Mark Bidinger has provided his resume and self-administered interview guide for a job application. He completed a Bachelor's and MBA degree from the University of Toledo, where he maintained a 3.75 GPA and was on the Dean's list. His previous work experience includes general manager roles at McNichols Company and Elkay, where he increased sales, profits, and developed leadership talent. For McNichols, he grew sales 16% and profit 26% through targeted strategies. For Elkay in Asia, he turned the business from losing money daily to being cash positive in 60 days by addressing pricing and replacing unprofitable customers. He believes his strengths are leadership, coaching, and ability to
BridgeKnowle Conference - Managing Training & Development WorkshopKenny Ong
The document discusses various topics related to training and development functions, including:
- The importance of training functions in human resource development.
- Managing expectations for training workshops.
- How training used to be conducted versus modern approaches focused on innovation, market leadership, and competitive differentiation.
- Different business models like McDonald's and their focus on customers.
- Aligning training with business strategies, market disciplines, and key performance indicators.
- Common problems with training and development as well as mistakes made.
- The role of training officers/managers in supporting companies, employees, and leaders.
(BridgeKnowle) Year End Checklist for HR - Main SlidesKenny Ong
This document contains information related to managing year-end HR matters and talent management. It discusses segmenting talent into different groups based on performance and potential. It also covers topics like performance appraisals, identifying potential, salary considerations including paying for job, performance, service, and using compa ratios. Other areas touched on include dealing with talent scarcity, aligning HR philosophy with the organization, and developing results-driven job descriptions.
The document discusses the business case for strategic talent onboarding. It argues that effective onboarding leads to improved business outcomes like faster time to productivity for new hires, higher employee retention rates, and decreased costs from reducing attrition. Specifically, it notes that strategic onboarding that treats the process as ongoing rather than an event and leverages an organization's employment brand can help accelerate productivity, increase retention in the first year, and improve overall business results.
Enhancing Performance Planning And Review for Business and Talent ManagementKenny Ong
The document discusses performance management and reviews at CNI Holdings Berhad, a Malaysian company with various business lines. It outlines complaints about traditional performance appraisal systems, such as bias and lack of follow-up. It then discusses developing a more effective system focused on objectives, key results areas, competencies and regular feedback. The document provides examples of setting SMART targets and developing lagging and leading key performance indicators.
This document provides guidance on creating an effective resume for applying to jobs at McKinsey, a large management consulting firm. It recommends including sections on personal information, education, professional experience, extracurricular activities, and additional skills. For each section, it provides examples of the type of information to include and how to structure it. It emphasizes highlighting achievements, results, and skills relevant to consulting like problem-solving and leadership. It also stresses using keywords from the job description that recruiters will be searching for. The goal is to concisely present your qualifications and fit for the role in the most effective way possible to get through the initial screening process.
things to consider in on boarding new employees in the organization. It includes the points to be considered while on
boarding of new employees.What best practices HR can adopt for memorable experience for new employees.
Today, only 15% of companies extend their onboarding process beyond 6 months, but 90% of companies believe employees make the decision to stay in their first 12 months. Using this guide, create an effective onboarding strategy that combines tactics with appreciation. You'll find within a 30, 60 and 90 day checklist, as well as, a full onboarding program that extends the onboarding experience to a year.
4 Critical Elements of Your Onboarding ProcessUrbanBound
Onboarding is a critical element to a company's hiring process. Learn about how you can improve your procedures and make sure you're setting yourself up for the best retention percentages possible. (Check out our eBook for more in depth information: http://resources.urbanbound.com/4-missing-elements-of-your-onboarding-process)
BridgeKnowle Conference - Managing Training & Development WorkshopKenny Ong
The document discusses various topics related to training and development functions, including:
- The importance of training functions in human resource development.
- Managing expectations for training workshops.
- How training used to be conducted versus modern approaches focused on innovation, market leadership, and competitive differentiation.
- Different business models like McDonald's and their focus on customers.
- Aligning training with business strategies, market disciplines, and key performance indicators.
- Common problems with training and development as well as mistakes made.
- The role of training officers/managers in supporting companies, employees, and leaders.
(BridgeKnowle) Year End Checklist for HR - Main SlidesKenny Ong
This document contains information related to managing year-end HR matters and talent management. It discusses segmenting talent into different groups based on performance and potential. It also covers topics like performance appraisals, identifying potential, salary considerations including paying for job, performance, service, and using compa ratios. Other areas touched on include dealing with talent scarcity, aligning HR philosophy with the organization, and developing results-driven job descriptions.
The document discusses the business case for strategic talent onboarding. It argues that effective onboarding leads to improved business outcomes like faster time to productivity for new hires, higher employee retention rates, and decreased costs from reducing attrition. Specifically, it notes that strategic onboarding that treats the process as ongoing rather than an event and leverages an organization's employment brand can help accelerate productivity, increase retention in the first year, and improve overall business results.
Enhancing Performance Planning And Review for Business and Talent ManagementKenny Ong
The document discusses performance management and reviews at CNI Holdings Berhad, a Malaysian company with various business lines. It outlines complaints about traditional performance appraisal systems, such as bias and lack of follow-up. It then discusses developing a more effective system focused on objectives, key results areas, competencies and regular feedback. The document provides examples of setting SMART targets and developing lagging and leading key performance indicators.
This document provides guidance on creating an effective resume for applying to jobs at McKinsey, a large management consulting firm. It recommends including sections on personal information, education, professional experience, extracurricular activities, and additional skills. For each section, it provides examples of the type of information to include and how to structure it. It emphasizes highlighting achievements, results, and skills relevant to consulting like problem-solving and leadership. It also stresses using keywords from the job description that recruiters will be searching for. The goal is to concisely present your qualifications and fit for the role in the most effective way possible to get through the initial screening process.
things to consider in on boarding new employees in the organization. It includes the points to be considered while on
boarding of new employees.What best practices HR can adopt for memorable experience for new employees.
Today, only 15% of companies extend their onboarding process beyond 6 months, but 90% of companies believe employees make the decision to stay in their first 12 months. Using this guide, create an effective onboarding strategy that combines tactics with appreciation. You'll find within a 30, 60 and 90 day checklist, as well as, a full onboarding program that extends the onboarding experience to a year.
4 Critical Elements of Your Onboarding ProcessUrbanBound
Onboarding is a critical element to a company's hiring process. Learn about how you can improve your procedures and make sure you're setting yourself up for the best retention percentages possible. (Check out our eBook for more in depth information: http://resources.urbanbound.com/4-missing-elements-of-your-onboarding-process)
Bco226 sales & purchasing management case & rubrics thoney690131
This document provides instructions for a case study assignment on sales and purchasing management. Students must answer 6 questions based on a case about MicroEar, a company that produces custom hearing aids. The report should be 1,500 words and follow Harvard referencing style. It will be worth 20% of the student's grade and assess their understanding of sales management functions, sales relationships, and selling processes.
