The 3-Page IRS CDP Resume

The 3-Page IRS CDP ResumeThe 3-Page IRS CDP ResumeThe 3-Page IRS CDP ResumeThe Candidate Development Program OverviewApplying for Candidate Development Programs (CDP) may require different resume types and application procedures. As with any federal job announcement, candidates need to carefully read the entire announcement to properly prepare a resume package and any narratives, questionnaires, or other requirements (transcripts, most recent performance evaluation, references, other) to prevent the application from being ineligible or disqualified.Candidate Development Programs may be open only to members of a specific agency, only to GS-14s or GS-15s within the federal government, or some are open to the general U.S. population.Senior Executive tafelgeschirr (SES) Candidate Development Programs offer the opportunity for exceptionally talented and well-qualified individuals to receive structured professional development and to gain valuable executive experience. Developmental assign ments are a key component of a CDP program, designed to strengthen candidates understanding and ability to provide executive leadership in a multifunctional environment, and gain experience of the 28 leadership competencies required of the Office of Personnel Management (OPM), in order for Executive Core Qualifications (ECQs) to be certified.Upon successful completion of a CDP, candidates are eligible for OPM certification of the candidates Executive Core Qualifications in the form of 10 essays under the ECQ headings Leading Change, Leading People, Results Driven, Business Acumen, and Building Coalitions (for a total of 10 pages of essays). Once the ECQ essays are certified by OPM, entry into the SES is based on performance, OPM certification, and the availability of vacant SES positions.The 3-Page ECQ ResumeThe IRS CDP job announcement (Job Announcement Number 16ES-CDPS007-0301-01-AB, and closes on September 1, 2016) requires a maximum 3-page resume that describes significant achie vements, increasing levels of responsibility as a manager and a solid record of successful professional performance. The announcement states In addition, you must show in your resume that you possess, or have the potential for development in the five Executive Core Qualifications (ECQs). Your resume should describe how your leadership experience relates to each of the following ECQs and its scope and impact.In addition to the five ECQs that must be addressed, the job announcement requests that each resume address at least one of five technical specialty fields, e.g., Accounts Processing Customer Assistance, Information Technology, or three others and, address broad knowleuchtdiodege or experience on the tax and/or finance aspects with tax-exempt bond transactions or tax leistungspunkt bond transactions including Organizational Support, Organizational Knowledge, Stakeholder Relations and Education, Procurement, Human Capital Management, and several other categories.The job announcem ent states You must submit 1) A resume. Resumes may not exceed 3 pages. Any additional information beyond three pages will not be considered. Your resume should reflect the Challenge-Context-Action-Result (CCAR) format. So, you might be wondering now How does one get all of these requirements into a 3-page resume??Now is the opportunity for you to shine in your writing and communication skills. Write tight and clear.The best way to approach this resume format is to list the employment history with job titles and dates and a brief position description (preferred format) followed by education and any additional specific requirements (presentations, significant awards, certifications required for the position) maybe a total of one-half of a page or a bit more and then followed by short topical paragraphs in the mini-CCAR (Context, Challenge, Actions, Results) format to describe each ECQ and the additional competencies. The story paragraphs will be short, perhaps one-third page or a bit more for each story for a total of five or more stories. Stories that are used to describe an ECQ, can also cover the technical specialty fields.ORList the employment history with job title, organization and dates followed by education and other short specific requirements and then followed by the short topical paragraphs in the mini-CCAR (Context, Challenge, Actions, Results) format to describe each ECQ and the additional competencies.Sample 3-page Resume Format (Truncated)personennameAddress, City, State, ZipPhone 555-555-5555Email xxxxgmail.comPROFESSIONAL EXPERIENCEActing Director, Public Affairs Division, 12/2012 to present. Manage multiple high-priority requirements involved in formulating appropriate responses to inquiries relating to statistical, methodological, technical, and policy issues. Prepare complex data in format easy to understand by varied stakeholders ranging from top government officials to members of the public. Garner support of representatives from other U.S. agencies. Closely monitor, facilitate and coordinate communications within and outside the agency regarding cases under review.Chief, Central Classification Division, 01/2007 to 12/2012. Accountable for the adjudication of classification actions for 20,000 personnel. Collaborated with a variety of executives in different Business Units to meet requirements. Met with key stakeholders and coordinating officials to assess customer satisfaction, explain organizational policy, and resolve significant problems and issues. Liaison with senior leadership to brief operational/analytical information and classification evaluations. Ensured centralized classification servicing across the enterprise was in compliance with Office of Personnel (OPM) standards and law. Built relationships with leadership shared classification knowledge, creating awareness, a key to understanding fiduciary responsibility pertaining to