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Word of the day: Axiom
Axiom
Axiom n. 1. An established rule, principle, or law. 2. A self-evident or universally recognized truth; a maxim. 3. A self-evident principle or one that is accepted as true without proof as the basis for argument.
Resume Excerpt
EMPLOYMENT HISTORY
April 2013 to Present
CENTERLIGHT HEALTH SYSTEMS, Bronx, NY
HRIS Analyst
Lead team member in upgrade to Lawson v: 9.0.1 for HR module. Validated all data from demographics to ACH, tax, and assignment information. Corrected ongoing BSI tax errors for employees. Reduced error output by 85%
Lead HR collaborator for Dashboard Gear (Analytical tool) data cubes build out. Responsible for evaluating requirements for optimal utilization of tool and providing appropriate training
Deliver reports to various managers and department heads in support of HR Metrics and Workforce Analytics
Facilitate new hire onboarding. Ensure compliance with DOH and DCJS regulations
Process position moves, salary changes and other actions throughout employee lifecycle from hire to separation
Create all job, supervisor and position codes using smart system. Maintain hierarchy data in Lawson. Significant contributor to position coding process documentation. Recommended data transfer needs for MSS and iCIMs
17 Differences Between HR Metrics And Predictive HR Analytics
HR Metrics Predictive HR Analytics 1. Tangible (hard data) 1. Intangible (likelihood) 2. Accounting (100 % correctness) 2. Probability (never 100%) 3. Backward-looking 3. Forward-looking 4. Data 4. Insights 5. Comprehensive 5. Selective 6. Transactional 6. Strategic 7. Information 7. Transformation 8. Low addition of value 8. Differentiator 9. Tracking 9. Asking questions 10. Reporting 10. Predicting 11. Silo HR 11. Business critical 12. HR ownership 12. Management ownership 13. Controlling 13. Optimization 14. Inside-in perspective 14. Outside-in perspective 15. Slicing-and-Dicing 15. Statistical Forecasting 16. Metrics 16. Patterns 17. Ratio’s (fraction) 17. Models (mathematical algorithm)
RESUME
TECHNICAL SUMMARY
Microsoft Office: Word, Advanced Excel (including v-lookups, pivot tables, conditional formatting and graphs), Access, PowerPoint, Lawson (since 2000, HR Writer and Add-Ins since 2004, v: 9.0 2009, v: 9.0.1 2013), Dashboard Gear, HealthcareSource Position Manager, HireRight Enterprise Screening Management, Image Express, iCIMS, SQL, MySQL, Python, Linux, NovellGroupWise, PeopleSoft, Cognos ReportNet, Taleo, Nobscot, Photoshop, HTML, Quicken, Lotus, ACT! 3.0, Experience developing and analyzing HR data metrics, writing user guides, providing user support for employee self-service applications, contributing to business requirements documentation, Knowledge of HRIS, benefits, payroll, compensation, training, recruitment, and HR policies and procedures, Exceptional ability to liaise with employees and managers across all departments and with internal and external clients.
EMPLOYMENT HISTORY
April 2013 to Present
CENTERLIGHT HEALTH SYSTEMS, Bronx, NY
HRIS Analyst
Lead team member in upgrade to Lawson v: 9.01 for HR module. Validated all data from demographics to ACH, tax, and assignment information. Corrected ongoing BSI tax errors for employees. Reduced error output by 85%
Lead HR collaborator for Dashboard Gear (Analytical tool) data cubes build out. Responsible for evaluating requirements for optimal utilization of tool and providing appropriate training
Deliver reports to various managers and department heads in support of HR Metrics and Workforce Analytics
Facilitate new hire onboarding. Ensure compliance with DOH and DCJS regulations
Process position moves, salary changes and other actions throughout employee lifecycle from hire to separation
Create all job, supervisor and position codes using smart system. Maintain hierarchy data in Lawson. Significant contributor to position coding process documentation. Recommended data transfer needs for MSS and iCIMs
February 2012 to August 2012
NEW YORK & COMPANY, New York, NY
Payroll Administrator (Contract)
Set-up Garnishments , Child Support and Tax Levy payments (Lawson v: 9.0)
Created Garnishment Procedures Guide
May 2011 to December 2011
LENOX HILL HOSPITAL - MEETH, New York, NY
Data Analyst (Contract)
Maintained data integrity in Lawson database with over 12,000 employees (over 4000 active)
Provided back-up to HRIT Business Applications Developer during Lawson conversion to PeopleSoft
Designed reports and completed daily analysis for time accrual (including calculating leave of absence adjustments), payroll, benefits, and compensation
October 2006 to November 2010
ARCHDIOCESE OF NEW YORK, New York, NY
Benefits Coordinator (Employee Benefits Connection) (June 2009 to November 2010)
Processed approximately 100 weekly employee benefit updates in Lawson v: 9.0, Cigna and United Health Care eServices systems; Ensured compliance with company policy and employee benefit legislation
Administered NYS continuation of coverage program for 85-100 members monthly; Trained department in administration process
Report Writer/HRIS Analyst (Lawson Systems Department) (October 2006 to June 2009)
Set-up continuation of benefits program in Lawson; Created administration guide
Ran test scripts for Lawson upgrade to v: 9.0
