Free Resume Advice For Job Seekers

This particular client applied for an entry level graduate role as a Dietitian/Nutritionist in Queensland Health. The written application process involved the preparation of a two-page statement requiring the addressing of five competencies. My client was successful in gaining an interview, being offered the role and gladly accepting. Following are excerpts from three of the competencies.

Demonstrated base to increasing level of knowledge, expertise and skill in nutrition…

In my recent two clinical placements at the Royal Children’s Hospital (RCH) and Royal Brisbane and Women’s Hospital (RBWH), I gained a solid knowledge base on cases (basic through to complex), which I now apply to my work practices on a daily basis. These cases included high protein/high energy diets within Neurosurgery Ward and Head and Neck Cancer Outpatient Clinic at the RBWH and the Oncology wards at the RCH. More complex cases included infant feeding and failure to thrive; cerebral palsy and allergies cases at the RCH; enteral feeding cases (PEG and Nasogastric feeding) in Neurosurgery, Head and Neck Cancer Outpatient Clinic and ICU; and enteral feeding and total parental nutrition cases in Oncology at the Royal Children’s Hospital. I expanded my knowledge by conducting research on information into clinical files at the RBWH in the areas of Head and Neck Cancer and Neurosurgery in order to gain a deeper understanding of these areas. I understand the RBWH Swallowing and Nutrition Management Guidelines for patients with Head and Neck Cancer, and the processes that occur in this area. I also research treatment protocols in the Oncology ward at RCH in order to understand the treatment stages and protocols for children with cancer.

Demonstrated ability to participate effectively in a multidisciplinary team…

In my current role as a Nutrition Assistant, I work collaboratively in a team environment (up to 8 staff) on a daily basis, under the close supervision and guidance of a supervisor. I also liaise regularly with multidisciplinary teams including dietitians, speech pathologists, food service staff and nursing staff to ensure diet requirements are implemented correctly. During my clinical placement, I liaised regularly with these members of staff and with medical teams. I discuss issues with medical teams; for example, on issues surrounding patients who have been experiencing reflux from nasogastric feeds. I approach doctors with my recommendations on changing the feed to a higher density feed which would result in reducing the volume. Doctors have supported my decisions and further assisted with the reflux by authorising appropriate medication. The outcome of this collaboration results in the patients no longer experiencing reflux. In order to ensure effective management of enteral feeding for patients who are being discharged home, I discuss the discharge process with nutrition assistants to organise the necessary equipment and feeds for home enteral feeding. When dealing with patients who are continuously losing weight on the enteral feeding regimen, I liaise and consult with fellow dietitians and medical teams on whether to increase the requirements to ensure that weight loss is minimised or stabilised. 

Demonstrated ability to undertake quality and service improvement activities…

During my food service management placement at The Prince Charles Hospital (TPCH), I was actively involved in the Food Service project relating to the new Queensland Health Statewide Foodservices Policy 2010. This Policy states that menu choices should be taken on the day of serving main meals to maximise patient food and nutrition intake. My role in this project involved assessing the systems and processes of the menu office and investigating the changes that needed to take place in order to implement same day menu selection. My experience as a Nutrition Assistant at the Mater assisted me to complete this task in a proficient manner. I examined and monitored the system in the menu office to determine how menus were distributed and evaluated general systems and processes. I offered recommendations on implementing more efficient ways of completing tasks by drafting new guidelines. For example, implementation of generic pre-printed meal tickets; record of phone call sheets; and the implementation of standard guidelines on ‘How to order a meal for patients’ with an attached list of diet codes for nurses stations. I also reviewed the work schedules for the menu office to meet the deadlines for same day menu selection to ensure patient meal selections were completed in a timely manner; and reviewed the methods of forecasting to reduce the heavy reliance of tally sheet within food services. I conducted an external benchmarking activity to compare processes and systems of the TPCH with other facilities to ensure those used within the menu office were efficient in order for the core business of taking meal selections with patients became the priority and the same day menu selection could be implemented. The majority of my recommendations were implemented within a seven day period; others were in the process of being considered and negotiated with relevant staff for eventual implementation. As a result, the changes contributed significantly in reducing both time wastage and the undertaking of manual tasks.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client applied for the role of Ranger at one of the national parks in WA. He was successful in gaining an interview. The written component required the addressing of three criteria in three pages maximum. Following are excerpts from the three criteria.

