Mentor Expression of Interest. From 1 January
|
|
- Leslie Mitchell
- 7 years ago
- Views:
Transcription
1 Mentor Expression of Interest From 1 January
2 Overview of Travel Industry Mentor Experience TIME The purpose and vision of TIME is: "To provide knowledge, guidance and advice to aspiring individuals within the Travel and Tourism industry allowing them to advance and grow their career." The TIME initiative aim is to offer a range of business skills training and development sessions, within a Mentoring and peer collaboration environment, to aspiring individuals at the mid level management level of the travel and tourism industry. Experience and research tells us that the best employees are attracted to and stay within an industry, company or organisation that offers them career development. Other industries know how to win and keep new talent: they offer more money, better perks, and cool working environments. But they also offer something more to high potential employees: a career path. They invite the best and brightest to dream big and envision the work or job they would love to be doing. And then they provide guidance or better still either a coach or Mentor to help them achieve their goals. The six 2009 Australian Financial Review BOSS Young Executives of the Year all come from diverse sectors, but they all have two things in common: 1) Great communication skills and 2) Mentors. Aged from 31 to 35 the three women and three men featured in AFR BOSS July 2009 had from one to three Mentors each. And according to the article subsection What Sets the Winners Apart the top of the list, according to the three judges, is that a good young leader: has the audacity to seek out their own Mentors. The Travel Industry Mentor Experience will offer something more to high potential employees: a career advancement path. How? By inviting the best and brightest to envision the work or job they would love to be doing and providing guidance, knowledge and experience from an experienced industry Mentor to help them achieve that advancement. 2 P age
3 Mentors & the Program The Mentoring Program has a number of varied benefits, however the key purpose is to develop and retain leadership potential with a view to enhancing career development and satisfaction. A Mentor should offer a range of (non-conflicting) business-skills and experience that enables them to offer advice and perspective to the Mentee. Sharing their wisdom and support creates opportunities that may not otherwise be available to the Mentee. This includes increased visibility and possible access to networks (part of the essential communication skills) including networking with other Mentees. A Mentor will hold their Mentee accountable and will offer challenging ideas that will inspire the Mentee. Pointing out behaviours that will inhibit the progress of the Mentee is also part of the Mentor s role along with helping to build their self-confidence through praise, encouragement and constructive feedback. Prospective Mentors will complete an Expression of Interest form which will be submitted to the TIME Committee for appraisal and approval. The Program Mentoring is a relationship, which gives people the opportunity to share their professional and personal skills and experiences. Typically, it is a one-to-one relationship and is based on encouragement, openness, mutual trust, respect and a willingness to learn and share. Length: 6 months The Travel Industry Mentor Experience program will run over a 6 month period and will provide Mentoring in core business development skills coupled with leadership and communication/networking skills. 12 sessions/meetings of approximately 2 hours duration. Each Mentee would have different needs and would be at a different level of experience and knowledge in their chosen career field and what they were aiming at. 3 P age
4 Meetings between Mentor and Mentee Every two weeks: At the first meeting you will discuss the parameters and outcomes to be achieved over the next 6 months. A NICE Analysis, asking the Mentee to outline their strengths and weaknesses in various management skills, is given to the Mentee to complete prior to the first meeting at the Induction Workshop. This should be given to the Mentor and discussed at the first meeting. Selection and Matching of Mentor and Mentees Mentors and Mentees will be matched using the criteria contained in the Expression of Interest Form. The Program Coordinator will submit suggested matching to the Committee for approval. Whilst we will endeavour to match a Mentee with a Mentor in the same town or city it is not always possible due to requirements of Mentee and the expertise of the Mentor. Each participant will be contacted to ensure that they will be comfortable with their initial match. The Program Coordinator (Secretariat) will be available to assist both Mentors and Mentees. Mentoring is not intended to replace the role of the manager. Whilst a Mentee s manager is responsible for setting work goals and ensuring they are achieved, the Mentor focuses on overall career development support. The First Meeting Induction Workshop (2 hours) The first meeting is an important meeting where Mentors and Mentees get to know a bit about each other and negotiate the parameters for working together. It is vital at this stage to communicate to each other clearly and honestly. 1. Exchange information about background, careers, interests 2. Discuss each other's expectations about the Mentoring relationship. Be as clear and specific as possible. If expectations don't match, negotiate a mutually agreeable plan 3. Discuss and agree on the time length of the relationship and an end date, the frequency and length of meetings, and the location of meeting 4. Discuss the issue of confidentiality 5. Begin a plan of action by discussing the Mentee's goals. Very often, the initial needs expressed by Mentees are general. It is important to spend adequate time discussing the issues together to clarify the work situation and the real needs of the Mentee 4 P age
