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18 lines
5.3 KiB
18 lines
5.3 KiB
4 months ago
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tgwall&marlaina.j.passapera.civ&LAP_3&6.0.0&&&LAP_3&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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1.1.o.o.o.1.&LAP_3.001&LAP_3.002&LAP_3.003&LAP_3.004&LAP_3.005&LAP_3.006&LAP_3.007&LAP_3.008&LAP_3.009&LAP_3.010&LAP_3.011&LAP_3.012&LAP_3.013&LAP_3.014&LAP_3.015&LAP_3.016&LAP_3.017&LAP_3.018&LAP_3.019&LAP_3.020&LAP_3.021&LAP_3.022&LAP_3.023&LAP_3.024&LAP_3.025
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&::P1.0:1:1:0&::P1.0:1:1:0&::P2.0:1:1:0&::P2.0:1:1:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&::P9.0:1:1:0
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&::&::&During my short experience as a leader, I have learned that leadership is mainly about trust, relationships and guidance between me the supervisor and my team. I am conviced that authority is usually derived from being good at what we expect from others and that being a good leader is one who, when situation demands, is able to handle any of the tasks of my subordiantes with ease. In the same way, I feel comfortable leading during adverse situations and always help/expect to turn into a positive. In addition, engament, inspiration and motivation are big factors that I consider very important when leading a team. Finally, the "people" aspect of it is vital when it comes to supervisor-subordinate comunication and dynamics. ::&My leadership improvements are mostly measured by the Individual Development Plan(IDP) process. IDPs are often used in CERDEC as a tool to monitor and track progress and for employee development accountability. It generally works as a two-way commitment between the manager and employee, where goals are set on how and what will be accomplish in order to grow. ::&?xxx?xxx?xxx?xxx?4::As Chief of Human Resources, my main goal is that my team understands the purpose of our office and that CERDEC employees trust and feel comfortable coming to our office with questions or concerns.&?xxx?xxx?xxx?xxx?4::Absolutely! I consistently stress that we all have opinions and that speaking up to share knowledge and expertise is ideal. All for it.&?xxx?xxx?xxx?3?xxx::I say "usually" based on the circumstances. It is not always easy to be consistant when it comes to having to adjust to the continuos challenges imposed on the budget and hiring areas. On the personal side my mood, behavior and decision-making is pretty steady. &?xxx?xxx?xxx?xxx?4::If it is a concern to the individual it becomes my main concern and focus.&?xxx?xxx?xxx?3?xxx::Always taking in consideration that some individuals are more sensitive than others and not coming across as rude. It can be done in a polite way. &?xxx?xxx?xxx?3?xxx::The Branch consist 18 individuals divided in 4 different teams. Each team/individual has an expertise and they have general knowledge of the branch and duties related. &?xxx?xxx?xxx?xxx?4::The Branch has IPT groups, weekly/monthly meetings with the directorates to disseminate guidance/information, discuss issues, questions and concerns. We are also very much involved with the Unions. &?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::I lead by example. We are the CERDEC HQ Lead for Management Employee Relations between the CPAC, Legal and Unions. &?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::The Branch consist of the ERS and Outreach teams. The ERS team was awarded " CERDEC Team of the Year 2014". The Outreach team has been nominated for 2015 - waiting on results. The entire Branch was awarded "Time of Awards". &?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::We have official mid-point discussions after 6 months of the inital rating period and then a final discussion 6 months after. That does not preclude us from having informal discussions when necessary. &?xxx?xxx?xxx?xxx?4::Absolutely! People need to take responsibility for their actions, performance and results. &?xxx?xxx?2?xxx?xxx::I have an excellent team. At first, it was a rocky road due to the fact that I inherited a group that was having difficulties with a TL and I felt there was "clicks", which were making it VERY difficult. I think its been resolve. We will find out with this assestment! &?xxx?xxx?xxx?3?xxx::I usually dont get any push-back on the direction we are going. Im very open to suggestions and willing to deviate if necessary.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::I feel that we have managements support and that helps tremendously.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Sometimes its hard when individuals have their mind set to something or a way of doing it that works for them. What has worked for me is letting them figure it out themselves, so they realize that sometimes you have to think out of the box. Unfortunately
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