Sample Resume - Recruiter

DExempt 3/27/2007 * Ability to design unusual or clever ideas about a given topic or situation, or to develop creative ways to solve a problem * Ability to use intermediate Microsoft Office Suite, including Word, Excel, PowerPoint, Outlook * Ability to solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists * Ability to speak clearly to groups, effectively communicate both written and verbal, and present information so others will understand * Ability to interpret a variety of instructions furnished in written, oral, diagram or schedule form * Ability to give full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times * Ability to use basic Microsoft Office Suite, including Word, Excel, PowerPoint, Outlook Preferred Qualifications * Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures, or governmental regulations Minimum Qualifications * Bachelor's degree from a four-year college or university * At least 2-5 years of related experience and/or training; or equivalent combination of education and experience * Ability to read, write, speak, and comprehend English language * Reviews job descriptions annually with departments * Works with managers to measure productivity of personnel and ensure observation forms are used correctly * Advises managers and employees on staffing policies and procedures * Screens and refers applicants to hiring personnel in the organization, making hiring recommendations when appropriate * Arranges for interviews and provides arrangements as necessary * Gives assessment test on applicants * Tracks and analyzes hiring parameters * Performs searches for qualified candidates according to relevant job criteria, using computer databases, networking, Internet recruiting resources, cold calls, media, recruiting firms, and employee referrals * Prepares and maintains employment records * Contacts applicants to inform them of employment possibilities, consideration, and selection * Informs potential applicants about facilities, operations, benefits, and job or career opportunities Duties * Establishes and maintains relationships with hiring managers to stay abreast of current and future hiring and business needs * Interviews applicants to obtain information on work history, training, education, and job skills * Maintains current knowledge of EEO and affirmative action guidelines and laws, such as ADA Job Summary Develops recruiting programs that attract qualified job applicants. Seeks out, interviews, and screens applicants to fill existing and future job openings and promotes career opportunities within the organization. Essential Functions Essential functions include, but are not limited to, the following: Department: Human Resources FLSA Status: Reports To: Vice President of Human Resources Approved Date: Job Description: Recruiter Division: Administration Salary Grade: Performance Management Recruiter 1/30/2008While performing the duties of this job, the employee is regularly required to sit; use hands to finger, handle, or feel; and talk or hear. The employee is occasionally required to stand, walk, and reach with hands and arms. The employee must occasionally lift and/or move up to 10 pounds. Specific vision abilities required by this job include close vision, distance vision, color vision, peripheral vision, and ability to adjust focus. Working Conditions While performing the duties of the job, the employee is regularly exposed to a fast-paced office environment. The noise level in the work environment is moderate. Tools/Equipment * Computer Physical Demands Supplementary Information Performance Management Recruiter 1/30/20084 7.00% of base pay 3 5.00% of base pay 2 3.00% of base pay 1 1.00% of base pay N/A Date of Hire March–September Type of Evaluation: Goal Review Evaluator Review Period Meets some performance expectations Does not meet performance expectations Employee Name Today’s Date Less than 1 2007 Merit Increase Schedule Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Less than 1 Does not meet performance expectations Performs significantly below expectations; performance action required. Low performance behaviors 1 Meets some performance expectations Meets some, but not all, expectations; needs improvement in quality/quantity of work Low performance behaviors 2 Meets performance expectations Meets all basic requirements Average performance behaviors 3 Exceeds some performance expectations Meets all basic requirements and exceeds some expectations High performance behaviors Definition of Performance Ratings 4 Exceeds performance expectations Goes above and beyond, consistently exceeding expectations High performance behaviors Performance Evaluation: Recruiter Evaluation Guidelines Performance management is a continual process designed to foster communication between managers and employees. Managers are encouraged to discuss specific accomplishments and areas that require improvement on an ongoing basis. Performance management includes goal setting, coaching and feedback, recognition, performance improvement and discipline, and performance evaluation. One month prior to this review, ask the employee to complete this form to detail how well he or she has met his or her objectives for this review period. Ask the employee to be prepared to discuss his or her achievements, accomplishments, responsibilities, and future goals—and how those goals will affect department objectives as well as corporate objectives. Performance Management Recruiter 1/30/2008Organizational Citizenship—Organizational Citizenship 0.00 Internal Customer Service—Internal Customer Service 0.00 Competency Rating Leadership Motivation—Persistence & Resilience 0.00 Competency Rating Leadership Motivation—Initiative & Achievement 0.00 Competency Rating Interpersonal Leadership—Interpersonal Leadership 0.00 Competency Rating Self Leadership—Self Leadership 0.00 Competency Rating Business Leadership—Communication 0.00 Competency Rating Business Leadership—Learning 0.00 Competency Rating Business Leadership—Problem Solving & Decision Making 0.00 Competency Rating Business Leadership—Planning & Organization 0.00 Competency Rating Competency Review—September Complete this section based on your direct observations and knowledge of this employee’s performance compared to the target behaviors for each job competency. In the comment sections, use specific examples to support or illustrate your rating. Comments must be given for all competencies. Competency Rating Performance Management Recruiter 1/30/20080.00 0.15 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 0.05 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 Total Rating (sum of weighted ratings) Leadership Motivation—Initiative & Achievement Leadership Motivation—Persistence & Resilience Internal Customer Service—Internal Customer Service Organizational Citizenship—Organizational Citizenship Business Leadership—Learning Business Leadership—Communication Self Leadership—Self Leadership Interpersonal Leadership—Interpersonal Leadership Competency Rating Business Leadership—Planning & Organization Business Leadership—Problem Solving & Decision Making Rating X Weight = Weighted Performance Management Recruiter 1/30/2008Follow-Up Date Date Date Employee Acknowledgment By signing this form, you confirm that you have discussed this review in detail with your manager. Signing this form does not necessarily indicate that you agree with this evaluation. Employee Signature Manager Signature Performance Improvement Plan (any areas scoring 1 or 2) If an employee receives scores of 1 or below in any competency, discuss specific areas for performance improvement and arrive at mutually agreed-upon action plans/goals for the coming performance period. Action Plan/Goal Performance Management Recruiter 1/30/2008Follow-Up Date Date Date Employee Signature Manager Signature Employee Acknowledgment By signing this form, you confirm that you have discussed this review in detail with your manager. Signing this form does not necessarily indicate that you agree with this evaluation.Career Development Goal Action Plan Career Development Goals Discuss with the employee specific areas for career development and arrive at mutually agreed-upon action plans for the coming performance period. Performance Management Recruiter 1/30/2008Date of Hire Employee Name Today’s Date Evaluator Review Period 0 March–September Merit increase dollar amount #N/A Type of Evaluation: Compensation Overview Current base pay rate Merit increase percentage #N/A Compensation Summary and Employee Acknowledgment Goal Review Bonus amount (if applicable) Employee Acknowledgment By signing this form, you confirm that you have discussed these changes with your manager. New base pay rate #N/A Date Employee Signature Manager Signature Date Performance Management Recruiter 1/30/2008Recruiter Business Leadership Planning and Organization Problem Solving and Decision Making Learning Communication Self Leadership Self Leadership Interpersonal Leadership Interpersonal Leadership Leadership Motivation Initiative and Achievement Persistence and Resilience Internal Customer Service Internal Customer Service Organizational Citizenship Organizational Citizenship Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Does a poor job of planning work; for example, articulates objectives poorly, organizes tasks illogically, misjudges resource requirements, or fails to include contingency plans. Plans work competently; for example, articulates the most important objectives and tasks, develops a realistic timeline, and secures resources. Plans work very effectively; for example, establishes clear objectives, structures all key activities in a logical manner, accurately estimates time and resource requirements, and includes contingency plans. 0.25 0.00 2 Does an insufficient job of monitoring work progress and/or quality, with the result that important objectives are not met. Monitors the most important aspects of work progress and quality; keeps sight of strategic objectives most of the time and makes adjustments as needed to facilitate work. Monitors work progress and quality against targets; remains focused on strategic objectives and adjusts plans as necessary to ensure that all objectives are met. 0.25 0.00 3 Assigns inappropriate priority levels to some tasks or fails to re-shuffle priorities when there is a need to do so. Uses time efficiently and productively for the most part; prioritizes tasks and re- shuffles priorities when the need arises. Uses time very efficiently and productively; prioritizes multiple tasks, continuously re-assesses priorities, and updates plans as needed. 0.25 0.00 4 Does not handle details well; either loses track of important details or gets so bogged down in details that he/she loses sight of the broad perspective. Handles details well; is able to keep track of details and detects small errors without getting bogged down or losing sight of the broad perspective. Handles details expertly; follows a structured process to track details and detect problems; effectively balances detail orientation within a broad perspective. 