pay. Designed business and financial structures.Executive Director, IT Center of Excellence, 01/2005 to 01/2007. Collaborated with six senior business executives (including CFO) in orchestrating a top-down and bottom-up approach to reorganizing the organization and changing the focus from into 4 newly created business units to leverage customer, human capital and technology assets. Charged with full strategic, operating, and leadership responsibility for the largest and most diverse IT Business Unit in the company (475 employees in eight states), training and education, software development, and sensor development. Managed financial system reviews ensuring effective internal controls.EDUCATIONMA, University of XXX, 20xxBA, University of XXX, 20xxEXECUTIVE CORE QUALIFICATIONS (Tip These short ECQ stories can also be used in 5-Page SES/ECQ Resumes)LEADING CHANGE As Chief, I orchestrated change to the agencys retirement plan to allow veterans to buy-back their military time. This issue required congressional consultation, and was also an item negotiated in the local union agreement that would impact the entire workforce. By inquiring with the Personnel Management tafelgeschirr staff, I identified the members of the House Armed Services Committee (HASC) who were planning a visit. Gaining approval, I briefed the HASC representative on Plans and Force Management initiatives, including the buy-back for military time, with the caveat that I needed consultation with a congressperson. My actions expedited the approval for the change to be part of the retirement plan, and as a result initially benefited scores of veterans, and the open action from union negotiations closed. I then worked with HR to implement the new policies.LEADING PEOPLE I collaborated with senior leadership, and served as acting Director after a serious workplace violence incident. I rebuilt morale of the 350 personnel in seven offices in two states, and created a new path going forward for staff to ensure such violence would not repeat itself. I held meetings to discuss the i ssues, asked staff to put away prejudices and animosity, and moved forward under one identity. Also, I mended conflict among two groups, from the two legacy organizations. I obtained approval to fund a notable expert to speak at an all-hands meeting, who also helped the management team at a managers-only meeting learn of techniques to build the social and emotional well-being of their subordinates. Over the course of 20 months faced with managing a serious workplace violence situation that stemmed from long-standing office divisiveness, I provided relief for distressed staff, ensuring positive movement forward of programs in the division.RESULTS DRIVEN As Chief, I developed metrics for the production workforce, addressing concerns from leadership and ensuring that the staff was accountable for timely classification actions. I formed a surge team to clear out a year-long backlog of more than 200 classification actions, and led the Business Unit (BU) Chiefs to evaluate data and develo p metrics for each BU and individual classifier. I imbued Chiefs with a sense of accountability for the work that needed to be accomplished. Within six months, I led the team to eliminate the backlog and reduce the classification action timeframe of more than 135 days, down to 28 days. Each classifier is now held accountable to defined metrics. Armed with these numbers, I effectively informed and managed leadership expectations.BUSINESS ACUMEN As Deputy Director, I led implementation of a funding reduction across the agency, in response to an Office of Management and Budget (OMB) tasking and directed an approximately $200M cut to the Core Contractor budget. First, I leveraged the agencys Strategic Decision Framework to provide a methodical process to review, analyze and produce well-informed recommendations. I assembled the leaders of the agencys three architectures, by which the agency is partitioned Mission, Business, and Information Technology to review, assess, prioritize, and r ecommend reductions in order to meet agreed upon target amounts. By sharing information prior to the final formation of the submission, the committees were able to better understand the big picture and assisted each other to meet the enterprise target. In the end, the mission architecture paid the business architectures shortfall with little to no impact to their mission. My extensive and exhaustive process enabled the agency to perform enterprise-level analysis, to include lebensgefhrte input, on a proposed solution to a significant personnel cut, while highlighting and mitigating quantifiable national level impacts. Leadership approved my recommendations, enabling the agency to meet OMB suspense and requirements.BUILDING COALITIONS I obtained funding to create the first Center of Excellence and was its first Executive Director. Brought together academicians, military and corporate executives to form an independent think-tank group charged with resolving and recommending solutions to issues for which standard financial principles and processes could not be implemented, due to the complexity of the issue. Chaired the meetings, and led the Center members to draft a charter and sign an agreement to provide support to all Business Units across the nation. Navigated discussion with varying opinions and led the senior representatives to agreement.If you need additional assistance, check out our newly updated book (December 2015),The New SES Application, or visit ourServicespage for a quote. Diane can also deliver hands-on training in ECQ writing at your agency contact us for a discussion. Diane Hudson is a Certified Federal Resume Writer, multi-credentialed career coach, executive resume writer and editor, specializing in posturing federal and non-federal employees to enter the federal governments Senior Executive Service (SES). She is co-author of