This resume summarizes Jeremy Thompson's work experience in client services, veterinary assisting and reception, security, food delivery, and assistant management. He has over 15 years of experience in veterinary clinics and animal hospitals where he assisted with veterinary care, client relations, and facility maintenance. His most recent role involved client services and fulfilling product orders overnight. He has a Bachelor of Science degree in Management from the University of Phoenix with a 3.5 GPA. His skills include Microsoft Office, leadership, client relations, and problem solving.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
The 10 barriers of authentic communication in the workplace and how to elimin...WINNERS-at-WORK Pty Ltd
Developing a culture of constructive conversation in workplaces is easier said than done. There are a host of barriers that can interfere with meaningful conversation. What are they and how can they be eliminated? Performance conversations are the lifeblood of the progressive organisation.
By the end of this broadcast, you will be able to:
• Identify the 10 barriers of authentic conversation in the workplace;
• Put strategies and frameworks in place to promote a culture of conversation; and
• Appreciate that organisations are really a series of conversations.
International Students Experience Working in the United StatesJenkins Macedo
his Powerpoint Presentation takes you through series of suggestions and recommendations specifically directed toward international students transitioning from school to work in the US. Some or all of the tips also applied across the job, career and professional development spectrum.
There is a tremendous execution and engagement gap in companies -- 13% of employees are actively engaged and less than half understand the goals.
The problem lies with managers and executives and how they spend their time. Most are bogged down in trivia or don't allocate enough time to valuable leadership activities that engage their teams in goal achievement. But in order to allocate more time to leadership, most managers need more capacity and efficiency.
This slideshare shows where the time goes and how to increase management efficiency to raise your leadership capacity.
This presentation on resume making will teach the viewer what should go into a resume, how to write excellent content, and how to become a versatile resume maker. See https://www.joyfuljobsearch.com/tips/how-to-write-a-resume-proving-value for more!
Reginald A. Whimbush[email protected]678-446-1671 • Acworth, GA.docxsodhi3
Reginald A. Whimbush
[email protected] 678-446-1671 • Acworth, GA
Dear Hiring Official,
As a highly skilled professional with a proven background in management and leadership positions, it is with great excitement that I submit my resume for consideration to become a member of your team. In addition to my formal education and training, my 16 year history of hands-on experiences makes me an excellent match for the unique demands of this position.
I am detail oriented, flexible, an effective communicator, and people person with good judgment, customer service and problem solving skills. I work well with others or as an individual contributor. Time management and being well-prepared are important to me. I am loyal, dedicated and am always open to expanding my knowledge base. I am a positive person who takes pride in my work and am accustomed to performing tasks in high-pressure environments while maintaining my calm demeanor.
In each of my professional roles, I have been successful in exceeding expectations and I have a consistent history of advancing company objectives. My on-the-job experience has afforded me a well-rounded skill set, including first-rate analytical and organizational abilities. I also excel in the following areas:
· Office management and administration
· Managing cross-functional teams and multifaceted projects
· Budget management, payroll administration, and implementing successful cost control strategies
· Training and talent development
· Coaching and decision-making
My resume provides additional detail on my talent for improving processes and achieving results; it is my intention to apply these skills to help your company achieve its goals. I welcome the opportunity for a personal interview to discuss in greater detail how I would be a strong addition to your team.
Thank you for your time and consideration.
Respectfully,
Reginald A. Whimbush
Required Resources
Text
London, M., & Mone, E. (2012). Leadership for today and the future [Electronic version]. Retrieved from https://content.ashford.edu/
· Chapter 2: Self-Leadership
Multimedia
British Broadcasting Company (Producer). (1999). Nurturing Leadership[Video file]. In Building Tomorrow’s Company: Leadership. Retrieved from https://fod.infobase.com/OnDemandEmbed.aspx?token=10861&wID=100753&loid=20415&plt=FOD&w=420&h=315&fWidth=440&fHeight=365
Recommended Resources
Articles
Hooijberg, R. & Lane, N. (2009). Using multisource feedback coaching effectively in executive education. Academy of Management Learning & Education, 8(4) 483-493. Retrieved from http://aom.org/amj/
· The full-text version of this article can be accessed through the EBSCOhost database in the Ashford University Library.
Tiffan, B. (2011). Managing your impact on others. Physician Executive, 37(6) 76-79. Retrieved from http://www3.acpe.org:8082/publications/pej
· The full-text version of this article can be accessed through the EBSCOhost database in the Ashford University Library.
...
Prepare to take on higher-level job responsibilities, improve your managerial performance, develop a big-picture view of management and communicate more effectively. Develop your leadership skills, even if you are not in a formal management role.
The job description is no longer an effective way of capturing the work people do. What do we replace them with?
About this event
The job description, like the performance review, is a relic of the last century. Yet most organizations persist with them, even though people are frustrated by them.
If we are in any doubt about their effectiveness, why do they have a legal disclaimed at the bottom of the document? It reads something like this: "You are required to complete other duty not on this document, deemed relevant by your manager." This is furtile ground for a Dibert-like joke.
Most of us agree that a jobholder should have a work document to guide them in the work they are suppose to do. But what is it? What does it cover, and not cover? And why is the job description inadequate? I answer these questions in this session.
Jobs are disappearing, but works is not. How do we adjust to changes we are seeing in the world of work?
Please join Dr. Tim Baker, who according to Marshall Goldsmith, is one the HRs most significant authorities, for this informative session.