0.25 0.00 Business Leadership—Planning & Organization Overall Rating 1.00 0.00 The degree to which one plans, prioritizes, manages, and organizes tasks, resources, and time in order to align with overall goals. Business Leadership—Planning & Organization Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Recognizes a routine or simple problem once it occurs; fails to consider or accurately identify the underlying causes of a problem. Anticipates or recognizes a simple or commonly-occurring problem; understands all underlying causes of a straightforward problem or understands some underlying causes of a complex problem. Anticipates or recognizes a complex problem; accurately determines underlying causes of a complex problem. 0.25 0.00 2 Proposes a solution without carefully considering possible alternatives; rushes into a choice based on the solution that was most immediately accessible. Considers several possible solutions; carefully assesses strengths and weaknesses of one high-quality solution; provides a basic evaluation of the available alternatives. Develops several high-quality solutions and assesses the strengths and weaknesses of each alternative; uses sound thought processes and relevant experiences to evaluate available alternatives. 0.25 0.00 3 Requires considerable time and structure to make a decision. Makes a good decision in a timely matter, given a structured or straightforward situation. Makes the optimal choice in a timely matter, even though the situation was ambiguous or complicated. 0.25 0.00 4 Uses unconfirmed information to make a decision; relies heavily on instinct or “gut feelings” too frequently without searching for facts upon which to base a decision. Uses appropriate, objective information to make an informed decision. Uses objective information and leverages expertise and one’s understanding of relevant influences and trends to make an informed and insightful decision. 0.25 0.00 Business Leadership—Problem Solving & Decision Making Overall Rating 1.00 0.00 The degree to which one addresses and analyzes problem situations and makes sound decisions based on appropriate consideration of relevant information. Business Leadership—Problem Solving & Decision Making Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Applies little effort to learn something new about recruiting or Human Resources. Accepts an opportunity to learn something new about recruiting or Human Resources. Takes the initiative to increase own knowledge about recruiting or Human Resources. 0.50 0.00 2 Demonstrates job or industry knowledge that falls short of others' needs or expectations (i.e., does not provide internal and/or external customers adequate information). Demonstrates job or industry knowledge consistent with others' expectations (i.e., provides internal and/or external customers with adequate information). Demonstrates job or industry knowledge above and beyond others' expectations (i.e., anticipates the needs of internal and/or external customers and provides all of the necessary information). 0.20 0.00 3 Demonstrates limited understanding of the potential business impact of an external event. Demonstrates a basic understanding of the potential business impact of an external event. Demonstrates keen insight and deep understanding of the potential business impact of an external event. 0.10 0.00 4 At times, formulates questionable or incomplete conclusions from reports and analyses. Formulates appropriate conclusions from reports and analyses. Formulates highly accurate and specific conclusions from reports and analyses. 0.10 0.00 5 Performs numerical calculations slowly or with errors; possesses below- average Microsoft Office skills. Performs numerical calculations accurately most of the time; possesses adequate Microsoft Office skills. Performs numerical calculations with exceptional speed and accuracy; possesses above-average Microsoft Office skills. 0.10 0.00 Business Leadership—Learning Overall Rating 1.00 0.00 The degree to which one engages in self-development, learns and utilizes job-relevant information, and uses tools to manage information or data. Business Leadership—Learning Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Presents information in an ambiguous or difficult-to-follow manner; disregards the level of the audience. Presents information in a reasonably clear and logical manner; adjusts the message to the level of the audience. Presents information in an exceptionally clear and engaging way; precisely tailors message to the level of the audience. 0.25 0.00 2 Fails to keep others appropriately informed or impedes the exchange of information between individuals or groups. Does an adequate job of keeping others informed; facilitates the exchange of information among individuals or groups. Proactively keeps others informed; facilitates and models an open and honest exchange of information among individuals or groups. 0.25 0.00 3 Struggles to communicate with certain audiences; restricts communications to familiar and comfortable audiences. Communicates effectively to a variety of audiences, both internally and externally. Is able to engage, meaningfully inform, and inspire internal and external audiences at all organizational levels. 0.25 0.00 4 Fails to communicate with confidence; gives up easily when communicating with individuals who disagree with his/her position. Communicates effectively; eventually gains acceptance and support for his/her ideas. Communicates effectively and confidently; persists in gaining strong support and commitment from others, even when initially met with opposition. 