Free Resume Advice For Job Seekers

This particular client commissioned me to develop his resume and address criteria for the role of Policy Manager within a NSW government agency. He was successful in gaining a job interview and received commendation from the members of the interview panel on the high quality of his written application. The application required the addressing of eight criteria; following are excerpts from four of the criteria.

Extensive experience in developing policy and strategy in a public sector and/or industry environment combined with a broad understanding of the mechanisms and processes of government.

In my current role as Land Administration Manager at the ABC Council and in previous roles, I have developed and implemented a range of different policies; and in many instances, I collaborated with key stakeholders to ensure final drafted policies were workable and achieved desired objectives. In my current role, I have identified requirements for new and amended policy pertaining to land administration, and developed policies and standards to ensure consistency throughout the organisation and to address third party queries for land information. For example, the drafting of the Compliance Management Policy, which outlines the remedial actions and reporting steps required to be taken when a non compliance is identified. Ranging from random procedural mistakes and systemic mistakes which may indicate a need for further training; through to breaches of law and corporate governance provisions which could lead to criminal proceedings.

Previously employed with the DEF Corporation, I was instrumental in the development and successful implementation of various policies and strategies. Selected examples include:

• Developed and implemented the organisation’s disposal policy and monitored its effectiveness. This was a sensitive area as the NSW Auditor voiced concerns in relation to the appropriateness of disposal methods, the disposal approval process, and the mitigation of opportunities for fraud. I worked collaboratively with stakeholders statewide, the NSW Audit Offices and Treasury to develop the Policy and supporting procedures.
• Developed the county region’s plant and equipment replacement strategies and policies for identifying suitable replacement items, in service maintenance policies and funding of replacements.
• Developed and implemented human resource policy and standards to assist with the rationalisation of work groups and locations throughout country NSW.
• Developed and implemented policy and procedures for the county region’s motor vehicle fleet (over 400 vehicles).
• Developed and managed the implementation of numerous procurement and supply-related polices including the rationalisation of inventory/material held at depots throughout the State, integrating identification of material requirements with the early stages of rail maintenance and construction planning.

Understanding of legislative processes and ability to interpret and apply legislation.

In my current role, I am required to possess a thorough understanding of several legislative processes. Firstly, the Rural Lands Protection Act 1998 and how it impacts on land administration, owner occupier liabilities/obligations, and the role and responsibilities of ABC Council and its landholders. Secondly, the Conveyancing Act 1919 which covers any provision of property-related information to vendors on any outstanding liabilities on the land to third parties. Thirdly, the Stock Diseases Act 1923 and Stock (Chemical Residues) Act 1975 which provides information and guidelines on reportable issues pertaining to the land. It is a requirement of my role to thoroughly understand and interpret the relevant Acts and legislation and to understand the organisations under the pertaining legislation. I ensure the land administration unit complies with obligations outlined in the legislation. I also review current provisions to determine if all legislation and regulations are relevant and effective, in addition to recommending changes to regulations in order to improve service and the quality of information recorded. Furthermore, under the Rural Lands Protection Act 1998 and supporting regulations, there is an obligation for landholders to submit the usage of their land and the type and number of livestock on the land on a yearly basis. I am currently reviewing the provisions of the Rural Lands Protection Act 1998 and associated regulations with the aim of developing recommended amendments to ensure only relevant information is sought from landholders; to reduce the complexity of the information sought; to reduce the data processing effort required; and to improve the quality of information available for decisions on animal health programs and pest insect control throughout the organisation.

Analytical, conceptual and problem-solving skills with sound judgment and capacity to make decisions and recommendations where diverse interests need to be considered.

In my previous role at the DEF Corporation, I was instrumental in leading the transformation and change of a ‘blame culture’ during the process of major rail improvement projects. A high proportion of tasks were not being completed on time causing costly interruption to ship loading operations. The coal exporting companies had entered performance based contracts for coal delivers to port and significant penalties were at stake. Initially project teams reported the unreliability of major plant assets as the primary reasons for the project’s delay. Furthermore, there was considerable pressure from Government to improve performance and minimise the penalties incurred. Initially, I analysed the production records of the project teams and determined a few instances where the breakdown of critical equipment may have had an adverse impact on the project. Overall, my analysis highlighted an underlying problem where project plans did not include any provision for equipment break down. I worked closely with plant maintenance staff to identify the industry best practice reliability factor for rail borne plant without inbuilt redundant systems: 95% reliability over 1,000 hours of operations. I then identified that in order to achieve 95% reliability, equipment would need to undergo examination prior to being assigned to critical/sensitive projects. I convinced senior management on the need to change the manner in which plant performance statistics were captured, and established confidence with project managers that the maintenance system adopted would lead to improvements. In collaboration with plant maintenance staff and project managers, we developed a reporting system that would provide project managers with the confidence that plant reliability met industry best practice standards. I recommended and implemented a criteria for measuring plant reliability, based on data provided by the project managers themselves (not based on plant maintenance data), along with several minor adjustments to maintenance schedules. Once this was established, projects managers were then able to effectively review their project planning and delivery schedule, and promptly identify areas for improvement. Subsequently, this led to the project being delivered on time and with minimal disruption to coal exports.

