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The interview panel judged this client’s written application (both resume and selection criteria) as the best one received - 30 internal applicants applied for the role. After the interview, my client was subsequently offered the role on a permanent basis and was thrilled to accept. She had previously applied for the same role 12 months prior (without my assistance) but did not gain an interview; at that stage she had been performing the role for a one year period. The selection criteria component required the addressing of five criteria. Full excerpts of two of the criteria are outlined below.

Demonstrates the ability to interpret and apply legislation, financial and administrative practices and procedures in a service delivery environment:

In my current role as Debt Management Officer - Financial Branch with the Department of ABC, I interpret and apply relevant legislation, practices and procedures on a daily basis. When undertaking task work, I adhere to the requirements as outlined in the Financial Administration Practices and Audit Act 1977, Financial Management Standards 1977, and the Financial Management Practices Manual. I also work within the guidelines of the Student Refund Policy and the Time to Pay Policy. I apply relevant policies and procedures to many of the tasks I undertake on a daily basis. Specifically, when assisting clients who make enquiries into their outstanding debts; when collecting and following up on outstanding debts; when recommending irrecoverable debt write-offs; and when negotiating repayment plans with stakeholders who are in financial hardship. The Financial Management Standard 1997 (div2 par31) sets out settlements of systems for receive management. When a client is unable to pay on a due date and is therefore in default, then the following up of outstanding revenue is allowed under sub-par3. Recently, I cleared many aged debts that previous Debt Management Officers were unable to collect. A specific example of this was a client (DEF Pty Ltd) who had an aged debt of approximately $210K over 190 days due. I was instrumental in negotiating payments or charge reversals to ensure all debt was true and correct. Negotiations took place over a two month period and I maintained regular (weekly) contact with this client throughout the process. Subsequently, all outstanding aged debt was resolved.

Demonstrates an ability to provide appropriate advice to clients and management on accounts receivable and debt collection issues; including demonstrated effectiveness in achieving goals within agreed guidelines and timeframes:

In my current role, I have dealt with several clients including HIJ, LMN and XYZ. I protect their interests and provide prompt and diligent attention on all matters including the provision of instructions that are reasonable and legitimate, and in providing advice to settle outstanding debts as per agreed specified timelines. Overall, clients have been very cooperative throughout the process and as a result of my continuous follow up (via phone calls and email), they have all been able to pay their debts as per specified agreements. In circumstances where the money is owed by large concern, I am often required to liaise with the Financial Officer and advise that the amounts are now 60-90 overdue. The Department’s policy is that payment should be made within a 30 day period. There are instances where clients are not able to pay their large debt in one lump sum payment. For example, one client (AAA) recently owed $22K. In this instance, I negotiated a monthly payment installment plan. I have also managed to resolve the aged debt of another key client (DDD) which I referred on to the ARL. This particular client refused to pay, and after several months of negotiations, a submission to the ARL was approved by the Finance Manager of EEE (an external debt collection agency used by our Department). Throughout the process, I gathered all the necessary and relevant information and documentation to substantiate the correctness of the proof of debt. Subsequently, the debt was recently settled.

I’m here to help market you!

Cheers,

Annie Cerone

HR Leader posted an article in July 2010 outlining the latest trends on the importance of using psychometric testing in the recruitment and selection process. The process for any company to hire a new employee can be quite expensive. HR Leader states that many companies incur costs in high turnover and unsuitable new employees as a result of their HR departments not utilising a reliable recruitment strategy and process. A study conducted by Chandler Macleod in 2009, revealed that a staggering 60% of companies have no documented recruitment strategy, leading to thousands of dollars spent in unnecessary hiring costs. The survey also revealed that the average cost of hiring a new employee was $15K. Many companies did not view the need for detailed and planned recruitment strategies a necessary course of action.

Current research has revealed the importance for companies and their HR departments to take the time to analyse and hire the right employee in order to eliminate the high initial turnover. Psychometric testing has consistently proved to be one of the most valuable selection tools in the recruitment process. Many organisations are now beginning to realise the value of psychometric testing to aid in the selection process. They assist in streamlining the recruitment process by quickly screening and eliminating a large amount of applicants, and short listing the best applicants (in terms of person-job fit) for consideration in the job interview stage.

Although psychometric testing is weighted as an extremely important and effective element in assisting in the recruitment process, testing should also be used in conjunction with other procedures. Importantly, hiring companies and their HR departments should always investigate the validity of the test being used (those that are supported by extensive research and data), and choose a reputable provider. Secondly, they should also define the critical characteristics and attributes needed by a candidate to succeed in the position in order to determine the best match. In other words, the tests assist in matching candidates’ profiles with the ‘ideal’ candidate’s profile (as stipulated by the company/HR department) for the position.