(1) Good interpersonal skills with the ability or experience to liaise with the public, commercial tourism operators, community groups, Indigenous groups and other stakeholders.

In my role as an Interpretive Officer at SSS Conservation Park, I was primarily responsible for communicating and dealing with local, interstate and international visitors on a daily basis. I escorted groups of visitors into a colony where wild Australian sea lions were roaming. Prior to entering the colony, I provided clear verbal instructions to the visitors on the importance of refraining from making loud noises. I ensured they understood the importance of remaining close to my side for safety purposes (their own and the sea lions’). Whilst conducting 45-minute tours, I explained to visitors the sea-lions’ daily living regime. The majority of visitors to the SSS Conservation Park often only spoke limited English; therefore, I adapted my communication skills to suit the audience, speaking clearly, slowly and using appropriate body language and gestures to facilitate understanding. Whilst in this role, I also liaised with tour operators on a regular basis to provide quotes, organise bookings, give advice on the best viewing spots to sight sea lions, and instruct on which routes to take in order to avoid crowds. On a daily basis, I dealt with internal staff including duty rangers, visitor management officer, site manager, and senior guides to discuss parking management issues, extreme weather policy, and the change of uniform from one season to the next.

(2) Demonstrated ability to work effectively in a team, show initiative and to work unsupervised.

Having worked at the SSS Conservation Park, safety was paramount. Working within a team, we were aware of the importance of always being on the look out for each other to ensure safety. Working in the colony was not without risks; we were working in the elements. Before starting shifts with my team, we ensured that everybody was dressed accordingly, had enough water, and sunscreen was being worn at all times. When we worked in close proximity to the animals, I ensured I was in viewing distance of my colleagues in order to respond instantly to any immediate situation. When I worked in a small team micro chipping pups, my colleagues were able to rely on me to perform task work in a professional manner. My reliability and commitment to high standards of safety was recognised; as such, when performing tasks, I avoided dangerous situations which in effect did not put any of my colleagues at risk when it came to working with aggressive animals.

Whilst employed at SSS Conservation Park, I demonstrated initiative when the government provided a training course for guides. I realised that guides learnt so much more through working in the field. I thought it was important that this knowledge was shared with the other guides. Therefore, I initiated and facilitated ongoing discussions/meetings with my fellow colleagues to ensure the sharing of knowledge and instructions. This went on to become a regular part of the guiding culture. On many occasions, I volunteered to explore and discuss topics in depth when questions arose, ensuring staff were more knowledgeable and stayed abreast on current issues and processes.

(3) Ability to or demonstrated experience in construction and maintenance, carrying out routine maintenance duties, including the use of hand tools, power tools, chainsaws and small engines.

In my current role as a Field Assistant for NNN Landcare, I undertake task work in relation to the construction and maintenance of infrastructure within GGG Park. This involves undertaking campground and nursery maintenance, constructing walking tracks, and performing general maintenance and repairs on a 4WD vehicle (Ford Ranger) and a Rhino. For weeding, I maintain the ‘quick spray unit’, brush cutters, secateurs, saws and all personal protective equipment (PPE) such as overalls, long sleeved shirts, masks, gloves and safety glasses. Recently having undertaken maintenance on the nursery, I used an angle grinder and circular drop saw (whilst using the correct PPE) to fit a gate into the entry of the nursery.

