Reference Check Form - SueMc - Tracy Zilm (1)
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Sue McClounan worked as the National Administration Officer for Tracy Zilm at ACARA from [dates redacted] reporting directly to Tracy for some of that time. Tracy rated Sue's work quality, attendance, time management, ability to work autonomously, customer service skills, initiative, flexibility, and honesty as excellent. Tracy described Sue as having excellent communication skills, thriving in team environments, and having strong technical and computer skills. The only area Tracy noted for potential development was to continue stretching professionally in new challenging roles. Tracy would re-employ Sue and described her as honest, friendly, and reliable.
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Week3
Task Statements: Human Resource Receptionist
Student Name
Rocio Franz
What action is being performed (verb)
To whom/what is the action directed (receiver of the verb)
How is the action performed (procedure, tools, equipment)
Why is action performed (purpose)
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Incoming mail
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Distribute mail to the appropriate employees |
Schedule appointments
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Corresponding
Incoming inquires
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Answer Phones
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Greeting|
Incoming clients/employees
Front desk
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Filing
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Files/filing system
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Task Statements
1
Receive and distribute incoming mail to the appropriate employees
2
Schedule appointments for employees and new hires
3
Correspond with the income inquires
4
Answering the phones and directing calls to the appropriate employee
5
Receive incoming person with hospitality |
6
File personal files and incoming correspondence
7
8
KSA Statements: Human Resource Receptionist
Student Name
Rocio Franz
Task Statement
(copy/paste all task statements here)
Knowledge
(cognitive skill)
Skill
(learned)
Ability
(competence)
1
Distribute mail to appropriate employee
Knowledge of personal and departments
One year experience typing
Ability to read proficiency
2
Schedule appointments
Knowledge of calendar and outlook
One year experience
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3
Corresponding 1 – 3years
Proficient in word and excel
Minimum 1 to 3 year experience
Ability to handle mail and send it to the right department or employee. Good writing skills.
4
5
6
7
8
KSA Statements
1
Good reading, typing skills.
2
Organization and ability to schedule appointments
3
Good writing skill, ability to handle mail, knowledge and proficient in word and excel.
4
5
6
7
8
Position: Administrative executive Receptionist
Description
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Responsible To:
Business Manager, Assistant the HR director calendar and other duties assigned.
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narrowed the choices to five applicants to interview. She sets up the individual interviews.
McGuire Consulting provides contracting services in business consulting, finances, and technology. The firm
was started 60 years ago by the father of the current president of the company. Several of the family
members work in the firm, and some family issues carry over into the business.
Pat is a 38-year-old veteran with 20 years of service working as a signals operator. He completed his Master
of Business Administration (MBA) degree with a Management of Information Systems concentration. He is
looking to transition to the private sector as a project manager. He holds a certification from the Project
Management Institute. He has no prior project management experience in the private sector. He retired as a
noncommissioned officer. He is applying for a project manager position working on a large office rollout for
UNIT V STUDY GUIDE
Gender and Work-Life Balance
BSL 4000, Managing Diversity in Organizations 2
UNIT x STUDY GUIDE
Title
the new office of a premier client. Pat would be answering to the director of technology projects: the brother-
in-law of McGuire’s president.
Savannah has applied for a project manager position as part of a systems administration project. She has
her MBA in Project Management with a Bachelor of Arts in Computer Science and Math. She chose to leave
her old employer of 10 years as a project lead, primarily running a call center for trouble tickets within the
organization. She is returning to the workforce in a paid position after taking six years off to raise her
children, who are now in preschool and first grade. She is nervous about being gone a ...
HR project.docx
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides job context, rewards, and qualifications needed for the role.
HR project.docx
The document discusses the job analysis and requirements for a human resource specialist position. It includes a description of tasks and their importance, as well as knowledge, skills, and abilities needed. Key tasks include interviewing applicants, training employees, evaluating performance, and advising management. Important skills are communication, active listening, problem solving, decision making, and developing relationships. The document also provides context on rewards and qualifications for the role.