This document provides an agenda for a résumé coaching workshop. The workshop covers introductions, why résumés still matter in today's job market, how the hiring process has changed, tips for an effective cover letter, and a sample résumé review exercise. The agenda emphasizes that résumés must be tailored to target specific jobs and avoid screening tools, and that cover letters are an important part of the application package.
The document discusses strategies for engaging new employees beyond onboarding. It emphasizes creating an experienced-based and new employee-centric approach focused on immersion and learning. Key aspects include assigning workspaces and preparing a productive environment before the employee's start date. During immersion and learning, orientation provides information on the department, role, and company culture. Engagement of new employees is critical and driven by factors like meaningful work, leadership commitment, and relationships with managers and mentors. The manager plays a central role in engaging employees and building commitment through orientation, feedback, and networking opportunities. The goal is to shorten time to contribution and make integration an exciting experience.
This document provides background information on Tanglewood Stores, a chain of 243 general retail stores. It details the company's origins, mission, expansion strategy, and current concerns. Tanglewood was founded in 1975 by friends Tanner Emerson and Thurston Wood, who financed the first store themselves. The company has rapidly expanded through acquisitions of other stores but now aims to consolidate its culture and HR practices. It faces increased competition from expanding retailers like Kohl's and Target. Tanglewood has brought in HR consultants to help centralize practices and ensure its workforce carries on its philosophy as it continues growing.
Top 8 solutions consultant resume samplesroddaniel62
The document provides information about resume samples, templates, and other career resources for solutions consultants. It lists resume formats including chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. It also provides links to interview questions, tips, cover letter samples, and other materials to assist with the job search process for solutions consultant roles.
Top 8 sustainability consultant resume sampleslucarsanchez9
This document provides information about resume formats and samples for sustainability consultants, including links to additional resources. It discusses 8 resume formats - chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. For each format, it provides a brief description of what it is and who should use it. It also includes examples of chronological and functional resume samples. The document concludes with additional useful materials for sustainability consultant interviews that are available through the resume123.org website.
Top 8 principal consultant resume samplesfumarichsi
The document provides information about resume samples, templates, and other career resources for principal consultants. It includes links to resume examples, cover letter samples, interview questions and answers, job interview guides, and other materials on the resume123.org website. The resources provided are intended to help principal consultants develop and improve their resumes, cover letters, and interviewing skills.
The document outlines 5 secrets for successful leadership hires: 1) Take stock of business goals and capabilities before hiring; 2) Hire leaders that fit well with the existing team; 3) Collaborate on a transition plan to get new leaders up to speed; 4) Put in place key performance indicators to support and evaluate the new hire; 5) Focus on the long-term impact of the new leader rather than short-term timelines. Ford Hastings recommends workshops and working with experienced consultants to implement this framework.
(BridgeKnowle) Year End Checklist for HR - Companion WorkBookKenny Ong
This document provides an overview of human resource policies and procedures for ABC Company, including information about career development, roles and responsibilities, compensation and benefits. It outlines the company's vision to build an organization with highly committed and competent employees. HR practices aim to add value to the company through productive performance and a lean, adaptable structure. The guide discusses career stages and how employees can advance within competency levels from executive to seasoned professional. It also defines key results and accountability for different roles.
The document provides guidance on improving the quality of internships offered through AIESEC's Global Internship Program (GIP). It outlines key issues with job descriptions and clarity that can arise, such as job duties differing from what was agreed upon or inconsistent salary payments. The role of sending and hosting partners in ensuring accurate job descriptions, clear expectations around supervision, training, workload and compensation is emphasized. A checklist is proposed to standardize the process of reviewing job descriptions and setting expectations at the start of each internship realization.
Afterhire is a powerful employee onboarding software that helps you automate * ANY * onboarding process regardless of how complex it is.
Using the workflow builder, you can stitch together an onboarding flow that meets your business needs.
The embedded form builder allows you to capture custom fields that your business works and helps you create dynamic online forms that can be used at any point of the process.
Tools like email templates and user permissions help you setup the right experience for all your incoming new hires and employees.
Employee onboarding is crucial as it directly correlates with employee retention, happiness and productivity. Afterhire can set your HR free by automating the manual coordination process and empower them with a clean dashboard showing how every new hire is progressing with their onboarding.
Operational Excellence and Organisational Mission Vision and ValuesTB DANIŞMANLIK
This document provides an overview of operational excellence and how it relates to organizational values, strategy, vision, and mission. It is part of an educational series from Simple and Pragmatic Consultancy that aims to explain operational excellence in simple terms. The document discusses how defining an organization's reason for existence, identity, and goals can help align improvement efforts. It also covers assessing the current state using tools like SWOT analysis to identify areas for improvement and defining a future vision. The next steps involve determining how to achieve this vision through operational excellence and innovation programs and principles.
1) The document discusses how to effectively onboard new hires through a multi-module workshop that defines onboarding, outlines its benefits, and provides tools for implementation.
2) Key points include that onboarding is an ongoing process that helps new employees integrate, acquire skills, and embody the organizational culture, while orientation provides administrative information over a short period.
3) Benefits of onboarding include increased retention, engagement, and productivity as new employees feel connected and equipped to perform their roles within the first few months.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
This document discusses recruitment strategies and methods for Tanglewood, a retail company. It provides details on recruitment budgets and the relevant labor markets for different regions. It analyzes the most effective recruitment methods for each region based on metrics like applicant numbers, hiring rates, retention rates, and costs. These include employee referrals, staffing agencies, kiosks, job services, and media advertising. The document also discusses advantages and disadvantages of different recruitment approaches and the importance of setting realistic recruitment policies.
Chern's is facing stiff competition in attracting top talent. The consultant recommends developing formal strategies around talent philosophy, HR strategy, and staffing strategy. An analysis of Chern's hiring process found evidence of unintended discrimination against Hispanics and Blacks that could be addressed through education on bias, affirmative action plans, and ensuring fair promotion processes. A transition analysis predicts Chern's flagship store will have a 36% deficit in full-time sales associates that will need to be addressed in staffing plans.
Onboarding - Make It More Effective Through MentoringStephen Grindrod
In this presentation, our goal is to help further build your business case for mentoring to support onboarding and help you start planning a mentoring program for your new hires.
Investing in new hire orientation programs increases the new hires’ confidence in their decision to join a company and will motivate them to produce their best work immediately. It also increases their chances of continuing with a company in the long run as it infuses a sense of belonging. So, does investing in such programs really help the companies in retaining the new employees and improving their performance?