As a Koala Management Field Assistant with XYZ, I assisted in the construction and maintenance of holding cages for the captured koalas. This involved assembling the building blocks (mesh walls) together using hack saws, rod ties with rod tying tool and cable ties. I also maintained our field gear which involved maintaining and checking the four metre extendable metal poles (sandpapering, cleaning and lubrication). I regularly maintained and checked the climbing ropes and climbing harnesses for damage and to replace faulty equipment when required. Whilst undertaking all of the above task work, I adopted a high level of safety by ensuring equipment and vehicles were regularly maintained and checked. This involved maintaining and checking vehicles, PPE and tools. Importantly, the correct PPE was used at all times whilst performing all task work. Furthermore, I was keenly aware of the environment I worked in, and analysed the risks and potential hazards both before starting a job and throughout the entire duration of works.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client applied for a School Liaison Officer role within a Queensland-based TAFE College. A two-page statement addressing criteria/competencies (five of them) was required as part of the written application process. My client was successful in gaining an interview and more; the interview was a very interesting process and here’s why…The College had recently advertised for a Business Development Officer role. The interview panel asked my client why she did not apply for that role as her experience in sales and business development was very strong as showcased in her resume. My client advised the panel that she had only spotted the role on the day that applications closed; thus, she did not have enough time to prepare the statement and apply. Overall, it was a very positive outcome for my client as she was offered and gladly accepted the role of Business Development Officer (not the role of Schools Liaison Officer) in this interview. How’s that for a stroke of luck! Following are full excerpts from three of the five criteria.

Demonstrated experience and performance in a promotional sales role with a strong track record of achievement against targets…

Over the past four years I have held a variety of positions in a hotel sales environment with a key focus on sales and business development. Throughout this period, I have consistently achieved both individual and team targets. I am currently employed with the HH Group in the capacity of Business Development Manager QLD, Corporate and Government. My business development roles have been instrumental in developing a competitive edge with regards to market intelligence, product knowledge, and in cultivating and maintaining productive and long-standing business relationships.

I possess a solid understanding of competitors’ major strengths and weaknesses, achieved primarily by maintaining regular reviews and inspections on their services; by maintaining awareness of their business strategies; and by maintaining close industry relationships. The information I derive from these strategies has resulted in the identification of new business potential and the capture of new market share to grow sales targets. Via prospecting and targeting prospective accounts in the marketplace, I secured 14 new accounts during tender season in 2009, which resulted in the attainment of my sales target. In 2009, I also developed and implemented a specifically-targeted sales and marketing campaign (a Government special in low season with value specials), which saw the Group’s product information targeted to over 1,200 travel bookers within the Government sector. As a result, this campaign has increased year-to-date bookings across all hotels by approximately 10%. I am also actively involved in promotions. Toward the end of 2009, I was instrumental in promoting our hotel product and redeveloping key contacts and relationships in the airline sector. Subsequently, the Group’s Gold Coast property was selected as a sole preferred property by an additional three airlines, and has resulted in securing up to 300 additional room nights per annum.

Demonstrated knowledge of the secondary school and tertiary education system, the pathways students can take to enter tertiary education and an understanding of the VET sector…

I possess solid knowledge on pathways available for students to take in order to enter tertiary education. I have attended a number of career expos and open days at TAFE, which has provided me with background knowledge of pathways. Specific pathways include qualifications from the following key areas: Year 12 (internal or external) or equivalent studies; tertiary level studies (diploma, advanced diploma, associate degree, degree); bridging and preparatory courses; Certificates III and IV; formal qualifications in music, dance, speech and drama, languages); job-related qualifications (for example, trade, traineeship); employment; personal competency assessment; and results on an approved admissions test, for example, the Special Tertiary Admissions Test (STAT).

With regard to an understanding of the VET sector, working within the HH Group, has also provided me with the opportunity to train students in a shadow program conducted by our hotel. I interact with the students and gain insight into their educational goals and the respective pathways they are undertaking to complete their tertiary education. I possess a solid understanding of VET courses in tourism and hospitality, running from Certificate I level through to Advanced Diploma. There are courses that lead directly into all of the occupational categories in the hotel environment. Credit and Recognition of Prior Learning (RPL) may be given for some of the lower level VET courses (such as certificate II, III or IV) and towards Diploma courses in the same or related subject areas.

