Exam Code: S10-300 Practice test 2023 by Killexams.com team
SNIA Architect - Assessment, Planning and Design
Snia Assessment, candidate
Killexams : Snia Assessment, candidate - BingNews https://killexams.com/pass4sure/exam-detail/S10-300 Search results Killexams : Snia Assessment, candidate - BingNews https://killexams.com/pass4sure/exam-detail/S10-300 https://killexams.com/exam_list/Snia Killexams : 32 Reference Check Questions You Should Ask
  • A reference check is the process of an employer contacting a job candidate’s professional and personal connections to better understand the candidate’s skills, qualifications and demeanor.
  • Your reference check questions should discern whether a candidate would fit in at your company. They cannot pertain to your candidate’s personal information.
  • Your company should develop a process to ensure consistency among all reference checks and determine which questions you should ask references.
  • This article is for business owners who plan to conduct reference checks for prospective employees and want to know how to prepare and what to ask.

A candidate for a job at your company who aces an interview doesn’t always make a perfect hire. You can get a better idea of an applicant’s compatibility with your company by checking their references – especially if you ask the right questions, with a focus on the candidate’s performance and what it was like to manage and work alongside them.

What is a reference check?

A reference check is the process of an employer reaching out to people who can shed light on a job candidate’s strengths and speak to the qualifications listed on the candidate’s resume. These contacts tend to be previous employers, but they may also include university professors, longtime colleagues and other people familiar with the applicant’s work.

As an employer, you may find that reference checks help paint a full picture of a potential hire. If you ask your applicant’s professional references the right questions, you’ll learn more about the candidate’s skills than you can from a traditional job interview alone.

These are some ways to see if your potential hire is right for the job when you check their references:

  • Confirm the written or verbal information the potential employee has provided.
  • Learn about the candidate’s skills and strengths from someone other than the candidate.
  • Gather information about the applicant’s job performance in past roles to predict their success at your company.

With all this information in hand, you should have an easier time choosing which candidates to move forward in the hiring process.

Key takeaway: A reference check is a series of questions an employer asks a job candidate’s personal and/or professional references to better understand the applicant’s qualifications and verify information from the potential hire’s interview and resume.

What information should you ask a reference?

When developing your list of reference check questions, you should determine the types of information you’re looking to confirm about the job candidate. You may be interested in the references’ insights about the candidate on these topics:

  • Job performance
  • Ability to understand and follow directions
  • Ability to work well as part of a team
  • Standards for office behavior and ethics
  • Interests, specialties and demeanor
  • Ability to deliver directions and ensure that subordinates follow them (if they’re applying for a leadership role)
  • Anything else that stands out on the candidate’s resume or emerged during their job interview

Some of these courses are more appropriate to discuss with professional references, whereas others may be more suitable to ask personal references. For example, a former supervisor can speak to how well the candidate operates as part of a team, while a close friend is able to describe the candidate’s interests, specialties and demeanor.

There are certain questions you cannot ask a reference. In general, you can’t ask questions that aren’t related to the job itself. Asking these types of questions in your hiring process can subject your company to discrimination claims:

  • Anything related to demographics or personal information. Don’t ask about a candidate’s sexuality, age, religion or similar matters.
  • Anything related to personal health. Don’t ask about a candidate’s medical history or the existence of disabilities. You can ask whether the candidate is capable of performing the tasks that the job requires.
  • Anything related to credit scores. Although you can request a credit score from a job applicant, the Fair Credit Reporting Act bars you from asking references about an applicant’s credit score.
  • Anything related to family. Don’t ask whether a candidate has (or plans to have) children or a spouse. If you worry that a job applicant with a family might not have enough time for the job, ask references if they think the time demands of the job will suit the candidate. [Read related article: Illegal Job Interview Questions to Avoid]

Key takeaway: You should ask references questions pertaining to the job and the candidate’s qualifications. Avoid questions about the candidate’s personal information, health, family or credit score.

