2011

Luke Adriaan G05a2857

SELECTION REPORT AND TRAING AND DEVELOPMENT PROGRAMME

Luke Adriaan Page 1

SELECTION REPORT

TITLE: CLASSIFICATION: POSITION NO:

[Financial Manager] [Level 8] [25347]

1.

ADVERTISEMENT The position was advertised in the Grocotts Mail on 13-5-2011 and/or on the company website under, jobs@ar.u.entertained.co.za on 14-5-2011.

2.

SELECTION PANEL Chair- Mr A King Panel member- Ms L. Damane Panel member- Mr N Mahlangu Panel member- Ms N de Vos Panel member- Mr L Adriaan

3.

ASSESSMENT OF APPLICANTS AGAINST JOB REQUIREMENTS 532 people applied for the position. 5 applicants were deemed to have met all the job requirements to the required level and were selected for further assessment.

4.

ASSESSMENT OF APPLICANTS WHO WERE FURTHER ASSESSED

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Applicants were asked questions to assess their claims, against the job requirements during interviews. The assessment/s were conducted on 7-8-2011 at Eden Grove Seminar Rooms, Rhodes University, Grahamstown. 5. RECOMMENDATION It is the unanimous recommendation that Mr J. Green be appointed to the position. For the underlying reasons: Introduction This report should be treated confidentially. It describes Mr. J. Greens preferred work behaviors and makes links between various approaches to work activities. When considering the results, it is important to recognize that some of the results are based upon Mr. J. Greens own view and represent the way he sees his own behavior rather than how his behavior might be described by another person. The accuracy of this report depends on the frankness and honesty with which the interview was conducted, as well as his self-awareness. Mr. J. Green has several notable strengths. He is very conscientious and strives to do a good job according to policies and procedures. He will be a very loyal employee and eager to please his superiors and organization as a whole. He is calm under pressure and enjoys problem solving. He thinks a matter through carefully before proceeding and is generally thoughtful. He is a person of high integrity. Mr. J. Greens strengths could also be his challenges. His high standards at times may make him inflexible. He may also struggle with making quick decisions. His communication skills are adequate but not dynamic. He also scored out of range on many values deemed representative of the Successful Company Inc. culture. Despite Mr. J. Greens challenges, overall he appears to be well suited to the job and likely will be a good performer. Sociability [Type text] Page 3

Mr. J. Green likely comes across as quite and somewhat private.. He enjoys being around others as much as most people but is less lively and talkative than everyone else. He does not express confidence when meeting strangers for the first time. He is more comfortable in less formal situations and can feel awkward when first meeting people. Analysis Overall, Mr. J. Greens interest in analytical thinking is typical, with no particular preferences for one focus over another. In particular, he seems as interested as most in working with numerical or statistical information, with a similar level of interest in analyzing people issues. Across both of these areas he is likely to undertake a certain amount of critical analysis, but, overall, analytical thinking is likely to be a moderate rather than outstanding aspect of his approach. Creativity and Change Overall, Mr. J. Green describes himself as fairly balanced in terms of his approach to creativity and change. He tends to prefer a conventional approach to problem solving in most situations, and to use well-established work methods. He feels able to generate ideas about as often as his peers. His thinking style is as theoretical and abstract as that of his peers, and his ideas are likely to challenge the established ways of doing things to some degree. He will, therefore, have some creative contribution to make, but this is unlikely to be highly radical or prolific. Mr. J. Green reports a level of interest in variety in his work which is about the same as most of his peers. When he is faced with change, he recognizes, to a moderate degree, the need to adapt his behavior to meet the perceived changing demands of the situation or people. Overall, his approach to changing situations may be described as fairly typical. His willingness to work with established methods, and a reasonable tolerance of routine and repetitive work supports his view that it is important to meet deadlines and complete work on time. Structure When planning and setting goals, Mr. J. Green is likely to balance a strategic view with a focus on immediate issues. He couples this with a level of concern for [Type text] Page 4