Tanglewood Stores was founded in 1975 and has grown to 243 stores across the US. It focuses on quality merchandise and good customer service. As it looks to expand, it wants to centralize and improve its staffing strategy and human resource practices, which currently differ across its 20 regions. Key recommendations include acquiring talent for new stores but developing talent internally, focusing on a core workforce to maintain culture, and prioritizing retaining rather than hiring employees. Staff should demonstrate a general rather than specific set of skills and have exceptional rather than acceptable quality to support Tanglewood's values of valuing employees.
Bco226 sales & purchasing management case & rubrics thoney690131
This document provides instructions for a case study assignment on sales and purchasing management. Students must answer 6 questions based on a case about MicroEar, a company that produces custom hearing aids. The report should be 1,500 words and follow Harvard referencing style. It will be worth 20% of the student's grade and assess their understanding of sales management functions, sales relationships, and selling processes.
This document provides an agenda for a résumé coaching workshop. The workshop covers introductions, why résumés still matter in today's job market, how the hiring process has changed, tips for an effective cover letter, and a sample résumé review exercise. The agenda emphasizes that résumés must be tailored to target specific jobs and avoid screening tools, and that cover letters are an important part of the application package.
The document discusses strategies for engaging new employees beyond onboarding. It emphasizes creating an experienced-based and new employee-centric approach focused on immersion and learning. Key aspects include assigning workspaces and preparing a productive environment before the employee's start date. During immersion and learning, orientation provides information on the department, role, and company culture. Engagement of new employees is critical and driven by factors like meaningful work, leadership commitment, and relationships with managers and mentors. The manager plays a central role in engaging employees and building commitment through orientation, feedback, and networking opportunities. The goal is to shorten time to contribution and make integration an exciting experience.
This document provides background information on Tanglewood Stores, a chain of 243 general retail stores. It details the company's origins, mission, expansion strategy, and current concerns. Tanglewood was founded in 1975 by friends Tanner Emerson and Thurston Wood, who financed the first store themselves. The company has rapidly expanded through acquisitions of other stores but now aims to consolidate its culture and HR practices. It faces increased competition from expanding retailers like Kohl's and Target. Tanglewood has brought in HR consultants to help centralize practices and ensure its workforce carries on its philosophy as it continues growing.
Top 8 solutions consultant resume samplesroddaniel62
The document provides information about resume samples, templates, and other career resources for solutions consultants. It lists resume formats including chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. It also provides links to interview questions, tips, cover letter samples, and other materials to assist with the job search process for solutions consultant roles.
Top 8 sustainability consultant resume sampleslucarsanchez9
This document provides information about resume formats and samples for sustainability consultants, including links to additional resources. It discusses 8 resume formats - chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. For each format, it provides a brief description of what it is and who should use it. It also includes examples of chronological and functional resume samples. The document concludes with additional useful materials for sustainability consultant interviews that are available through the resume123.org website.
Top 8 principal consultant resume samplesfumarichsi
The document provides information about resume samples, templates, and other career resources for principal consultants. It includes links to resume examples, cover letter samples, interview questions and answers, job interview guides, and other materials on the resume123.org website. The resources provided are intended to help principal consultants develop and improve their resumes, cover letters, and interviewing skills.
The document outlines 5 secrets for successful leadership hires: 1) Take stock of business goals and capabilities before hiring; 2) Hire leaders that fit well with the existing team; 3) Collaborate on a transition plan to get new leaders up to speed; 4) Put in place key performance indicators to support and evaluate the new hire; 5) Focus on the long-term impact of the new leader rather than short-term timelines. Ford Hastings recommends workshops and working with experienced consultants to implement this framework.
(BridgeKnowle) Year End Checklist for HR - Companion WorkBookKenny Ong
This document provides an overview of human resource policies and procedures for ABC Company, including information about career development, roles and responsibilities, compensation and benefits. It outlines the company's vision to build an organization with highly committed and competent employees. HR practices aim to add value to the company through productive performance and a lean, adaptable structure. The guide discusses career stages and how employees can advance within competency levels from executive to seasoned professional. It also defines key results and accountability for different roles.
The document provides guidance on improving the quality of internships offered through AIESEC's Global Internship Program (GIP). It outlines key issues with job descriptions and clarity that can arise, such as job duties differing from what was agreed upon or inconsistent salary payments. The role of sending and hosting partners in ensuring accurate job descriptions, clear expectations around supervision, training, workload and compensation is emphasized. A checklist is proposed to standardize the process of reviewing job descriptions and setting expectations at the start of each internship realization.
Afterhire is a powerful employee onboarding software that helps you automate * ANY * onboarding process regardless of how complex it is.
Using the workflow builder, you can stitch together an onboarding flow that meets your business needs.
The embedded form builder allows you to capture custom fields that your business works and helps you create dynamic online forms that can be used at any point of the process.
Tools like email templates and user permissions help you setup the right experience for all your incoming new hires and employees.
Employee onboarding is crucial as it directly correlates with employee retention, happiness and productivity. Afterhire can set your HR free by automating the manual coordination process and empower them with a clean dashboard showing how every new hire is progressing with their onboarding.
Operational Excellence and Organisational Mission Vision and ValuesTB DANIŞMANLIK
This document provides an overview of operational excellence and how it relates to organizational values, strategy, vision, and mission. It is part of an educational series from Simple and Pragmatic Consultancy that aims to explain operational excellence in simple terms. The document discusses how defining an organization's reason for existence, identity, and goals can help align improvement efforts. It also covers assessing the current state using tools like SWOT analysis to identify areas for improvement and defining a future vision. The next steps involve determining how to achieve this vision through operational excellence and innovation programs and principles.
1) The document discusses how to effectively onboard new hires through a multi-module workshop that defines onboarding, outlines its benefits, and provides tools for implementation.
2) Key points include that onboarding is an ongoing process that helps new employees integrate, acquire skills, and embody the organizational culture, while orientation provides administrative information over a short period.
3) Benefits of onboarding include increased retention, engagement, and productivity as new employees feel connected and equipped to perform their roles within the first few months.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
This document discusses recruitment strategies and methods for Tanglewood, a retail company. It provides details on recruitment budgets and the relevant labor markets for different regions. It analyzes the most effective recruitment methods for each region based on metrics like applicant numbers, hiring rates, retention rates, and costs. These include employee referrals, staffing agencies, kiosks, job services, and media advertising. The document also discusses advantages and disadvantages of different recruitment approaches and the importance of setting realistic recruitment policies.