32 reference check questions to ask

Now that you know what information to request from a reference, you should be ready to develop your list of reference check questions. Below are 32 common reference check questions that you can use. You may feel at first that some of these don’t apply to your company, but you should speak with your hiring manager before eliminating any questions.

Introductory reference check questions

  • Is there any information you and/or your company are unwilling or unable to deliver me about the candidate?
  • If you can’t share any information with me, can you connect me with any former employees who worked closely with the candidate?
  • Can you confirm the candidate’s employment start and end dates, salary, and job title?
  • What is your relationship to the candidate, and how did you two first meet?

Reference check questions for getting to know the reference

  • For how long have you worked at your company?
  • For how long have you had your current job title?
  • For how long did you work with the candidate, and in what capacities?
  • Can you think of any reasons I should be speaking with another reference instead of yourself?

Performance-related reference check questions

  • What positions did the candidate have while at your company?
  • In what roles did the candidate start and end?
  • What did these roles entail?
  • What were the most challenging parts of the candidate’s roles at your company?
  • How did the candidate face these challenges and other obstacles?
  • What are the candidate’s professional strengths, and how did they benefit your company?
  • In what areas does the candidate need improvement?
  • Do you think the candidate is qualified for this job, and why or why not?

Reference check questions to ask managers

  • For how long did you directly or indirectly manage the candidate?
  • In what ways was managing the candidate easy, and in what ways was it challenging?
  • How did the candidate grow during their time working under you?
  • What suggestions do you have for managing this candidate?

Reference check questions to ask employees who reported to your candidate

  • For how long did the candidate manage you, and in what capacity?
  • What did you like most and least about the candidate’s management style?
  • How did the candidate’s management style help you grow and learn?
  • How could the candidate have better managed you and your co-workers?

Reference check questions to ask co-workers

  • For how long were you among the candidate’s colleagues, and in what capacity?
  • What did you like most and least about working with the candidate?
  • How did you grow and learn while working with the candidate?
  • How did the candidate support you and your other colleagues?
  • In what ways could the candidate have been a better co-worker to you and your colleagues?

Reference check questions about ethics and behavior

  • Why did the candidate leave your company?
  • Did this candidate’s behavior lead to any workplace conflicts or instances of questionable ethics?
  • If the opportunity arose, would you willing and/or able to rehire the candidate, and why or why not?

Just as you can speak with your hiring manager about potentially removing certain questions from this list, you can discuss adding other questions. As long as any additional questions shed light on how your candidate would perform during employment with your company and don’t ask for personal information, chances are that you’re asking good questions.

Key takeaway: The questions you ask references should shed light on the candidate-reference relationship as well as the candidate’s skills and ability to act as a team player.

How to conduct a reference check

If you decide to check references for new hires, implement a formal procedure for it at your company. This will streamline the process of obtaining your candidates’ references and the permission to contact them and help you determine what to ask the references. From start to finish, your hiring team should follow these steps to conduct a thorough reference check:

  1. Decide how many references to obtain from each applicant. Two or three should suffice.
  2. Include a section for references in every job application. Ask candidates to include their references’ full names, phone numbers, email addresses and relationship to the candidate.
  3. Get permission to contact the reference. Include a clause in your job application that the applicant signs to deliver you permission to contact their references. You should also email a reference to get their permission to ask them questions about the candidate.
  4. Decide whether you’ll conduct your reference checks by phone or email. While sending questions by email will save your company time – especially if you have a standard list of questions you send to all references – verbal checks via phone, video chat or even in-person meetings can offer you a clearer understanding of a candidate.
  5. Develop a list of reference check questions. Consider the list above to determine potential questions.
  6. Watch out for red flags. According to one survey, as many as 30% of job applicants include fake references on their resumes. Do your research before contacting a reference.
  7. Establish a standard note-taking process. Don’t expect to remember every single thing you discussed during a reference check. Work with your hiring team to develop a note-taking format and process that the whole team can understand and use for all hiring processes.

Key takeaway: To conduct a reference check, develop a universal standard outlining the number of references a job applicant must provide, the procedure for contacting references and the questions you should ask.