5 Subsequent Meetings Subsequent meetings should occur as agreed between the Mentee and Mentor in their first meeting. 1. At the second meeting, a more detailed plan of action can be developed, where goals for the Mentee can be broken down into specific tasks. Agree on the tasks for the Mentee to complete by the next meeting. 2. At the third and subsequent meetings, the Mentee should present the results of the set tasks. 3. Mentor and Mentee should then discuss the progress made by the Mentee (and include obstacles met in trying to achieve desired goals). 4. The Mentor can then provide feedback and analysis of issues, and offer advice and guidance for future actions 5. The Mentor and Mentee then negotiate the next tasks to be undertaken and decide on the next meeting date Upon Conclusion It is important to have a process in place for concluding the Mentoring relationship. Having worked together for 12 weeks, and with the end date approaching, a final meeting should be set. This meeting marks the formal ending of the relationship and can be used to review the process and outcomes. Mentor and Mentee should discuss: Were goals initially stated by the Mentee achieved? Were goals redefined during the Mentoring relationship and were these new goals met? What other outcomes were achieved during the relationship? Was organizational knowledge of business and companies increased? Were problem-solving skills enhanced? What professional gains were made by Mentee and Mentor What personal gains were made by Mentee and Mentor What aspects of the Mentoring relationship were appreciated? What aspects were challenging? 5 P age
6 Mentor Guidelines The Role of the Mentor: Provide advice and perspective to the Mentee Provide feedback on ideas and plans, often before they are considered for further development Share wisdom and advice from your experience, while allowing the Mentee to have their own experience Encourage and support Mentees to complete the program and its activities Hold the Mentee accountable for achieving the goals that they set for the program Create opportunities that may not otherwise be available to the Mentee e.g. increased visibility, access to networks Support the needs and aspirations of the Mentee Encourage collaboration between Mentees Attend required meetings and meet commitments made to Mentees Understand the skills that the Mentee is required to learn during the program and offer support in learning these skills Offer suggestions to improve Mentee s skills, talents, abilities, initiative, and commitment in preparation for future endeavours Offer challenging ideas that will inspire the Mentees Help build self-confidence through praise, encouragement, and constructive feedback Suggest an 'alternate' Mentor(s) for areas where the Mentor is unable to add value or expertise Do not be afraid to say I do not know Mentors are expected to have most of the following characteristic: Good record of developing others Genuine interest in seeing others advance Willing to spend time transferring skills and knowledge A good understanding of the travel and tourism industry and where it is heading Reflect the key values and behaviours of a business professional Strong interpersonal skills Have sufficient time to devote to the relationship Respect for confidentiality and professional integrity Availability, commitment and attendance at Mentoring meetings and workshops The Role of the Mentor does not include: Involvement in the running of the Mentee s business or job role Providing legal and tax advice (unless the Mentor is in that profession) Therapy or counselling on personal issues 6 P age
7 Are Mentors paid? The role of the Mentor is voluntary however by Mentors showcasing and sharing their entrepreneurial experience, Mentors will find this an invaluable experience - which will provide many unexpected gains personally and in business. Selection and Matching of Mentor and Mentees Mentors and Mentees will be matched using the criteria contained in the Expression of interest form. Each participant will be contacted to ensure that they will be comfortable with their initial match. The Program Coordinator will be available to assist Mentees to think through how they think a Mentor can help. Am I eligible to participate? The criteria set out for the TIME program is as follows: Mentors may be male or female business owners or Travel Industry Executives with a minimum of five years experience as an owner/operator or time in the Travel Industry in a senior role. Allow a time commitment of minimum of hours for the six month period Be willing to give of yourself, your knowledge and experience supporting your Mentees to grow their business and achieve their goals 7 P age
8 TIME Conditions and Requirements Networking Evenings TIME invites all Mentors to attend Networking evenings however it is not a requirement. - except for the Graduation Evening Induction Workshop and Graduation Evening It is a requirement that all Mentors and Mentees must attend the Induction Workshop and the Graduation Evening Networking Evenings Except in the case of mitigating circumstances, that is, genuine circumstances identified as severe and/or unavoidable, Mentees must attend all Networking evenings (which includes a Airfares & Accommodation for Interstate Mentors The cost of Airfares and accommodation for interstate Mentors will be borne by the Mentor Expenses Some out of pocket expenses will be incurred during the length of the program and these are to be borne by the Mentor. 8 P age
9 Graduation Ceremonies and Networking Evenings New Mentees will be inducted into the program during the year but will graduate at one of the four Graduation Ceremonies held during the year. The Number of Intakes held during the year will not be less than four; however will be determined by the demand of Mentees e.g. 2016/2017 Intakes: Graduation dates: Program February September 2016 Program April October 2016 Program June February 2017 Program September April 2017 Program February September 2017 Program April October 2017 Program June 2017 February 2018 Program September April 2018 Networking and Graduations 2016/ June September October February April June September October P age