Generated Lawson reports for Director of Financial Planning, Benefits department, and for Open Enrollment; Trained users in report writing
October 2005 to October 2006
THE METROPOLITAN MUSEUM OF ART, New York, NY
Compensation and Employment Analyst
Wrote queries using Lawson HR Writer, Add-Ins, and Access; Customized reports using advanced Excel techniques such as v-lookups; Provided turnover and recruitment metrics for Director of HR and documented business requirements
Assisted with company-wide annual merit increase program; Completed salary surveys
September 2004 to July 2005
ASSURANT, New York, NY
Human Resources Administrator
Site manager for Lawson, Taleo, Nobscot and data warehousing/report writing tool (Cognos ReportNet)
Ran test scripts for Lawson upgrade and collaborated with team to assess business requirements for documentation
Recruited for non-exempt to manager level positions and summer internships; Provided user support for employee self-service applications
March 2000 to September 2004
THIRTEEN/WNET NEW YORK, New York, NY
Human Resources Coordinator
Built Access database for Internship Program; Processed personnel updates in Lawson
Produced customized orientation for temporary employees; Evaluated Personnel Agency vendors
Assisted HR Director with performance evaluations; Coordinated company-wide training seminars and department events
Represented company at career fairs and recruited for Internship program and entry level to mid level exempt and non-exempt positions
October 1998 to December 1999
ASSOCIATED PRESS, New York, NY
HRIS Coordinator
Trained ROSS (employee database) users and provided ongoing support; Redesigned user’s guide; Maintained employee database
Gathered data for EEO surveys; Provided employment verification and completed unemployment claims forms”
LANGUAGE
Bilingual in Spanish and English
EDUCATION
Williams College, Williamstown, MA, Bachelor of Arts degree
New York University, New York, NY, Certificate in Human Resources Management
Supplemental: Other Work Experiences
January 2013 – April 2013 (Contract)
BROOKDALE UNIVERSITY HOSPITAL MEDICAL CENTER, Brooklyn, NY
File room Supervisor (Health Information Management Department: Medical Records)
Responsible for assigning work to 23 employees from all three shifts
Ran daily reports and gathered statistics for audits such as performance improvement
Word of the day: Heterotelic
In this day of material obsession, many people turn to
Definition:
adjective (of an entity or event) having the purpose of its existence or occurrence outside of or apart from itself.
Also picked up this nifty book. It delves deeper into a lot of computer theory concepts that I began to brush up against fairly recently (less than three years). I don't know why I didn't dig into this sooner. No time like the present for onward and upward.
I'm in the middle of this book right now. Trying to beef up my database skills for the right HRIS job. It's also helping me to put words to the concepts I've already been applying as well as helping me to get even deeper into the world of data management. It's not for everyone, I know, but personally I love that stuff.
The Best Questions to Ask in the Interview
Kate Lorenz, CareerBuilder.com Editor
An interview is meant to be a two-way street. The hiring manager is interviewing you to determine whether you're the best fit for the job. At the same time, you should be asking questions to determine whether you would be happy in the position or with the company. But once nerves take over, it's easy to forget your role. After all, you're meeting on the employer's schedule in an unfamiliar office. After listening to the interviewer's monologue about the company and role, you're asked a barrage of questions about your background and future plans " all the while praying that you're delivering the "right" answers. By the time the employer asks if you have any questions, it's easy to be so drained and nervous you can only stammer out, "Nope." Not asking questions, however, is passing up a chance to stand out from the competition. "This is a great opportunity to set you apart in a positive way from other people being considered for the job," says Eddie Payne, division manager of professional staffing for recruiting firm FGP International. "Employers say they are interested in candidates who ask quality questions and make intelligent conversation based on what they know about the organization." Before the interview, prepare a list of questions that demonstrate your knowledge of the company and interest in the position. Some good topics to cover include: The company Dave Stanford, executive vice president of client services for contingency and contract staffing firm Winter, Wyman Companies suggests asking:
What do you see ahead for your company in the next five years?
How do you see the future for this industry?
What do you consider to be your firm's most important assets?
What can you tell me about your new product or plans for growth?
How do you rate your competition? The position's history Asking about why the position is vacant can provide insight into the company and the potential for advancement. According to Annie Stevens and Greg Gostanian, managing partners at executive and career development firm ClearRock, good questions include:
What happened to the last person who held this job?