Chern's is facing stiff competition in attracting top talent. The consultant recommends developing formal strategies around talent philosophy, HR strategy, and staffing strategy. An analysis of Chern's hiring process found evidence of unintended discrimination against Hispanics and Blacks that could be addressed through education on bias, affirmative action plans, and ensuring fair promotion processes. A transition analysis predicts Chern's flagship store will have a 36% deficit in full-time sales associates that will need to be addressed in staffing plans.
Onboarding - Make It More Effective Through MentoringStephen Grindrod
In this presentation, our goal is to help further build your business case for mentoring to support onboarding and help you start planning a mentoring program for your new hires.
Investing in new hire orientation programs increases the new hires’ confidence in their decision to join a company and will motivate them to produce their best work immediately. It also increases their chances of continuing with a company in the long run as it infuses a sense of belonging. So, does investing in such programs really help the companies in retaining the new employees and improving their performance?
Tanglewood Stores was founded in 1975 and has grown to 243 stores across the US. It focuses on quality merchandise and good customer service. As it looks to expand, it wants to centralize and improve its staffing strategy and human resource practices, which currently differ across its 20 regions. Key recommendations include acquiring talent for new stores but developing talent internally, focusing on a core workforce to maintain culture, and prioritizing retaining rather than hiring employees. Staff should demonstrate a general rather than specific set of skills and have exceptional rather than acceptable quality to support Tanglewood's values of valuing employees.
The document discusses the problems caused by metal theft from electrical distribution networks, including safety risks, operational costs, and indirect costs. It introduces CuTS®, a system that monitors infrastructure for changes like cutting or removal to quickly detect theft and minimize safety and service risks. CuTS® uses sensing circuits and filters to detect minor inductance changes in monitored infrastructure. It can be installed in substations with cellular communication to alert utilities of theft events.
El documento presenta definiciones de varios términos relacionados con la infección y la inmunidad. Explica que un huésped es un organismo que alberga a otro y distingue entre huésped primario y secundario. Define infección, infectividad, patogenicidad e infección inaparente. También explica conceptos como virulencia, fuente de infección, periodo de incubación, periodo de lactancia, periodo transmisible, vector, susceptible y resistencia. Por último, distingue entre inmunidad innata y adaptativa.
Distripronavit es una compañía colombiana fundada en 2003 que se dedica a la distribución y comercialización de productos naturales, vitaminas, minerales y suplementos alimenticios. La compañía busca expandirse a nivel nacional ofreciendo sus productos a través de franquicias, ventas por catálogo y otros canales. Distripronavit aspira a ser líder en el mercado colombiano de productos naturales para el 2017.
Inteligenicia emocional y memoria de largo plazoCedemInacap
Encierre la primera letra de un concepto en un círculo y encuentre 7 palabras positivas que comiencen con esa letra para visualizar soluciones alternativas. Este ejercicio busca desarrollar la inteligencia emocional y la memoria a largo plazo.
El documento presenta una serie de instrucciones breves para actividades de desarrollo infantil temprano como identificar sonidos, señalar objetos incorrectos, comparar cantidades y reconocer la derecha.
El documento describe los principios clave de un excelente servicio al cliente, incluyendo la importancia de tener empleados capacitados y satisfechos, brindar un trato personalizado a los clientes, y siempre buscar satisfacer o superar sus expectativas para fidelizarlos y generar recomendaciones. También enfatiza la necesidad de desarrollar habilidades de comunicación como escuchar activamente, hacer preguntas y mostrar empatía.
Este documento describe los principales soportes de contabilidad utilizados para registrar las operaciones comerciales de una empresa, como recibos de caja, facturas de venta, comprobantes de egreso, letras de cambio, pagarés, notas de débito y crédito. También explica conceptos como el sistema de inventarios, la tarjeta Kardex, la nómina y su liquidación y contabilización.
Émile Durkheim foi um sociólogo francês considerado o fundador da sociologia moderna. Ele se interessou inicialmente por filosofia e estudou na École Normale Supérieure em Paris. Durkheim desenvolveu teorias fundamentais como a existência de uma "consciência coletiva" e os conceitos de solidariedade mecânica e orgânica para analisar sistemas sociais. Suas principais obras incluem A Divisão do Trabalho Social e O Suicídio. Durkheim faleceu em Paris em 1917.
NirOfir fue cofundador de blogTV.com y creador de blogDay.org. Desde 2001, Nir inició y supervisó la creación de las principales plataformas de contenido generado por usuarios e Internet móvil en Israel, que condujeron al desarrollo de decenas de proyectos comunitarios y de UGC con las principales marcas y operadores de telefonía móvil del país. En 2005, Nir inició blogDay.org, un día dedicado a promover blogs y bloggers y celebrar los medios sociales.
Un profesional en gestión de proyectos organiza y administra proyectos con disciplina utilizando metodologías establecidas. Gestiona los recursos, objetivos, cronograma e información para dirigir el proyecto a través de las fases inicial, intermedia y final. Evalúa factores como costo, alcance, tiempo, calidad, riesgo e influencia de las partes interesadas.
This document provides information about an upcoming conference on increasing customer satisfaction, including details about speakers, sessions, workshops, and registration. Some of the key points summarized are:
- The conference will provide strategies and lessons from industry leaders on driving revenue, achieving competitive advantages, and maintaining cost-effective customer experiences.
- Sessions and workshops will address topics like capturing customer insights, developing strategies for economic downturns, creating a unified culture for exceptional service, and leveraging tools and technology to enhance customer and agent satisfaction.
- Speakers include CEOs and executives from companies like GE, Disney, United Stationers Supply Co., and more who will share their experiences leading call centers and focusing on customer experience.
International Business WorkEach quiz needs to be answered .docxLaticiaGrissomzz
International Business Work
Each quiz needs to be answered in a four-page minimum APA style research paper. Title page and references page are not included in page count. Don’t worry about adding this page after the title page which is stated in the lower instruction. However, please restate each question in the paper before answering it.
Please answer each question thoroughly. Research must be done where applicable. Your grade is contingent upon the in-depthness of the responses given. The minimum/maximum length of this paper is four pages.
Quiz 1
1. Explain the impact of the recent hurricane/disasters to the import export system.
2. You have a manufacturer company that produces tennis shoes (XY2 Company). You have decided that you would like to market your product to Indonesia. Determine the differences in attitude, values, and norms: relationship with the U.S, regarding business operations, and how to alleviate any barriers that may exist in doing business with your company.
3. You are the CEO of a cough syrup company (666 Cough Syrup). Taking into consideration the legal and political system, the cultural barriers and the language barriers, how would you market your cough syrup to China? Give specific details on
marketing promotion, distribution, and packaging.
Quiz 2
1
. China is the largest country in the world. You are thinking about marketing your product in their country. Your information must be current (NLT 2008). You are to conduct a COMPARATIVE ANALYSIS between China and the United States.