order and detail which is a similar to most of his peers. Thus, he is balanced in tactical vs. strategic thinking, and is as has attention to detail similar to most. It is important to Mr. J. Green to see tasks through to completion. He also seems to have a strong desire to stick closely to rules and regulations. Together, these may indicate a lack of flexibility in his approach, but a high degree of reliability when deadlines and highly prescribed work methods are set down. Overall, he may best fit in an environment which requires a conscientious approach to following strict guidelines. Mr. J. Green, because he is so conscientious, may at times be overly perfectionistic. He likely has and expects high standards of performance. He also may not like dealing with ambiguity or be very flexible, especially when pressured. He may also be tempted to fix things himself rather than delegate, again during times of stress or pressure. These are consisdered moderate risks for Mr. J. Green and not overly troublesome, but rather areas for personal development. Mr. J. Greens approach when managing others and taking control of situations is likely to be moderately strategic with a degree of focus upon longer term issues and goals. His balanced view on longer term issues and immediate goals is likely to have been developed with the benefit of a moderate amount of consultation with others and is likely to have taken this at least partly into account. When he is setting long term goals, he will place some emphasis on gaterhing relevant factual information as well as conversing with others if deemed necessary. In addition, he is as likely as most to incorporate a critical analysis of this information into his planning process, and the resulting plans are likely to be reasonably well thought out and evaluated. The strategic or longer term plans that he sets are likely to reflect his positive view of the future and likely outcomes. His optimism, however, is tempered such that he will likely set goals that are realistic. Mr. Green's strong focus upon meeting deadlines and seeing jobs through to the end is likely to be apparent when he is managing and controlling the work of others. He will emphasize the importance of this to others when issuing work instructions or providing others with priorities. When managing and controlling the work of others, he will look to enforce rules and regulations whenever possible. Emotion Mr. J. Greens anxiety levels are low. He considers himself less anxious than most people. Similarly, when it comes to important events, he is slightly less likely than [Type text] Page 5

most to get nervous. Mr. J. Green is fairly trusting of others, taking people at face value and tending to assume that all are straightforward and honest in their dealings with others. This could lead to a certain amount of gullibility on his part, which may be further reinforced by his tendency to take a more optimistic than pessimistic approach. In terms of his own sensitivity to criticism, he is likely to be slightly less sensitive than most, and so this is unlikely to have a major effect upon his overall mood in the longer term. Mr. J. Green is a fairly tough-minded individual who can be both firm and fair. He describes himself as someone who almost always keeps his emotions and feelings to himself. He may only very rarely give an indication to others as to how he feels about things, and may appear uninvolved or unemotional. This may be of benefit when his emotions are particularly negative or unconstructive but not when they might otherwise have communicated enthusiasm. When consulting with others and listening to their views, he will place a some degree of trust in what he is told. Others will, therefore, feel that their views are genuinely listened to. He may sometimes fail to sufficiently question others intentions when providing information, but not too often.

6.

FEEDBACK & SUPPORTING INFORMATION 6.1 Feedback will be provided by Mr L. Adriaan who can be contacted on 0461234567. 6.2 All members of the panel have placed their interview notes on file so that they can be made accessible, should the need arise, to discuss the selection methodology and reasons for the decision. 6.3 All members of the panel have declared and/or taken appropriate action on any conflicts of interest related to this recruitment process.

Signed:

Chairperson [Mr A. King]

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Panel member [Ms L Damane]

Panel member [Mr L. Adriaan]

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Training and development of financial manger: Mr. J Green. Financial management is about planning income and expenditure, and making decisions that will enable you to survive financially. Financial management includes financial planning and budgeting, financial accounting financial analysis, financial decision-making and action

A financial manager is responsible for supervising and handling financial reports, investment portfolios, accounting, and all kinds of financial analysis for an organization. Additionally, he oversees cash management strategies and financial legislation and regulation. He manages the cash flow for an organization by supervising balance sheets, income statements, and the costs and revenue model. The job responsibilities of a financial manager also involve supplying an efficient financial blue print and elucidating all the financial data for an organization, while minimizing costs and maximizing profits. The primary objective is to generate future revenue streams for an organization, while effectively managing the existing investments. He is also responsible for budgetary decisions and planning. Additionally, he must be well versed in the technical aspects of all kinds of financial decisions. This requires an in depth knowledge of various statuary litigation and legal regulations. A financial manager might also work in the capacity of a treasurer or controller. A job position in this capacity involves provision of directives for the preparation of financial reports, balance sheets, income reports, and analysis of present and future costs and revenues. Financial Management Training and Education Requirements Nearly all financial manager positions require a minimum of a bachelors degree in a related field such as finance, accounting or economics. The most competitive job candidates have advanced degrees such as a masters degree in business administration or economics.