What were the major strengths and weaknesses of the last person who held this job?
What types of skills do you NOT already have onboard that you're looking to fill with a new hire?The department Asking about your department's workers and role in the company can help you understand more about the company's culture and hierarchy. Stanford suggests asking:
What is the overall structure of the company and how does your department fit the structure?
What are the career paths in this department?
What have been the department's successes in the last couple of years?
How do you view your group/division/department? The job's responsibilities To avoid any confusion later on, it pays to gain a solid understanding of the position. FGP International's Eddie Payne recommends inquiring:
What would you consider to be the most important aspects of this job?
What are the skills and attributes you value most for someone being hired for this position?
Where have successful employees previously in this position progressed to within the company?
Could you describe a typical day or week in this position? The typical client or customer I would be dealing with? The expectations To determine how and when you will evaluated, Payne recommend advises asking:
What are the most immediate challenges of the position that need to be addressed in the first three months?
What are the performance expectations of this position over the first 12 months?
How will I be evaluated at XYZ company, and how often? The next steps At the end of the interview, don't forget to ask:
What are the next steps in the interview process?
Related Articles
Quiz: How Ethical Are You?
Quiz: Are You Burned Out on Your Job?
Supplemental: Other Corporate Experiences
Wheelock College, Boston, MA
- Office Manager (1 year 10 months)
Recruited and supervised work-study students; Cataloged Alumni Mailing List for school-wide availability
Liaison between students and professors for scheduling; Compiled schedules for faculty calendar
Baring Asset Management, Boston, MA
-Portfolio Managers Assistant – Latin America Equity Department (8 months)
Translated and edited documents using Microsoft Word.
Researched and prepared analytical data using Reuters and Bloomberg.
Prepared table and graphs for presentations and periodical reports on PowerPoint and Excel.
Documented and reorganized file systems of two Senior Vice Presidents using Microsoft Word.
Supplemental: Related Contract Assignment
Citigroup, New York, NY
- Human Resources Assistant (Contract) August 2005 to September2005
Performed new hire updates on Access and employee data review on PeopleSoft; Prepared correspondence packets
How to Develop Your Personal Elevator Pitch
Many structured interviews, particularly those at large companies, start with a question like "tell me about yourself." The interviewer doesn't really want you to go back to grade school and talk about your childhood. This is a specific question with a specific answer...in two minutes or so, the interviewer wants to get you to relax and loosen out your vocal cords, understand your background, your accomplishments, why you want to work at XYZ company and what your future goals are.
Edited by Kira Wampler and 17 others
The term "Elevator Pitch" began as a term used to describe a planned and rehearsed 30 second pitch you could give in the short time you would have when you meet someone on the 20th story of a high-rise building elevator and you have until ground floor to tell them of your job hunt and get them to offer a key connection or referral (30-60 seconds). That conversation usually starts out something like this. "Oh, Hi Harry. What are you doing on the 20th story of the XYZ Building"? Or, "What brings you to the grocery store today?" By your answer, you will either waste the next 30-60 seconds or use it to give your "Elevator Pitch" and get another contact or referral to further your job search.
Here's how to narrow your life down into a brief but relevant and professional answer.
Steps
Spend about 1-2 hours writing down your top five work or personal experiences. These experiences should follow this format - situation/task, action, result (STAR). What was the situation, what did you do, and what happened?
Narrow each down to a paragraph. Think about the STAR format on a 100 point scoring pie: Only about 15-20 points should go to the "situation" with about 40 points going to your actions and 30-35 points on the results.
Think about the themes that come across. Are you all about growth, customer focus, sales excellence, product innovation, etc. and how do the themes come through? How do your experiences reflect a recurring theme?
Pick your top themes. What are the top 1-2 things you want the interviewer to remember about you? When you have finished answering the question, the interviewer should know clearly what these top 2 things are.
Put it together. A good way to finalize this is to use the word-count feature on your word processor. At 150 words per minute, you should not use much more than 350 words for your pitch. You'll generally want to start with undergrad, unless that was a very long time ago. Quickly move past undergrad and launch into your work history, keeping in mind that you want to highlight your top 3-5 experiences and not every last thing you did in each job. Keep your undergrad and work history to 75% of your time. Save the last moments for why XYZ company and what your future goals are. These goals should match the new position and/or the opportunities at this company.
Tips
At the interview opening, "So, tell us a little about yourself," 2-3 minutes may be fine, as long as you see you are keeping their attention. But most people stop listening at 45-60 seconds. After all, there's that last interview the interviewer is thinking about and the next interview he has scheduled but isn't here yet, and the argument the interviewer had with their spouse, going out the door this morning and the boss who wants that report by COB today. TV commercials are only 30 - 60 seconds long because it's been proven that if longer, we will change channels or "tune out." So, if you see the interviewer "tuning out," the only way to bring him or her back is by asking a related question. When you ask someone a question, their mind automatically re-engages in the conversation so they can come up with an answer. Then you can go on. It must be more conversational, 30-60 seconds and end with a key question, "Do you have any friends or connections I should talk to in this job search?"