Highly developed computer skills including the use of spreadsheets, word processing, publishing and databases; the ability to utilize these for sales, marketing and reporting purposes…

My computing skills are of an excellent standard. I have noteworthy experience using spreadsheets and word processing applications and in-house databases, including Microsoft (MS) Office Suite (Word, Excel and Outlook) and IKNOW. My specific skills in utilising these applications are as follows:

• MS Excel - preparation of monthly reports for six hotels to outline year-on-year sales comparisons, top accounts for each month and low production accounts.
• MS Word - preparation of a variety of correspondence including client proposals, contracts, internal departmental memos; creation of standard operating procedures in relation to sales and business development processes; and the development of sales and marketing training manuals.
• Databases (IKNOW) - responsible for maintaining 95% accuracy in the system which is achieved by conducting monthly reviews and compiling and allocating data to ensure all accounts are tracked correctly for reporting systems.
• MS Publisher - update travel fact sheets with new images and information on a quarterly basis.
• MS Outlook - various functions are used extensively on a daily basis including the calendar, address book, tasks, reminders, to receive incoming emails, as well as compiling outgoing emails to external clients and stakeholders.

I’m here to help market you!

Cheers,

Annie Cerone

This existing client previously utilised my services to prepare selection criteria (see blog posted on 1^st February 2011 for the Policy Manager role). This time around he once again commissioned my services to address seven criteria for a high level management position within a State (NSW) Government department. He was not only successful in gaining a job interview, but was also offered the role which he enthusiastically accepted. Following are excerpts from three of the seven criteria.

Proven record of achievement in leading and managing a high volume client service operation…

As Asset and Supply Manager with Rail Infrastructure Corporation, I was responsible for the providing logistical support to rail maintenance and construction operations across regional NSW. This included a high volume supply and distribution service encompassing many thousands of transaction a week. Rail Infrastructure Corporation adopted a just-in-time supply philosophy which necessitated a detailed planning and scheduling process to ensure materials and equipment were delivered simultaneously to multiple worksites across the State. The maintenance and construction tasks support were critical to the operation of the NSW rail network and costing many millions each day. The failure of the supply and distribution system was also potentially costly from a political standpoint. I developed and implemented a programmed procurement and supply process to integrate supply with customer requirements, and maintenance planning which enabled over 95% of orders to be completed within agreed deliverable timeframes; and streamlined the requisition process to reduce client administrative costs and improve the ability of clients to achieve their performance targets.

Proven capacity to deliver results at an operational and strategic level…

From a strategic standpoint, in my current role as Manager, Land Administration with the State Management Council, Livestock Health and Pest Authority (LHPA), I identified that the core data the organisation relied upon to perform its main functions was often incomplete or inaccurate (less than 25% accuracy). The correctness of data was crucial as it was not only used by the organisation to plan its statewide animal health and pest management programs, but also used as the base data for the national biosecurity network within NSW. The core data was the geospatial data (property lots and deposited plans) - unique spatial data identifying each parcel of land within the State. I initiated projects to develop the capability within the organisation to ensure its geospatial data was brought up-to-date; and implemented systems and processes to modify the records as changes occurred, in order to improve and continue to maintain the accuracy of the data. This process also involved developing relationships with the State’s custodian of geospatial information, the Land and Property Management Authority (formerly known as the Department of Lands), and the primary user of the organisation’s information - Industry and Investment NSW (formerly, Department of Primary Industries). In addition, to reduce any duplication or inconsistency in the organisation’s data requirements, I introduced an initiative to align the organisation’s need for geospatial data with the needs of those agencies who regularly used/accessed our data. The implementation of this initiative is currently 50% complete. Upon completion, this will result in 100% accuracy of all biosecurity information and data for the State, as well as ensuring the integrity of the geospatial data is aligned with the data maintained by the custodian of spatial data in NSW. This is essential in order to effectively manage outbreaks of disease.

