Free Resume Advice For Job Seekers

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

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

Teamwork and Collaboration:

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

Analytical and Research Skills:

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

Results Orientation:

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

I’m here to help market you!

Cheers,
Annie Cerone

Late last year I completed a job application for a client applying for a role within the Australian Public Service (APS) as a Team Supervisor using the Leadership Framework in addressing the selection criteria. This client was successful in gaining a job interview. Six criterion required addressing up to half a page in length for each. The selection criteria included: Supports Strategic Direction; Achieves Results; Supports Productive Working Relationships; Exemplifies Personal Drive and Integrity; Communicates with influence; and Conceptual and Analytical Skills. Following are excerpts from three of these criteria.

Supports Strategic Direction:

I have a strong record of involvement in strategically planning and developing innovative business improvements. I have suggested new ways of doing things in order to improve on business process which have resulted in their implementation and led to increased productivity and efficiency. Whilst employed with ABC Pty Ltd, I was invited to be part of team to undertake an extensive strategic project that would lead to a reduction in errors, improvement in processing, and a reduction in turn around times between receipt of discharge request and settlement date. I conducted research on statistical data, data quality, task analysis, and work load management. Working collaboratively with the project team, we decided that a Discharge Officer’s day should be divided into three processing phases. This would enhance the processing of discharges and provide a smoother, timelier, error free and more cost effective processing method. This system enabled the staff to plan their workload more effectively and allowed them to complete all their allocated work accurately and within desired timeframes. Furthermore, the value in changing the system was the fact that as well as more in depth knowledge of departmental processes, it would further provide the opportunity to help improve our error rate, turn around times, KPIs, service level agreements, and customer satisfaction.

Supports Productive Working Relationships:

I encourage a high level of performance from team members and of myself, and I work in a collaborative and participative manner in order to achieve goals. I work 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, identify and jointly resolve issues as they arise, and continually provide constructive feedback on performance. These meetings provide the opportunity to review the team’s developmental goals and assist individual’s goals where required. I provide feedback, motivation, coaching, recognition and praise. 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. I respect and support the development of staff and inspire and motivate staff through a high level communication, presentation and interpersonal skills. As a result I have received several awards in recognition of outstanding service. Two of the most recent awards gained at ABC Pty Ltd include: the Professional Excellence Team Management Award in recognition of excellence in customer service and commitment to values; and the Living the Values Award in recognition of extraordinary service to my fellow team members and internal customers.

Conceptual and Analytical Skills:

I undertake routine problem solving and troubleshooting activities on a daily basis. I possess a keen eye for detail, an understanding of how processes work, and how to quickly and efficiently resolve problems through process analysis and systematic thinking. I always endeavour to find and implement a resolution that is beneficial to both the organisation and stakeholders involved. In all the positions I have held within the banking industry it has been my responsibility to understand the culture and its impact on organisational policies and processes. This is essential when providing innovative solutions to complex problems. In one instance I dealt with a customer who held concerns with their home loan and line of credit. I asked the customer a number of probing questions in regards to their home loan and line of credit and simultaneously checked the bank’s systems for account status. Once I had established that these accounts were out of order, I then consulted the relevant policy and followed the process with the customer and our collection team. The final outcome for the customer was a positive one - they kept their house and maintained a strong credit rating, in addition to not having a negative record on our system. Throughout the entire process I followed bank policy and procedure assisting in the prompt resolution of the problem.

It’s all about marketing you!

Cheers,

Annie Cerone

As the majority of us are all aware, addressing selection criteria can be a daunting and lengthy process. Good news…many goverment departments are streamlining the job application process, especially when it comes to addressing selection criteria. I have worked on many job applications for clients who have applied for roles within two Queensland government departments who have streamlined the process, namely, Queensland Health and Queensland Transport. Other government departments are also starting to follow the same guidelines. That is, requirements in addressing selection criteria or key competencies and responsibilites include compiling only a one to two page statement. I have completed many and I always compile a document that contains content filling a full two pages. I do not believe that providing a one page statement is sufficient to cover the key competencies, especially when they ask for five or six to be addressed. I have one client who has now commissioned me for the fifth time (one application was for a standard selection criteria addressing six key areas up to half a page in length for each criterion; and the other four applications were for Queensland Health positions, all requiring a one to two page statement). She has been successful in gaining job interviews for four of the roles (we are currently in the process of completing the fifth application). I’ll be posting excerpts from the selection criteria next week, and excerpts from the statements in the future. Stay tuned…

Cheers,
Annie Cerone

This particular client gained an interview late last year within the TAFE institution. The selection criteria component required addressing five key criteria. Following are excerpts from three of those five criteria.

1. Experience in delivering instruction in a classroom, workplace or flexible learning situation supported by examples that indicate excellence in teaching practice:

I have demonstrated the quality of my teaching ability in the classroom and on site delivery in my current role as Workplace Trainer and Assessor at a private RTO in Brisbane. I have adapted the course and work closely with students who have completed the course in order to successfully match them with employment opportunities. This has resulted in the placement of a large percentage of students/graduates in sustainable employment as Carers. The quality of my work and the respect I have engendered from professional colleagues has resulted in several commendations: highly competent trainer and assessor varying teaching strategies in response to the needs of the group; excellent ability to relate to students in the class leading to very high standards of student participation. I possess a solid understanding of contemporary teaching and learning practices including competency based training, full time, part time, workshop, distance and correspondence learning in the VET sector. In my current role I use information and communication technology applications in the delivery of courses, from technology in the classroom such as audio visual aids, online research tools, overhead projector, DVDs and college internet cafe research projects. I ensure quality assurance documents are linked to the curriculum and that the children’s services regulations are stringently followed. I follow lesson plans, performance criteria and use a variety of methods to assist students in gaining competencies. Assessments are done in various formats including group, individual, on line, practicums and so forth. I also implement industry standards, service policies, procedures and regulations for occupational health and safety.