10 Questions & Answers What happens after the Mentoring pairs are matched? It is expected that the Mentor and Mentee meet at least fortnightly for 2 hours to allow time to address issues in real depth. Mentors and Mentee s will also be required to attend an initial workshop. The formal conclusion of the relationship will be after 6 months. Informal extension of the relationship is up to the Mentee and Mentor. What about confidentiality? Confidentiality is essential to enable the Mentee to be open and ensure the kind of genuine relationship necessary for success. Confidentiality ground rules are that nothing can be discussed outside the relationship without the other parties agreement (aside from legal obligations). A code of practice for Mentoring will also be made available. What if a Mentoring relationship doesn t work out? Not all relationships will be successful. If a Mentor or Mentee wishes to end the relationship prior to the formal conclusion of the program, there will be no negative consequences. The program coordinator will seek feedback to assist in future program development and reassignment. What s the difference between Mentoring & Coaching? 10 P age
11 While coaching and mentoring share a range of techniques, mentoring provides career guidance and longer-term support, as opposed to the relatively short-term and performance-related purpose of coaching. They are synergistic and complementary. What s the role of a Mentor versus a Manager? Mentoring is not intended to replace the role of the manager. Whilst the manager is responsible for setting work goals and ensuring they are achieved, the Mentor focuses on overall career development support. 11 P age
12 Send this section pages 11 to 18 to TIME Secretariat: Expression of Interest Mentors Your Name Business Name: ABN: Category Of Business Business Address State: Phone (Mobile): Post Code: Phone (Business): Your Job Title: Home Address: Website URL: Your Age Group: P age
13 Formal Education Qualifications: Please detail here any degrees, diplomas, trade certificates that you may have. Business Qualifications: Please list any business training programs or courses that you have undertaken. Professional Organisations: Please list any professional organisations or committees of which you are a member. 13 P age
14 Business Awards - please list any awards that you or your business may have received (or been a finalist/nominated for) such as: Telstra Businesswomen s Award, Telstra Small Business Award, and Ernst & Young Entrepreneur of the Year Award etc. Business Experience: Please outline your current business/company experience. Please pay special attention to your Management experience within this organisation. Business Industry - Please nominate the industry that best matches your company / business. Own a Retail Travel Agency Consultant in Retail Consultant in Corporate Team Leader Manager Other Sales & Marketing Wholesale Hospitality Travel Group Executive Airline / Consolidator 14 P age
15 About your wholly owned business If you own a business, please nominate your business structure: Sole Trader: Partnership: Company: Number of Directors: Names of Directors: Years of Operation: Is Your Business Home Based? How many hours per week do you work in your business? Yes No Describe your business: 15 P age
16 Previous Company / Business Experience - other than the business you are working in right now, please list the last 3 Company / Businesses and your role - outlining your experience. Organisation Role Experience If you are not currently employed by a company or in business, what was the last year you were in business and please outline the reasons for change? 16 P age
17 Why be a Mentor? Everyone chooses to Mentor for a variety of reasons. Please give us an insight into why you would like to be considered a Mentor in this program? Do you have any previous Mentoring experience? Please detail. 17 P age
18 What Skills do you possess that you believe will add value to the Mentees? What would you like to achieve personally as a result of mentoring others? Please use this space to let us know about anything else you feel is relevant as we consider your application. 18 P age
19 How did you hear about the TIME Program? Travel Daily AFTA Travel Weekly Travel Bulletin Word of Mouth Other (detail below) Referred to the program by: I certify that the information provided in and supporting this application is true and correct. Signed: Dated: Please return this completed form from page 11 to 18 to: 19 P age
20 Project Manager, Time Program Privacy Statement Any personal information provided to TIME is protected by the Commonwealth Privacy Act The information is essential to determine your eligibility for the Time Program. TIME may disclose some of your personal information to a third party contractor who will monitor and deliver parts of the TIME program. The information may be used to send you communications about business-related activities such as newsletters, flyers and invitations P age
Mentor Application Form
IMPORTANT INSTRUCTIONS FOR COMPLETING THIS APPLICATION FORM Before you commence completing this form, please follow these steps to ensure your document is saved correctly. Otherwise, your changes may NOT
More informationInformation kit 2016
Information kit 2016 Intake 1 (April 2016 April 2017) Intake 2 (October 2016 October 2017) Contents PURPOSE OF THE MENTORING PROGRAM... 4 DEFINITIONS... 4 Mentor... 4 Mentee... 4 BENEFITS OF THE AHRI MENTORING
More informationManaging Your Career Tips and Tools for Self-Reflection
Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated
More informationInvestors in People First Assessment Report
Investors in People First Assessment Report K.H.Construction Cambridge Assessor: Lesley E Ling On-site Date/s: 3 rd September 2008. Recognition Date: Contents 1. Introduction Page 2 2. Assessment and Client
More informationUniversity of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016
University of Alberta Business Alumni Association Alumni Mentorship Program 2015-2016 Program Guidelines This document is designed to be a reference guide, containing information that you will need throughout
More informationSometimes there is confusion over what mentoring is, and what it is not.
