Assume that Mr. Steve John is applying for the position of Finance Manager at your organization. Create the necessary evaluation instrument after having identified the matching competencies for the Job.

Job Specifications:

BS in Finance, MBA is a plus

CPA Certified

Proficient in Excel/Word

Experienced in the MEA is a plus

Behavioral Competencies

Drive for results	Budgeting
Financial Savvy	Decision Making
Lead & Develop others	Bench-marking
Initiate Change	Counseling Capabilities
Impact & Influence	Training Skills
Strategic Thinker	Coaching Ability
Team Work	Administrative capabilities

Steve John

Education:-

Bachelor of Commerce - University of Melbourne (1977 - 1979.)

Further Education:-

Leadership Consortium Leadership Development Program (April 1996)

Mt Eliza Business School Strategic Leadership Program (February 1998)

Australian Institute of Company Directors Company Directors Course (June 2003)

Career Summary

Harvey World Travel (July 2004 Current)

Owner/Manager Harvey World Travel (Dandenong), (Frankston) and (Dromana)

Melbourne Water (November, 2000 August, 2003)

Group Manager Resources and the Environment (February 2003 August 2003)

Chief Finance Officer (November, 2000 January, 2003)

RACV (June, 1993 November, 2000)

Chief Manager Shared Services. (November 1999 November 2000)

Chief Manager Asset Management. (April 1997 - November 1999)

Membership Manager. (October 1995 - April 1997)

Business Adviser - Member Services Division. (August 1994 - October 1995)

Group Management Accountant (June 1993 - August 1994)

Harvey World Travel (July 2004 Current)

Owner/Manager Harvey World Travel Dandenong, Frankston and Dromana

In July 2004 I purchased 2 Harvey World Travel franchised outlets, Dromana was added in August 2006. All three outlets were in a run down state and the aim was to rebuild and expand the agencies, and in particular change the product mix from a predominance of point to point airfares to higher value holiday packages and corporate travel.

Key Achievements to date:

• Increase in total turnover of $1 million
• Restructuring of the sales teams and sales culture to reflect a value add approach
• Refocussing marketing spend to concentrate on target market segments.
• Forging key alliances with Frankston Arts Centre, Drum Theatre Dandenong, the Dandenong Basketball Association and the Greater Dandenong Chamber of Commerce.
• Forge closer relations with existing customers through, film nights, functions, photo competitions, regular newsletters and escorted group tours.

Melbourne Water (November, 2000 August, 2003)

Group Manager Resources and the Environment (February 2003 August 2003)

Key Responsibilities of the position were:

Recycled Water

The achievement of the 20% recycling target by 2010 by:

- The introduction of high quality recycled water to the Werribee Farm for high value meet production

- The development of a $2 million business case for the irrigation of 12,500 hectares of land on the Werribee Plains.

- The development of policy to ensure all new residential subdivisions include water sensitive urban design

- The implementation of the Eastern Irrigation scheme to service the market garden district of Cranbourne/Fiveways.

- Develop a scheme to irrigate the 12 metropolitan golf courses of the sandbelt district

- Develop sewer mining opportunities for the irrigation of the inner city parks and gardens

- Undertake a major study into the future use of recycled water as an indirect potable

Water Resource Planning

Manage a $300,000 study into climate change and its direct effect on Melbournes catchments and water yield

Implement a storage recovery plan at the end of the current drought to ensure the replenishment of Melbournes storages

Develop further contingency plans to obtain additional water resources if drought conditions persist

Key Competencies exhibited in these roles:

Sound technical financial knowledge

Understanding of corporate governance and the ability to deal directly with the board

Management of large budgets (up to $40 million)

Leadership of a large and diverse teams

High level negotiation skills

The ability to develop innovative structured finance solutions to deliver government infrastructure projects

Management of large and complex project delivery.

RACV (June, 1993 November, 2000)

Chief Manager Shared Services. (November 1999 November 2000)

The role of Chief Manager Shared Services was created in November 1999, as a consequence of the sale of RACV Insurance to the joint venture operation owned by NRMA and RACV. The aim was to reduce the division overheads by centralising the transactional and administrative functions and applying best practice solutions and technologies to achieve the required level of service at the lowest possible cost. Shared Services was created by adding to the Asset Management portfolio described above the following:

- Accounts Payable

- Fixed Asset Accounting

- Banking and Reconciliation

- Customer Correspondence

- Payroll

- HR Administration

- Library

In total, Shared Services has a staff of 140 and a budget of $30 million.

Chief Manager Asset Management. (April 1997 - November 1999)

The portfolio of Asset Management was created in April 1997 to bring together a group of internal service providers and introduce a customer focused cultural to support the overall business objectives. The role reported the Executive General Manager Sales and Distribution, had an overall staff compliment of 62 and an annual budget of $22 million. Asset Management brought together:-

Property and Services

- Facilities Management

- Project management and churn

- Real Estate

Fleet Management

- 615 vehicles

- in house workshop

- logistical parts supply function to 360 patrols vans

Corporate Supply

- Purchasing

- Print Management

- Warehousing and distribution

Staff Catering

Membership Manager. (October 1995 - April 1997)

The role of Membership Manager was responsible for the Road service products of the RACV and reported to the General Manager Member Services. It had a staff of 6 and the main accountabilities were:-

Monitoring of the sales performance of each category and the development of marketing strategies

Liaison with the distribution network on sales and product issues leading to changes in the product content and/or changes to marketing strategies

Handling of the customer database and its integrity

Monitoring of profit performance by product to ensure the benefit mix and pricing were correct

Handle member complaints ensuring timely and accurate response. Maintain historic records and where necessary change product policy

Maintain membership tracking surveys and awareness levels.

Group Management Accountant (June 1993 - August 1994)

Key accountabilities:

Management Accountability Reporting

The development and implementation of a standardised reporting package for monthly financial reporting based on the General Ledger.

Implementation of Corporate Operating Budget

For the 1994/95 Operating Budget preparation, the introduction of a group modelling system that allowed full budget consolidation.

Capital Budgeting

The development of a Capital Budgeting Model, and associated procedures, for the selection and review of capital items.