The New SES Application, the first-ever book written about the Five-page SES Federal Resume, as well as the traditiona l 10-page ECQ format. Diane is an experienced trainer in Senior Executive Service, ECQ/TQ, KSA and Federal Resume Writing topics for SES Candidate Development Program candidates. Agency instruction experience includes Commanders Leadership Development Program at the Naval Ship Yard, Air Force Headquarters, US Army Missile Command, FEMA, Defense Acquisition University (Fellows), EPA,PTO, Bureau of Reclamation, Southern Command, Special Forces, and others. Diane is an instructor for military employment readiness specialists and retiring military as well as train-the-trainer at career industry conferences internationally on outplacement and career search topics. On Sale Thru 8/31Order the New SES Application, 2nd EditionWhy struggle on your own to write your Senior Executive Service application? Use a clear step-by-step method that was refined over 10 years in author Kathryn Troutmans 2-day SES workshops, and proven to work hundreds of times in the classroom. Along the way, youll find excellent before and after samples of the application pieces. Includes the key steps involved in developing the SES application writing the ECQs, TQs, Five-Page SES Federal Resume, and Executive Cover Letter (if needed), as well as using the required Challenge-Context-Action-Results (CCAR) format for SES narratives.

What Its Like to Be the Youngest Person at Work - The Muse

What Its Like to Be the Youngest Person at Work - The MuseWhat Its Like to Be the Youngest Person at Work As a recent college grad, Im not only the youngest member of my team, but also one of the youngest people at my company. And Im not saying that while awkwardly cringing. In fact, I love that I get to work with people who are so much more experienced than me. But even with that said, there are definitely days where I feel like an imposter, or that I dont really belong. (Example Whenever I wear a more formal work outfit, I still feel like a child dressing up in her mothers clothes.)Heres a secret Its not that I dont consider myself a key part of the team, but when Im surrounded by people who are that much further ahead, it can feel like I cant keep up. Want to know what else Im constantly thinking? Ill do you one better- I wont just share whats going through my head, but also what the youngest person in yur schreibstube is probably thinking, too. After all, I happen to know a few o thers.1. We Sometimes Feel Excluded Because of Our AgeWhen people tell us that we dont or wont get something because were too young to understand, it makes us think that certain colleagues care more about ur age than what weve accomplished. And this is where imposter syndrome tends to kick in for us. We try to engage in casual conversations in the kitchen, only to awkwardly miss a reference everyone else is laughing about because it welches before our time. Or, we have to embarrassingly ask someone to explain a basic concept to us because weve never heard of it. In these situations we usually leave feeling like we couldnt contribute anything valuable, when all we really want is to be a part of the group.2. Were Afraid to Seem Immature Around Our Older Co-workersMy first work happy hour was a blast, but I also sweat through my shirt. For most of my life Ive been surrounded by people my own age. So the first time I went out with people several years my senior, I didnt exactly know how to act. I was afraid to accidently say OMG or dope out loud, or bring up stories from my (very recent) college days. Luckily, I think it went off without a hitch, but even today Im always cautious about what I say and do. Not because someone told me I had to, but because I genuinely have less practice having conversations with people who arent going through similar life stages. 3. We Work Differently, But Just as HardIf youre worried that your younger colleague wont have the same work ethic as you, youre right- and wrong. According to plenty of studies and more than enough articles, younger people work equally as hard as the generations above them. But, we may not work the same way- we tackle problems differently, find energy in different places, and even work the most productively at different times of day. However, at the end of the week, we put in the necessary hours, pay attention to details, and ultimately care about the success of our team and our company- just like everyone else.4. Most Things Are New and Exciting to UsYou know how that younger co-worker on your team always seems to be in a bubbly mood? Or is regularly chatty? Or asks a ton of questions about every little thing?Well, thats because everything were doing is new and exciting- yes, even receiving emails or attending meetings (were an odd bunch). We want to soak up everything and anything we can because chances are weve never seen or done anything like it before. More importantly, we look up to our older co-workers- so when we bother you with questions, its because we want you to share your knowledge and expertise with us. 5. We Want to Be ChallengedA lot of us are still struggling to get our bearings, but that doesnt mean we dont want to be challenged. We thrive on support, but we also want our managers and co-workers to trust us to do our best work on our own- and not worry that they have to babysit us.Like I said, we work really hard, and we may even make mistakes along the way. But we crave growth opportunities and learning experiences, which is why wed love nothing more than being handed an important assignment or a difficult task when weve earned it.Your youngest team members may not bring the most experience to the table, but they have plenty to offer. Especially because more than anything, we just want to learn everything you know. So if you recognize and take advantage of that, we just might become your most valuable player.