What is Mentoring? Mentoring is not new. On the contrary, the term mentor originates from Greek Mythology. The practice of mentoring even dates back to earlier times. In recent years there has been a remarkable
More informationTIPS TO HELP YOU PREPARE FOR A SUCCESSFUL INTERVIEW
TIPS TO HELP YOU PREPARE FOR A SUCCESSFUL INTERVIEW Preparing for the Interview RESEARCH Don t forget to research the organization/company before the interview. Learn what you can about the workplace prior
More informationAn Approach to Delivering. Professional Coaching Services. For Change
An Approach to Delivering Professional Coaching Services For Change 1 Our Approach to Delivering Coaching for Change Content Definitions of coaching... 3 What coaching services can Pervue Limited deliver?...
More informationConducting Effective Appraisals
Conducting Effective Appraisals By Mark Williams Head Of Training MTD Training Web: www.mtdtraining.com Telephone: 0800 849 6732 1 MTD Training, 5 Orchard Court, Binley Business Park, Coventry, CV3 2TQ
More informationLifestreams Christian Church (LCC) Child Care Centre. Educator/Staff Performance Management Policy
Lifestreams Christian Church (LCC) Child Care Centre Educator/Staff Performance Management Policy Policy Number: /2013 Rationale and Policy Considerations The education and care service understands that
More informationCoaching and Feedback
Coaching and Feedback Follow the Guidelines for Effective Interpersonal Communication There are fundamental strategies that should always be part of interpersonal communication in the work place. Don t
More informationKey Steps to a Management Skills Audit
Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.
More informationTalent Management. Terry Meyer. November 2005 ALL RIGHTS RESERVED COPYRIGHT
Talent Management Terry Meyer November 2005 ALL RIGHTS RESERVED COPYRIGHT Disclaimer Publication or other use of this document by any unauthorised person is strictly prohibited. The views expressed in
More informationTo be used in conjunction with the Invitation to Tender for Consultancy template.
GUIDANCE NOTE Tendering for, choosing and managing a consultant Using this guidance This information is not intended to be prescriptive, but for guidance only. Appointing consultants for relatively small
More informationYour Career At CREC. Imagining Your Professional Future
Your Career At CREC Imagining Your Professional Future Welcome to CREC Welcome to the CREC family! CREC is made up of dreamers, builders, protectors, and doers. As a CREC employee, your work will be filled
More informationA bigger family, a better future.
A bigger family, a better future. Child sponsorship is changing for the better Sponsors like you are a vital part of our big, supportive family. Like us, you want the very best for your sponsored child.
More informationCoaching and Career Development
Coaching and Career Development Overview Five key ways to coach and support career development. What is coaching? Hold frequent coaching meetings with employees Work on your coaching skills Plan and prepare
More informationSETTING UP YOUR OWN LEGAL BUSINESS
SETTING UP YOUR OWN LEGAL BUSINESS CONTENTS Why do I want my own business? 2 Your business idea 3 Areas of competence and qualifications 4 Reserved legal activities 5 Practice rights 6 What can I call
More informationShell Mentoring Toolkit
Shell Mentoring Toolkit A reference document for mentors and mentees Human Resources LEARNING 25/07/2007 Copyright: Shell International Ltd 2006 CONTENTS What is Mentoring? 4 The Mentor s Role The Role
More informationSample interview question list
Sample interview question list Category A Introductory questions 1. Tell me about yourself. 2. Why would you like to work for this organisation? 3. So what attracts you to this particular opportunity?
