Free Resume Advice For Job Seekers

The Australian Taxation Office (ATO) is one of the most fiercely competitive Australian Public Service (APS) Government departments to step foot into; as well as in progressing and moving forward once you’ve secured a role and proven yourself. It’s typical for the ATO to receive 3000-4000 written applications for entry level roles (APS3 or 4); and a very high number of applications for jobs listed internally. This particular client of mine was already established within the ATO as an APS2 Debt Collection Officer. She applied for an internally-advertised role requiring the addressing of five criteria up to a maximum of 250 words in length for each. She gained an interview and went on to receive a permanent job offer. Following are full excerpts of two criteria:

Demonstrated ability to acquire and apply complex knowledge…

As a Debt Collection Officer with the ATO, I possess a solid grasp of financial business practices and process together with APS Government requirements. In recent training for the APS2 Debt Collection Officer role, I gained extensive knowledge of procedures in relation to Income Tax, Goods and Services Tax, and Proof of Identity. When I communicate with customers (tax payers) over the phone, I explain in general terms and in a clear and concise manner exactly how the taxation process works, tax reform processes, and I provide technical advice on GST, income tax withholding, income tax instalments and income tax assessments. Internally, I then go on to share this knowledge through participation in a classroom environment in group discussions with both trainers and fellow team members. This enables the other participants to better understand financial and general business knowledge. In one instance, I was asked by my team leader to deliver an oral presentation on the Proof of Identity process to a group comprising 15 staff. I conducted a role play of the conversation guidelines that should take place with the customer for the introduction of Proof of Identity based on a practical everyday situation that could typically and often does occur. As a result, the participants gained a better understanding of how to handle a situation of this type. When sharing knowledge in the workplace, I adhere to the APS values by acting professionally, respecting and trusting colleagues, striving for positive results, and working together with teams to achieve a common goal.

Interpretation skills…

I possess excellent analysis and interpretation skills which are dutifully applied when making clear and concise decisions regarding the status of taxpayers. As a Debt Collection Officer, I am responsible for accurately interpreting taxpayers’ balances on their various accounts whilst utilising several systems including Siebel, IPS and Mainframe to assist me in the process. When analysing taxpayers’ situations, I consider various factors in order to gain a better understanding of their circumstances. These factors include: how large the debt is, why the debt occurred and their past history. I also consider other factors that may have occurred in their lives; for example, whether a personal tragedy resulted in their failure to remit. I obtain from taxpayers all relevant details in relation to their debts including business trends and personal circumstances. One rule does not apply for everyone; therefore, I demonstrate flexibility when considering each individual circumstance, taking into account all personal factors whilst maintaining consistency and compliancy throughout the process. Analysing all the circumstances relating to each individual taxpayer provides me with vital and concrete information in order to make an informed decision and judgement. Throughout the process, I interpret necessary information including whether taxpayers are up-to-date on the system and calculate how far behind they are (where applicable), debt balance the general interest on accounts, any outstanding lodgements, and previous compliance history. Overall, I am an advocate for data driven decision making and make all of my decisions based on a careful analysis of the facts.

I’m here to help market you!

Cheers,

Annie Cerone

This client gained a job interview for the above-named role within the NSW Rural Fire Service (RFS). A total of six criteria were required to be addressed; following are excerpts from three of the criteria.

Tertiary qualifications in a relevant discipline, or demonstrated equivalent Expertise.

I have been a dedicated Basic Fire Fighter volunteer with the NSW RFS at XYZ Brigade since 2001. Throughout this period, I have participated and successfully completed several courses that have assisted me to better understand the RFS service across all its different areas. Training courses have included: Basic Fire Fighting, Advanced Fire Fighting, Village Fire Fighting, and Community Service Officer. I am currently undertaking the Crew Leader course.

I also undertake the role of FireWise Coordinator at XYZ Brigade, and have held the position of President since 2008. Both these roles require my attendance and active participation at Firewise meetings at District Control office on a monthly basis. I also engage, facilitate and educate the local community by visiting local schools, libraries, guides and scouts groups, and sporting groups, and attend local community events relaying the FireWise safety message. The message relayed is of an educational and informative nature. Specifics addressed include: preparing and following a fire evacuation plan; holding a meeting when there is a fire in the home; knowing the emergency number to call in case of a fire; and emphasising the importance of installing and maintaining smoke alarms and fire preparedness.

Demonstrated expertise in the design, development and implementation of communication materials and stakeholder management processes, tools and training.

In my current role as a Business Process Support Analyst with CCC Pty Ltd, I work closely with our engagement and implementation team with regard to systems information and requirements. My role requires me to develop and produce new training documentation and course material for our end users, ready for the implementation of a new Information System (IS) system. I developed a training manual to be utilised by all of our nationwide inventory controllers. This training reference document is a one-step guide encompassing every new transaction and process in the system, and provides detailed step-by-step examples.

