Write an article based on this "Identify your target audience. Review any requirements that your description must meet. Make a list of your accomplishments. Create a bank of keywords if you're writing a professional bio. Jot down relevant hobbies and interests, if necessary."
article: Think about why you need your short bio. Is it for a personal website, work profile, or fellowship application? Knowing who will read your description can help you figure out how to achieve the right overall tone. Check any guidelines for the bio provided by your (potential) employer, publication, or other organization. When in doubt, find out if there's a contact person, and ask any questions you may have about specific requirements. For instance, a job application, author bio, or company directory listing may call for 100 to 300 words. Your bio might need to be longer for a grant proposal or bio for your professional website. In addition to length, your description may need to follow a set order, such as name and title, education history, research focus, and achievements. Short bios typically list your most important awards and accomplishments. Write down your academic degrees, awards, and professional achievements, such as major work project, publications, or certifications. Depending on the nature of your description, list personal accomplishments, too, such as running marathons or visiting every state capitol building. Examples of professional accomplishments include "Revamped purchasing protocols to cut the company's costs by 20%" or "Recognized as the company's top-grossing salesperson for fiscal year 2017." Avoid simply writing a list of personal characteristics, like "enthusiastic" or "hardworking." Focus on including specific skills, awards, and achievements that make you unique. Incorporate skills specific to your industry or discipline into your bio, such as "inventory management," "network security," or "research design." To come up with keywords, check job descriptions for positions you've held or are applying to, as well as entries on your resume or CV. Industry-specific keywords are especially important for online job profiles and resume summaries. Employers and recruiters use search engines and software to scan profiles and resumes for keywords related to a job posting. If you're writing a blurb on your website, a social media page, or a non-academic publication, make another list of personal details, hobbies, and interests. Including your interests and hobbies paints a more comprehensive picture of who you are outside of work. In a personal blurb, you might mention that you love your miniature schnauzers, brag about your kids, or add that you have a passion for raising pitcher plants.

Write an article based on this "Conduct your own investigation. Ask to speak in private. Address the issue directly. Let the employee respond. Communicate company policies. Offer guidance. Keep a record."
article: Before you bring any disciplinary action against an employee at any stage of progressive discipline, it's important that you review the evidence against the employee. Ask yourself who is actually at fault in the situation. It's possible that the situation is more complex than you initially thought. Consider whether the employee had full control over his performance--for example, did the employee fully understand the roles and assignments of his position? It's imperative that you keep any disciplinary discussions private from the rest of your employees. This is to protect your employee's privacy and reputation within the workplace. Be firm and clear, yet approachable in your request. Say something like, "When you're finished with the task you're working on, I need to speak with you in my office, please." Don't beat around the bush when you're bringing up improper or unsatisfactory performance. When addressing an employee's performance, be clear on what the problem is, but deliver that information in a way that shows the employee that you or another supervisor have observed this behavior and are concerned. Say something like, "I've noticed that you've been missing a lot of work lately," or "It's come to my attention that you haven't been meeting your quotas on time." Even though you should have conducted your own investigation before meeting with the employee, it's possible that there are still some circumstances you were not aware of. In fact, many supervisors who give their employees the chance to explain unsatisfactory behavior often find that there is no need for disciplinary action of any kind. Give the employee a chance to process what you've communicated to him and let him respond with any insight he may have on the issue. Engage in a conversation. Keep yourself open to what he has to say. His input should not be a mere formality. Instead, consider the employee's response an important part of your investigation. Ask the employee to respond to the issue at hand before any mention of disciplinary action comes up. You do not want the employee to feel he's being disciplined before you've heard his side of the story. The best way to do this is to state the problem bluntly, then politely ask for the employee's feedback on the issue. Make the employee feel like he's part of a discussion on the issue, rather than being necessarily blamed for the problem. Listen actively and attentively, then re-evaluate the situation and the problematic behavior in light of what has been said. You may find that the employee hasn't done anything wrong, or that his behavior had a reasonable excuse, or you may find that nothing has changed. But the key is listening. If you still believe the employee is at fault after listening to his version of events, you'll need to spell out why that behavior or performance was unsatisfactory. If the employee is to blame for the problem, contrast his behavior with any conflicting rules in place within the office. That way you will have made it clear to the employee that there is a problem, you'll have spelled out why it's a problem, and you will have provided him with the company's desired outcome or behavior for future situations. This is the most important part of the disciplinary process. It's not enough to point out bad behavior to an employee if you're not offering some alternative behavioral goals to work towards. Whether the employee was unclear on company policies or simply had a lapse of judgment, offer him ways to constructively avoid similar problems moving forward. If an employee is having problems interacting with other coworkers, you may recommend that a representative from human resources sits down with the employee to coach him on how to interact more professionally with other workers. If an employee is not meeting deadlines or quotas, ask him why, and offer realistic solutions. Work with him to figure out a way he can meet those deadlines or quotas. It's important to maintain a detailed log of any and all disciplinary discussions you've had with employees. This can help you recall previous conversations, and can also help you track an employee's progress. It also may be helpful to have in the event that an employee brings allegations of a wrongful termination down the line.

Write an article based on this "Take tanks for recreational activities to a filling station. Hire an oxygen company to deliver refills. Buy a new gas canister if yours cannot be refilled."
article:
Do not attempt to refill a compressed canister on your own. Take it to a filling station where a trained professional can fill it for you. Gas canisters can explode or leak if they are filled improperly. If you are using a canister for diving, check out your local diving shop or school. These usually keep a technician on hand to refill diving cylinders. Look for hiking or nature shops near high altitude mountains if you need tanks for mountaineering. If you are using oxygen for home therapy, search for a company that delivers refilled oxygen tanks to your home. Schedule these deliveries on a weekly or monthly basis. When you first start oxygen therapy, your doctor will likely suggest an oxygen company. If they do not, call them and ask for a referral. Some insurance companies may require you to use a certain oxygen provider. Call your insurance agent to learn what your options are. Not all compressed gas canisters can be filled more than once. These canisters can leak or explode if refilled. In these cases, buy a new canister of oxygen from an oxygen supplier instead of trying to refill it. Look at the label on the top of the canister or in the manufacturer's manual to see if you can refill your canister or not. Refillable gas canisters will often be made of steel or aluminum. Their walls will be 14 inch (0.64cm) thick or thicker.