More informationBUSINESS SCHOOL. General. General Business. Build your future the INTEC way
BUSINESS SCHOOL General General Business Build your future the INTEC way CONTENTS INTEC Business School 2 START HERE! Your guide to careers in Business 3 INTEC COURSES INTRODUCTORY COURSES Business Administration
More informationStrategic HR Partner Assessment (SHRPA) Feedback Results
Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how
More information2070 Work Life Balance Survey - Employees
2070 Work Life Balance Survey - Employees Record no: Introduction We would be grateful if you could spare the time to take part in our survey it should only take around 15 minutes to complete. The survey
More informationGuidelines on best practice in recruitment and selection
Guidelines on best practice in recruitment and selection These guidelines are primarily designed to assist you in implementing effective and fair recruitment and selection processes, which will contribute
More informationWorkforce Development Pathway 8 Supervision, Mentoring & Coaching
Workforce Development Pathway 8 Supervision, Mentoring & Coaching A recovery-oriented service allows the opportunity for staff to explore and learn directly from the wisdom and experience of others. What
More information360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com
60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.
More informationScottish Parliament Health and Sport Committee s Inquiry into Teenage Pregnancy in Scotland Evidence from CHILDREN 1 ST
Scottish Parliament Health and Sport Committee s Inquiry into Teenage Pregnancy in Scotland Evidence from CHILDREN 1 ST February 2013 For over 125 years CHILDREN 1 ST has been working to build a better
More informationAPPLICATIONS GUIDE. TRACOM Sneak Peek. Excerpts from. Improving Personal Effectiveness With Versatility
APPLICATIONS GUIDE TRACOM Sneak Peek Excerpts from Improving Personal Effectiveness With Versatility TABLE OF CONTENTS PAGE Introduction...1 Prerequisites...1 A Guide for You...1 Why Learn to Become Highly
More informationManagement and Business Consultancy. National Occupational Standards October 2009
Management and Business Consultancy National Occupational Standards October 2009 Skills CFA 6 Graphite Square, Vauxhall Walk, London SE11 5EE T: 0207 0919620 F: 0207 0917340 Info@skillscfa.org www.skillscfa.org
More informationCSci application information for self-guided route
Outline To become a Chartered Scientist through the you must complete the following stages of application: 1. Application To meet the application requirements you must: be a paid-up Full (voting) Member
More informationCorporate Fundraising Pack
Corporate Fundraising Pack Thank you! By opening this Corporate Fundraising Pack for The Gingerbread Centre you have taken the first step to creating a future for vulnerable families in Staffordshire.
More informationSimilarities and Differences in Coaching & Mentoring
Similarities and Differences in Coaching & Mentoring Corporate growth in the 21 st century requires management to reach far beyond traditional skills such as training, supervision and management. Personnel
More informationUniversity of York Coaching Scheme
University of York Coaching Scheme Guidelines July 2014 Learning and Development Contents Introduction to Coaching... 2 What is the difference between Coaching, Mentoring, Counselling and Mediation?...
More informationThe Respectful Workplace: You Can Stop Harassment: Opening the Right Doors. Taking Responsibility
The Respectful Workplace: Opening the Right Doors You Can Stop Harassment: Taking Responsibility Statewide Training and Development Services Human Resource Services Division Department of Administrative
More informationOCCUPATIONAL THERAPISTS Pay & Benefits for working for Enfield
OCCUPATIONAL THERAPISTS Pay & Benefits for working for Enfield We are committed to offering you the best employment benefits that we can. Below are the details of the kinds of benefits that you can enjoy
More information1. What types of organisation do you fund? 2. Do you give grants for individual children and young people?