Cheers,

Annie Cerone

This particular client gained a job interview and was offered the role of Team Member (an entry level AO3/4 position), which she gladly accepted. The selection criteria component required the addressing of five criteria up to 3/4pg in length for each. Centrelink is an Australian Public Service (APS) government department and all applicants are required to frame their written responses based on the integrated leadership framework to address criteria (refer to a previous blog which outlines and explains this framework in detail). Following are excerpts from three criteria.

Understanding of Centrelink’s strategic environment:

My ability to shape strategic thinking is demonstrated by my practical experience in analysing the position of the business/organisation and how it can gain a competitive edge. An example of this is demonstrated when I developed an Engagement Plan for National Australia Bank (NAB) branch staff. As the Engagement Representative, I prepared and implemented Employment Opinion Surveys (EOS) in the branch showing a future focus on the retention of staff, wellbeing, and how engaged and satisfied they were in their roles and with their work. I held meetings within the branch and facilitated further meetings with Engagement Representatives from other branches at a state level. The EOS results were reviewed regularly and feedback was actioned in order to facilitate a better running organisation where high levels of staff satisfaction and morale could be continually monitored and maintained.

Achieves Results:

I am highly proficient in adapting to changing priorities. For instance, in the last week of August 2009 I held several roles, those of Branch Manager, Personal Banker, and Teller. Priorities changed repeatedly on a daily basis and I was required to multi-task extensively throughout the week. I juggled and effectively managed several tasks concurrently within short time frames. This involved preparing lending applications, performing general management duties, and managing customer complaints. In instances such as this where I was required to juggle several roles and tasks at once, I regularly assessed, reviewed and changed priorities accordingly.

I regularly check my own work progress throughout the day by using the application ‘personal tracker’. This outlines retail sales incentives and shows my weekly revenue points for lending, new loans, credit cards, accounts, deposit funds, and so forth. I am required to achieve a certain amount of points each week in order to reach a final result of 100% revenue points. This then results in the receipt of a quarterly bonus. I attained 129% in my last result. I am tracked by the Lending Review Committee to ascertain that all my lending submissions adhere to all the compliance regulations of the NAB and ASIC. Subsequently my last review score was 9.6/10.

Cultivates productive working relationships:

I encourage a high level of performance from team members and of myself. I work in a collaborative and participative manner in order to achieve goals, working with my peers to identify and agree on work plans and individual performance criteria. I attend regular meetings with team members to discuss the individual progress of specific tasks, to identify and jointly resolve issues as they arise, and to provide feedback on performance. These meetings provide the opportunity to review the team’s developmental goals. I provide feedback, motivation, coaching, recognition and praise to team members. With regard to coaching, it is a technique I use regularly to assist team members to develop their analytical and problem solving skills. Essentially, I assist them to work through the problem until an appropriate solution is apparent to them. Additionally, I am very aware of rewarding and celebrating excellence along the way in order to achieve team goals. This is achieved by motivating the individual(s) involved. As a result, I have formed excellent relationships with NAB branch staff members. In addition, we have won several campaign team awards for highest selling credit cards, financial planning/wealth management referrals, and results from quality conversations with customers as a team/branch. I have also received both verbal and written praise from State General Managers commending me on my excellent work ethic.

I’m here to help market you!

Cheers,

Annie Cerone

The Recruiter Daily posted an article on the 15^th July 2010 outlining the current skills shortage within the Australia job market, specifically within the manufacturing and construction sectors. According to a report from the Australian Industry Group, over half of the vacancies listed in the first half of 2010 remain unfilled. These positions included metal fitters, machinists and engineers.

The hardest to fill vacancies included:

- Metal fitters and machinists (60% unfilled)

- Engineering professionals (52% unfilled)

- Metal casting, forging and finished trades persons (37%)

- Structural steel and welding trades (33%)

When a vacancy could not be filled in these areas, 38% of employers chose to up skill existing staff; 31% chose to outsource or sub-contract the work; and 18% redesigned jobs around available skills.

Cheers,

Annie Cerone

I stated in a previous post (dated 28^th March 2010) that many Government departments are now streamlining the written application process. That is, the requirements in addressing selection criteria or competencies have been cut back considerably, where many departments are now asking for only a two page statement. One of my clients was successful in gaining a job interview and being offered the role for a position she applied for within Education Queensland in May 2010. The written application process for this particular role (Project Support Officer) involved preparing a two page statement to address five key competencies along with an accompanying resume. Two of the five competencies are outlined below in full.

