Article: Go to Hotmail at http://www.hotmail.com.  There is a down arrow next to that. Click on the down arrow. Click the red box that says "People". At the top of this page there's a plus sign in a circle, and the word "New". Click on this. " When done, click "Save" at the bottom.
Question: What is a summary of what this article is about?
Open your web browser. Click "New". Look at the upper left of the screen where it says the word "Outlook". A new page opens with a bunch of categories. Another new page opens. Now a page (within the page) opens that says "Add new contact. Type in your contact's information.

Problem: Article: . As soon as you make your doctor's appointment, take out your phone and put it in the calendar. Most phones will allow you to set up an alarm reminding you that your appointment is coming up--five minutes, an hour, even a day or a week ahead of time. They key is to set the reminder the moment you make the appointment (or learn someone's birthday). You can set up recurring reminders, too. So if you have to pick up your little sister after tennis practice every Tuesday, you can set up a reminder that will go off every week. Have you ever heard of someone tying a piece of string around their finger so they won't forget something? The idea is that the string around their finger is so odd that it will remind the person of what they are trying to remember. You can make associations in all kinds of ways--the more out of the ordinary, the better. If you need to do something on your computer, place something unusual on the keyboard (like a toy boat or banana) so you remember you're going online to pay your bills, not to look at cute cat pictures. If you are going into the bedroom to get your medication, quietly chant "medication" to yourself as you head toward the bedroom. Repeating the thought or idea keeps it active in your short-term memory (which normally holds information for only 10-15 seconds). This will help you avoid the problem of walking into a room and then wondering, "now, why did I come in here?"  The more you access a thought or "use" it, more likely it will end up in your long-term memory, which can store information indefinitely.  Singing about your task can also help you remember. Pick a simple tune like "Twinkle, Twinkle" or one of your favorite songs, and sing about how you're going to take your medication. Always forgetting your wallet? Write "WALLET" on a sticky note and place it square in the middle of your door. Try this method when you need to accomplish something on your computer--the distractions on a computer are so numerous, it's easy to get side-tracked. Put the sticky note on your computer screen, and then move it to the edge as a reminder to stay on-task.
Summary: Set a reminder in your smart phone Create an unusual association. Repeat yourself. Write yourself a sticky note and place it somewhere obvious.

INPUT ARTICLE: Article: It is common behavioral interview practice for the recruiters to ask follow-up questions that explore the situation in more detail. The recruiters want to use the example as a stepping-off point for understanding the way that you work. Thus: make sure that you've used an example that you can talk about in greater detail.  The recruiter might say, "Tell me why you did that," or "Can you explain what was going through your head at that moment?" Follow-up questions might ask you to explain the long-term consequences of your example action. You may wind up explaining much more about the role in which the example took place. Prepare complete and actual examples of behaviors that you know relate to the position. The follow-up questions will request you to explain the situation in great detail. Indeed, they are designed to root out answers that have been fabricated. If you haven't thought your answer through, then the recruiters may dismiss the example as a fake. Own your successes and your failures. Even if the example that you used was a great "success" from your professional career, the follow-up questions might prompt you to explain other similar situations in which you were not so successful. Try to own your mistakes and frame them as learning experiences. Show that you can handle both good and bad situations in a mature way.

SUMMARY: Be ready for further probing. Do not make up fake examples. Answer honestly.

This may be clearly outlined in your company policy, or you may have to determine it based on comparisons of other employees in similar working positions. Keep in mind that if your employee is covered by one of the laws discussed in Part 1, you may have to adjust accordingly. If the absent employee has demonstrated that he missed work because of a recurrent health problem, a disability, a death in the family, or jury duty, and particularly, and if he has provided documentation, such as a doctor's note or note from the court, then the employee has a legitimate reason.  In this case, it is unlikely that you will need to take any disciplinary action. However, you can ask the employer to provide notice of when and how often he or she will need to take off work if, for example, the absences are related to a health problem. While it is not appropriate to ask for information or details about any diagnosis, it is fair to ask for documentation from the doctor so that you can plan around the needs of the employee.  Be aware that what constitutes a legitimate excuse may be different in different situations. Take each reason on a case-by-case basis. If your employee has an explanation that you believe, and evidence to back it up, then give them the benefit of the doubt. You don't want your employee to feel as though he is distrusted and constantly needs to defend himself, as this can result in stress and dissatisfaction for the employee. If your employee does not have good explanations or evidence for his absence, continue with steps to address the issue. Take some time to review the employee's performance and attendance history. If the employee has been with the company for several years and has been a stellar employee in terms of performance and attendance, then a new pattern of absence likely has a legitimate reason, or could indicate that the employee is no longer happy in his job.
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One-sentence summary --
Determine whether or not an employee has a pattern of absenteeism. Find out whether the absences were legitimate. Review past attendance records.