High level project and financial management skills…

From a financial management perspective, I possess highly developed skills in analysing and applying financial information, forecasting and effectively managing budgets. In my current role as Manager, Land Administration with the State Management Council, LHPA, I am responsible for management of a $1.2M operating budget. In 2009, I centralised the land administration functions of the Livestock Health and Pest Authorities which reduced overall costs by 65%. This involved: extensive analysis of profit and loss statements and examination of operating costs; identifying costs incurred in performing the function; benchmarking with other organisations to determine best practice costs; identifying cost drivers; and identifying technology-based alternatives. I undertook cost benefit analysis on options available, made recommendations to senior management and the Board on the most cost effective options available given financial and political constraints.

I’m here to help market you!

Cheers,

Annie Cerone 

This client applied for an internal role within Centrelink and gained a job interview. A 3-page document was prepared addressing six criteria (the standard five criteria contained in the APS Integrated Leadership System, and an extra one criterion focused on the management of customer service operations). The six criteria averaged 360 words in length. Following are excerpts from three of the six criteria addressed.

Shapes strategic thinking:

As the Jobseeker Claims Network (JCN) Senior Practitioner at the ZZZ site, I set in place strategies for the provision of ongoing training and support to ensure the success of this site. I specifically identified strategies and implemented plans to improve performance within the JCN team which focused on consistent approaches, improving efficiencies, and setting goals to provide a convenient service focusing on end-to-end finalisation of claims. The strategies and actions implemented included:

• Rotating staff through a local Customer Service Centre (CSC) site for half a day in order for staff to gain a better understanding of the new claims process.
• Organising speakers from consolidated teams that were utilised within the JCN process (for example, Participation Solutions Team, Compensation Team, Social Worker, and Assurance of Support Team). This would allow for a better understanding of the process and how they support our outcomes.
• Facilitating and encouraging ongoing feedback from local CSC sites thereby ensuring our processes and outcomes were supporting our common goals, whilst promoting the ongoing improvement of Service Delivery within Centrelink.

Overall, I was able to effectively inspire and motivate staff by communicating in a clear and concise manner on how their work directly enabled our team to achieve results in line with our strategic directions.

Develops and maintains valuable relationships:

When dealing with staff, I am proactive in taking the time to consult with them in order to understand their needs and concerns. In one particular instance, I was aware of a staff member who was disengaged and not adhering to directions in relation to procedural changes that had been implemented. Subsequently, this had an negative effect on the dynamics of the team as a whole. I facilitated discussions with this staff member to identify the issues he was facing. From these discussions, I determined the staff member was unchallenged in his role and that he was aware other staff members were provided with opportunities to manage portfolios. As a result, he believed he was not being offered the same opportunities. At our next team meeting, I raised an agenda item to discuss further portfolios that we could implement into our team that would have a positive impact on managing our work more effectively. This resulted in the staff member being given the opportunity to manage a portfolio that he had in effect initiated. Subsequently, the staff member became engaged and productive and went on to display more positive behaviour at work.

Demonstrated capabilities managing responsive and relevant customer service operations in an environment characterised by changing business and customer expectations:

Previously acting in a Team Leader capacity, I streamlined and implemented the front-of-house model, which ensured customers received an efficient and effective service at every contact. The key challenge faced in implementing this change process was to effectively manage the increase in the number of customers requiring our services due to the economic downturn. The XXX site was used as a trial site for the front-of-house model. To achieve this goal, I undertook the following actions: placed front-of-house staff at the site’s entry point to directly meet and greet customers; implemented a computer in the waiting area to monitor the front-of-house area; advised customers that they could also undertake their business via the on line services; and updated relevant forms and associated documentation. Implementing these change strategies ensured every customer entering our premises were immediately greeted and directed to the relevant area: either reception, the participation line or placed in the virtual waiting room. By having these set queue management practices in place and through continuous and vigilant monitoring, customer traffic was effectively managed and a streamlined approach to service delivery was facilitated. Overall, this front-of-house model played an instrument part in reducing customer aggression; positive feedback was received from both customers and staff. Furthermore, this resulted in my site meeting national standards for queue wait times.

