want to create a great new app that everyone is going to love. Chances are, youre already writing the code, and perhaps youve already created something to beta test. It could be awesome. But you might not think so. So you doubt. You feel you need external validation in the form of abverkauf and social media buzz.You dont. In reality, your vision of Have may be what you already have going for you. Youre on a journey thats chock full of great rides, turns and changes. Startliving in that moment. Thatisthe HaveBut what if you do some introspective searching and find that you really arent completely happy with your current state? Then start making you r future state - your Have - a reality now. You may not have the sold-out arenas or adoring fans. But start acting like you do. Start imagining exactly what the Have looks like. Paint a picture so vivid, it would make Michelangelo blush.Envision exactly what this looks like. Lead with this. Live a life that celebrates your future success. Then, start being and doing what that is. Its a philosophical and cultural paradigm shift that will change the way you live your life each day. It will propel you toward living your dream faster than you ever could have imagined.Its how you create a legacy and make the fruchtwein of each moment.This article first appeared on Medium.You might also enjoyNew neuroscience reveals 4 rituals that will make you happyStrangers know your social class in the first seven words you say, study finds10 lessons from Benjamin Franklins daily schedule that will double your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 habits of mentally strong people

Comprehensive Look at Team Building in the Workplace

Comprehensive Look at Team Building in the WorkplaceComprehensive Look at Team Building in the WorkplacePeople in every workplace talk about building the gruppe, but few understand how to create the experience of kollektivwork or how to develop an effective gruppe. Belonging to a team, in the broadest sense, is a result of feeling part of something larger than yourself. It has a lot to do with your understanding of the mission or objectives of your organization. Contribution to the Success In a team-oriented environment, you contribute to the overall success of the organization. You work with fellow members of the organization to produce these results. Even though you have a specific job function and you belong to a specific department, you are unified with other staff members to accomplish the overall objectives. Your function exists to serve the bigger picture. You need to differentiate this overall sense of teamwork from the task of developing an effective intact team that is formed to accomplish a specific goal. People confuse the two team building objectives. It is why so many team building seminars, meetings, retreats, and activities are deemed failures. Leaders failed to define the team they wanted to build. Developing an overall sense of teamwork is different from building an effective, focused team. 117 Watch Now 7 Tips for Team Builders That Are Actually Fun Types of Team Building Executives, managers, and organization staff members universally explore ways to improve geschftlicher umgang results and profitability. Many view team-based, horizontal, organization structures as the best design for involving all employees in creating geschftlicher umgang success. No matter what you call your team-based improvement effort(whether its continuous improvement, total quality, lean manufacturing, or a self-directed work team), you are striving to improve results for customers. However, few organizations are pleased with the results their team improvem ent efforts produce. If your team improvement efforts are not living up to your expectations, this self-diagnosing checklist may tell you why. Successful team building- that creates effective, focused work teams- requires attention to each of the following. 1. Clear Expectations for the Team Has executive leadership communicated its expectations clearly for the teams wertzuwachs and expected outcomes? Do team members understand why the team welches created? Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time, and money? Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention, and interest directed its way by executive leaders? 2. The Context for the Team Do team members understand why they are participating in the team? Do they understand how the strategy of using teams will help the organization attain its communicated business goals? Can team members define thei r teams importance to the accomplishment of corporate goals? Does the team understand where its work fits into the total context of the organizations goals, principles, vision, and values? 3. Team Commitment Do team members want to participate in the team? Do team members feel the team mission is important? Are members committed to accomplishing the team mission and expected outcomes? Do team members perceive their service as valuable to the organization and their careers? Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and develop on the team? Are the team members excited and challenged by the team opportunity? 4. Competence of the Team Does the team feel that it has the appropriate people participating? For example, in process improvement, is each step of the process represented on the team? Does the team feel that its members have the knowledge, skill, and capability to address the issues for which the team was f ormed? If not, does the team have access to the help it needs? Does the team feel it has the resources, strategies, and support needed to accomplish its mission? 5. Charter of the Team Has the team taken its assigned area of responsibility and designed its mission, vision, and strategies to accomplish the mission. Has the team defined and communicated its goals its anticipated outcomes and contributions its timelines and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? Does the leadership team or other coordinating group support what the team has designed? 6. Team Control Does the team have enough freedom and empowerment to obtain the ownership necessary to accomplish its charter? At the same time, do team members clearly understand their boundaries? How far are members allowed to go in pursuit of solutions? Are limitations (e.g., monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework? Are the teams reporting relationship and accountability understood by all members of the organization? Has the organization defined the teams authority to make recommendations? To implement the plan? Is there a defined review process, so both the team and the organization are consistently aligned with both direction and purpose? Do team members hold each other accountable for project timelines, commitments, and results? Does the organization have a plan to increase opportunities for self-management among organization members? 7. Team Collaboration Does the team understand the team and group process? Do members understand the stages of group development? Are the team members working together effectively interpersonally? Do all team members understand the roles and responsibilities of team members, team leaders, and team recorders? Can the team approach problem solving, process improvement, goal setting, and measurement jointly? Do team members coo perate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution, consensus decision making, and meeting management? Is the team using an appropriate strategy to accomplish its action plan? 8. Team Communication Are the team members clear about the priority of their tasks? Is there an established method for the teams to give feedback and receive honest performance feedback? Does the organization provide important business information regularly? Do the teams understand the complete context of their existence? Do team members communicate clearly and honestly with each other? Do team members bring diverse opinions to the table? Are necessary conflicts raised and addressed? 9.Creative Innovation Is the organization really interested in change? Does it value creative thinking, unique solutions, and new ideas? Does it reward people who take reasonable risks to make improvements? Or does the company reward the peop le who fit in and maintain the status quo? Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking? 10. Team Consequences Do team members feel responsible and accountable for team achievements? Are rewards and recognition supplied when teams are successful? Is reasonable risk respected and encouraged in the organization? Do team members fear reprisal? Do team members spend their time finger-pointing rather than resolving problems? Is the organization designing reward systems that recognize both team and individual performance? Is the organization planning to share gains and increased profitability with the team and individual contributors? Can contributors see their impact on increased organization success? 11. Coordination of the Team Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success? Have priorities and resource allocation been planned across depart ments? Do teams understand the concept of the internal customer (i.e., anyone to whom they provide a product or a service?) Are cross-functional and multi-department teams common and working together effectively? Is the organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking? 12. Team Culture Change Does the organization recognize that the team-based, collaborative, empowering, enabling theorganizational culture of the future is different than the traditional, hierarchical organization it may currently be? Is the organization planning to, or in the process of, changing how it rewards, appraises, hires, develops, motivates, and manages the people it employs? Does the organization plan to use failures for learning and support reasonable risk? Does the organization recognize that the more it can change its climate to support teams, the more it will receive in payback from the work of the teams?