Resumix

1. Resumix ASMC-PDI ORLANDO, FL JUNE 4, 2010

2. Lessons Learned PDI 2008 & 2009 • TWO GROUPS-RETIRING/CONTINUE • MANY SLIDES • NOTE TAKING • GOOD QUESTIONS • ASMC WEBSITE • FOLLOW UP

3. Introduction • Reviewing applications • STAR technique

4. STAR Technique SITUATION • Selection officials are concerned about the quality of the Resumix/resumes they receive.

5. What’s wrong? • Do not copy job descriptions • Overuse of “buzz words” • Punctuation, misspelled words, improper capitalization, poor sentence structure or incomplete sentences • Less words on theory versus practical applications/experience • Be careful of general terms, exaggerations, lies

6. What are they looking for? • Is the format clean and is the narrative concise • Tailor the document to fit the position • What kind of detail is included • Results/outcomes/accomplishments • Mobility • Experience at various levels of work • How has the individual progressed through the career field • Leader training in senior applicants and teamwork in junior

7. What are they looking for? • Attendance at training classes rather than simply more education • Special or technical courses-formal, military, and professional • Supervisory experience • How was the candidate recommended or get the referral and by whom • Has the individual researched the position and organization • Ability to effectively communicate orally and in writing

8. STAR Technique TASK • How do we make them better? “Some people put down that they walk on water when, in reality, they can’t stay afloat—even with a life jacket on.”

9. STAR Technique ACTIONS • Research, Research, Research • Edit, review, rewrite, match requirements • Follow career patterns • Be willing to move/change jobs/risk • Use action verbs/phrases

10. Examples Action Verbs/Phrases • Accounts Payable--Streamlined accounts payable functions, established common files, eliminated duplication, and reduced monthly processing time by ____. • Accounts Receivable--Introduced improved accounts receivable and collection policies that decreased receivables by an average of ____% monthly. • Audit Controls--Implemented a stringent program of audit controls to reverse findings by a recent inspection by __________.

11. Examples Action Verbs/Phrases • Audit Management--Directed financial and operational audit management programs for _____. • Capital Budgets--Formulated, justified, and managed $_______ in capital budgets annually. • Corporate Development--Provided strategic, financial, and legal negotiations expertise for corporate development initiatives such as ________.

12. Examples Action Verbs/Phrases • Cost Accounting--Implemented automated cost accounting systems to analyze all labor, material, technology, and ________costs. • Cost Avoidance--Introduced proactive management techniques to strengthen focus on cost avoidance and elimination of fraud, waste, and abuse. • Cost Benefit Analysis—Conducted large-scale cost/benefit analysis studies to capitalize on improvement opportunities.

13. Examples Action Verbs/Phrases • Due Diligence—Orchestrated complex due diligence reviews in cooperation with ________. • Feasibility Analysis—Led a ____-person team managing a complex feasibility analysis and developed projections for _________. • Financial Analysis—Created team-based financial analysis models integrating financial data for all _____ locations throughout CONUS.

14. Examples Action Verbs/Phrases • Financial Audits—Planned and implemented more than ____ financial audits. • Financial Controls—Designed and implemented a comprehensive program of financial controls and accountability to prevent possible fraud, waste, or abuse. • Financial Models—Developed financial models for cost/benefit and staffing analysis recommendations that were used to implement _______.

15. Examples Action Verbs/Phrases • Financial Planning—Directed financial planning functions for both U.S. and European operations, and presented final results to __________. • Financial Reporting—Eliminated unnecessary financial reporting and created a comprehensive PC-based program to integrate financial data from all operating divisions/subordinate commands/directorates. • Internal Controls—Designed and implemented a comprehensive program of internal controls governing finance, accounting, capital assets, and technology acquisitions.

16. Examples Action Verbs/Phrases • Operating Budgets—Managed $___ million in annual operating budgets allocated for personnel, facilities, travel, and administrative expenses. • Operational Audits—Planned and directed operational audits of all _______to ensure compliance with _________. • Project Accounting—Managed the project accounting function for the development of a successful $___ million electronic, digital publications library that was implemented Army-wide and reduced publications costs by $______million in the first year.