Broad-based management skills including organizational planning and strategy development and experience in managing a small team to achieve outcomes.

I utilise a broad range of management skills in my current role; whilst previously employed within the rail industry; and prior to that, within the Australian Defence Force in a project management capacity. I have led and managed numerous projects ranging from organisational change initiatives, plant and equipment acquisitions, property acquisitions and refurbishments, and relatively large Defence telecommunications and information technology projects up to $50M in value. Management responsibilities included: resource management (human and plant), financial management, logistics and operational management, and asset management. In my current role, I manage a centralised administration unit responsible for collecting and maintaining the organisation’s information on the ownership/occupation of rural holdings, land usage, types and location of livestock across the state on a day-to-day basis. Previously employed at the DEF Corporation, I strategically managed the region’s supply and distribution and plant maintenance functions, and the organisation’s property, plant, equipment, telecommunications, and other assets.

In my previous roles, I established and developed small teams focused on the provision of operational support and administrative functions. I encouraged staff to actively participate in developing goals and objectives and sharing in their outcomes. I also encouraged them to critically review performance, procedures and practices to confirm alignment with the organisation’s goals and objectives, and to identify areas for improvement.  At the DEF Corporation, I established a highly motivated workgroup during a period of considerable organisational change by implementing individual mentoring and coaching programs, together with performance management strategies. These programs and strategies were instrumental in reducing industrial issues, and in creating a workgroup prepared to accept change with minimal resistance. Furthermore, my section consistently achieved its performance targets and exceeded client expectations.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client used my services previously and was successful in gaining an interview for an APS EL2 Senior Manager role (view blog posted on 2^nd June 2010). Two weeks later, she commissioned my services again to address selection criteria (totalling seven, each with a 500 maximum word limit) for the role of Business and Investment Officer within a state (NSW) government department; once again, she was successful in gaining an interview. Furthermore, she was offered one of these roles and accepted. Following are excerpts from three of the seven criteria.

Proven ability to perform advanced and complex analytical and interpretive procedures including statistical analysis and presentation:

When I was previously seconded as a Senior Credit Manager within the asset management department of the ABC for a 12 month period, the organisation was in the process of reviewing their entire lending portfolio throughout the state of Queensland. Consequently, a significant number of files were referred onto me for further investigation. I was required to extensively review complex information and data including: company and industry benchmarks; financial performance; financial ratio analysis (for example, return on assets, interest coverage, current ratio, solvency ratios); and cash flow analysis. This review was undertaken by carefully scrutinising and referencing the organisation’s lending criteria and associated policies. Once the analysis and review of each file was undertaken, I then prepared a written report outlining necessary recommendations for senior management concerning the ongoing management of the lending portfolio. My recommendations included any one of the following: to return the file to the respective business manager; to continue managing and monitoring the file for a specified period of time; or to engage external consultants to undertake further extensive reviews. I conducted and successfully completed up to 150 reviews during this 12 month period.

Sound management skills and high level problem solving skills:

My sound management skills were demonstrated in 2003 when DEF bought out GHI. Over the course of one weekend, DEF implemented an entire new accounting system; changed the internal communications systems (intranet and mail); and revised and implemented internal policy and procedures. As a Senior Manager, upon entering the workplace on the Monday morning, I strategically implemented a plan (to take effect immediately), and facilitated and conducted staff training sessions on systems and procedural changes. A key hurdle to overcome was that prior to the change, all staff utilised laptops. However, DEF’s manner of conducting business was that all non-management staff should only use desktops. This resulted in a significant reduction in staff morale due to their perceived difference in the manner in which DEF treated staff at lower levels. To rectify this major concern, I examined and analysed the cost difference between desktops and laptops; found in favour of continuation of laptop use by all staff and presented my findings to the DEF’s executives. This resulted in maintaining the same workplace practices as was prior to the take over. Subsequently, staff felt relieved and morale increased. The take over also resulted in an element of ‘grief’ for the senior partners as the DEF working culture was significantly different to that of GHI. I worked closely with the partners in order to counsel and advise them as to how best to adapt to the changing work environment. My continual guidance and support to partners and staff at all levels throughout the change contributed to a shift in transition to a healthier culture and an understanding of the new work processes. This was an ongoing process which took six to 12 months to complete.