I am also the project lead for a system replacement and the key stakeholder who liaises between our IS implementation team and external third party customers. I have the responsibility of ensuring that change management issues are collated and disseminated to all business areas and personnel. To ensure this occurs smoothly, I developed and implemented a ‘Post Card’ PDF document that is mailed to both internal and external end users. These postcards contain a listing and outline of all the key changes that are about to take place in the coming weeks. This documentation is a concisely written one-page reference guide (a focal point of reference) informing all end users on the status of the project, how we are tracking for time, and what to expect in the coming weeks and months. Overall, the feedback received from internal and external stakeholders has been very positive. I have received verbal and written commendation expressing appreciation on the dissemination of regular updates as to what stage the project is at, the expectations of the business, and what the business can expect next. General feedback received indicates that team members of the business who have nothing to do with the project are also enjoying the regular updates.

Demonstrated expertise in research analysis, managing and implementing complex projects or programs.

In my current role, I recently led the project management of the delivery of a technical solution for CCC’s duty free items and outlet implementation - a large scale project with a $30M budget. This involved extensive liaison with internal clients as well as with our key external client, BBB Corp. I was also required to work with many internal senior managers within CCC and senior managers within BBB Corp.

In order to effect its implementation within a set timeframe and to high quality standards, I also undertook the following:

• Participated in regular meetings with BBB Corp in order to understand the current system for duty free items and the legal requirements that needed to be met.
• Met regularly with CCC staff to gain a thorough understanding of any legal impacts that may be affected in the delivery of this solution; and engaged with internal stakeholders in order to explain the new system and discuss any potential issues that could arise.
• Engaged with the IS team to discuss the building of required system components.
• Met with system developers to confirm deliverables, expectations and timeframes.
• Developed and wrote technical blueprint for the new system scope for this solution.
• Coordinated with BBB Corp’s systems and process specifications.

Since its implementation, the process has increased visibility with CCC’s duty free stock business area, and it has gone on to reduce stock variances which in turn has resulted in considerable cost savings.

I’m here to help market you!

Cheers,

Annie Cerone

One of my many repeat business clients gained a job interview for this particular role. Five criteria required addressing; following are excerpts from three of them.

Demonstrated ability to manage multiple activities to achieve quality results to the customer’s satisfaction:

In my current role as Online Communications Officer at DDD Association, I was tasked with coordinating systems processes and information between the Marketing Communication section and all business units toward the end of 2009. The organisation had recently moved intranet content to a wiki open source system. The business units responsible for delivering information were experiencing difficulty with providing coordinated communications internally which consequentially affected the quality of the end product. To deliver quality service to internal stakeholders, I published a reference intranet page which included the brand guide and manual, logo, and guidelines on how to use the brand effectively. I also coordinated with the DDD business units to ensure the content and unit document management system was current and valid and met organisational business objectives. The flow-on effect from establishing positive relationships with internal stakeholders provided consistent and accurate information. This proved to be essential to further influence groups to update content on a regular basis. I also developed a forms directory, listing all DDD forms for quick retrieval by Defence personnel which resulted in the reduction of email traffic to the webmaster as Defence families were emailing and expressing their frustration with difficultly in locating specific forms on the website. The working relationship between the two business units is now cohesive and has enabled the free-flow of information that has resulted in clear content delivery to external stakeholders including Defence members and families.

Strong leadership and interpersonal skills, including a flexible and diplomatic approach to negotiating outcomes:

Throughout my career I have worked in several leadership and supervisory roles. I have vast experience leading and managing staff in challenging environments whilst working in the field of online communications and government as an operator, manager and leader. Combined with my employment experience, I have also undertaken training in the areas of team building, resource management, coaching, mentoring, performance management, leadership development, relationship building and counselling. These skills have equipped me with the tools to analyse work situations, research options, make sound decisions and implement subsequent business and financial management plans.

I have demonstrated my ability to negotiate effectively. For example, I conducted negotiations with stakeholders to achieve project deliverables during a project to develop a new web environment for the ASF Report 2008. The project was required for release by a set date and the project manager was absent on leave. I was delegated the responsibility of completing the project and finalising the website release per schedule. My role involved negotiating the stakeholders’ requirements for amendments to the project to meet the website for release schedule. This involved presenting the stakeholders with a business case detailing a schedule of the required project modifications in priority stages. This was subsequently approved, the website was released and all milestones were achieved in accordance with the schedule.