2. A capacity to contribute to the future needs of the faculty and teaching team:

In my previous role as Coordinator and Lecturer for the ABC Academy in Sydney, I was responsible for the curriculum development and coordination of course delivery and services to international students in the Diploma of Children’s Services; and coordinated Children’s Services practicums. My ability to implement new initiatives is demonstrated in my current role as Lecturer and Practicum Coordinator for a RTO in Brisbane. In this role I have successfully adapted the existing Certificate III in Children’s Services course for people who have been unemployed (long-term) or have special needs or disabilities. This has resulted in a significant success rate in placing graduates in sustainable employment. Also whilst in this role (through the placement of students in practicums), I have built a strong network of contacts in the industry and the broader employment sector, particularly in Children’s Services and the disability sector. This is supported by the links and contacts I established as the Proprietor of the XYZ Agency and my ongoing community activities. I have also managed a distance learning program in Children’s services in Brisbane. Throughout my years experience as a Lecturer/Trainer, I have demonstrated my understanding of Adult Learning Principles, in particular, the Australian Qualification Framework (AQF) by ensuring courses were designed and delivered adhering to specified AQF principles and guidelines.

3. A commitment to self-development, maintaining industry currency and ongoing professional development:

I am currently accredited with the International Carers Agency to deliver the Certificate III in Children’s Services (Productivity Placement Program) and coordinate the practicum. I recently undertook volunteer teaching in an emergent curriculum-based school in Bulimba and donated several educational activities to the community. Between 1997 and 2004, I was the Coordinator and Lecturer in the Certificates III and IV in Children’s Services at the ABC Academy in Sydney. I am committed to ongoing professional development, having enrolled in the Bachelor of Teaching in Early Childhood at the University of New England. I have recently upgraded my Certificate IV in Training and Assessment and am affiliated with the DEF Consultancy Group. I have also completed an Early Childhood Road Safety Education Program and hold a current first aid certificate. I have attended numerous industry seminars and conferences during my career, particularly during my tenure as a Lecturer at the GGG Montessori Centre in Malaysia and the UK.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client reached the final three in the interview stage for the position of Event Coordinator at one of Australia’s leading universities. The selection criteria component required the addressing of nine questions. A page or word limit was not specified. Responses to each criterion were compiled and ranged between 150 to 350 words. Following are the responses to three of those nine questions.

1. Previous experience of staff supervision including workload management:

In my current role I actively manage and supervise three staff who are meetings and event coordinators. Working in a small team ensures close contact with staff at all times and ongoing availability on my part to discuss issues and resolve problems. I am a systematic person who prepares daily task lists and allocates time frames to ensure tasks are successfully carried out by myself and the coordinators. I conduct daily meetings with coordinators to assess workloads, monitor the progress of individual tasks and ensure they have an understanding of what needs to be achieved. As a part of my role I review operational rosters on a weekly basis, and monitor revenue forecasts and productivity results to ensure manpower is being managed effectively, taking into account the profitability goal of the department. In the coordination and management of events, I implement set distribution dates and client event questionnaires which further assist coordinators in managing their daily and weekly workloads. My management style is collaborative and participative, facilitating and providing the staff with the opportunity to voice their concerns and ideas at all times. That said, I still always oversee and ensure control and direction in decisions made. My management style and ability is received well by the executive committee with acknowledgement given to the solid working relationships and open communication styles that my team displays.

2. Evidence of the ability to develop, monitor and work within a budget:

Over the past four years I have held an active role in developing departmental revenue and expense budgets totaling $1.8 million or more depending on the hotel, meetings and accommodation requirements. This also involves setting strategic action items as a part of the Integrated Business Planning process. In preparing weekly forecasts for the Meetings and Events department, I adjust figures where necessary and identify need periods well in advance, taking into account departmental lead times. I determine costs associated with holding events and set revenue targets (ranging in value from $1,000 to $30,000 or more) to ensure the profitability of these events and the department overall. In addition, I review monthly revenue and expense targets based on rises and falls in numbers and business results to ensure overall profitability, and monitor the flow through and recovery of the department. In the current economic climate I have also continued to work within allocated budgets, with an overall departmental profit being achieved in the first six months of 2009. Although the revenue results have been lower than expected, the careful management of expenses has helped achieve this result. When carrying out sales activities and campaigns I work through a process of establishing a budget, setting revenue/activity outcomes based on this budget, and ensure a return-on-investment analysis is completed to establish the success of the campaign.

3. Experience in managing conferences and functions in hotels, conference and reception centres:

In my current role I manage a $1.8 million business budget overseeing the successful execution of events (both onsite and offsite) from their inception including proposal, contract, event preparation, through to completion of the event and after service follow up including billing. I manage an average of 20 events per week including a variety of conferences, formal dinners and cocktail events, and arrange accommodation for attending guests. In addition, I liaise extensively with internal departments as well as external suppliers to ensure the successful execution of events. I also provide ongoing guidance to clients regarding their event ensuring that it is profitable and enjoyed by all parties and all needs and requirements are met. Moreover in managing the various events, I use a lateral thinking approach; thinking outside the box to offer solutions that are tailor-made for each client and add value to the entire experience. Subsequently this has led to repeat business and increased sales revenue.

I’m here to help market you!

Cheers,

Annie Cerone