Demonstrated ability to work independently or as part of a team, and consistently deliver quality outputs within strict time constraints:

I have consistently delivered on intended results, in particular, those requiring outputs within strict timeframes. When previously employed with XYZ, senior management advised that it was a near impossible task to conduct due diligence and to transfer assets within a 12 month period. As part of a project management team, I was instrumental in working collaboratively to establish due diligence processes. This involved identifying assets and obligations rights to be transferred to the new water entities. Throughout this period, I supervised and managed several staff members to assist me during the process. The initial hurdle to overcome was the transfer of local government assets owned by council who were affected by the upcoming local council amalgamations. When this was successfully undertaken, then other councils would follow suit. Positive outcomes were achieved in shorter than expected time frames. Other major hurdles arose throughout the process. Firstly, the TTT Commission had not determined whether wastewater assets would be transferred. Secondly, the Commission had produced a final transfer asset list at the very last minute with very strict deadlines; all transfers required completion prior to 30 June 2008 for accounting purposes. By working diligently with the management team, and effectively prioritising and delegating urgent and important task work to subordinates, successful outcomes were achieved overall. Progressive steps were undertaken throughout the due diligence process enabling completion within the 12 month time frame, and all designated councils transferred assets within required deadlines. Overall, the Deputy Director was very satisfied with the outcome.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client gained an interview with Centrelink for the role of Allied Health Professional. Five criteria based on the APS Capability Leadership Framework were required to be addressed, each up to 3/4 page in length maximum. Following are excerpts from three of the five criteria.

Achieves results:

I am highly competent in autonomously conducting various standardised and non-standardised Occupational Therapy (OT) assessments in the areas of mental health status, functional levels and occupational performance. I recognise the principles of individualism and therefore am capable of selecting appropriate assessment tools to best meet the goals of the assessment and the needs of the clients. When working with clients who present with poor comprehension and reduced concentration spans, I select appropriate worksheets and tasks from various budgeting assessments in order to compile a simplified financial capability assessment tool, tailored to suit each client. My vast knowledge of the available assessments also allows me to efficiently choose the most appropriate tool to explore clients’ strengths and deficits.

I previously worked as the sole OT for the XXX; responsible for 46 clients in the High Security service and 24 clients in the Extended Secure service. My role required me to prioritise my caseloads to ensure the most urgent referrals were attended to in a prompt manner. I independently acquired all relevant information required to conduct functional assessment and intervention, and problem solved any unexpected or expected changes and crisis to ensure my treatment achieved the best possible outcome. Subsequently, my group ‘Out & About’ was one of the most sought after rehabilitation programs by the consumers of the services, and it formed a necessary component of consumers’ discharge planning process prior to their community reintegration.

Cultivates productive working relationships:

Due to the diversity of my roles as an OT, I frequently liaised and interacted with personnel from other sectors, agencies and Health Districts. These included: Disability Officers within Centrelink, various Job Network Providers, community agencies, TAFE and various other training institutions, and District Mental Health Services. The effectiveness of my professional relationship with external agencies is demonstrated in the following cases:

• Working closely with Disability Officers in local Centrelink offices and other employment agencies to arrange vocational assessment and rehabilitation for clients.
• Liaising with teachers or course coordinators from TAFE and other training institutions to arrange enrolment and assessment for clients who identify an interest in continuing education.
• Contacting the District Mental Health Services and the Community Forensic Mental Health Service by making referrals to the intake officers, conducting meetings with case mangers, and regularly informing the Services of clients’ progress and treatment plans.

Throughout my practice as an OT, I work as a valuable member of a multidisciplinary team consisting of medical officers, nursing staff, allied health professionals, Aboriginal and Torres Strait Islanders Officers, community mental health liaison officers, legal representatives, and police and correctional services officers. I have always maintained solid working relationships with team members by utilising the following skill sets and attributes: conflict resolution skills, verbal and non-verbal skills, appropriate social skills, adaptability and flexibility, respecting professional boundaries and other professional disciplines. In the areas of clinical practice, I have contributed to the success of team functioning by regularly attending clinical team meetings and by contributing and sharing my knowledge. I liaised regularly with members of the treating team to ensure the best standards of service were delivered to clients. I also contributed to the success of teams by adopting an evidence-based practice and by utilsing outcome measurements to evaluate my performance.