Round 2
The document describes several roles within the AIESEC Romania organization, including recruitment manager, members development manager, network development manager, national team of trainers member, communications roles, and web development manager. The roles involve responsibilities like talent planning and selection, member development, network growth strategies, training design and delivery, public relations, and website maintenance. Candidates are required to have skills like planning, communication, and knowledge of AIESEC processes. Application forms seek to evaluate candidates' fit for the roles and potential contributions.
AIESEC_LCP Applicant Booklet
This is was my LCP application submission.
Sharing with you my dear readers who may find it useful.
Feel free to connect with me at maxermesilliam@gmail.com.
Ben Baldwin meshU Handout; May 17 2010
This document provides guidance on creating effective job descriptions and conducting behavioral interviews. It includes:
- A sample job description template with key elements like job title, responsibilities, and qualifications.
- Tips for writing responsibilities, such as focusing on what the employee will do, learn, and impact rather than salary.
- Sample behavioral interview questions organized by skills like decision-making, communication, and motivation. The questions are designed to elicit real-world examples from candidates.
- Interview best practices like preparing job-specific questions in advance and taking notes to compare candidates. The goal is to assess skills required for the role through examples.
L&D_Metrics-Improvement_20150409
The document discusses effective metrics and continuous improvement for learning and development (L&D) functions. It highlights that the most important question for L&D is to what extent their work makes it more likely that behaviors change to support sustainable performance improvement. It also notes that CEOs are concerned about the lack of credible metrics that show how training impacts business outcomes like sales performance. The document provides an overview of the Kirkpatrick model for evaluating training and the Brinkerhoff "Success Case Method."
AssignmentCourse TitleHND in Business Management Studen.docx
Assignment
Course Title:
HND in Business Management
Student Name:
Unit No. &Title:
16–ManagingCommunications, Knowledge & Information
Edexcel No.:
Batch No.
Centre Ref. No.:
Learning Outcomes:
LO1,LO2,LO3 & LO4
E-mail:
Issued Date:
17th August 2017
Learner Declaration
I confirm that the work submitted for this assignment is my own.
Submission:
17th September 2017
Signature:
Assessor:
Ms. Komal Beg
Received by & Date:
Assessment Feedback
Grade
Comments*
Criteria
Achieved
P
M
D
* The assessor has made sufficient comments within the work and brief is mentioned here.
Final Grade Awarded :
Assessor Signature:
Date:
IV Signature:
Date:
Student Agreement:I understand the feedback given to me and agree to carry out the actions in future works as required and indicated.
Student Signature:Date:
Grading Matrix – M & D Criteria (Unit -16 – Managing Communications, Knowledge & Information)
Learning Outcome
Assessment Criteria / Possible Evidence
M1.1 Answers reflect that effective judgements have been made.
1.1Use of specific content and the level of informationshows that an effective approach has been applied and demonstrated. All the steps taken for research are well justified.
2.1 Analyzethe benefits of personal networking to your career.
M2.3 Use multiple sources of information to find different facts and techniques.
All Tasks:
· Any assessment activities you complete should be properly referenced for evidence of competence.
· Sources are summarized & justified.
M3.3Arrange of methods of presentation has been usedand technical language has been accurately used.
3.1Explore and brief the ways World Wide Web can help organization improve better and effective communications. Well-structured and presented using the appropriate methods.
4.1How to increase the productivity of the company via expert systems and artificial intelligence that can help.
D1.1 Conclusions have been arrived at through synthesis of ideas and have been justified.
2.1analyse the modern world opportunities and challenges faced by a new student in business career. Explain how internet has made a your personal network more efficient, effective and successful.
1.1Produce a proper evaluation report for the effectiveness of the given solution and justification shown for solving specific organization problems. Present the relevant information in a clear & easily assimilated manner in writing.
3.2Self explanation of your own learning and improvement in knowledge and skill base.
