Enterprise Integration Team Leader at Ambulance Victoria Company - Case Study Example

Name Course Tutor Date Table of Contents Table of Contents 2 1.0.Behavioral criteria 3 1.1.Interpersonal/ communication skills 3 1.2.Vision developer 3 1.3.Relationship/liaison building 4 1.4.Motivation/self management 5 1.5.Being a self starter 5 2.0.Questions 6 3.0.Location 6 4.0.Advising 7 5.0.Introduction to the interview 7 6.0.Interview conclusion 8 7.0.Guide to the interview 8 The position: Enterprise Integration Team Leader (Ambulance Victoria Company) 1.0. Behavioral criteria 1.1. Interpersonal/ communication skills The individual to fill the position of an enterprise team leader in Ambulance Victoria named above requires definable interpersonal and communication skills. These skills are very necessary in developing relationship within Ambulance Victoria thus promoting and achieving the organizational goals (Mycareer 2011). The communication style which an individual present during the interview will be assessed by way of both oral and written communication strengths. This includes assessing the ability to offer and present information to large group both internally and externally. In addition, the position requires an individual who has the ability to use his various communication and interpersonal skills to engage both his team colleagues and customers by way of being informative and persuasive(Mycareer 2011). 1.2. Vision developer The suitable person for the named position must be one who is visionary. One vital step towards obtain the various goals stipulated by Ambulance Victoria requires the development of visionary measures so as to have a clear concepts of the organization service and products. Armstrong & Carlopio (2005) asserts that, clear concept can only be achieved if the position of an enterprise integration team leader is led by that individual who will use companies’ resources in ensuring that the organization visions are met effectively. Armstrong & Carlopio (2005) maintains that, the enterprise integration team leader is required to build strong relationship so as to be able to communicate widely on his vision for the company with stakeholders and shareholders in return achieving the desired goals and objectives. Ability displayed by this individual to communicate vision with all departments within the organization in a timely and definable way will ensure that every individual is able to relate with all stipulated goals by the organization. Since this position of an enterprise integration team leader requires an individual who will effectively be involve in launching new ideas and services in various new markets, the individual will need to develop a vision which will create advantage from the various weaknesses defined within the various markets (Armstrong & Carlopio 2005). 1.3. Relationship/liaison building The required enterprise integration team leader need to highly possess the capability of developing strong relationship and networks with employees, stakeholders, shareholders and customers. This therefore requires one to gather the ability of developing trust with all departmental personnel within the organization. Clearly, ability to develop relationship or liaising within an organization acts as the central point towards fostering and sharing information within an organization. Further, by been an individual who can be able to liaison this assures that there is great engagement through provision of support to project team members. Sharing through such engage is very crucial in that it increases effectiveness within Ambulance Victoria Company which therefore calls for assessment in the interview for this position. 1.4. Motivation/self management The incumbent requires the ability of creating motivation even in situation where is there stress and individual are expected to work under pressure. Being motivational and oneself manager is an important factor within Ambulance Victoria company as it greatly assists in determining the various elements of challenges. According to Saxena (2009), developing of defense mechanism during times of challenges within this organization entail this incumbent to become ultra activated in such periods. Self management entails this particular candidate to develop an environment within Ambulance Victoria Company which is conducive for working and one which has future prospects to both the employees and company at large (Saxena 2009). 1.5. Being a self starter The incumbent position need to be to find an individual who is a self starter. A self starter is that individual who can demonstrate leadership skills in any situation. Here, the enterprise team leader in Ambulance Victoria Company requires an individual whose self confidence is in accordance to his career objectives. Sharma (2009) maintains that, this further call for that individual who can acquire a good understanding of the various organizational roles in relation to his career objectives. Ambulance Victoria Company wants to find an individual who uses his/her motivational and self starting skills while meeting the company goals. Force collaboration is an element of self starter which is a requirement in the alignment between both organization and personal metrics (Sharma 2009). The position requires the need of a consistent and new focus toward Ambulance Victoria managing and development of people to ensure everyone produces one hundred percent outcome. 