You are to determine the population of China, the mean gross income, the gross national product (GNP). It is suggested that you display your information in a table format however do not forget to cite your source.
2. Choose two countries from Africa and two countries from Asia. Conduct a COMPARATIVE ANALYSIS with inflation rates, interest rates, exchange rates in comparison with the United States. discuss the economic system of these countries. whether they are mixed economies, etc, discuss the economic slowdown and what factors could have contributed to it. discuss whether economies are moving toward private ownership and how.
3. You are the owner of a tennis shoe company. Taken into consideration all the issues presented in question 2, would you expand your market to the four countries in question 2. If so, what steps would you take relating to political policies, legal environment behavioral practices, and economic environment to gain access.
Quiz 3
1. One of the Eastern Bloc countries has resulted in a transition from a command economy to a market economy. Explain the process, incentives, decontrols Hungarian’s government has/had to put in place to transition to a market economy. How long you think this process will take? As a manager, at what stage would you try to market your
product/service to this country? Explain.
2. With regards to the various agreements/treaties discussed: EU, WTO, NAFTA, CARICOM.
Resume Sample For Business AdministrationKeri Sanders
This document provides a comprehensive guide to crafting an effective resume for a career in business administration. It outlines 8 key sections to include: a strong summary, education history, professional experience with quantifiable achievements, skills, achievements and results, leadership experience, customizing the resume for each application, and a clean professional format. Following this guide will help land new opportunities and advance one's career in the competitive field of business administration.
Generic Model Tailoring Questions Copyright PatrickChuck Patrick
This document provides a questionnaire to help organizations model and examine their core business processes. It outlines 16 fundamental processes organized into 4 groups: operate the enterprise, maintain enterprise resources, acquire external resources, and administer business operations. For each process, it provides a description, explanation of importance, and profile of preferred respondent. The goal is to have experts in each process area answer a series of questions to better understand how the process works and fits within the overall business.
The document outlines aspirations for a central support team at Pathway Group, an organization that aims to change lives through skills and work. The team would focus on growing sales and customer experience, protecting current income streams, and ensuring high quality delivery of contracts. Key responsibilities would include implementing sales opportunities, managing customer accounts, and embedding a culture of continuous improvement based on feedback. The document also discusses current issues like underspending, staffing challenges, and the need to strengthen the learner experience and career guidance offerings.
The document outlines aspirations for a central support team at Pathway Group, including protecting and growing income, implementing sales opportunities, and embedding a customer-focused culture. It discusses priorities like improving careers advice, understanding labor market trends, and addressing current issues such as low success rates, staffing challenges, and the need for stronger marketing. The central team would champion customer experience, sales, and business processes to help the organization deliver on its mission of changing lives through skills and work.
This case study describes how an HR department partnered with a business to improve productivity through lean manufacturing techniques while also developing leadership talent. Consultants conducted a diagnosis of the organization, implemented projects to eliminate waste with employees, and provided training. This combined business process improvement with leadership development. Key activities included a 30% productivity gain, lean culture promotion through councils and rewards, and talent management through selection, reviews, and training.
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This document discusses strategic HR practices that drive organization growth. It begins with an overview of the contents which include background, processes and tools, and critical success factors. It then discusses a sustainable growth model involving business profit, strategy, leadership development, productivity, execution, innovation, and people development. Key HR processes and tools are then outlined, including talent development, organization development, strategy management, corporate culture, effective organization structure, and more. Critical factors for strategy, execution, culture, structure, talent, leadership, innovation, and mergers and acquisitions are also summarized. The document concludes with developmental phases for implementing these practices over a 24 month period.
The document outlines the components of a feasibility study for establishing a coffee shop business. It discusses that a feasibility study is needed to determine if a project is worthwhile and covers market, technical, financial, and management aspects. It provides details on the typical chapters included in a feasibility study, which examine the marketing, management, technical, financial, and socio-economic considerations of the business. The marketing chapter analyzes opportunities, threats, strengths, weaknesses, and demand and supply factors. The management chapter addresses ownership, organization, job roles, and project scheduling. The technical chapter specifies product details and facility requirements. The financial chapter projects expenses, income, and cash flows. The socio-economic chapter examines community and employment impacts.
This document provides an overview of business excellence including:
1) It defines business excellence as developing management systems and processes to improve performance and create stakeholder value.
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This document provides a personal profile for Mark Karalius based on an assessment of his behaviors in 8 areas: developing expertise, thinking and planning, communicating expectations, structuring tasks, leading the team, building relationships, focusing on quality, and achieving results. For each area, it describes Mark's likely approach, focus, how others may perceive him, and actions he could take to enhance his performance. The profile suggests Mark prefers a flexible approach with less emphasis on structure, communication, and producing results through others. He may be best suited to a role with limited requirements in these areas that allows independent work and supporting others.
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3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives”.
William A. Foster
The internship was in the sales department of a mid-sized Turkish plastics company. Key responsibilities included developing sales strategies, managing account executives, conducting market research, and attending domestic and international trade fairs. The internship provided valuable experience in sales, customer relations, and business management. Recommendations for improving the company included strengthening quality management, better responding to customer needs, and increasing employee involvement. The intern gained confidence and insight into whether a sales career was a good fit.
Business Plan [Click here and type your business naMargaritoWhitt221
Business Plan
[Click here and type your business name]
[Click here and type your address]
[Click here and type your phone number]
[Click here and type the date]
[Click here and type the people on the management team]
This document is confidential.
2
Table of Contents
Table of Contents ............................................................................................................ 2
Executive Summary ........................................................................................................ 3
Vision/Mission Statement and Goals ............................................................................... 4
A. Vision Statement..................................................................................................... 4
B. Goals and Objectives .............................................................................................. 4
C. Keys to Success ...................................................................................................... 4
Company Summary ......................................................................................................... 5
A. Company Background ............................................................................................ 5
B. Resources, Facilities and Equipment ....................................................................... 5
C. Marketing Methods ................................................................................................. 5
D. Management and Organization................................................................................ 5
E. Ownership Structure ................................................................................................ 5
G. Internal Analysis ..................................................................................................... 6
Products and/or Services ................................................................................................. 7
Market Assessment ......................................................................................................... 8
A. External Analysis .................................................................................................... 8
B. Customers ............................................................................................................... 8
C. Strategic Alternatives .............................................................................................. 8
Strategic Implementation ................................................................................................. 9
Financial Plan ................................................................................................................ 11
A. Financial Projections............................................................................................. 11
B. Contingency Plan .................................. ...
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Mpb self administered_interview_guidec
1. The Leadership Search Group
19 Lakeside Lane, Suite 220, North Barrington, IL 60010 847-277-0008
Self Administered Interview Guide
While the information you provide is not the only basis for hiring decisions, it is helpful in getting to know you
better through your unfiltered communication with us. You are not required to furnish any information which is
prohibited by federal, state of local laws.