Ability to research, analyse and recommend actions on current and evolving information and communication technologies (ICTs):

As Project Manager at the Australian Government XXX (AGXXX), I was contracted to undertake an ICT review project. To facilitate the project, I researched, compiled and analysed internal intelligence information by undertaking high-level interactions with SES and Director-level staff, and relevant Government departments and agencies. The process required developing an effective software tool. This involved assessing the System Design Life Cycle (SDLC) of software models that stakeholders would use to develop these systems. Software system options I analysed and recommended included a Linux platform within an existing intranet Share Point environment which supported functionality requirements using free and open source software collaboration ideal for users; and PostgreSQL (an object-relational database management system) used to map interactions between AGXXX project groups and stakeholders within an on-line Share Point environment. Recommended strategies resulted in the establishment and implementation of a program for the effective development and delivery of messages relating to the ICT Reform Program.

I keep abreast of changes and evolving trends within the ICT field and have expanded my knowledge by attending industry seminars, following Government ICT practices, and researching ICT news features. I have utilised this information to recommend ICT communications solutions as a vehicle to drive improvements for stakeholder user analysis and to improve communications work processes in my current role with DDD. To advance stakeholder research work processes, I developed an ICT framework to assess the current level of online user behaviour. I delivered recommendations for modifying current DDD internal news by adding a ‘poll survey’. The data collected from this strategy led to improved strategic internal communications by tailoring communication to target and reach specific stakeholders.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client was successful in gaining a job interview for an APS level 6 Team Leader role in one of Centrelink’s divisions. The written application required the addressing of five criteria based on the Integrated Leadership Framework. Excerpts from 3 of the 5 criteria are outlined below.

Understanding of Centrelink’s strategic environment:

My most recent roles within the FFF Team, BBB Division have five defined strategic objectives which I understand and apply on a daily basis. These include: workforce and technology to support a customer focused approach; relationships with reason; risk-based reviews and investigation; prevention and early intervention; and debt management. Centrelink’s strategic environment is influenced by many factors that shape, create and determine current and future directions. A strong strategic understanding is required to enable Centrelink to respond to current requirements as well as prepare for future changes. Working in leadership-type roles, I have demonstrated my strategic ability by inspiring others and improving work processes which have resulted in the achievement of strategic business objectives.

In 2009 whilst acting in the role of Prosecutions Case Manager (APS6 level) within Centrelink’s FFF Team, BBB Division, I introduced a revamped procedure for creating Media Summaries. This involved conducting research and analysing their purpose by using a variety of sources including the XXX Manual and undertaking discussions with the NNN Office. During our next team meeting, I communicated the purpose of these Summaries in order for the NNN to inform the Minister and the media of successful Centrelink Prosecutions. This supported one of Centrelink’s key strategic directions, namely, to reduce fraud and non-compliance and increase payment accuracy by encouraging voluntary customer compliance. In effect, this process linked the operational task (creating the Summaries) with the organisational goal of reducing fraud. The Summaries disclose any potential fraudulent issues before they arise and thus, allow our media team and the Minister’s office to prepare timely responses to sensitive cases.

Achieves results:

I have been instrumental in implementing and supporting change processes. For example, when a whole new work procedures manual was introduced and implemented into the BBB Division in 2008, I initiated and managed several processes to effect its successful and immediate (overnight) implementation. I examined the manual thoroughly, conducted discussions with my supervisor and the Case Manager on how to implement and use the manual effectively, and then promoted its benefits to team members. I very quickly became recognised as a subject expert in its use. I provided assistance to other team members and staff working in another BBB team on site on how to use it effectively. For those staff who were initially resistant to the change, I continued to drive the point that this procedure was now compulsory and we (as a team) needed to be proactive in utilising the manual in the event we were audited. My proactivity in facilitating and promoting the importance of the implementation of this new procedure resulted in our site being graded as the best uptake of the manual across Australia. Audit results revealed that our site implemented its use more promptly and more often than other sites; it was being utilised to full capacity by all staff within a four month period. Other Centrelink sites throughout Australia were still not consistently using the manual nine months after its implementation.

Cultivates productive working relationships:

I am highly effective in supporting, working closely and collaborating with other team members especially in the area of developing their potential and counteracting weaknesses. Whilst performing the Prosecutions Case Manager role, I dealt with a female staff member who had returned to the BBB Division team after having spent a considerable amount of time working in another team. Immediately upon her return, I conducted a skills and training needs analysis. I spent one-on-one time with her addressing each individual competency, outlined the necessary training requirements and developed a training plan to facilitate improvement on her weakness areas as identified in the analysis. I then conducted one-on-one training with her over a three week period concentrating on these areas in order for her to become a fully functioning member of the team. Throughout the training process, I praised her as she continued to progress and work through the competency levels. After completion of training, her productivity level significantly improved and she went on to become a highly skilled Prosecutions Officer within a very short period of time. Importantly, a stronger relationship was formed with this staff member and trust was established; and from that point forward, she felt comfortable in approaching me with any questions or concerns.

I’m here to help market you!

Cheers,

Annie Cerone

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