First, ending a well planned Elevator Pitch with a well planned question not only allows you to quit talking and open a conversation, it also closes the Elevator Pitch and gets you the contact, referral, or information you want.
Second, most interviewers are poor interviewers. They are just people. And, most people would rather talk than listen, would rather express our opinions than ask questions. The interviewer also wants to know if you are interested in the job he has to offer and interested in his company. Therefore, with your STAR structured Elevator Pitch and your STAR structured resume clearly in mind (something the interviewer does not have), you can keep their attention and focus on the interview by asking them "key questions."
"Key questions" are those which move the conversation through a process or preplanned area of concern, or from one intended job related topic to another. Key questions also boost your credibility. When you ask, "Does your company do this, or does the job include this or that task? Or, do you use this or that tool?" When you ask it, they perceive that you must know about and have some experience and expertise in that task, activity or with that tool."
Example: Ask your interviewer "Does your company or your department do gap analysis?" "Do you use "predicted" or "assessed" values to compare to the target or requirement?" And, "to determine your "predicted" values, do you have good historical data or do you use credible reference data?" By asking those "key questions," the interviewer automatically perceives that you have considerable expertise in "gap analysis" and that you understand various ways of doing it. You learn more about their company and how solid they are in gap analysis and they are probably thinking, "we should hire this guy because he knows this stuff." By asking the questions, your credibility has gone up! On the other hand, had you simply spouted off what you know about gap analysis, the interviewer may have taken issue with one of your statements, disagreed, or justified their way of doing it and your credibility (in their eyes) went down. "Key questions" can be more powerful than statements to build your credibility.
Once you have your personal elevator pitch, practice it in front of the mirror. If possible, try to video or audio tape yourself, and watch it in fast forward. You'll be amazed at your nervous habits!
Even though you've prepared and practiced, keep it natural. Remember to breathe and smile.
Rehearse it, but make sure it doesn't LOOK rehearsed
Your Career Action Plan for the New Year
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Article posted on Quintessential Careers by Deborah Walker
People make New Year's resolutions with the best intentions, but they often fail for lack of a solid action plan. If you've resolved for the new year to move your career forward into a new industry, occupation or level of responsibility, increase your chances of success with this three-part action plan focused on results.
1. Know your career objective 2. Update your resume and cover letters 3. Update your network and networking skills
1. Know your career objective Knowing your career objective may sound obvious and easy. If, however, you are dissatisfied with your current position, it can be difficult to sort out the good from the bad. You may not fully understand the target of your dissatisfaction: Is it your job or your employer; your company's culture or your supervisor? Analyzing what you want in a job is a good start in determining the best new job for you.
If you are uncertain what type of position to focus on, start by identifying the transferable skills you enjoy(ed) using in your current or past positions. A professional career coach can help in sorting out what you want to keep and, more importantly, what you want to avoid in your next position.
2. Update your resume and cover letters If it has been a while since your last job search, your resume may no longer reflect your current career direction. Don't forget the most important elements of a strong resume -- solid achievements that illustrate your transferable skills, and key words and phrases to capture employers' attention and interest.
Cover letters can make the difference between a warm reception or a cold shoulder. While it's true that not all resume screeners read cover letters, those who do are never impressed -- and are often put off -- by cover letters that sound phony or mass-produced. If you are uncertain of your resume-writing skills, a professional resume writer can transform your so-so resume and cover letters into true selling tools.
3. Update your network and networking skills A good job-search network consists of all those people who can provide information about future or current career opportunities. You say you don't have a network? You probably do, but you just haven't thought about people who could fit this category. Start by identifying groups of people that you are in contact with regularly, such as professional associations, church, college alumni groups, and neighborhood associations. Then identify the individuals within those groups with whom you feel comfortable and who could help you learn of job leads.
Many of my resume and coaching clients lament their poor networking skills. I always tell them not to worry; they are in good company because most people feel inadequate when it comes to networking. Before you dismiss the value of a strong network, remember: In securing all-important job interviews, it's very often not what you know but who you know. Many resources are available for learning how to build and utilize a network to your job-search advantage: books, online articles, workshops, and career coaches trained in the most effective networking techniques.
Once you've put your job-search action plan into practice, you'll be on your way to a better job and a better life.
Activities
Organizations
Toastmasters, New York, NY
ASPCA, New York, NY
Mentoring USA, New York, NY
Junior Achievement, New York, NY
Other Interests
Mixology (40 hour course of study in Bartending completed and awarded certificate by American Bartending School)
Photography
Culinary Experimentation and Food Blogging