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Business, math, economic and communication classes are the most relevant courses for potential financial managers. Accounting classes are important as well, since some financial management roles require a CPA certification. In addition to a relevant educational background and experience, financial managers need strong communication and math skills. Managers need the business and math savvy to understand complex financial transactions and the communication skills to be able to clearly communicate financial results to people across the organization.

Areas we plan to develop include: Attention to Detail Having a concern for detail in the planning and execution of tasks. Mr J. Green rates high for this competency he is quick to spot errors and inconsistencies. He has a desire for perfection, and is particularly detail conscious. His high standards at times may make him inflexible. He may also struggle with making quick decisions. Therefore we see the need for him to loosen up and we hope to provide him with a more relaxing atmosphere where he can do so. Thus providing him with the flexibility we need and have come to value in our employees. Creative We believe that Mr Green lacks creativity but that he can learn to be more creative within our organisation by learning from his co-workers. We are always coming up with ideas for new ways to market events and ways to sell our services to clients and Mr Green could take his cue from us in this regard. We pride ourselves in being curious, creative, and imaginative and having lots of ideas. We need Mr Green to be a resourceful problem solver who is willing to constructively challenge the status quo in pursuit of improvements in organisational productivity and efficiency. Decision Making We recognise Mr Green as having the strategies to capture the key information and a broad enough perspective to see the wider issues, we think he is rational, calm and composed. He seems to be able to cope with the uncertainty of unresolved questions, and he is committed to [Type text] Page 9

decisions that advance the ambitions of the organisation. We value these qualities in him and we look forward to learning from him in this regard. we have come to realise we do at times become irrational when planning parties and events for our customers as we wish to provide them with the best possible events and we do at times overspend. His rational thinking may help us stay within budget. His decision making abilities would thus prove to be invaluable to us. Interpersonal Skills Mr. J. Green comes across as quiet and somewhat private. He enjoys being around others as much as most people but is less lively and talkative than everyone else. He does not express confidence when meeting strangers for the first time. He is more comfortable in less formal situations and can feel awkward when first meeting people. In the type of business we are in we believe that you need to have the capacity to relate effectively with others in the organisation, to build and maintain relationships with staff, colleagues and clients. Mr Green does not exhibit outright these capabilities but we believe that he will come into this own later on. Interpersonal skills can be developed at any time and Mr Green will not come into contact with clients regularly o we as a business are not too concerned with developing his as of yet but we need him to have a pleasant demeanour in the workplace and would value his input none-the-less. Leadership Potential Mr. J. Green, because he is so conscientious, may at times be overly perfectionist. He likely has and expects high standards of performance. He also may not like dealing with ambiguity or be very flexible, especially when pressured. He may also be tempted to fix things himself rather than delegate, again during times of stress or pressure. We are concerned that here that he will have a negative effect on workers and stifle their creativity by being to process orientated; we need him to surrender his need for control and follow before he can lead. He needs to come to the realisation that at r.u.entertained we do things differently but we always have the end goal in mind and he may not agree with the way we do things but needs to adapt to the way we run our company. However he is optimistic and his optimism, is tempered such that he will likely set goals that are realistic. Mr. Green's strong focus upon meeting deadlines and seeing jobs through to the [Type text] Page 10

end is likely to be apparent when he is managing and controlling the work of others. He will emphasize the importance of this to others when issuing work instructions or providing others with priorities. When managing and controlling the work of others, he will look to enforce rules and regulations whenever possible and as we have indicated before we need an element of this in our company because of our tendencies to spend lavishly. We duly note that Mr J. Green has the relevant academic qualifications and work experience he seem to be the most suited to the job at this point in time and we have thus provided him with a offer of employment. We plan to give him on the job / informal training because we feel he has sufficient formal training. We believe we are capable of successfully bringing him on board and amalgamating him into our company and we plan to do just that through this training and development programme.

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List Of References.

Executive Selection Sample Report, Turknett Leadership Group. 2310 Parklake Drive, Suite 500, Atlanta, GA. www.turknett.com Selection Report Sample. www.opssc.wa.gov.au/.../Sample%20Recommendation %20Report.doc Selection Report by Psychological Consultancy Ltd. Psychological Consultancy Limited, 8 Mount Ephraim, Tunbridge Wells,

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