Mark P. Bidinger
11 Benton Court Algonquin, IL 60102
markpbidinger@aol.com
Education:
(Circle or highlight highest grade completed)
College/Graduate School: 1 2 3 4 5 6 7 8+ (4 undergrad, 2 MBA)
Gahanna Lincoln High School
~357 in graduating class (class size)
Top quartile (rank)
Extracurricular activities: baseball, wrestling, cross country
Offices/honors/awards:
Part time and summer work: Schaeffer Ornamental Iron, Landscaping.
A. College/Graduate School Name and Location
The University of Toledo: Toledo, Ohio
Grade Point Average: 3.75/4.0
Extracurricular activities, honors, awards:
Dean’s list
What undergraduate course did you like most? Why? Physics The professor was very engaging to a large
class and gave real world examples. He would take time after class for any student.
What undergraduate courses did you like least? Why? I did not enjoy any class when the number of
students was above 700 and the tests were strictly multiple choices.
2. How was your education financed? I paid for my own college tuition. I worked part-time and through the
summers at Cardinal Industries, Alpine drive thru, Agler Davidson, and Schaeffer Ornamental Iron.
Part time and summer work:
see above
Other courses, seminars or studies: political science, history, civil engineering, mechanical engineering.
Activities: Fellowship of Christian Athletes, Intramural sports, Internship at
Membership in professional or job relevant organizations: ASQC, now ASQ
Publications, patents, inventions, professional licenses or additional special honors or awards:
Business Experience:
Please start with your present or most recent position and complete a different section (A, B) for each of your
last two job titles, whether in your current company or with a different employer.
A:
McNichols Company: Metal Distribution of specialty items
Title: General Manager Midwest District.
Staff: Number of direct reports: 10
Indirect reports: 73
Total Staff: 83
1. What do you most enjoy about your job? I enjoy using varying leadership styles and techniques to
help my team achieve goals they did not think they were capable of accomplishing. Watching the
team succeed brings me great satisfaction. One example is landing the Steffes Account which
required not only internal team work, but external teamwork as well.
2. What do you least enjoy? Overall, I've been very satisfied with my job. I've been able to work with
some really interesting people. I have to say that I did have a job where there was an inordinate
amount of paperwork. The time I spent working with my team was diminished due to the
inordinate amount of unnecessary paperwork.
3. Describe the situation when you took the position. What shape was the job in with respect to sales,
talent, resources, systems, etc? Specifically, what major challenges did you face?
3. The major challenges were building bench strength and the leadership talents of each individual
manager. Over the course of my time seven Team Leaders, two Area Operations Managers, Sales
Manager were promoted. A Fabrication Business Manager was appointed, and a trainer was
promoted. These leadership improvements allowed the team to strengthen call presence,
understanding buying signals, up-selling, cross-selling, follow-ups and overall District performance.
On the operations side this allowed us to increase throughput without increasing manpower. New
metrics included picks per man-hour, cuts per man-hour, and other real time feedback. Volume
throughput increased double digit, while labor was reduced through natural attrition.
4. What are your key responsibilities and accountabilities?
Key responsibilities included P&L, gross profit, operating income, gross revenue, leadership
development, account development, and cost management.
5. List your major accomplishments. Please quantify the information (e.g. 20% increase in sales, etc)
• Grew sales 16% and profit 26% via targeted segment approach with specific solutions and sales
processes.
• Developed next generation leadership talent from within.
• Created strategic plan based on value proposition, to achieve double digit growth over the next
decade.
• Used lean initiatives to reduce wasted motion in warehouse by 33%, saving labor expense during
growth.
• Implemented Oracle eOne across four facilities, increasing inventory accuracy to 99%
• Established new shop floor layout for expansion of fabrication capabilities, received capital
approval for project.
6. What mistakes have you made in the position? What would you do differently if you could start
over in the job?
Early on in this assignment I was too trusting of long term employees and their realized acumen
about the business. I learned that just because you have been with a company 25 years does not
mean the same as having 25 years experience. I learned even with long term veterans trust but
verify.
What do you believe your current supervisor sees as your major strengths?
Due to my experiences in other industries, I am able to leverage my background knowledge to grow
the district and increase processes and operational excellence. My strength is leadership and
coaching of my direct staff as well as indirect staff. I am able to build a team unit that will generate
results. I have the ability to make quick assessments and implement change that inspires long term
growth in the organization.
7. What do you believe your current supervisor sees as your areas for improvement?
4. Early on the area of improvement would be the administrative tasks required by the organization,
learning the various reports, processes, etc.
8. What has been your most recent overall performance rating in this job? Please explain the scale,
e.g., 5=exceeds expectations, etc.
My most recent annual review was very positive in terms of both my leadership and results. In this
organization a 5 is not awarded, in a scaling system I would have received a 4.
B:
5. Company name and kind of business: Elkay: A privately held international consumer goods and industrial
building materials company with sales of $1 billion.
Title: Asia General Manager
Staff: Number of direct reports: 7
Indirect reports: 250
Total Staff :257
1. What did you most enjoy about your job? My most enjoyable experience was a startup in a foreign
country. The situation was extremely fast paced and decisions had to be made rapidly throughout
the day/month/quarter. I enjoyed building a staff diverse enough to be able to take on the
challenge and make adjustments rapidly. I enjoyed working with diverse cultures and business
backgrounds. I found great satisfaction in finding common ground to build cohesiveness and trust
in the team. I enjoyed learning about entirely new sales processes and distribution methods.
2. What did you least enjoy?
I cannot think of anything I did not enjoy at Elkay I was in the leadership development program and
constantly challenged with new and exciting assignments. I was there 9 years because there was no
down side.
3. Describe the situation when you took the position. What shape was the job in with respect to sales,
talent, resources, systems, etc? Specifically, what major challenges did you face?
At the time the business was losing cash each and every day. By working with the controller and
reviewing the product cost structure, as well as customer pricing policy, we were able to identify
the issues. Our organization had a major customer which accounted for about 40% of the volume.
We were losing money because the customer was receiving their product below cost. We
immediately met with the customer, explained the situation and provided several potential
solutions. The customer chose to walk away and we were able to replace much of the business in 60
days with profitable customers. We became a cash positive entity. This stabilized the organization
enough to allow the team to focus on talent, systems, recourses, etc. The next major challenge was
the sales force. Upon investigation, many members of the team were operating their own
businesses and not focused on this organization. The first step was to weed these people out,
establish a market confident sales compensation program, and hire new recruits. Next, on the
radar was the product development area. We used market analysis blitzes to determine demand
and rapid prototyping to evaluate solutions. Safety and lean were the primary focuses in the plant.