I’m here to help market you!

Cheers,

Annie Cerone

This particular client applied for the above-named role in one of the Victorian local Council establishments and gained a job interview. A 4-page document was prepared covering a total of 12 criteria encompassing three main sections: Qualifications and Experience, Technology, and Interpersonal. Following are full excerpts of four criteria from two of the sections.

QUALIFICATIONS AND EXPERIENCE:

Records management qualifications (post trade certificate or post qualification below diploma or degree) and/or possess demonstrated experience in an Information/Records management role…

In my role current role with the YYY Council as a Business Support Officer in the Emergency and Safety Planning department, and previously as an Administrative Support Officer - Asset Maintenance and Infrastructure Services, I receive and allocate customer requests on a daily basis to field officers ensuring detailed information is adequately recorded and maintained to reflect the current situation of each request. I register new requests and allocate these to the appropriate officer. Certain request categories are also updated onto several departmental databases to enable reconciliation on a regular basis.

Broad knowledge of activities and operations of Local Government…

Working for the YYY Council has provided me with broad knowledge of various activities and operations of Local Government. I believe this transfer of knowledge would be of value in understanding the City of WWW’s operations. I have knowledge of YYY Council’s local laws and legislation which help to provide a pleasant environment for residents, businesses and visitors. Several of these local laws include: Animal Control; Consumption of Liquor in a Public Place; Meeting Procedure and Use of Common Seal; National Competition Policy;  Open Air Burning; Roadside Trading; Public Amenity; Signs of Streets and Roads; and Footpath Trading Policy. The YYY Council has developed a sustainability framework which identifies strategic objectives that contribute to the sustainability of its community and organisation. All of the activities contribute to one or more of these objectives and are guided by its values and sustainable excellence principles. The Council’s values include honesty and trust, clear and open communication, leading by example, listening to others, and embracing diversity and difference. In 2009, the Council developed eight Sustainable Excellence Principles which guide decisions and actions in every area of its activities. These principles have been adapted from the Business Excellence Framework and are used as a basis for ensuring sustainable outcomes for its community and organisation.

INTERPERSONAL:

Requires effective verbal and written communications skills…

Both my verbal and written communication skills are of a very high standard. Over the last 15 months in my role at the YYY Council, I have handled many incoming calls on a daily basis mainly from residents in relation to various concerns. Examples include: issues relating to the 10/30 rule in regard to the removal of trees on private property where no permit is currently required; concerns regarding property containing long grass and is considered a fire hazard; overhanging branches extending from one property into another; and rubbish dumped on roadside reserves. I competently answer questions and offer advice on a range of Council activities. I ensure the provision of accurate information to callers (community residents) at all times and always call them back to discuss relevant outcomes or timelines. On a daily basis, I communicate with a diverse range of stakeholders including the general public, Councillors and management across all levels. Regarding my written communication skills, I compile and prepare extensive notes taken whilst in attendance at executive meetings. These are then disseminated to all stakeholders (both internal and external) who attended the meetings.

Ability to provide on the job training to others…

In my current role, I provide on the job training to other staff members. I have instructed staff in the Emergency and Safety Planning Department on how to correctly attach documents into Dataworks; how to process invoices requiring approval in Finance 1; and how to search for past correspondence by referencing certain criteria in order to correct and relevant obtain information. Training is undertaking on a one-on-one basis; I sit with each staff member and practically show them how to undertake the steps, and then watch them perform the process themselves whilst providing ongoing guidance and direction. I explain processes to staff in a clear and methodical manner, encourage the asking of questions, and exercise patience at all times, appreciating that each individual has a different learning style.

I’m here to help market you!

Cheers,

Annie Cerone

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