Skills for management trainee unilever,attracting wealth affirmations mp3,movie the secret lives of pets show,what if the secret to success is failure article summary - PDF Review

The finance sector is a wide and important industry, it is fast-paced, results orientated and very competitive. Read the job advert carefully and make a detailed list of what skills the recruiter is looking for in a candidate.
Hiring managers can be lazy, if you do not have a list of your key skills at the top of your first page then some will not bother to search for them.
Add credibility and professionalism to your CV by including power phrases and metrics for maximum impact. Access Natural Water (Pvt) Ltd, a subsidiary of the Access Group of Companies is a well established and reputed company specialized in bottled water industry. You will be involved in direct sales, developing marketing campaigns to promote products,public relations, organizing events.
Disclaimer All advertisements posted are valid until the day depicted in the advertisement. This year alone, these teams improved over 8,000 Tesco products, including the re-launch of our flagship food brand Tesco Finest.
This programme gives you a chance to learn while you earn and achieve a Level 4 Apprenticeship in Management, and a passion for food or general merchandise will help! With over 3000 stores in the UK, 260 click and collect points and distribution centres the size of 10 Wembley stadiums retail operations is large scale in every sense. The decisions and innovations our colleagues in stores make directly impact on our customers' shopping experience, and in turn, the success of our business.
Our Stores Apprenticeship programme is currently under review and as a result we are not recruiting at the moment. Welcome to Selection Methods a workbook in the Futures series of workbooks, which help students choose and prepare a career .
Before investing heavily in the training of a graduate, employers have to be as sure as possible that the person is suited to the organisation and will not leave prematurely.
Each year the larger employers face a barrage of applications for graduate vacancies.  In 2009 the Association of Graduate Recruiters reported that for  each graduate recruited there were on average 82 applicants of which 10 make it to a first interview and only 7 to a second interview or assessment centre. To give employers a fairer and more accurate prediction of the potential of a job candidate. To help employers manage the large number of applications received; for example initial telephone screening and interviews can reduce the number of applicants (see section 7). To ensure a good match between the skill needs, values and ethos of an organisation and job candidates. The smaller to medium sized companies do not usually receive the same number of applications, as many graduates tend to concentrate their job search activities initially on the larger companies.
Before you get to an assessment centre or to any selection process it is vital you have evaluated exactly what the employer is looking for from you. Finding out what you are going to be assessed on shouldn’t be difficult: most person specifications and job description documents which accompany application forms explicitly list the skills that the employer is looking for. Examine the job description of a post you are thinking of applying for and list here the skills they will be looking for and selecting against. Aptitude Tests – these measure how people differ in their ability to perform or carry out different tasks.  (these are the type of test you are most likely to find at the first stage of a selection process). Interest Tests – these measure how people vary in their motivation, in the direction and strength of their interests, and in their values and opinions (these are less likely to be used on new graduates but are sometimes). Personality Tests – these measure how people differ in their style or manner of doing things, and in the way they interact with their environment and other people.
Whereas aptitude tests measure your maximum performance capacity, the other tests examine typical or preferred behaviour. Equality and fairness for all individuals (tests are standardised so that all individuals receive the same treatment). Increase the likelihood of being able to predict future job performance (they have a high level of ‘predictive validity’).
Encourage employers to do thorough job analysis in order to identify appropriate skills and abilities.  This helps to ensure that candidates for a position are assessed on skills only relevant to the job. We cannot reproduce real test questions, however on the following pages are some examples of the type of aptitude test questions you are likely to encounter. 3)      Joan and Jack have more money to spend than Fred, although Chris has less than Fred. 4)      Toby, Rob and Frank all take a packed lunch to work, while Sam, Jo and Tony buy a meal in the canteen. 5)   In reverse order of fastest runner over 100 metres, the slowest is Janet, then Marcus, Eric and Angela, who almost loses to him.