D2.1 Autonomy / independence has been demonstrated.
All Tasks:
· Clarification in understanding assessment instructions is sought, when required.
· Assessment reviews are completed within agreed time frames.
D3.4 Problems have been solved
4.1Produce a report containing the role of IT for managing this type of organization.Discuss the measure to be taken to provide security and accuracy of data.
3.1List the drawback of the proposed solution and suggestion for improvement.Explain the challe.
Planning for the Future - Growing talent and Succession Planning
This document outlines the content of a webinar on growing talent and succession planning. The webinar discusses defining succession planning as finding leaders to meet current and future organizational needs. It also covers growing talent through experiential learning and coaching. A self-assessment exercise rates competencies in areas like business acumen, leading change, and results orientation. The webinar encourages participants to identify growth areas and make commitments to developing their skills over the next six weeks.
Adele Gilbank CV
Adele Gilbank is a capable and enthusiastic Training Assistant currently working for Capita on a Home Office contract. She has over 5 years of experience designing and delivering training to a range of employees on topics such as IT systems, processes, compliance and immigration law. Adele is proficient in using different mediums and approaches to provide learning solutions and ensures all processes are compliant. She also has experience coaching and mentoring employees in various roles.
Running Head FINAL REPORT1FINAL REPORT3TitleNam.docx
Running Head: FINAL REPORT
1
FINAL REPORT
3
Title
Name
Class
Professor
Date
Title
Introduction
References
88 VIRTUAL TEAM SUCCESS
So why don’t leaders deal with performance issues? One of the
most common reasons leaders fail to hold team members account-
able is that they don’t effectively communicate expectations — or
for that matter, what ‘‘good’’ behaviors or deliverables even
look like.
In addition, when leading a team of people who are geo-
graphically distributed, timely feedback also poses a challenge.
Time zone differences or infrequent contact can increase the
‘‘lag time’’ between when the problem occurs, when the leader
becomes aware of the problem, and when the opportunity to
provide feedback arises.
Conflict avoidance is another reason. Many leaders would
rather attempt to wait out a problem than risk getting into a
potentially contentious conversation with a team member.
And dealing with poor performers is particularly difficult
when you can’t regularly observe your team members. How can
virtual team leaders regularly monitor team members’ work when
they have limited or no physical contact? To make matters worse,
how can a virtual team leader provide timely feedback and/or
hold team members accountable when leading a team whose
members do not report directly to him or her?
Raygen Company Slump: How Would You Handle It?
Before we introduce the factors that separate the best virtual team
leaders from the rest of the pack and provide some practical tips
for enhancing your effectiveness, take a few minutes to assess how
you would deal with a virtual team that is having performance
problems.
Read the following case study and think about how you would
handle it. Write down how you would approach each situation.
After you complete that process, use the scoring guidelines to
evaluate how you did. Then when you’ve reviewed the tips and
guidelines for leading from a distance, revisit the case study to
determine what you might do differently.
Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from
http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145
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How to Lead Virtual Teams 89
Case Study: Raygen Company
Raygen Company is a global professional services firm that pro-
vides consulting services to its clients. One key to Raygen’s
success is its innovative marketing strategies.
Three years ago, the SVP of marketing formed a cross-
functional virtual team made up of ten geographically dispersed
employees from marketing, sales, consulting, and finance.
Throughout this three-year period, the team was extremely
successful in generating and implementing new marketing
strategies.
However, it appears as though the team has hit a plateau in
terms of its performance. Both the quality and ...
2012 MECP FINAL Brochure
This document provides information about the Management Excellence Certificate Program offered by the University of Northern Iowa's Executive Development Center. The program consists of 10 classes held over 4 months to help participants develop skills in areas critical for managers such as managing conflict, making decisions, and effective communication. Some of the specific skills taught include diagnosing business problems, conducting difficult conversations, building effective teams, ethical decision making, negotiation, and persuasive communication. The program aims to equip managers with the tools needed to tackle difficult tasks and resolve common issues they face.
cv160111 Suzie linkedin
This document is a resume for Suzie Rose-Alexander, who has over 20 years of experience in training and management consulting. She has worked with various organizations across sectors, delivering and designing training packages as well as conducting training needs analyses. Her skills include recruitment, learning development, leadership, and strategy. Past achievements include restructuring a training program to fit business needs and hiring successful candidates using strength-based interviews.