2.0. Questions Designing and setting questions during for an interview is an important aspect for an interview. The questions should be aimed at identification of the right and appropriate person to be hired for the position that has been advertised. The questions should be well set and follow the guidelines that are to identify the strengths of the interviewee that are essential for the advertised position. The questions should relate to the duties and responsibilities that the person in the positions will be assigned. The selection and the grading system for the questions should be in line with the equal opportunity employment legislation. The panelists are to agree on the questions to be asked and who is to ask the questions and how they are to be asked (Armstrong and Carlopio, 2005 ). It is also vital for the panelists to be conversant with the questions to avoid unnecessary mistakes and maintain professionalism. examples of questions you might ask in an interview include: 1. What are the weaknesses of your current charting system? 2. How would you describe your organization's relationship with third-party payers? 3. Is the practice computerized? 4. Is the computer system easy to learn? To use? How often does it have problems? 5. Is it difficult to get equipment replaced or to get new equipment when needed? 3.0. Location The choice of venue for the interview is of great importance as it will be able to ascertain the value of the position and the organization or firm. According to Nick (2006), the venue for the interview should be located in an environment that is free from any intermission. The sitting arrangement speaks a lot as it should be able to help the panelists to effectively gauge the psychological behavior of the interviewee. The atmosphere of the venue should be comfortable for all the parties to eliminate any prejudices that may arise. A round table is essential as it will be able to maintain eye contact and create room for free conversation as the social barriers between the interviewees and the interviewer are likely to be broken (Dick, 2002). 4.0. Advising For an effective interview to exist, the interviewees are t o be made aware notified of the venue, time and date for the advertised position. This is essential as it will be able to iron out the issues that may arise as a result of not being notified of the above. If effectively notified, the interview process will be able to be of equal opportunity as all the interviewees will be able to attend thus the employee or the firm will be able to pick the best candidate from the displayed talents and qualifications. According to Armstrong and Carlopio (2005) this will be able to offer a chance for the interviewees to make deliberate preparations that are necessary for the interview including the familiarization of the interviewees with the venue. 5.0. Introduction to the interview Introducing an interviewee to the interview session is a vital aspect of the main interview. This is to be done right from the entry into the reception of the venue and right into the main interview room. It should be made clear as to who should be responsible among the panelists to introduce the interviewees for the interview. At this point it would be important to make the interviewee aware of the organization, its history, objectives and functions in the society, the panelists should be able to make the interviewees aware of the motto and vision of the firm and the relevance of the position. It is vital for the panelists to be able to introduce themselves and their functions in the organization or firm. This point is vital as it is able to break the barriers that might exist between the interviewee and the panelists (King, 2011). 6.0. Interview conclusion This is the last and yet most neglected parts of an interview. Most of the employers hurry up on this area after getting all the information required from the interviewee. However, it is to be viewed as important as any other element of an interview as it is where the employer would be able to read a lot of the interviewee’s body language aspects that had not been communicated at the interview process. It is at this stage that the employee would use for the interviewee to be able to ask any questions that are he/she needs to be aware of and the point at which the creativity of the interviewee is to be measured (Goldie, 2000). An example f this part would be; “This marks the end of our interview and we would on behave of the organization appreciate you for coming. We however welcome any questions if you have concerning this position or any issue that is not clear to you. If you do not have any question we will appreciate your time and the information you have given us. We are still in the process of interviewing more candidates and we will inform you of your performance of this interview. Thanks so much and our receptionist will see you out.” 7.0. Guide to the interview Interviewee name: Panelists names: Experience history References Armstrong, H and Carlopio, J, (2005). Developing management skills: A comprehensive guide for leaders. Frenches Forrest: prentice Hall. Dick, B. (2002). Convergent Interviewing. Sessions 8 of Areol-Action Research and Evaluation, Southern Cross University. Goldie, P. (2000). The Emotions: A Philosophical Exploration, Oxford: Clarendon Press. King, C. (2011). Cross-cultural Competence. Retrieved on 26th August from http://cindyking.biz/articles/cross-cultural-communication/#whyccc. Mycareer.(2011). Enterprise Team Leader. Retrieved on 27th August 2011 from; http://mycareer.com.au/jobs/doncaster-3108-vic/it-telecommunications/software-development/8124309+enterprise+integration+team+leader+systems+applications.aspx?style=enhanced&s=0 Nick, B. (2006). Management Interview Guide. Retrieved 25th September 2011 from http://www.stanford.edu/~nbloom/ManagementInterviewGuide. Saxena, B. 2009. Marketing Management 4E. New York: McGraw-Hill Education. Sharma, K. 2009. Entrepreneurship. New Delhi: FK Publications. Read More