0.25 0.00 Business Leadership—Communication Overall Rating 1.00 0.00 The degree to which one is able to adequately present information, convey and receive messages, and maintain open exchanges of information through speech and writing. Business Leadership—Communication Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Makes choices based on what is personally rewarding, without regard for whether the choice is an ethical one. Chooses the most ethical course of action; no personal sacrifice is necessary in order to do the right thing. Chooses the most ethical course of action, even when it may require personal sacrifice to do so. 0.20 0.00 2 Acts without objectivity; for example, makes an automatic or emotional choice based on his/her own beliefs. Acts in accordance with his/her own beliefs, but also expresses respect for other points of view. Acts in accordance with his/her own beliefs, but also considers other points of view objectively and with an open mind. 0.20 0.00 3 Demonstrates an unprofessional, negative attitude towards the work; openly criticizes the company's goals or decisions. Demonstrates professionalism, enthusiasm, and speaks positively of the company; does not openly criticize the company's goals or decisions. Demonstrates a polished professionalism and enthusiasm even in face of challenging workloads; supports the company and champions company goals and decisions. 0.30 0.00 4 Fails to meet commitments on a repetitive basis. Meets commitments as long as doing so is within reason and does not require additional effort. Meets commitments even when doing so demands extraordinary effort. 0.20 0.00 5 Makes no connection between expenditures and work goals; fails to monitor spending relative to budget limits. Aligns some expenditures to work goals; tracks spending relative to budget limits. Connects each expenditure to a relevant work goal; consistently monitors spending relative to budget limits and deals effectively with overages. 0.10 0.00 Self Leadership—Self Leadership Overall Rating 1.00 0.00 The degree to which one displays a professional work ethic, is reliable and generally demonstrates control of behavior. Self Leadership—Self Leadership Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Does not convey ideas with enthusiasm; lacks energy in interactions with others. Presents his/her ideas with enthusiasm, but does not generate similar excitement among others. Generates excitement for his/her ideas that mobilizes others to achieve the desired results. 0.25 0.00 2 Struggles to persuade or negotiate; does not know when to concede, compromise, or remain firm. Persuades or negotiates with success most of the time, despite being a bit too forceful (or weak). Persuades or negotiates with tact and ease; knows when to concede, compromise, or remain firm. 0.10 0.00 4 Is unable to gain others' trust and has difficulty building and/or maintaining work relationships. Is moderately effective and successful in gaining others' trust and at building and/or maintaining work relationships. Is completely effective and successful in gaining others' complete trust and can easily build and/or maintain work relationships. 0.20 0.00 5 Sometimes misses opportunities to clarify and/or does not understand the long-term or broader impact of events and actions on the business. Strives to clarify the impact of major events and actions on the business. Conveys a clear, insightful, and thorough understanding of the impact of events and actions on the business. 0.20 0.00 6 Remains passive in group settings; is reluctant/complacent about offering new ideas. Speaks up with ideas in comfortable group settings; asks for support when implementing new ideas. Asserts oneself and appropriate ideas in all group settings; champions new ideas by involving others and soliciting support. 0.25 0.00 Interpersonal Leadership—Interpersonal Leadership Overall Rating 1.00 0.00 The degree to which one interacts and works well with others in ways that serve interpersonal or situational needs. Interpersonal Leadership—Interpersonal Leadership Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Sets easy goals for him/herself, or only pursues a difficult goal when someone else imposes it upon him/her. Sets fairly challenging goals for him/herself. Sets very challenging goals for him/herself. 0.10 0.00 2 Does not display an interest in producing high quality work. Finds satisfaction in producing high quality work. Demonstrates tremendous satisfaction and pride in producing high quality work. 0.20 0.00 3 Prefers established ways of doing things; does not attempt to improve work processes. Occasionally applies original ideas to improve existing work processes. Generates original, innovative approaches to improve work processes or performance on tasks and problems. 0.10 0.00 4 Avoids opportunities to increase the variety and scope of work. Accepts new challenges at work when it is suggested by someone else. Seeks out and volunteers for new assignments or challenges. 0.20 0.00 5 Procrastinates when faced with new work. Takes on challenges with little hesitation. Enthusiastically tackles new challenges. 0.20 0.00 6 Displays a lack of confidence in his/her abilities. Maintains a moderate degree of confidence in his/her abilities, even when facing criticism or setbacks. Maintains a high degree of confidence in his/her abilities, even when facing criticism or setbacks. 0.10 0.00 7 Avoids taking a stand in defense of his/her principles and viewpoint. Tries hard to defend his/her principles and viewpoint when faced with opposition. Confidently and effectively defends his/her principles and viewpoint under very difficult circumstances. 