Established objectives, goals and priorities and deadlines to formulate plans to meet substantial changes in workload and identified potential cost and process efficiencies. I led a vast and diverse group of individuals in efforts to collaborate to streamline the international hiring process by assessing the potential milestones surrounding deploying hundreds of law enforcement personnel and their eligible family members to 72 foreign countries. I executed and implemented various spend plans, financial forecasting of allowances, staffing to budgets, and cost projections related to manpower and applicable pay compensation benefits. Political savviness, interpersonal communication skills, conducting several briefings and benchmarking analyses were the various skills I developed in this position. While serving in this capacity, I faced challenges with working with diverse people with various ideas, backgrounds and past experiences that may drove them to be difficult. Therefore, sought out learning opportunities to further master my skills in leading changes and partnerships, and began to consider a future as a senior executive in the federal government. In 2010, I enrolled in a 1-year Executive Potential Program, which was a 12-month nationwide competency-based leadership development program that provided training and developmental experiences for high potential GS-13 – 15s in the federal government moving into senior executive positions. I transition from an occupational
Through learning how to hold these officer positions, I have grown into a stronger, more complex version of myself. I am now standing tall where I used to cower in the shadows, feeling as if I have a duty to fulfill and knowing that I must jump out of my comfort zone in order to accomplish personal and HOSA goals. Learning how to collaborate with a group of people with varying ideas has prepared me for college, the workplace, and the real world. The skills that I have gained while travelling towards this expertise are skills that every young adult should learn before being released into the world on their own. A functioning citizen of society should properly be able to cooperate with their coworkers, reach new heights in their career, and inspire others to attain their position. All of these skills will be developed through holding a leadership position of some sort, no matter how
To develop this complex and comprehensive set of leader capabilities requires a strategy that employs federal and civilian education, leverages experience gained during positions within operational or staff models, as well as self-development activities that are broad ranging. This strategy must product a steady flow of talented, agile leaders who are proficient in core leader and functional competencies across the protection and mission support
Developing a skilled and reliable workforce is a very important task for the Department of Defense. In order to maintain or military
Q: How do you think your roles at the NSC have prepared you for this opportunity?
In October of 2013, The White House Economic and Domestic Policy Council commissioned an Interagency taskforce, charged with creating a new governance structure for the Department of Defense (DOD) Transition Assistance Program (TAP) for Separating Service Members *(See the agency task force list below). The central focus for the agencies was, “collaborative efforts will be to successfully transition ‘career ready’ Service members to the civilian
Sometime during my junior year of High School, I realized my interests lay how nation’s history, leader’s personalities, and passions of its people drive international relations. It was then I knew that I wanted to serve our nation. I want to help the United States of America remain the strongest and most influential nation in the world because we have a powerful and courageous understanding of freedom. The democracy we founded in 1776 was an experiment to see if a nation for the people could be governed by the people. It was and remains a selfless ideal that America’s leaders should strive to live to each and every day. Over my time at Georgia Tech and now at American University, I have come to realize that I want to influence defense policy and the decisions that drive the world’s most advanced military. My hope is that someday I can make decisions which will ensure that our soldiers return to their loved ones. When it comes down to it, if I have done something in my life that has saved one person, made certain that one man or woman could come home to his or her family and friends, I will feel successful. This is why I wish to join the Presidential Management Fellowship. The PMF program can help make my dream of saving the lives of the brave men and women who defend our idealistic, yet remarkable, nation come true. Our nation, which started off as just an experiment, has
OBJECTIVE: • Employment as Manager II Project Management/Planning Operations / Exercise Planner HIGHLIGHTS OF QUALIFICATIONS • Eight years of experience in managing and directing personnel from a military-corporate level • 12 years of experience at interprets and enforces policy and applicable directives • Experienced at interfacing and motivating personnel of all ages and ethnic backgrounds • 29 years Air Force experience working in diverse locations and very effective under pressure • Proficient with Microsoft Office products and other database management systems PROFESSIONAL EXPERIENCE Internship Human Resource Specialist • Developed a task validation process for the South Carolina Highway Patrol Troopers • Streamlined the promotion
Additionally, in order to improve cost effectiveness, it should be noted that by placing qualified men and women into leadership positions based on merit rather than political affiliation, there would be a substantial saving in costs due to those individuals providing a more solid foundation for the agency as a whole. Currently there are many vacancies within DHS which could be filled by qualified individuals as opposed to expanding into a larger facility as has been suggested. These qualified individuals would also help by fostering an atmosphere where people want to work and are therefore more productive.
Note: Adapted from Public personnel management: Contexts and strategies (6th ed.). by Klingner, Nalbandian, & Llorens,(2010). New York, NY: Longman
DHS also devotes time to develop strategic workforce planning to identify the competencies and talents it will need to execute its business strategy, to develop effective recruiting, selecting, staffing and retention plans to meet the challenges it faces today as well as those it will face in the future, such as identifying workforce priorities and designing tasks by using the APS Job Family Model (DHS, 2015). In terms of leadership and management development, DHS runs the APS-wide Public-Sector Management Program in an attempt to build capability of future managers (DHS, 2015); however, leadership development programs should facilitate staff development and match to the specific leadership competencies each leader needs rather than universally practiced. Furthermore, it should be linked to performance expectations and capabilities of each agency. As culture, norms, values, technology, external environment, management styles, business needs and strategies vary greatly from one agency to another, learning and development programs and the reward system should be tailored to fit each agency’s individual demands, strategies and
This report has been produced for HiTec International, it will examine the current recruitment strategy of HiTec International, address the existing issues within the recruitment infrastructure and propose recommendations to improve recruitment within the organisation while remaining competitive on cost.
The Federal Government’s Presidential Management Fellow’s Program (PMF) has five elements that assist with the development of future leaders. The program has existed for many years and is designed to teach apprentices several important elements to becoming a successful and valued employee. The elements that we will discuss today are; high-level agency mentors, extensive training, rotation to other organizational units of the agency or to other appropriate agencies, visibility to the top executives of the agency and challenging assignments. High-level agency mentors would enable an apprentice the opportunity to advance a comprehensive viewpoint and discover more about the organization as well as increase his or her network. Mentoring helps maintain
The culture and social bonds come from the people who live in the community. The cultural influences and the recruitment of new employees can be very profitable in the long run. Global recruiting can be a complicated process with members of the communities supporting and foster the relationship. This does require skilled employees who are willing to work through the training and growing pains that come with expanding globally. Organizations or like people they each have their DNA, which would be viewed based on the traditional makeup of the company and extended to meet the needs of other communities. The cultural content is based on the assumptions, belief, and values of the organization. Changes will come with training, time, and growth
1. Based on your reading of the textbook chapter what strengths and what shortcomings do you see in the newly developed multinational personnel selection system?
Thus if this approach is to be adopted by Proton in the case of hire a Malaysian expatriate as the operation manager to run Proton’s factory in China, Proton’s International HR Manager holds the full responsibility to make sure the successful recruitment of the best-fit candidate. The operation manager should be someone handpicked internally due to their job knowledge and deep understanding of Proton’s history, structure, policies and procedures.