Frequently Asked Questions (FAQs) Who can apply for a grant? 1. What types of organisation do you fund? 2. Do you give grants for individual children and young people? 3. Some of the young people our organisation
More information15 Most Typically Used Interview Questions and Answers
15 Most Typically Used Interview Questions and Answers According to the reports made in thousands of job interviews, done at ninety seven big companies in the United States, we selected the 15 most commonly
More informationCertified Nonprofit Consultant (CNC)
Certified Nonprofit Consultant (CNC) WHY DO EXECUTIVES SECURE THE CNC CREDENTIAL?...to validate their professional achievements and personal commitment to advance the common good. Certified Fundraising
More informationSelf-directed learning: managing yourself and your working relationships
ASSERTIVENESS AND CONFLICT In this chapter we shall look at two topics in which the ability to be aware of and to manage what is going on within yourself is deeply connected to your ability to interact
More informationGuidelines for Building a Mentoring System for Coaches or Officials
Guidelines for Building a Mentoring System for Coaches or Officials Most successful mentoring programs have evolved through experience. Initially, many have little structure and even less documentation
More informationInvestors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited
Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number
More informationTeam Core Values & Wanted Behaviours
Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y
More informationThinking about College? A Student Preparation Toolkit
Thinking about College? A Student Preparation Toolkit Think Differently About College Seeking Success If you are like the millions of other people who are thinking about entering college you are probably
More informationTri-borough Adult Social Care. Supervision Policy
Tri-borough Adult Social Care Supervision Policy April 2014 Supervision Policy Title: Supervision Policy Version: 1 Approved by: Policies sub committee Name of originator/author: Helena Cava Date approved:
More informationNational Deaf Children s Society (NDCS) submission to Work and Pensions Select Committee inquiry
National Deaf Children s Society (NDCS) submission to Work and Pensions Select Committee inquiry Employment support for disabled people: Access to Work Summary Access to Work (AtW) plays a vital role in
More informationCoaching the team at Work
Coaching the team at Work Introduction While a great deal has been written about coaching individuals, there has been relatively little investigation of coaching teams at work. Yet in discussions with
More informationOn-Site Supervisor Handbook
On-Site Supervisor Handbook Student Affairs Services Internship Radford University Department of Counselor Education Revised Fall 2010 Radford University Department of Counselor Education PO Box 6994,
More informationThe 2014 Ultimate Career Guide
The 2014 Ultimate Career Guide Contents: 1. Explore Your Ideal Career Options 2. Prepare For Your Ideal Career 3. Find a Job in Your Ideal Career 4. Succeed in Your Ideal Career 5. Four of the Fastest
More informationLeading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard
Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing
More informationPERFORMANCE DEVELOPMENT PROGRAM
PERFORMANCE DEVELOPMENT PROGRAM Document Number SOP2009-056 File No. 08/470-02 (D009/8429) Date issued 16 September 2009 Author Branch Director Workforce Unit Branch contact Strategic Projects Coordinator
More informationPolicy Profession. Skills and Knowledge framework. Find out more now by going to www.civilservice.gov.uk/learning
Policy Profession Skills and Knowledge framework Find out more now by going to www.civilservice.gov.uk/learning Introduction to the Policy Profession Skills and Knowledge framework The policy profession
More informationAPPLYING EMOTIONAL INTELLIGENCE: Why Successful Leaders Need This Critical Skill
1 APPLYING EMOTIONAL INTELLIGENCE: Why Successful Leaders Need This Critical Skill 2 JUST HOW CRUCIAL IS IT FOR TODAY S BUSINESS LEADERS TO POSSESS EMOTIONAL INTELLIGENCE?...research has confirmed that
More informationReady for Work Mentoring Program
Ready for Work Mentoring Program Helping build professionals in the energy sector Sponsored by Prepared by: The Young Energy Professionals and Young Pipeliners Forum of Victoria Ready for Work Mentoring
More informationOur Code is for all of us
This is Our Code This is Our Code Our Code How we behave forms the character of our company and dictates how others see us. How we conduct ourselves determines if people want to do business with us, work
More informationToolbox to inspire individual best agers with entrepreneurial ambitions
Toolbox to inspire individual best agers with entrepreneurial ambitions Ewa Hedkvist Petersen Toolbox to inspire individual best agers with entrepreneurial ambitions Ewa Hedkvist Petersen Publication
More informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationRECRUITING, RETENTION, and RECIPROCITY of USA SWIMMING OFFICIALS LSC Officials Chairs Workshop August 24-25, 2001 Chicago, IL
RECRUITING, RETENTION, and RECIPROCITY of USA SWIMMING OFFICIALS LSC Officials Chairs Workshop August 24-25, 2001 Chicago, IL Introduction SHARE various methods of recruiting and retaining officials what
More informationGLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager
GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible
More informationMass- NAHN Aspiring Leader Mentorship Program
Boston, MA. 02114 www.massnahnboston.com Mass- NAHN Aspiring Leader Mentorship Program The National Association of Hispanic Nurses is a non- profit professional association committed to the promotion of
More informationMOST FREQUENTLY ASKED INTERVIEW QUESTIONS. 1. Why don t you tell me about yourself? 2. Why should I hire you?
MOST FREQUENTLY ASKED INTERVIEW QUESTIONS 1. Why don t you tell me about yourself? The interviewer does not want to know your life history! He or she wants you to tell how your background relates to doing
More informationGetting the best from your 360 degree feedback
1 Contents Getting the best from your 360 degree feedback... 3 What it is.... 3 And isn t.... 4 Using the system... 5 Choosing your respondents... 5 Choosing your competencies... 5 Compiling your questionnaire...
