Dennys Vice President_ Marketing

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Dennys Vice President_ Marketing Powered By Docstoc
					                                        Paul Rumsey
                                    West Des Moines, IA 50266                                (515) 221-1692


    What are the three or four key strengths you bring to this role?


     My first strength is my understanding of adult learning principles in a corporate setting. With
two master’s degrees in educational leadership and online training, I have learned industry-
standard principles for creating training materials that address the learning styles and needs adult
learners have in today’s corporate world. For instance, each unit and course should have stated
behavioral objectives, which the training requestor approves. The materials, training plan,
activities and assessment must then relate back to those objectives because doing so will ensure
that the post-training performance will come as close as possible to the performance outcome the
training requestor expects. Without tying everything to those behavioral objectives, even the
fanciest, most state-of-the-art training will not have the performance results needed.
     My second strength lies in my business acumen. I have directed training in single-site
organizations as well as a multi-site, Fortune 50 corporation. A for-profit corporation has
stakeholders who insist on a set profit margin each year, and corporate stocks depend on that
profit margin and projected financial improvements. Training, therefore, cannot exist as an
island. It must be tied directly to all business departments it supports so that it clearly
demonstrates how training impacts the business. At UnitedHealth Group, I supervised the
Business Impact Measurement tool that showed Human Resources and Operations leaders exactly
how our training improved business performances that then improved their metrics. When
companies face difficulty, they often cut the training department and budget. A training
department that consistently exhibits how it impacts the business’s bottom line, though, will
always be viewed not as an expenditure but as a profit enhancer.
     Another strength appears in my ability to lead and motivate staff. In most of my leadership
positions, I have maintained a 95%+ retention rate of my staff. First, I lead by example.
Although I fully participate in strategic leadership, I also view my role as a tactical one in which I
work side-by-side with staff when needed to create or edit training documents and deliver training
myself. In fact, my tactical participation helps me to identify areas that need improvement in our
training processes and helps me connect better with the trainees so I can identify other ways we in
Training can help meet with business development needs. For instance, during a recent Applying
the Inductive Call Anatomy Approach training session, I identified other training needs the nurses
were requesting but nobody was hearing. I immediately connected with the appropriate
Operations leaders to explain the performance needs I identified and the recommended training
solutions for those needs. Second, I provide extensive positive feedback that helps my staff
recognize their strengths and positive impact for the company. Whether it’s an email, a $25 debit
card (“spot award”) or a public announcement, I seek ways to recognize my staff as a team and
individually so they feel appreciated and supported. I also identify resources they need to
conduct their job successfully and do my best to obtain those resources. Third, I provide my staff
with constructive suggestions so they continue to develop personally and professionally. We all
have areas to improve; but unless I explain those areas to my team members and coach them
toward improvement, I cannot expect their performance output or attitudes to improve.
         My fourth strength is my ability to connect with key stakeholders in the company so I
align training with their needs. My strong interpersonal skills have helped to bridge gaps that
former leaders overlooked between Training and Operations. I, therefore, view my relationship
building with Human Resources and Operations leaders as one of my most important roles as a
Director of Training.

Paul Rumsey                        515-221-1692