Once you’ve conducted reference checks on all your job candidates, you should have all the information you need to decide which one is best for the job, and reach out with a formal job offer. If the candidate accepts, then congratulate them and yourself – and start preparing for your new employee’s first day on the job.

Sun, 22 Jan 2023 10:00:00 -0600 en text/html https://www.businessnewsdaily.com/15811-reference-check-questions.html
Killexams : Best-Kept Secrets of Beating an Internal Job Candidate

“The veteran candidate is good,” a recruiter told me recently. "But no matter how good they are, the internal candidate is going to get the job every time.”

Oh, yeah. The internal candidate. The person who is right there in the office. Who knows all the stuff. Who knows all the people. Who has already been working in industry for years. Who brought cupcakes for everyone’s birthday, remembers where everyone’s kid goes to college and sent flowers when the dog died last fall. That internal candidate.

In a recent survey on LinkedIn, 12% of veterans said they interviewed against an internal candidate and they got the job anyway. Yet in 60% of the cases, the internal candidate definitely got the job. And in 24% of cases, the applicant did not know what happened (usually because the internal candidate got the job).

If you are the internal candidate, this seems perfectly fair. It probably is perfectly fair – unless you are one of those  ”nepo babies” in celebrity terms. But if you are the veteran or spouse candidate, the presence of an internal candidate feels like one more gigantic force working against you.

Why Bother to Interview Against an Internal Candidate if They Always Get the Nod?

Because internal candidates don’t always get the job. Sometimes the interview really does make the difference. Sometimes the hiring manager is looking for a change. Sometimes bringing in outside candidates is required in a publicly traded company. Sometimes there is another hidden opportunity you don’t know about yet. And sometimes, yes, sometimes you really do beat out the internal candidate, because you are the best candidate in the whole wide world. It happens.

How to Beat an Internal Candidate

Internal candidates often have a secret flaw or two during the interview process. By knowing what those flaws could be, you can increase your chances of winning the job you want.

This Job Is Secretly a Reach for Them.

Even though the internal candidate is a legit member of the team, they aren’t always 100% ready for the role they want. Maybe it is a reach at their skill level. Maybe they made a mistake recently that made their boss take note. Just because the internal candidate is familiar does not make them unstoppable.

Your plan: Prepare vigorously for the interview. Instead of assuming you can wing it and impress, practice interview questions with another person who will deliver you honest feedback. Emphasis on the feedback. I know you do not want to take this step and you do not think you need it, but the candidates who are the most impressive are the ones who have prepared the most with others.

Their Boss Is Secretly Not a Fan.

While the internal candidate’s experience at this particular job is almost always better than yours, they do have the disadvantage of being a known quantity. Not everyone at the company is necessarily a fan. If the boss’s boss ain’t crazy about the candidate or if you find yourself in front of a panel interview, you have a chance.

Your plan: Make your case ahead of time. Pretend the interviewer points to your resume and says, “Why should we hire you?” Demonstrate how all your past experience does match you up for this job. If you don’t know what you would say to make your case, take it as a sign you would benefit by working with a career coach.

They Secretly Don’t Have Any New Ideas.

Internal candidates often don’t have fresh ideas. All their ideas have been beaten out of them.

Your plan: After you have demonstrated that your experience does line up with what the company is doing, show that you can bring a little bit more than the internal candidate. Maybe you have used the item they are selling in the field. Maybe you spend some time on Capitol Hill or in the Pentagon. Maybe you have a lot of experience with bickering stakeholders. What’s in your wallet?

Internal Candidates Secretly Don’t Have Questions.

Since they already know who they would work with and what the team is like, internal candidates don’t usually ask a lot of questions – and they secretly don’t do a lot of prep for the interview.

Your plan: Research first. Then in the interview, ask questions about the job that can’t be answered by Google. Ask about processes. Ask about their experience with other veteran hires. Tell them your strategies about how to make alliances and adapt quickly. Be curious about their operations and how they solve problems.

Their Network Is Secretly Not Talking Them Up.

If you got the interview because someone in your network recommended you, you have a chance. They are talking you up to the hiring manager. Internal candidates can be unknown outside their own department.