17. Examples Action Verbs/Phrases • Regulatory Compliance Auditing—Established a structured process to expedite regulatory compliance auditing, reporting, and defense. • Strategic Planning—Facilitated a cross-functional team through a complex, multi-year strategic planning process. • Workpapers—Streamlined accounting processes to reduce workpaper and documentation requirements

18. Specific Examples of Success/Outcomes Senior Budget Analyst Performs budget reviews and analysis of the agency's $2.1 billion labor budget, including over 35,000 Full Time Equivalents (FTEs). Makes recommendations for the efficient use of labor and financial resources. Coordinates Division budget submissions by developing, reviewing, and analyzing resource proposals for Division programs. Review and verify subordinate unit’s labor projections to ensure assumptions are realistic and allocated funds and FTE cover current projections. Identify any surpluses or shortfalls and develop courses of action to correct. * Identified $30 million of labor surpluses which were used to fund critical non-labor requirements

19. Specific Examples of Success/Outcomes Senior Budget Analyst Managed and administered the Division's non-labor budget in excess of $100 million. Independently evaluated, reviewed, and monitored resource justifications, allocations, and resources for subordinate unit projects, contracts, services, and supplies with special emphasis to ensure they conformed to the Division business plan and the agency’s strategic plan. Reviewed program and funding changes and assessed program impact of budget cuts and legislative changes. Analyzed budget estimates to identify imbalances among program areas and to reconcile estimates with current level of expenditures and projected changes in programs. Recommended and completed all budget reprogramming actions to ensure optimum utilization of available resources and accomplishment of critical program objectives. Prepared briefing materials for management use in budget presentations, and prepared position papers and other materials. * Managed budget in excess of $125M for Contracts, Services and Supplies during FY 2006 * Developed distribution plan for FY 2007 contracts, supplies, and services

20. Specific Examples of Success/Outcomes Budget Officer Managed and administered the agency’s $72 million budget for contingency operations in Kosovo and Bosnia. Conducted analysis of budget variances and proposed solutions to bring deviations back within budgetary constraints. Interacted with the agency’s staff and subordinate organizations to coordinate and resolve budget issues. Interpreted statutory and regulatory guidance, developed budget policies based on statutory and regulatory guidance, and disseminated budget policy guidance to subordinate organizations. * Provided concise guidance allowing customers to submit budget requirements in an efficient and timely manner * Reinforced internal control procedures to ensure expenses did not grow at a more rapid rate than operations

21. Specific Examples of Success/Outcomes Comptroller Served as the Comptroller for Bagram Airfield, Afghanistan as part of Combined/Joint Task Force 180. As such, formulated the annual $450+ million budget and its expenditures. Advised the executive leadership on how to best use financial assets to support more than 6,000 personnel assigned to the organization. Supported diverse organizations from the U.S. Department of Defense and approximately 12 Allied countries. Assisted managers in preparation and justification of budget submissions. Monitored automated accounting and logistics systems to ensure the proper recording of expenditures. Reconciled prior year expenditures to include clearing unliquidated obligations and resolving erroneous disbursements. Supervised five budget technicians. * Resolved a multi-million dollar inter-agency fuel billing problem resulting in reimbursement to my agency * Successfully justified additional funding for desperately needed strategic communications equipment

22. Specific Examples of Success/Outcomes Comptroller Directed a section consisting of five management and budget analysts engaged in planning, budgeting, allocating, and monitoring the execution of a $12 million annual budget for an agency with operations throughout Central America, South America, and the Caribbean. Provided management consulting advice to the agency’s senior leaders. Developed and submitted recommendations for spending priorities to the organization’s leadership. Managed the proper use of funds from several different appropriations. * Successfully justified a 100% increase in the agency’s annual operating budget * Major contributor to the agency’s successful relocation from Panama to Puerto Rico

23. Specific Examples of Success/Outcomes Operations Officer Managed the Customer Operations Section of a recently organized activity, the largest of its kind in the Army. Provided Personnel and Finance Services support to a customer base of more than 24,000 soldiers. Supervised a staff of 14 employees performing personnel service support, financial services support, treasury operations, and internal audit functions. * Established the section’s initial operating procedures and organizational structure to ensure the agency’s compliance with regulatory instructions and to exceed the Army’s customer service goals * Designed and conducted technically-challenging training which allowed the agency’s automated systems to maintain connectivity to the Army’s centralized databases from remote locations

24. STAR Technique RESULTS • No one is more concerned about your career than you. • You’re responsible for the results. • The results are in direct proportion to your efforts!

25. CLOSING COMMENTS • DOD not the only source of financial management jobs • Other Federal agencies need financial managers • Skills extremely portable between agencies You have one chance to make a first impression-make it a good one!

26. Questions?