Exemplifies personal drive and integrity:

Throughout my professional career as an Occupational Therapist, I have always ensured my service delivery is of the highest standard by adhering to the principles and practices of the relevant legislations/guidelines such as the National Standards for Mental Health Services and the Mental Health Act 2000. Prior to the implementation of the Mental Health Act 2000, I attended numerous in-service workshops to equip me with the necessary knowledge and understanding of the new Act.

I have displayed strong personal drive and professional integrity while working in one of the most challenging clinical areas - within the Eating Disorder Unit at the YYY Hospital. I actively participated in hospital-based clinical in-services, community-based training programs, as well as state-wide conferences to further my knowledge and skills in order to effectively manage clients with eating disorders. At the time of my practice, an audit of a state-wide review of the eating disorder services was in progress, resulting in an inevitable power play between several key stakeholders. I maintained my focus and integrity by concentrating on delivering the best possible clinical services to my clients.

I’m here to help market you!

Cheers,

Annie Cerone

Hello everyone,

I hope my Blogs are of benefit and assist you in some form. I want to alert you to the fact that some of you may not be able to access older entries, especially those blogs related to addressing selection criteria. There is an ‘Older Entries’ link you can select which is located at the top and/or bottom of each page. If you are unable to access older blogs via this manner, then please ensure you read each monthly archive from July 2009 onward which will give you access to all the blogs I have posted on a wide variety of positions requiring the addressing of selection criteria that have gained my clients interviews.

I’ll keep the blogs coming; enjoy the reading!

Cheers,

Annie Cerone

This client applied for a Business Support Officer role within Queensland Health and gained an interview. A two page statement (formatted in cover letter style) was developed to address seven key competencies and attributes. Full excerpts of three of the competencies are outlined below.

Customer Focus:

All of the positions I have held within the banking industry have been focused on delivering quality customer service. My primary goal is to deliver a high level of service to all customers at all times. I service clients face-to-face, via phone and through written methods (emails and letters). In the banking industry (where a competitive market demands high level customer service to capture and retain business), I have shown that I am able to win new customers and gain ongoing customer loyalty. In my role as Customer Service Manager with the NAB at the XXX Branch, I was responsible for personal/home lending. I kept customers regularly informed by email or phone as to the progress of their application. When the contracts and mortgage documentation were completed, I would personally deliver them to the customer’s home to complete and sign. I kept a vigilant eye on the settlement date to ensure on time submission. I would then ring the customers to advise and congratulate them on becoming new home owners. Many of these customers visited the branch to thank me personally and advised my manager of the professional and dedicated service I provided.

Educating Others:

I have developed, implemented and delivered training/educational programs to staff whilst employed within the banking industry. This has also involved conducting training needs analysis; selecting the most appropriate and relevant programs to conduct; and recommending ongoing training to employees. I have trained staff in all aspects of banking in various areas including general banking and lending, processing applications, customer service processes, and sales generation. This training is usually delivered either one-on-one or in group environment. I regularly inform my staff on changes to training procedures. Furthermore, I ensure that when online training is undertaken (whether it is for the renewal of compliance or product changes or enhancements), that all staff are compliant in these areas. I respect and support the development of staff; foster development by stimulating curiosity and independence in learning; encourage staff engagement in learning new skills; and inspire and motivate staff through high level communication, presentation and interpersonal skills. Importantly, I am confident in my approach in delivering training and educating others as I utilise a highly effective interactive teaching style, and adjust programs/sessions to suit the needs of individual participants in order for them to engage with and understand the material, and learn new skills to apply on the job.

Continuous Learning:

I have demonstrated my commitment to continuous learning through the extensive range of professional development programs and courses I have undertaken and successfully completed over the past three years. Key industry-specific (banking) and general topic courses included: supervision and management; team building and developing staff; customer service management; occupational health and safety; interpersonal communication; problem solving; and time management. I am constantly looking for new opportunities to enhance my skills and those of my team. I am very keen to attend training sessions relevant to the role of Business Support Officer that will improve my ability to perform this role effectively and to exceed expectations.

I’m here to help market you!

Cheers,

Annie Cerone

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

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

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

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