4. What were your key responsibilities and accountabilities?
My key responsibilities included gross revenue, gross profit, operating income, and team
development.
6. 5. List your major accomplishments. Please quantify the information (e.g. 20% increase in sales, etc)
• Increased bottom line 92%, by process improvement and organizational sizing.
• Improved inventory turns 47% via order staging and pull system implementation.
• Raised China domestic sales volume 48%, through introduction of innovative stainless steel sinks
into retail/distributor channel.
• Made organization cash positive in 60 days by evaluating cost structure of product categories and
eliminating 20% of SKUs that were non-productive.
• Established contracts with top tier wholesalers to secure future revenue. Transformed customer
base from small independent retailers to a top five distributor network in largest 10 cities in China.
• Recruited multi-national top performers to all levels of the organization (including Controller) to
establish financial discipline, cost effective operations and innovative sales / marketing.
6. What mistakes did you make in the position? What would you have done differently if you could
have started over in the job?
My initial evaluation of the current staff from the acquisition was dead on. I should have trusted
myself and acted earlier to make the required adjustments. In reflection, I discovered that the
location of the business really has no bearing, the issue is strictly about business acumen and
passion for the position.
7. What did your supervisor see as your major strengths?
My strengths were the ability to work 8,000 miles from corporate and get things done on time and
under budget while moving the business forward quickly. He was impressed with my
communication skills to corporate. A second strength was my ability to get things done the “Elkay”
way in a country with differing views on business norms. In addition, I was able to handle adversity.
8. What did your supervisor see as your areas for improvement?
I continued to work on building new relationships back home as the Division President, CEO, and
other key functions changed while I was living and working overseas.
9. What was your last overall performance rating in this job? Please explain the scale, e.g., 5=exceeds
expectations, etc.
My score was a 4/5. There were no partial points and my supervisor did not believe anyone was a
5.
7. General Questions:
1. In the leadership roles you have held in general management, explain the environment in which
you worked and how you aligned the various functional areas - sales and marketing, operations,
finance, etc – for the betterment of the business.
I have worked in various environments from turnaround to sustaining success. In each of these the
path can be quite similar. Some key considerations include what is the current culture? Is it in
alignment with what ownership expects? How has the organization performed in the past? How
does the team think the organization has performed? How are goals set? What behaviors were
encouraged / discouraged? What is the history of change management? Once these types of
questions are asked we can determine better gaps in alignment and goals. My methodology with
goals and aligning functional areas has been to take my own goals and then work with each
function to create goals that support the top level goals, and complete up and down the
organization. For example goals for the VP of sales, linked to goals for outside sales, linked to goals
for inside sales, etc. Goals for each area are shared with all areas so each understands how the
other is trying to contribute to the overall success of the organization. Sometimes goals do conflict
and the best approach is to acknowledge the fact and keep the team focused on the win/win.
2. Describe your experience in opening up new markets for your business. Tell us how you set about
to identify these markets, how you analyzed them to see if there were a fit for your business and
then how you infiltrated them, identified the “right” customers for your business model and built
the relationship with them that led to business success.
My main focus has been to understand where we are today and where we might be able to go in
the future From there I determine if our current processes and systems can support the new
business development. One example would be moving from a transactional customer base to a
contractual customer base. What changes, if any, would be required in pricing policies, terms and
conditions, credit policies, and sales training. My methodology was to use the team to do much of
the research and analysis to create buy in for the new direction. One point of growth was that the
transaction cost per customer call was ~$300. As an example a $500 order with 45% GP i.e. $225
is actually a loss of $75. In this example the sweet spot for this business was the midmarket
customer which placed orders from $1000-$10,000 on average. We designed the above policies
and training around this customer base and re-emphasized the need to up sell and cross sell any
customer below the sweet spot. We then attacked these contractual customers by understanding
the true decision maker, obtaining and audience, and selling our value proposition. In this case it
was our ability to hold their inventory for them in strategic locations and provide JIT delivery.
While we were not the cheapest by far, the total cost of ownership for the customer was best
practice.
8. 3. Describe a time when you were able to develop and articulate a growth strategy as well as
implement it. Describe the role you yourself played in both the strategy creation and
implementation phases.
One particularly effective strategy I was involved in related to product portfolio management and
proliferation. In this case creating, repurposing product lines to fit specific market segments.
Examples are big box retail, wholesale, decorative showroom retail, and big construction. During
the initial phase my primary role was facilitator. I found it effective to have each member do a
strengths/weaknesses/opportunities/threats (SWOT) analysis from their functional perspective
and then bring all the required market research data off site where the team could completely focus
on the task at hand. One important aspect of this is to have all impacted functions at the sessions.
For example, if marketing wants to develop a new product line for the big commercial market,
design engineering, manufacturing engineering, manufacturing, and advertising need a voice at the
table to lay out what is required. Once the analysis is done using SWOT and 5forces, a detailed
action plan must be made and signed off on by all. At this point my leadership role switches from
facilitator to coaching and command to make sure the team stays aligned and the project stays on
track.
4. What analytic approaches and tools do you use?
SWOT, Five Forces, profit center analysis, cost center analysis, cost per transaction, customer
profitability, Statistical Process Control, Overall Equipment Effectiveness, fish-bone diagram,
material purchase price variance, KPI’s for the specific BU, sales per employee, Q/Q financial
performance, Y/Y financial performance, market segmentation, market size, market share, to name
just a few.
9. 5. What seminars and/or formal education have you participated in over the last 10 years?
Kellogg School of Business (Northwestern) New Product Development
The New Strategic Selling
Toyota (Elkay) Production System
University of Toledo MBA
6. Have you significantly “raised the bar” for yourself over the last five years? What about for others?
For each, explain how you did it: your approach, the problems encountered and the outcomes.
For myself, I believe taking an overseas assignment and a sales/distribution company assignment
were significant growth events both of which required me to move out of my comfort zone. An
example from a subordinate was moving from sales manager to fabrication business manager. This
forced the individual to stretch significantly in their understanding of how fabrication is done,
scheduled, how take-offs are done, and how approval drawing are completed. This allowed the
individual to be much more effective when selling the product. Another example is moving a
Supervisor from a very small facility where the individual was purely a working supervisor to the
flagship facility where more hands off and more leadership was required.
In both cases there was a transition from directive leadership to coaching and facilitating
leadership and delegating leadership. The lesson learned is that while an individual may be ready
for delegation in one aspect they may not be ready in another.