6)   Fred, John, Garth and Joe all have similar jobs although Fred and John are the only ones who have full time work, the others working on a part time basis. 7)   In a bookcase, a copy of A Winter’s Tale is to be found underneath the shelf on which is found The Horse’s Mouth. In the first two questions you must decide which of the five bottom shapes is the identical to the original shape and circle it.
Each one of the shapes might be the original shape but turned around and possibly turned over. Try the exercise that follows either on your own or with your group.  Give yourself 15 minutes only to read through and prioritise the tasks to be done. Prioritise the information you have in order of importance, with the most important items at the top.
Urgent –the manager is a key member of staff, plus he should know why the consignment of games has gone missing. Urgent – there is a need to check on the credit worthiness of this company before goods are sent; other items can be dealt with at the same time. Important – good public relations are important and the deadline for the article may be very close. Important – the company needs this information to identify shop and store buying trends in the lead up to Christmas.
All these items are less urgent and can be dealt with by a competent assistant, like Chris. The most important thing with this task is that you can justify why you have made each decision.  You may not get the same result that we have listed above, but as long as you can justify each decision and it makes business sense then you will do well in an in tray test. Group discussion with other applicants for the same post is often a feature of assessment centres (see section 8), but not exclusively so. Other organisations may bring job applicants together to discuss a job related issue. This is to see how well you can work with others in a group and how positive, confident and assertive you can be. At an assessment centre, there inevitably will be some ‘ice-breaker exercises’ introduced early in the day to get people working together, but in other situations candidates may simply be brought together and given a task to work on. At the appointed time for opening tenders, the Mayor announces that one has previously withdrawn, one has not been received, the Council’s own tender is for ?500,000, and the fourth tender is for ?700,000.  The Chief Executive says that Refuse Away LTD. Ten minutes into the exercise a messenger arrives with the tender bid from Refuse Away LTD.
Cambridgeshire urgently needs to recruit more carers for the 355 children who are looked after by the County Council.  We need people to undertake both time-limited and permanent placements. You are part of the marketing team given the job of devising and co-ordinating the campaign. Often the content of the discussion is less important for selection than the way in which you interact with others – think about the competencies you identified in section two – these are the factors you will be rated on. What type of behaviour do you think assessors do not want to see from individual group members? Anxiously keep reading or referring to the paperwork and generally showing you are not on top of the brief. Non-verbal behaviour, such as sitting apart from the others, with your back to them, or looking scornfully at individual contributors. You do need to be an active listener: someone who is attentive and is obviously listening and interested in the ideas expressed by other people in the group.
You do need to speak up in the group and give your opinion, but you also need to support other people, if necessary, e.g. Presentations are used to assess the organisational and communication skills of job applicants. Presentations assess your ability to organise your thoughts and ideas into a logical form and to present these clearly and succinctly to an audience.
On most occasions, you will make the presentation alone, but if you attend an assessment centre, you may have to make both an individual and a group presentation.
This will usually specify the maximum presentation time you have and the presentation formats available and permissible, e.g. You need to pay careful attention to these specifications, as you will create a bad impression if you over-run time or deviate from the presentation formats allowed. Always prepare back-up materials in case the technology doesn’t work, or fails during your presentation.
Don’t crowd each flip-chart sheet or slide with detail – just stick to three or four points per sheet (people tend to remember ideas that are presented in clusters of three). If you are giving an impromptu presentation, for example, at an assessment centre, don’t be afraid to attempt a drawing – you don’t have to be a great artist, and you can make a joke of your efforts. If you get a chance to prepare a presentation in advance, it is a good idea to prepare copies of any Power-Point presentation for the interviewers, or a summary of the main points you are making. Whatever type of interview you encounter, preparation is essential and a vital key to success.
Most organisations now have web-sites so check these out for relevant background information; take a particular note of Mission Statements or any long or short term company plans, as these can be useful for you to mention when asked what you know about the company. You could also telephone or write to the organisation and ask for marketing information, annual reports or other free data on the company. Telephone interviews can be challenging because you cannot see the interviewer's non-verbal reactions to what you say.