Nine signs that youre a highly sensitive person

Nine signs that youre a highly sensitive personNine signs that youre a highly sensitive personSensitive people get a schwimmbad rap. Research suggests that genes are responsible for the 15-20% of people who qualify as highly sensitive.Psychologist Elain Aron has studied this phenomenon extensively and using MRI scans of highly sensitive peoples brains, shes found that they experience sounds, feelings, and even the presence of other people much more intensely than the average person.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreEmotional intelligence (EQ) is your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships. The good berichterstattung is that highly sensitive people arent more or less emotionally intelligent than others.Highly sensitive people experience things more intensely. Their strong e motions are easier to identify (and potentially use to their benefit) than the average person. This also helps them to communicate effectively because they dont just hear the words coming out of other peoples mouths, but they also catch on to subtleties in gesture and tone.There are trade-offs, however, as strong emotions that are left unchecked can have disastrous consequences. Highly sensitive people can use EQ to their benefit only once they understand that they are highly sensitive. This awareness ensures they reap the benefits of their heightened emotional awareness while spotting and defeating their negative tendencies.Youre likely wondering if you or someone you know are highly sensitive. The following are the most common qualities that highly sensitive people possess. See how many apply.1. You think deeplyWhen life throws you a curveball, you retreat deep into your shell, thinking through every aspect of what transpired before taking any action. Small things (in your own lif e and other peoples lives) can have a big impact on you.2. Youre detail-orientedYoure as sensitive to details as you are to feelings. You see details that others miss, and you arent content until youve dotted all the is and crossed the ts. This is a strength that is highly valuable in the right profession.3. You take longer to reach decisionsSince youre prone to dig deep beneath the surface, you tend to drag out decisions. You cant help but try to run every possible outcome through your head, and this is often at the expense of the ticking clock.4. Youre crushed by bad decisionsWhen you finally make a decision, and it turns out to be a poor choice, you take it much harder than most. This can create a vicious cycle that slows down your decision-making process even more, as fear of making a bad decision is part of what slows you down in the first place.5. Youre emotionally reactiveWhen left to your own devices, you have a knee-jerk reaction to your feelings. You also have strong react ions to what other people are going through. When your emotions come on strong, its easy to let them hijack your behavior. The hard part is channeling your feelings into producing the behavior that you want.6. You take criticism harshlyYour strong feelings and intense emotional reactions can make criticism hard to take. Though you may overreact to criticism initially, you also have the tendency to think hard about things and explore them deeply. This exploration of criticism can play out well for you in the long run, as your inability to shrug it off helps you make the appropriate changes.7. You work well in teamsYour unique ability to take other peoples feelings into account, weigh different aspects of multifaceted decisions, and pay attention to the smaller details makes you extremely valuable in a team environment.Of course, this can backfire if youre the one that is tasked with making final decisions, as youre better suited to offering input and analysis than you are to deciding whether or not to push the red button.8. You have great mannersYour heightened awareness of the emotions of other people makes you highly conscientious. You pay close attention to how your behavior affects other people and have the good manners to show for it. You also get particularly irked when other people are rude.9. Open offices drive you crazyYour sensitivity to other people, loud noises, and other stimuli makes it practically impossible for you to work effectively in an open-office environment. Youre better off in a cube or working from home.Bringing it all togetherLike many things in life, being a highly sensitive person is both a blessing and a curse. It all comes down to what you make of it.Travis Bradberry is the coauthor ofEmotional Intelligence 2.0and the cofounder ofTalentSmart.This article originally appeared onLinkedIn.You might also enjoyNew neuroscience reveals 4 rituals that will make you happyStrangers know your social class in the first seven words you say, stu dy finds10 lessons from Benjamin Franklins daily schedule that will double your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 habits of mentally strong people