7. If you were to arrange confidential reference calls with some of your major customers and
professional relationships, what is your best guess as to what they would generally agree are your
strengths and areas for improvement?
The strengths you would hear about are that my teams do what we say we are going to do. If we
make a service commitment to land a contract we get it done for the customer. You would get the
same feedback from an internal customer or even professional organizations such as Plumbing
Manufacturers International or Metal Service Center Institute. Improvement areas might be public
speaking.
8. What would reference checks disclose to be the common perception among peers regarding how
much of a team player you are?
You win with people, sounds corny but it is true. Whose idea it is matters much less than helping
the team get things done for the customer and the organization.
9. Same question, but this time from your direct reports?
10. Direct reports would describe me as highly supportive of their development and success, and
willing to go to bat for them when they have passion around a new way of thinking. They would say
I was willing to let them try new things and be all they can be.
10. When there is a difference of opinion do you tend to confront people directly, indirectly or let the
situation resolve itself (give specifics)?
With a supervisor if it is a mission critical issue, then open frequent dialog often is the best
approach. Same approach with peers. With subordinates it is sometimes appropriate to see if the
team can self correct on its own before jumping in too early. For medium or minor differences of
opinion that will not significantly impact the business overall it would be best to go along with the
team and support any new directives.
11. When you delegate work, explain the process you use to determine what works gets delegated and
what work you do yourself? When work is in fact delegated, how do you interact with those to
whom you have delegated the work? What is your role in their work, if any?
Work I would do myself would be related to Business Model, P&L, Talent development, process
methods and process discipline, and leadership approach. When work is delegated the instructions
and expectations should be clearly laid out and documented, including due dates and level of
details required. One lesson I have learned over the years when delegating, trust but verify. For
example I may delegate the running of a kaizen event and have the team do the presentation at the
end of the event, but I would reserve the right to check the analysis for accuracy and completeness.
12. In what specific ways have you changed an organization the most (in terms of direction, results,
policies, etc)?
I believe in China the business unit was completely transformed through seeking new channels
and new channel partners and developing products that solved problems in each channel. We
continued the process on through the plant matching our production and distribution structure to
our new sales structure.
11. 13. What was your vision for your most recent job? Once in it was your vision supported by reality? If
not, what did you do? If it were supported by reality, how did you make your vision a legacy?
My vision was to transform a significant percentage of the business from transactional (spot)
purchases to contractual purchases. This allowed for larger more stable order book and backlog.
Over time yes, as we added customer after customer to our contractual business model it became
supported by reality. Twenty-five percent of the current business book is now contractual. The
legacy is in the procedures and processes followed by outside sales, inside sales, and operations to
support the on-going development of contractual business.
Self Appraisal:
Please provide a thorough self appraisal, beginning with what you consider your strengths, assets, things you
like about yourself and things you do well. What are your shortcomings and areas for improvement?
A. Strengths:
Arranger: figuring out the right course of action on limited and or conflicting data. Effective
flexibility if A does not work move on to B
Deliberative: stay focused stay the course on the strategy execution. Weight the risks and act
accordingly.
Relator: able to communicate vision and goals and listen to others vision and goals. Relationships
have value when they are genuine.
Self Assurance: I have faith in my abilities. I have faith in my judgment. Never second guess yourself,
learn from any mistakes and move on quickly.
12. Significance: Want to be known for the strengths I bring to the table and have the organization use
them to the fullest. Keep reaching for the next level.
B. What are your principal developmental needs and what are your plans to deal with them?
We all have strengths and weaknesses. My strategy in this areas has been to determine how my
own strengths and weaknesses impact my current assignment, evaluate my team and their
respective strengths and weaknesses, and align the strengths to overcome the weaknesses, i.e. play
to each other’s strengths.
C. How would you describe your leadership philosophy and style?
Situational leadership, I prefer to choose the appropriate leadership style for the task at hand and
use the techniques that work for each individual. One size fits all leadership will not work for the
diversity of direct reports in today’s business environment. One of my primary objectives is always
team development, so this is a primary consideration when determining what leadership style is
appropriate in the moment.
D. How would you rate yourself – and why – in enthusiasm and charisma?
I have a great passion for business and for manufacturing in particular. I enjoy the business process
from request for quote to invoice. I approach each and every day to instill my passion into my team
and stretch for achievements that will empower and motivate the team
E. Do you consider yourself a better visionary or implementer? Why? Cite examples to prove your
point.
At the GM level both are important. First you must be able to communicate your vision to the team
and get them passionate about achieving the vision. Next you must work alongside them and
encourage them to execute the vision. In the beginning, I am a better visionary. I need to know
where we are going before I can effectively leverage my team for implementation.
One example was due to a new threat from low cost imports. The vision I established was a 25%
cost reduction/cost avoidance goal in order to match this threat. Our kaizen event resulted in an
excess of $3M cost avoidance for a larger annealing furnace. With the vision set, the team went to
work.
13. This very simple solution resulted in 33% more throughput and removed the capacity constraint
and the need for capital expenditure.
F. What do you suppose your subordinates feel are your strengths and shortcomings, from their point
of view?
a. Strengths: feedback I have received includes: empowerment, encouraging, fair judgment,
hearing all views on a subject before jumping to any conclusions.
b. Shortcomings: early on learning all the administrative tasks from RFQ to invoice. I overcame
this by following several types of orders all the way through the process to understand the
strengths and weaknesses of current state.
14. G. How do you work with subordinates? Fair and objective, I attempt to have a relationship to the
point of knowing the person and what motivates them. Get the facts, meaning trust, but verify.
When you began your present (or most recent) position:
How many subordinates do (did) you have total, direct and indirect?
83
How many direct subordinates do (did) you have?
10
Of the direct reports you inherited, how many in each of the following categories did you have?
A player (or A potential)
1
B player (without A potential)
6
C player (without A potential)
3
In the past five years, how many direct reports have you hired or promoted who turned out to be:
A player (or A potential)
10
B player (without A potential)
10
C player (without A potential)
1
I have found it is much better to hire potential A players and develop them than having to expend valuable
time managing C players. It does not work. One must stay very focused on the vision and the execution in
this economy. If I am not sure about a candidate, I prefer to suffer through until I find the right fit. In the
long run it is better for the organization and the team.
Career Needs:
What are your career objectives?
15. To continue my experiences as a General Manager and one day become a COO or CEO.
I certify that the answers given in this Self Administered Interview Guide are true, accurate and complete to
the best of my knowledge. In the event that I am employed by the company which is interviewing me for a
position, I understand that any false or misleading information I knowingly provided in my Self Administered
Interview Guide may result in discharge.
Signature:
Date: Tuesday, June 11, 2013