Make sure you put a note on your door explaining that you cannot respond for the next half an hour, try to encourage others in your house to go out whilst you take the call. If you expect a telephone interview, conduct a mock telephone interview with a friend to gain feedback on your voice quality and speech. Before the interview, prepare talking points for the call including the skills and talents you would bring to the company, specific achievements, reasons why you want to work for the organisation.

Make sure you have your CV and a copy of your original application to the organisation near the phone. Write down the full name and title of the caller, along with his or her phone number or Email address. If you think of a question or comment while the interviewer is speaking, jot a note on your talking points list, so you remember it later. Take notes, and before ending the call make sure you know the next step in the process: dates, times, venues, who is doing what and when. Panel interviews will involve three or more interviewers, each of whom will be concerned with a particular line of questioning. Most employers will ask questions to find out if your skills, values and personality match those required for the job, and that you are genuinely interested in working for them.
Have a look at the advertisement below for a graduate management trainee for a carpet manufacturing company in West Yorkshire. Think of six questions you might expect an employer to ask and write them down before comparing your answers with those below. Questions directly relating to communication skills are not that common in interviews, as applicants tend to be assessed in this by how well they answer the questions. Feedback from employers suggests that one of the main reasons for rejecting job applicants is because they look scruffy or their appearance suggests they won’t fit in to the organisation. If there is more than one person in the room, ensure that you make brief eye contact with all of them.
The first few minutes of the interview are the most important, in terms of you establishing and maintaining a good impression.
The lead interviewer may go through the format of the interview, establishing its structure and the timing. You will normally be asked some fairly straightforward questions at the start of the interview to help you relax, although you must be prepared for anything.
If you don’t know the answer to a question it is better to say so than to waffle or get the answer wrong.
This can also be an opportunity to say something about yourself you feel is important, but that you weren’t asked about by the panel. At the end of the interview you are likely to be told when you will hear the result of the interview, if not ask when you will know. Assessment centres can take place in a variety of premises eg, hotels or conference centres. Assessment centres allow employers to combine a number of selection exercises to produce a rounded picture of the ability and personal characteristics of any candidate for a job vacancy or for promotion within the organisation. The larger the company or organisation the more likely it is that they will use assessment centres to select staff. Between 6 and 20 candidates attend each session, with typically 12 in each selection group, and the assessment is likely to take at least one full day. Candidates who are invited to attend assessment centre selection have done very well to get this far - but still have a long way to go before they are accepted into an organisation.
A battery of ability tests, testing numeracy, written English, ability to think logically and testing memory. An individual presentation: 5 minutes verbal presentation by each candidate on a given topic. All candidates complete a self-perception questionnaire to measure what contribution they might make to any team. The candidates depart and the assessors confer and discuss the performance of all the candidates.
On their return from the tour, one half of the group await an individual panel interview, whilst the remainder work on their own to prepare a presentation.
The panel interview lasts for 45 minutes, whilst the individual presentation involves candidates giving their personal responses to a business problem and financial case study given to them earlier. A final exercise involves all candidates in a group exercise where they are presented with a problem to discuss and resolve.
It is obvious from these examples that great stress is placed on finding trainees with the right blend of competence and social skills, and, as these are commercial organisations, some business awareness, too. At a group discussion session for every six candidates there would usually be three assessors who observe two candidates in particular, whilst observing the overall current and flow of the discussion. Each assessor will usually see all candidates in action at most stages during the day or days. Can you help the group to achieve its objective by identifying ways of tackling the problem under discussion? Can you inject some structure into the discussion to help the group to shape up its response?
Can you build on what others say in order to broaden and deepen the discussion or tackle the problem?
Can you contribute to getting the best out of the group by drawing others into the discussion, or by challenging those who are talking off the point? However, with some organisations, the graduate trainee is part of the assessment process and his or her opinion canvassed about candidates.