Ability to work productively, with minimal supervision, as part of a multi-disciplinary team:

Previously employed with ABC Pty Ltd, I worked closely with, collaborated and provided support for four Account Managers and the Sales Manager. I assisted them by preparing sales presentations and proposals for delivery to clients. They provided me with the necessary guidelines, and it was then my responsibility to collate, develop and prepare all the information, as well as conducting research. This was undertaken with no supervision. I was required to meet scheduled deadlines in order for the presentations or proposals to be completed in time for delivery to clients. These were always completed within required timeframes. The standard procedure and protocol was to be notified within a 48 hour period to prepare and complete presentations and proposals; on average, I completed up to three on any given day, totalling up to 15 on a weekly basis. Previously employed as a Teller with the NAB, I worked for the majority of each day unsupervised. It was imperative that I paid extra attention to detail ensuring 100% accuracy in order to reconcile end-of-day cash balances. I handled numerous customers on a daily basis; for those customers who were angry or frustrated, I managed their situation accordingly with little or no assistance from team leaders or supervisors. I attended and actively participated in regular weekly team meetings with fellow branch staff members to determine and set weekly targets; to verbalise any issues or concerns; and to explain how we handled challenging customers - what we did and how we could improve on it in the future. Toward the end of my employment with the NAB, I was promoted to Lead Teller in which I managed business transactions and assisted front-end customer service advisors on various matters relating to new and existing clients.

Ability to produce and manage an effective work output in terms of both quality and quantity within an environment of tight timeframes and deadlines:

Currently working for XYZ Limited, I prepare numerous sales presentations. On many occasions, urgent presentations are completed for clients with notice provided on the day; completion is required at day’s end for presentation to clients on the next working day. It is also imperative that I consult with and ensure clients meet scheduled deadlines for advertising and other associated campaigns in order for them not to miss the submission closing dates and times as this could potentially (negatively) affect their business if submissions are not met within these deadlines. I manage between 30 and 40 deadlines for clients on any given week encompassing 13 newspapers containing numerous sections in each publication, hence the importance of managing stringent deadlines. Previously employed with ABC Pty Ltd, I met strict deadlines for radio advertising by mid-day on every day of the working week. I was required to input information into the customer relationship management system on a daily basis. This information was then regularly updated by other internal departments so that they could produce an updated list of all the clients I managed outlining relevant submissions and cut off times. These departments would then promptly advise me of any clients who had yet to submit the necessary information; it was then my responsibility to make contact with these clients to ensure the receipt of information for inclusion in the upcoming publications.

I’m here to help market you!

Cheers,

Annie Cerone

The Recruiter Daily posted an article today forecasting the best and worst growth industries in Australia for 2010-11.

IBISWorld forecasts the top five growth industries will be: (1) Organic farming; (2) Online information services; (3) Insurance brokerage; (4) Mobile telecommunications carriers; and (5) Alternative health therapies.

The least five growth industries include: (1) Insulation services; (2) Wired telecommunication services; (3) Paper manufacturing; (4) Video hire outlets; and (5) Grape growing.

Hudson reports that the skills shortage in the IT sector poses a greater challenge than the Global Financial Crisis! The roles forecast as the most difficult to fill include project managers, program directors, business analysts and enterprise architects. Furthermore, Hudson also reported that many organisations are offering double the remuneration than those handed out in 2009! If you’re thinking of changing your career path into the IT sector or for those of you who already have the qualifications, skills and/or experience in this field but branched out into another field, this may be the perfect time to step right back in.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client applied for a role within the APS which was a Senior Executive Level 2 role and gained an interview. The selection criteria involved addressing seven criteria (up to one page in length for each) encompassing the integrated leadership framework. Following are excerpts from three of those criteria.

Supporting Productive Working Relationships:

I am currently managing a project in close collaboration with a key stakeholder, AAA (a government owned corporation) to examine the development options of water infrastructure in the DDD River in Rockhampton. My involvement in delivering a business case requires seeking environmental approvals, concept drawings, financial and economic analysis, and formulating recommendations on developmental strategies. I actively partake in meetings on a fortnightly basis with an external consultant (NNN Pty Ltd). NNN’s role is in the preparation of all the background work. I am actively involved in managing the production of the work undertaken by NNN. I also regularly consult with the Gladstone PPP’s CWT Committee, partaking in the decision making approval process at a technical level. I then report the findings to the CEOs of PPP and NNN, and the Department of SSS. A large part of my role in this project is the preparation of environmental approvals, including commonwealth approvals governed by the Environment Protection and Biodiversity Conservation Act 1999. This specifically entails working closely with the Department of BBB and various state government agencies including the Department of CCC. I facilitate discussions and negotiation processes involving all concerned parties in order to work collaboratively toward developing a business case which requires approval from all parties. Key stakeholders involved in the process include federal and state government departments, consultants, professional organisations, and various internal AAA departments and staff members.