Similar to Reference Check Form - SueMc - Tracy Zilm (1) (20)
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Soft Skill Training and Its Impact On Productivity
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Week3Task Statements Human Resource ReceptionistStudent Name.docx
BSL 4000, Managing Diversity in Organizations 1 Course Lea
BSL 4000, Managing Diversity in Organizations 1 Course Lea
AssignmentCourse TitleHND in Business Management Studen.docx
AssignmentCourse TitleHND in Business Management Studen.docx
Planning for the Future - Growing talent and Succession Planning
Planning for the Future - Growing talent and Succession Planning
Running Head FINAL REPORT1FINAL REPORT3TitleNam.docx
Running Head FINAL REPORT1FINAL REPORT3TitleNam.docx
Reference Check Form - SueMc - Tracy Zilm (1)
- 1. Rev 1 Last Updated: 24 FEB 2010 Reference Check Form Page 1 of 2 PERMANENT REFERENCE CHECK FORM REFEREE NAME Tracy Zilm POSITION Curriculum Lead COMPANY ACARA TELEPHONE 0417 809 924 APPLICANT NAME Sue McClounan CONSULTANT Holly Macdonald DATE 07.08.2015 The information that you provide on this reference check may be passed on to potential future employers of the candidate. We only require that you answer the questions asked. Do we have your permission to pass your comments to potential employers of the Candidate? Yes_ 1. Please confirm dates of employment (month/year) From: To: 2. What was the position held? National Administration Officer 3. Did he/she report directly to you? Yes, for some of that time If no, what was your working relationship with them? 4. Could you please describe their main duties and responsibilities? Managing staff needs across Australia, organising workshops and national conferences, materials development and distribution, monitoring, entering and collating data and national reports. 5. On a scale of 1 - 5, where 1 is poor, 2 is average, 3 is good, 4 is very good and 5 is excellent, how would you rate: (Use drop down menu to select) Quality of their work 5 Attendance 5 Time Management skills 4 Punctuality/Reliability 5 Ability to work autonomously 5 Honesty 5 Customer Service Skills 5 Energy Level 5 Initiative 5 Flexibility/Adaptability 5 We would appreciate it if you could provide more detail on the following questions by giving an example from the candidate’s work history 6. Communication Skills – Overall, how do you rate their communication skills, both verbal and written? Excellent. Sue maintained strong and positive relationships with a wide variety of peers, executive officers and external stakeholders. I often received comments about how friendly, approachable and outcome driven she was. 7. Teamwork – How would you describe their ability to work within a team? Sue thrives in a team environment. She is able to delegate when necessary. She was instrumental in ensuring Commonwealth reports were submitted and finalised on time. This involved working with project officers as well as managing up her line managers.
- 2. Rev 1 Last Updated: 24 FEB 2010 Reference Check Form Page 2 of 2 8. Strengths – Please describe their technical and professional strengths. Sue has great computer skills including excel database, word and design. 9. Development Needs – Please describe any areas requiring development. 10. Computer Skills – How quickly did they learn the systems and at what level would you say they were? Sue was given training and the responsibility of work group ‘champion’ on a couple of aspects of new IT systems such as Sharepoint. She was always willing to share her knowledge and upskill others. 11. Was their presentation appropriate for your company’s standards and the requirements of the role? Yes 1 8 . 12. Reason for leaving? Sue enjoys challenging roles, has learnt a lot during her time with Principals Australia and is ready to stretch her professional wings. She is honest, friendly and reliable. 13. If you were in a position to re-employ would you? Yes 14. Any further comments?