This information comes from Dr. Tim Baker's just released book, "The Future of Human Resources: Unlocking Human Potential."
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
Performance conversations that are regular and focussed is critical to managing performance in a team. What sort of performance conversations should the leader have? How often? What is the leader’s role in these conversations? Saving up feedback for the annual performance review is not the answer.
The 10 barriers of authentic communication in the workplace and how to elimin...WINNERS-at-WORK Pty Ltd
Developing a culture of constructive conversation in workplaces is easier said than done. There are a host of barriers that can interfere with meaningful conversation. What are they and how can they be eliminated? Performance conversations are the lifeblood of the progressive organisation.
By the end of this broadcast, you will be able to:
• Identify the 10 barriers of authentic conversation in the workplace;
• Put strategies and frameworks in place to promote a culture of conversation; and
• Appreciate that organisations are really a series of conversations.
International Students Experience Working in the United StatesJenkins Macedo
his Powerpoint Presentation takes you through series of suggestions and recommendations specifically directed toward international students transitioning from school to work in the US. Some or all of the tips also applied across the job, career and professional development spectrum.
There is a tremendous execution and engagement gap in companies -- 13% of employees are actively engaged and less than half understand the goals.
The problem lies with managers and executives and how they spend their time. Most are bogged down in trivia or don't allocate enough time to valuable leadership activities that engage their teams in goal achievement. But in order to allocate more time to leadership, most managers need more capacity and efficiency.
This slideshare shows where the time goes and how to increase management efficiency to raise your leadership capacity.
This presentation on resume making will teach the viewer what should go into a resume, how to write excellent content, and how to become a versatile resume maker. See https://www.joyfuljobsearch.com/tips/how-to-write-a-resume-proving-value for more!
Reginald A. Whimbush[email protected]678-446-1671 • Acworth, GA.docxsodhi3
Reginald A. Whimbush
[email protected] 678-446-1671 • Acworth, GA
Dear Hiring Official,
As a highly skilled professional with a proven background in management and leadership positions, it is with great excitement that I submit my resume for consideration to become a member of your team. In addition to my formal education and training, my 16 year history of hands-on experiences makes me an excellent match for the unique demands of this position.
I am detail oriented, flexible, an effective communicator, and people person with good judgment, customer service and problem solving skills. I work well with others or as an individual contributor. Time management and being well-prepared are important to me. I am loyal, dedicated and am always open to expanding my knowledge base. I am a positive person who takes pride in my work and am accustomed to performing tasks in high-pressure environments while maintaining my calm demeanor.
In each of my professional roles, I have been successful in exceeding expectations and I have a consistent history of advancing company objectives. My on-the-job experience has afforded me a well-rounded skill set, including first-rate analytical and organizational abilities. I also excel in the following areas:
· Office management and administration
· Managing cross-functional teams and multifaceted projects
· Budget management, payroll administration, and implementing successful cost control strategies
· Training and talent development
· Coaching and decision-making
My resume provides additional detail on my talent for improving processes and achieving results; it is my intention to apply these skills to help your company achieve its goals. I welcome the opportunity for a personal interview to discuss in greater detail how I would be a strong addition to your team.
Thank you for your time and consideration.
Respectfully,
Reginald A. Whimbush
Required Resources
Text
London, M., & Mone, E. (2012). Leadership for today and the future [Electronic version]. Retrieved from https://content.ashford.edu/
· Chapter 2: Self-Leadership
Multimedia
British Broadcasting Company (Producer). (1999). Nurturing Leadership[Video file]. In Building Tomorrow’s Company: Leadership. Retrieved from https://fod.infobase.com/OnDemandEmbed.aspx?token=10861&wID=100753&loid=20415&plt=FOD&w=420&h=315&fWidth=440&fHeight=365
Recommended Resources
Articles
Hooijberg, R. & Lane, N. (2009). Using multisource feedback coaching effectively in executive education. Academy of Management Learning & Education, 8(4) 483-493. Retrieved from http://aom.org/amj/
· The full-text version of this article can be accessed through the EBSCOhost database in the Ashford University Library.
Tiffan, B. (2011). Managing your impact on others. Physician Executive, 37(6) 76-79. Retrieved from http://www3.acpe.org:8082/publications/pej
· The full-text version of this article can be accessed through the EBSCOhost database in the Ashford University Library.
...
Prepare to take on higher-level job responsibilities, improve your managerial performance, develop a big-picture view of management and communicate more effectively. Develop your leadership skills, even if you are not in a formal management role.
The job description is no longer an effective way of capturing the work people do. What do we replace them with?
About this event
The job description, like the performance review, is a relic of the last century. Yet most organizations persist with them, even though people are frustrated by them.
If we are in any doubt about their effectiveness, why do they have a legal disclaimed at the bottom of the document? It reads something like this: "You are required to complete other duty not on this document, deemed relevant by your manager." This is furtile ground for a Dibert-like joke.
Most of us agree that a jobholder should have a work document to guide them in the work they are suppose to do. But what is it? What does it cover, and not cover? And why is the job description inadequate? I answer these questions in this session.
Jobs are disappearing, but works is not. How do we adjust to changes we are seeing in the world of work?
Please join Dr. Tim Baker, who according to Marshall Goldsmith, is one the HRs most significant authorities, for this informative session.
This information comes from Dr. Tim Baker's just released book, "The Future of Human Resources: Unlocking Human Potential."
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.