Displays Professional and Technical Proficiency:

I am highly experienced in utilising professional and specialist knowledge and experience in several key areas. Whilst previously employed as the Senior Corporate Advisor with the Queensland AAA Corporation, I was extensively involved in the undertaking of sustainability reviews. This required reviewing, analysing and assessing financial information (cash flows, profit and loss, balance sheets, 20-year forecasts, five year historical performance, and borrowing capacity) and other relevant information. This information included statistical demographic data on shires in order to gain an understanding of the social structure, and to determine future infrastructure requirements and rates income. This data and information assisted in determining the factors contributing to the councils’ financial situation which then provided me with the foundations in outlining recommendations. For example, if a contributing factor was a growing population within the shire, I then outlined the necessary steps on how to effectively deliver infrastructure to accommodate that growth; and if a council was changing from rural to urban operations, I outlined the transition process required to deal with this change.

I also used technical knowledge and expertise to apply and implement the relevant policies, methodologies and procedures in order to produce a report that comprehensively outlined the financial sustainability of various councils. I developed a detailed methodology (following a step-by-step systematic process) to ensure consistency and completion of the sustainability reviews in a timely manner. I applied policy and framework developed by the Queensland DDD Association to assess the financial sustainability of local government. I adhered to specific criteria in order to establish a robust guideline for councils to implement and adhere to, and further facilitated the presentation of findings to individual councils, particularly those in a poor financial position. In collaboration with the senior executive team, we completed 110 sustainability reviews; I wrote, developed or peer reviewed over half of these reviews. Overall, the reviews were positively received and provided those councils who were not performing well financially with the necessary tools and recommendations to reverse the situation.

Relevant Qualifications and/or Experience:

I am currently studying the Masters of Environmental Management. This semester I am undertaking the unit ‘Environmental Policy’ which will provide me with the theoretical knowledge and an in depth understanding of the processes and tools available in order to develop and implement the most effective policies to suit relevant business and community requirements. Next semester I will be undertaking the ‘Water Policy and Management’ unit. In 2009 I completed the Graduate Certificate in Business, majoring in law and project management; and in 2008 I completed the Graduate Certificate in Applied Finance and Investment. From a theoretical perspective, I have gained in-depth knowledge into the application of both current legal and economic practices and methodologies and how they underpin the processes involved in corporate governance frameworks and the development of policies and procedures.

Previously employed as the Project Manager within the DEF Unit in the Queensland AAA Department, I was responsible for implementing institutional reform in the South East Queensland water industry. This involved developing and implementing government policy to transfer assets from local government and other government-owned entities to newly established government-owned statutory bodies. Having previously worked in the capacity of a Project Manager within the XYZ Group in the Department of ABC, I was extensively involved with the Department’s newly created South East Queensland Water Grid assets (including desalination plant, advanced water recycling plant and pipelines). My key responsibilities involved developing, restructuring and rebundling contracts and negotiations, and working closely with the Queensland AAA legal division.

I’m here to help market you!

Cheers,

Annie Cerone

For previous postings outlining examples of winning selection criteria that have gained interviews for my clients, and further explanation on the integrated leadership framework used to address selection criteria for roles/positions within APS government departments, and many state government departments that are now following a similar framework, please ensure you access all the monthly archives dating right back to December 2008.

I would like to thank all those visitors who access my blog and site. I do my very best to provide you with invaluable information on how to effectively address selection criteria as well as content on many other topics and categories that I believe would serve you well in your evolving career path. I’ll keep the blogs coming!

Remember, I’m here to help market you!

Cheers,

Annie Cerone

Well-Run Concepts conducted research to quantify what is needed to be an effective Salesperson. A comprehensive, validated, step-by-step process called the Trimetrix^TM system was utilised to determine what is needed for top performance. The data revealed the top 7 attributes:

1. Results Orientation:

Maintaining focus on goals; Identifying and acting on removing potential obstacles to successful goal attainment; Implementing thorough and effective plans and applying appropriate resources to produce desired results; Following through on all commitments to achieve results.