It is advisable then, for applicants to ascertain the role of graduate trainees present before the selection exercises start. The second is an eye-witness account by a careers adviser of what happened at an assessment centre – when none of the applicants was selected to go onto a final stage of selection. Assessment centres can take place in a variety of premises eg, hotels or conference centres. This is an opportunity to see how candidates relate to other people and can handle pressure.   You will be observed the whole time you are at the centre. A tour around HQ and the depot led by some recent graduate trainees.  The candidates are observed to see how easily they can talk to depot staff and other people they encounter. At a group discussion session for every six candidates there would usually be three assessors who observe two candidates in particular, whilst observing the overall current and flow of the discussion.  If things go wrong in a group, assessors would not normally intervene but let events take their course to see how individuals responded to a difficult situation. A university careers adviser spent a day at an assessment centre and recorded her observations of the process – and the candidates. The company was a prestigious IT company specialising in IT solutions for the legal industry and attracted many applications from graduates for its training schemes. The event was run over one day in the company’s training room by two staff from Human Resources and one company director.   Ten graduates had been invited to the event and the aim was to identify those from each assessment centre to take forward for individual interview the following week. The applicants were given an outline of the company structure, products and clients.  Considerable emphasis was placed by the presenters on the culture of the organisation, company values and the type of person that they were looking for to fit in.
This was followed by an outline of the graduate development programme, on the job training and training courses offered to those that were selected.
Next, each candidate was asked to do an In-Tray exercise, which involved deciding what to do with and prioritising the following tasks: an incoming phone call message, a customer email, a site visit report reminder, a forwarded email, training course preparation and project tasks.
They were also asked to prepare and present a five minute presentation on one task outlining why they prioritised it in the way they did and how they would deal with it. Again, the assessors were looking for specific skills in handling this task: reasoning ability, commercial awareness as well as presentation skills. The selectors were looking for a range of skills: teamwork and leadership, in particular, plus contribution of ideas, how to make the team more effective and competitive, collaboration, manipulating the strengths of others in the team, reasoning and decision making.
The candidates had a buffet lunch with the opportunity to question graduate trainees about their experiences with the firm.  There was a closing question and answer session. There was also rather too much evidence of the applicants trying to get to know and get along with each other at the expense of taking time to speak to the graduate trainees of the company. The candidates generally made little of the opportunities to ask questions and so evidence of their motivation and interest was lacking. This eye-witness account emphasises the point that employers often reject whole groups of applicants at assessment centres if they are not suitable. Despite good efforts by some candidates in group work, all of them let themselves down badly by their apparent lack of interest in the company. This suggests a lack of preparation, either of finding out information about the company that they could use as a basis for their questions, or a lack of initiative in asking any questions!
It is always a good idea to have questions ready to ask, or better still, use the company presentations at the start of the day to take notes and to jot down a few questions to ask over lunch – and particularly to put to the graduate trainees.
Regardless of whether you have any banking experience or finance qualifications, the programme will provide and develop you with a strong foundation upon which you can embark on an exciting career in banking with UOB.
The UOB CMT Programme is a 12-month stint to grow and nurture organically potential leaders.
The objective of the programme is to groom you to be a Credit Specialist to provide financial advice and solution for the customers. As part of UOBa€™s strong nurturing and continuous learning culture, training will be ongoing, and you will benefit from a highly supportive working environment as well as professional development.
UOB Business Banking was setup as a dedicated business segment to cater business solutions for the unique needs and requirements of our SME customers through our wide range of products and services. Working in partnership with our customers, Business Banking builds rapport with our customers on both professional and personal levels.
Commercial banking has traditionally been a core business focus for UOB, with its roots in the early 1930s where it provided financing to the Singaporean businessmen. Corporate Banking focuses on the cultivation and management of banking relationships with large private companies, public-listed companies on the Bursa Malaysia, multi-national companies with operations in Malaysia, government-linked companiesa€™, statutory boards and government agencies. Working in a challenging and competitive environment, the team concentrates on achieving capital efficient business growth along with risk-based pricing as crafted under the Basel rules.