0.10 0.00 Leadership Motivation—Initiative & Achievement Overall Rating 1.00 0.00 The degree to which one displays confidence and motivation and is driven to excel. Leadership Motivation—Initiative & Achievement Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Gives up easily when faced with obstacles or setbacks. Expends extra effort and does not give up when faced with obstacles or setbacks. Tenaciously persists and increases effort to complete work, despite difficult obstacles or setbacks. 0.10 0.00 2 Exerts inconsistent amounts of energy below what is needed for basic job requirements; displays low energy at the end of shifts or during busy periods. Exerts an appropriate amount of energy to handle basic requirements of the job. Sustains a high level of energy on a continuous basis, despite long hours or heavy workload. 0.30 0.00 3 Loses focus and drive when working on difficult projects or assignments. Remains fairly focused and driven when working on a difficult project or assignment. Dedicates tremendous focus and drive to difficult projects or assignments. 0.15 0.00 4 Quickly becomes cynical or loses hope of success in a difficult situation. Maintains a largely positive attitude despite challenging circumstances. Maintains a strong positive attitude despite very difficult circumstances. 0.30 0.00 5 Is unable to function effectively when faced with stressful situations; outwardly displays frustration. Takes a mostly calm and constructive approach to stressful circumstances; tries to make the best of bad situations. Takes a completely calm and constructive approach to stressful circumstances; achieves great results despite bad situations. 0.15 0.00 Leadership Motivation—Persistence & Resilience Overall Rating 1.00 0.00 The degree to which one remains optimistic and calm and continues to exert effort in the face of challenges or heavy workload. Leadership Motivation—Persistence & Resilience Performance Management Recruiter 1/30/2008Behaviors Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Score # 0 1 2 3 4 1 Shows little or no interest in providing assistance to other company personnel making requests. Provides relevant assistance to other company personnel making requests, if little or no personal sacrifice is involved. Goes out of one’s way, within reason, to provide relevant assistance to other company personnel making requests, in spite of personal costs. 0.20 0.00 2 Loses control and/or responds inappropriately when faced with difficult individuals. Tolerates difficult individuals and responds tactfully. Defuses and resolves a tense situation by responding to others with tact, empathy, and patience. 0.20 0.00 3 Reacts defensively or emotionally to setbacks; reacts to stress by panicking or complaining to others; has outward displays of frustration. Most of the time, keeps emotions under control; tolerates stressful situations with supervisor assistance; generally masks frustration. Handles difficult situations or emotions with ease and composure; effectively manages stressful situations without supervisor assistance; masks frustration. 0.20 0.00 4 Rarely follows up with others to ensure that requests or concerns are resolved. Follows up with others to ensure that requests or concerns are resolved. Proactively follows up with others to ensure that requests and concerns are always resolved; watches out for signs of additional concerns. 0.20 0.00 5 Displays an unprofessional appearance and attitude that is not representative of Monarch Beverage's image (e.g., inappropriate attire, negative attitude). Displays a moderately professional appearance and attitude, usually consistent with Monarch Beverage's image (e.g., appropriate attire, positive attitude). Displays a highly professional appearance and attitude that is exemplary of Monarch Beverage's image (e.g., appropriate attire, positive attitude). 0.20 0.00 Internal Customer Service—Internal Customer Service Overall Rating 1.00 0.00 The degree to which one is oriented towards serving others within the company and actively attends to their needs with professionalism and despite difficulties. Internal Customer Service—Internal Customer Service Performance Management Recruiter 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Score # 0 1 2 3 4 1 Provides minimal assistance to company personnel. Provides assistance to other company personnel when it does not require personal sacrifice. Provides assistance to company personnel in spite of personal costs. 0.10 0.00 2 Reacts poorly to being asked to help coworkers; is slow to pitch in. Helps coworkers when asked/directed; pitches in eventually. Finds ways to help coworkers without being asked/directed; quickly pitches in at every opportunity. 0.20 0.00 3 Displays a poor attitude and is inflexible towards changes in demands and schedule. Displays a reasonable attitude and tolerates changes in demands and schedule. Displays a positive attitude and quickly adapts to changes in demands and schedule. 0.20 0.00 4 Shows disrespect or a lack of understanding for diversity in people and opinions. Shows a general understanding of and respect for diversity in people and opinions. Fosters a deep appreciation for diversity in people and opinions. 0.20 0.00 5 Resists direction from authority. Accepts direction from authority. Trusts authority. 0.10 0.00 6 Appears unconcerned or unfamiliar with Monarch Beverage's mission and principles. Maintains awareness of and adheres to Monarch Beverage's mission and principles. Embodies and promotes Monarch Beverage's mission and principles. 0.20 0.00 Organizational Citizenship—Organizational Citizenship Overall Rating 1.00 0.00 The degree to which one is a loyal, team-oriented employee and displays a positive attitude towards work, others, and the organization as a whole. Organizational Citizenship—Organizational Citizenship Performance Management Recruiter 1/30/2008