2. Influencing Others:

Effectively impacting others’ actions; gaining commitment from others to achieve desired results; Analysing other’s opinions and leading them to understand and willingly accept desired alternatives; Persuading others in a positive manner.

3. Self Management:

Independently pursuing business objectives in an organised and efficient manner; Prioritising activities as necessary to meet job responsibilities; Maintaining required level of activity toward achieving goals without direct supervision; Minimising work flow disruptions and time wasters to complete high quality work within a specified time frame.

4. Goal Achievement:

Establishing goals that are relevant, realistic and attainable; Identifying and implementing required plans and milestones to achieve specific business goals; Initiating activity toward goals without unnecessary delay; Staying on target to complete goals regardless of obstacles or adverse circumstances.

5. Interpersonal Skills:

Initiating and developing business relationships in positive ways; Successfully working with a wide range of people at varying levels of organisations; Communicating with others in ways that are clear, considerate and understandable; Demonstrating ease in relating with a diverse range of people of varying backgrounds, ages, experience and education levels.

6. Problem Solving:

Analysing all data relative to a problem; Dividing complex issues into simpler components in order to achieve clarity; Selecting the best options available to solve specific problems; Applying all relevant resources to implement suitable solutions.

7. Decision Making:

Analysing data necessary for decision making; Making decisions in a timely manner impacting strategic outcomes appropriately and effectively; Demonstrating ability to make unpopular and difficult decisions when necessary.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client applied for an Internal Auditor’s role within a QLD government department and gained an interview. The application process required the preparation of a two-page Expression of Interest (EOI). Six selection criteria required addressing; the following content outlines three of the six criteria.

Teamwork and Collaboration:

In my current position as Assistant Finance Officer with the Department of ABC, and previously as a Restaurant Manager with the Collins Food Group (KFC), I utilised my leadership qualities including trust, honesty and approachability, and regular acknowledgement of my staff and team’s performance to assist in building a cohesive and productive team environment. On one particular instance, KFC’s head office advised that an external auditing company would be visiting our store on a specified day to conduct an evaluation of the store. This evaluation would cover food handling, cash handling, cleanliness of the store, health and safety, and customer service. I initiated a staff meeting (36 in attendance) and explained to the staff the importance of doing well in this audit as it reflected on the store, our team and the company as whole. I offered my ideas and perspectives to the team and facilitated and open forum discussion asking for their thoughts as to how to effectively prepare for the evaluation. As a group, we collaborated and reached a unanimous decision to implement the process of setting up an after hours cleaning roster for the week prior to the evaluation. Subsequently, the store received an excellent result for the evaluation, and additional positive feedback was provided on how well I managed the store and how well we worked together as a team.

Analytical and Research Skills:

In my previous position, I conducted regular internal audits and compliance checks on finances. This required me to examine and analyse information to aid and benefit in the operations of managing a successful restaurant. The information included bank account statements, balance sheets, profit and loss statements, salaries and key performance indicators. Upon analysis of the information, I was then able to identify any areas of risk or loss. This was demonstrated when I identified a significant issue after examination of the Eftpos business statements. After further investigation, discussions with staff and the Collins Food Group’s main banking corporation, I determined that both staff and customers were at fault. I prepared my findings including a thorough outline of my recommendations in order to create positive change. From these findings the Group had to recover the loss of these incidents. This then required me to rectify store procedures and maintain a tighter budget to increase profit. Subsequently, my knowledge and experience of financial statements enabled me to effectively analyse and identify an area of risk. This finding resulted in my team working more collaboratively which further led to greater staff diligence in the use of Eftpos facilities.

Results Orientation:

I utilise a collaborative approach to achieve results by drawing upon the knowledge and skills of myself and other team members in order to channel efforts towards clear and unambiguous goals. In my previous role, I set a goal to be placed in the top 20 restaurants in Queensland for 2008. This was encouraged by the Collins Food Group in order to increase revenue and profits. To achieve this goal, I was required meet all key performance indicators (KPIs) on an ongoing monthly basis. KPIs included labour guidelines, customer service, product wastage, evaluation, staff performance, and cash sales. I outlined both my personal and company goals then put them forward in a quarterly staff meeting to encourage and facilitate the team in helping me to achieve these goals. I also implemented several staff awards including excellence in customer service, cleanliness, and employee of the month. Subsequently, the goals set were all achieved and the store went on to receive several awards including: meeting company labour guidelines; placing third in Queensland for customer service excellence; and placing sixth in Queensland on overall KPI results.

I’m here to help market you!

Cheers,
Annie Cerone