We are terribly sorry, but in order to download our books or watch our videos, you will need a browser that allows JavaScript. You can get free access for a month to this - and 800 other books with the Premium Subscription. I shared this content with a group of recent graduates who agreed that it was relevant and interesting. It provides very good insights into how to navigate through all the complexity that a trainee program will have but most importantly it will give you great insights into general networking and what to expect and how to deal with internal politics when you start working. The aim of the book is to tackle the issue of Graduate Programs in a general sense, using the authors’ own experiences, mistakes and achievements to provide advice and guidance in the early stages of working life.
In 2006, Patrick joined a European Graduate Trainee Program with rotations in Bedford in the UK, Philadelphia in the USA and then to Denmark where he currently works.

He has eight years of Change Management and Project Management experience both as a Project Manager and Department Manager. Tom is an experienced, multilingual manager whose roles have taken him from his roots in the UK to Siberia and most places in between.
Get advice on how to convey the message to the reader that you are the right person for the job. Then convincingly present your past employment history and experiences to fit the employers requirements. Do this by showing a consistent track record of increasing income and revenue whilst reducing expenditure. Futurelankan accepts no liability for the content of this post or for the consequences of any actions taken on the basis of the information provided, unless that information is subsequently confirmed in writing. We give you a breadth and depth of experience plus support from great people to help you progress. We run a variety of Apprenticeships, from management to buying to merchandising, and also have Trainee Manager School Leaver programme in our Stores.
Business colleagues create a great shopping experience whenever and however our customers choose to shop with us. Our colleagues here help get our products from our suppliers to our customer and provide the great service that keeps them coming back. Only a quarter of those invited to the assessment centre would be selected: 40 recruits from 1300 candidates.
However, they are just as cost conscious as the larger companies and may also use the selection methods described in this booklet to recruit graduates. John and Joe travel to work by train, while the distance to work is short enough for the others to walk. Decide what you are going to do (as Managing Director) and what your secretary, Chris, could do for you. Elaine to talk to Finance Manager about telephone message 2, plus item C on the memo, and also to prepare for meeting with Sales Manager. Elaine to contact the journalist today (telephone message 3) to check on his deadline for the article.
However, at assessment centres you are likely to be asked to give a presentation without prior notification of the topic. These specifications are drawn up to ensure that all applicants are given the same chance to present as effectively as possible. Also, put complicated figures and diagrams on to a handout– don’t attempt to put these on to visual aids. The Kelly directories, also available in the university library give information on small firms in any region or district.
For most graduate posts, unless it is a very informal post, men are advised to wear a shirt and tie with a suit or colour co-ordinated jacket and trousers. During these preliminaries look at the speaker in a relaxed way and indicate in some way that you are listening and understand what is being said, e.g.
They don’t want to hear your life story, but they want to see if you can cope with such an open-ended question and communicate succinctly under pressure.
The interviewers are looking for positive, talented people, but who are human, enjoy life and are not part of the walking dead. However, group and individual exercises, including aptitude tests, may be presented first and only those candidates who do well at these go forward to the interview stage. Each group summarises the results of their discussion on a flip chart to present to assessors. These are usually experienced members of an organisation, drawn from Human Resources departments and other operational sections of the recruiting company.
Candidates who score overall below pre-agreed criteria would not be offered training places, unless there were exceptional reasons to mitigate against low scores. Indeed, they may have a view of a particular candidate that is at odds with the general consensus, particularly if they have been at close quarters with that candidate in the hotel bar the previous evening! The candidates would have been aware of this in advance, as this information is normally found in the job specification sent to all prospective job applicants. During this time the applicants were still being assessed for their enthusiasm, interest in the organisation and motivation to succeed in the company. But another group, led by one young man in particular, seemed to put very little effort into the group exercise, almost seeing it as a bit of a joke. This overshadowed the good performances by some applicants, with the result that none of the applicants were selected for the final interview stage.
As can be seen from this example, and earlier, they can play an important role in the selection process.  It is simply foolish to ignore them.