More informationThe 360 Degree Feedback Advantage
viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions
More information50 Tough Interview Questions
You and Your Accomplishments 1. Tell me a little about yourself. 50 Tough Interview Questions Because this is often the opening question, be careful that you don t run off at the mouth. Keep your answer
More informationSUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL
SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL Partnering for Pathways to Success CSA Training & Development For more information, contact Rob Moody,(720) 913-5619 Supervisory/Management Needs Assessment
More informationMentor s Guide. Mentorship Program Northern Kentucky University
2012 Mentor s Guide Mentorship Program Northern Kentucky University NKU Haile/U.S. Bank College of Business MBA MENTORSHIP Program: Mentor s Guide Reasons for Mentor participation and Guidelines About
More informationInternational Management Trainee Program. Global company, Local focus
International Management Trainee Program Global company, Local focus Meltwater News is a company born of entrepreneurial attitude, strong work ethic and genuine team spirit which has catapulted a small
More informationPersonal Branding. Our survey reveals the performance drivers for Brand YOU. June 2012
Personal Branding Our survey reveals the performance drivers for Brand YOU. June 2012 Views of all management levels, professional and technical employees and team members. Methodology Branding can be
More informationCareers Advisers Day 16 September 2010. Internal Use Only - Not to be disclosed outside Standard Life group
Careers Advisers Day 16 September 2010 Introduction to Careers Advisers Day Sandy Begbie Group People & Transformation Director Standard Life context Standard Life is a leading long term savings and investment
More informationWhat was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result?
EXAMPLE VALUE BASED INTERVIEW QUESTIONS VALUE LEADING QUESTION FOLLOW UP QUESTIONS KEY CRITERIA Compassion Give me an example of a time when you were particularly perceptive regarding a Describe what you
More informationFPA Professional Development Plan Template
FPA Professional Development Plan Template Introduction A Professional Development Plan (PDP) sets out the identified learning activities that support the development of technical competencies, professional
More informationfor Sample Company November 2012
for Sample Company November 2012 Sample Company 1800 222 902 The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result,
More informationSchool Child Protection & Safeguarding Policy 2014/2015
School Child Protection & Safeguarding Policy 2014/2015 Abbey Park Primary Academy Child Protection & Safeguarding Policy 2014/2015 The Acting Principal is Emme Ford This policy was developed on the 10
More informationAPPRAISAL POLICY 1. BACKGROUND
APPRAISAL POLICY 1. BACKGROUND 1.1 Appraisals are part of performance management. Within the School appraisal is about motivating and developing employees and supporting them in performing their roles
More informationPERSONAL AND CAREER DEVELOPMENT PLANNING GUIDANCE NOTES
PERSONAL AND CAREER DEVELOPMENT PLANNING GUIDANCE NOTES When your passions and talents coincide with the needs of the world, that is your vocation. Aristotle kos/rev.4/02-11-06 1 Table of Contents Section
More informationPractical Experience Requirements Initial Professional Development for Professional Accountants
International Accounting Education Standards Board AGENDA ITEM 2-3 Revised Draft of IEPS(Clean Version) Proposed International Education Practice Statement Practical Experience Requirements Initial Professional
More informationAccountability for Others being responsible for the consequences of the actions of those whom you manage.
List of Soft Skill Competencies with Descriptions Each title is available as a separate training and development module and is based on the competencies measured by the TriMetrix Job and Personal Talent
More information2. What type of job are you seeking? It can help to have a specific objective or use the position to craft a targeted resume.
The Purpose of a Resume A Marketing Tool: Designed to capture attention and get you to the next stage in the recruitment process. It presents the skills, accomplishments and qualifications that you bring
More informationQuestions for workplace needs analysis surveys
Questions for workplace needs analysis surveys Notes 1. These questions come from workplace basic skills surveys that include native-speakers. 2. Interviewers will need to reformulate questions according
More informationNational Learning Initiative
NLI National Learning Initiative A national skills and learning framework for the voluntary sector A collaborative project of the Association of Canadian Community Colleges and the Coalition of National
More informationLeadership and Management Training
Bury College Business Solutions Leadership and Management Training The employers choice. For all your company training needs. Bury College Business Solutions - Customer Excellence Award Winner 2011 Develop
More informationFigure 1 The IWC s conceptual model of effective water leaders.
IWC Water Leadership Program Readiness Self-assessment Tool The purpose of this self-assessment tool is to guide you through a set of questions that should help to determine: whether the International
More information6864 NE 14th Street, Suite 5 Ankeny, IA 50023 800.277.8145 Toll free 515.289.4567 Dsm area www.ifapa.org Website ifapa@ifapa.
About IFAPA The Iowa Foster and Adoptive Parents Association (IFAPA) is a non profit organization serving as a resource to foster, adoptive and kinship families in Iowa. Membership with IFAPA is free for
More informationThe ILM Level 3 Diploma Programme in Leadership & Management consists of the following units, ILM credit values and guided learning hours.
The ILM Level 3 Diploma programme is to give new or potential first line managers the foundation for their formal development in this role. In addition it provides the student with a solid foundation which
More informationBefore beginning your journey there are a number of things you will need to consider, with the most important being finance.
Whether you have just started your own small businesses, or you are a budding entrepreneur with big aspirations, there has never been a better time to work for yourself. With the economy going from strength
More informationCo-authored by: Michelle Frechette Ames, MBA. Marketing Diva www.marketedbymichelle.com
Michelle Frechette Ames & Christine Baker Marriage Co-authored by: Michelle Frechette Ames, MBA Marketing Diva www.marketedbymichelle.com Christine Baker Marriage, LMT Business Mentor for Bodyworkers and
More informationGoal Setting. Your role as the coach is to develop and maintain an effective coaching plan with the client. You are there to
Goal Setting Your role as the coach is to develop and maintain an effective coaching plan with the client. You are there to Brainstorm with the client to define actions that will enable the client to demonstrate,
More informationProfessional Mentoring Program Information Guide & FAQs
Professional Mentoring Program Information Guide & FAQs Former PMP protégé Nilesh Bhagat, CHRP Former mentor TJ Schmaltz, LLB, BCL, CHRP Dear HRMA member, So you are interested in participating in our
More informationTerex Leadership Competency Model
Terex Leadership Competency Model INDIVIDUAL CONTRIBUTOR MANAGER EECUTIVE Creating and Creativity Innovation Business Acumen Strategic Agility Global Business Knowledge Making it Happen Time Action Oriented
More informationSTEP 5: Giving Feedback
STEP 5: Giving Feedback Introduction You are now aware of the responsibilities of workplace mentoring, the six step approach to teaching skills, the importance of identifying the point of the lesson, and
More informationCOMPETENCY ACC LEVEL PCC LEVEL MCC LEVEL 1. Ethics and Standards
ICF CORE COMPETENCIES RATING LEVELS Adapted from the Minimum Skills Requirements documents for each credential level (Includes will-not-receive-passing-score criteria- gray background) COMPETENCY ACC LEVEL
More informationHUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management
HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Manager's Guide to Mid-Year Performance Management Table of Contents Mid-year Performance Reviews... 3 Plan the performance appraisal meeting... 3
More informationMentoring. A Guide for Mentors in the Women s Leadership Initiative
Mentoring A Guide for Mentors in the Mentoring Mentoring: A Cornerstone of the The mission of the (WLI) is to educate, inspire, and empower the next generation of female leaders with the core values, attitudes
More informationDelivering Accredited Coach Training for Over 15 Years, Globally
Delivering Accredited Coach Training for Over 15 Years, Globally Where it all began International Coach Academy (ICA) was created in the year 2000 with a vision to create a vibrant global community of
More informationSpecific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW
Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants
More informationASU CSW Staff Mentoring & Development Program Program Information for Prospective Mentees Summer 2015 Cohort
1 ASU CSW Staff Mentoring & Development Program Program Information for Prospective Mentees Summer 2015 Cohort The ASU Commission on the Status of Women would like to thank you for your interest in the
More informationSelf Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
More informationInformation for Parents on Youth Mentoring Programs
Information for Parents on Youth Mentoring Programs Adapted from: The Guide to Mentoring For Parents and Guardians A Resource for U.S. Department of Education Office of Safe and Drug Free Schools Mentoring
More informationStep 1 Self-assessment (Who am I? What do I have to offer?)
Your Job Search Your job search is a process which begins during your studies, when you start thinking about life after you ve completed your studies. It is an ongoing process, from your first job you
More informationQuestions Employers Might Ask at a Community Counseling Interview
Questions Employers Might Ask at a Community Counseling Interview What interests you about working with the XYZ (type of client the organization serves) population? Tell me about a case you worked on where
More informationYWCA SHE LEADS. Program 2015-2016 A 10 MONTH YOUNG WOMEN S LEADERSHIP PROGRAM
YWCA SHE LEADS Program 2015-2016 A 10 MONTH YOUNG WOMEN S LEADERSHIP PROGRAM Strengthening the skills, networks and confidence of young women, enabling them to perform at a higher level and impact positively
More information