The programme comprises core training and on-the-job training, is structured to provide the CMTs with opportunities for accelerated learning and skills acquisition.
The programme will equip you with the best practical aspects of our business which allow for progressive career development, aligned to meet the banka€™s future growth. This will help cultivate specific skills required for success in the business unit; which will eventually groom you to assume roles in Business Banking, Commercial Banking or Corporate Banking. Better performers will be rewarded with an accelerated career development path and remuneration packages. In todaya€™s rapidly evolving SME landscape, UOB Business Banking adapts quickly to meet our customersa€™ specific needs through solutions management and risk management with an unwavering commitment to meet the unique needs of our customers. Providing the right business solution by understanding their needs sets us apart from our competitors. Join the winning team if you have the drive and passion to take up this challenge of the rapid evolving SME landscape and be part of Asia-Pacifica€™s premier bank where opportunities are aplenty.
Today, Commercial Banking provides banking solutions to the small and medium enterprises (a€?SMEa€?), delivering a comprehension suite of products and services to meet the diverse business and financial needs of our customers throughout the region with strong presence in China, Indonesia, Singapore and Thailand. Being the best in SME banking in the region is testament of our service, commitment and long-term partnership with our customers. We leverage off our vast regional and international business capabilities and successfully coordinated cross-border collaborations with customers to meet their regional business needs. They appreciated that the writers shared some of their personal experiences along with the lessons they learned. Not only for people who are considering taking a Graduate trainee position but I found it very useful in how to deal with all kinds of situations you might encounter when starting working for a new organization.
He is a dedicated and passionate achiever with an international background and has a double degree in International Business with focus on Economics. With hands-on experience from a bottom-up Trainee Program, Patrick is passionate about self-development and development of others. With almost 10 years’ experience in Sales, Process Improvement and People Management Tom is a passionate believer in improvement and development.
No matter what financial position your CV is targeting there are certain key points it should always include. Start off by using our list of CV examples below as guides to write your own successful interview winning resume.
Target your expertise, skills, experience and training towards the requirements of the job you are applying for.
Sprinkle your CV with financial vocabulary and industry keywords like process improvement, cost cutting, data analysis, fiscal management, financial reporting, business development etc.
Supported by Commercial colleagues who look after what we sell, why we sell it, and how we sell it. Join us here and you will gain insight into every part of our business from produce to bakery to endless aisles! You then have to choose the number, which would go next in the series, choosing from the answers provided underneath.
Don’t give out handouts until required, as it can distract from your presentation; they may read these instead of listening and looking at you.
This places all the weight on your phone manners, clarity of speech, tone and the content of your answers. Make a conscious effort to slow your speech, as when we are nervous our voice can speed up. Some panels, particularly at assessment centres, may also have observers who do not ask questions but concentrate on your answers and your general demeanour.
You will notice that no particular degree is required, so the emphasis is likely to be on abilities and personality. Some companies may also bring in recruitment consultants to give an outsider’s view to the process.
It was not the candidates’ lack of intellectual ability that let them down, but their failure to deal consistently and effectively with social encounters on the day.
This allows Commercial Banking to provide cross border financial solutions as we support our regional customers in their business growth and expansion in the region. Based on a holistic client coverage model and working intimately with the various product specialists, we strive to continue to provide comprehensive financial solutions to key corporate clients across geographies. It should show your ability to be a asset to any prospective employer by demonstrating key attributes like your ability to increase their profits, reduce costs and improve performance.
This sort of jargon will attract the eye of the hiring manager and show strengths that they are looking for.
The Horse’s Mouth is on the same shelf as Justine, whereas A Book of Practical Cats is on the shelf below A Winter’s Tale. Some of the products that Commercial Banking provides would include working capital, fixed asset financing, trade financing, equipment financing, accounts receivable, cash management services and treasury services.
They're all about keeping us fresh and forward thinking, innovating across our stores and online and building trust and loyalty with our customers. In this respect, we have been recognised as the market leader in Government Assistance Schemes.

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