Your plan: Work your network. The person you know who works at the company right now is the absolute best source with the most accurate information. Call them up and thank them for helping you get the interview. Then ask them what they know about the team and the boss and any insight on what the company likes to see. Every little tip matters.

They Secretly Want You to Join ’Em.

Sometimes you really aren’t as well qualified as the internal candidate. They might be fabulous. That’s OK for you. Even if they hire the internal candidate, hiring managers have been known to do a "talent hire” – where they make a place for you because you have some skill or expertise they want. No matter how skilled you are, this only works if you do a remarkable job prepping for the interview. Hiring managers can also take this opportunity to get to know you, so they can send you an invite when a more suitable role pops up.

Your plan. Keep the recruiter warm. Because other opportunities do pop up in business all the time, make sure all your correspondence with a recruiter and the hiring manager is warm and timely. You want to leave a good memory.

Competing against an internal candidate is never easy, but you can be as strategic and thoughtful in your approach. In the long run, it just might make all the difference.

Jacey Eckhart is Military.com's transition master coach. She is a certified professional career coach and military sociologist who helps military members get their first civilian job by offering career-level Master Classes through our Veteran Employment Project and on her website SeniorMilitaryTransition.com. Reach her at Jacey.Eckhart@Monster.com.

Find Your Next Job Fast

Transitioning military, veterans and spouses may be qualified for the job, but they are missing the secrets of civilian hiring. Find out everything you need to know with our FREE master class series including our next class You can view previous classes in our video library. Questions for Jacey? Visit our Facebook page.

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Thu, 26 Jan 2023 14:00:00 -0600 en text/html https://www.military.com/veteran-jobs/best-kept-secrets-of-beating-internal-job-candidate.html
Killexams : Countdown to 2024: These candidates have already announced Senate plans for next election

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Tue, 24 Jan 2023 01:20:00 -0600 en-US text/html https://www.usatoday.com/story/news/politics/2023/01/24/2024-election-candidates-senate-sinema-stabenow-republicans-democrats/11106810002/
Killexams : Mental Health Assessment

15-20 minutes

Are you thinking about seeking the help of a therapist? If certain issues have been causing problems in your life and you aren't sure how to make the necessary changes, therapy can help. With the help of a professional, you can get out of an unhealthy cognitive, emotional, and behavioral pattern.

Fill out the following questionnaire truthfully, paying special attention to the specified time period to which the questions refer. The results will only be helpful if you answer in an honest and complete manner.

This test is intended for informational and entertainment purposes only. It is not a substitute for professional diagnosis or for the treatment of any health condition. If you would like to seek the advice of a licensed mental health professional you can search Psychology Today's directory here.

Fri, 03 Mar 2017 04:46:00 -0600 en-US text/html https://www.psychologytoday.com/us/tests/health/mental-health-assessment
Killexams : Pre-Employment Exams: What Are They, And How Can You Prepare?

Over the past several years, employment exams have become an integral part of the job search process. The scope, analysis and details of each test is different by industry and assessment type. Countless employers and job boards are utilizing these exams to pre-screen applicants before they enter their system for review, thereby minimizing administrative costs while increasing efficiency.

First and foremost, it’s important to understand that pre-employment assessments are nothing new. Employers have always screened candidates (via things like drug tests and reference checks) to determine whether they would be a good fit for their organization. What has changed, however, is the format of these exams and the purpose. Assessments are now used to determine a candidate’s aptitude, performance and personality. By scoring and sorting through applicants blindly, employers feel they can select the best candidates to interview — solely on qualifications and skills alone.

So, if you have recently started the job search process and are confused (or, frankly, a bit anxious) by the thought of these exams, you shouldn’t be. Here are the types of exams being utilized, what they measure and how you can prepare.

There are two types of assessments: employee-driven and employer-driven.

An employee-driven assessment is one that you take on your own — without prompting — in order to highlight your skills within your field. These assessments are available through various job sites, such as LinkedIn, which provide aptitude tests based on industry. Other types of exams result in a certification (such as PMP, Six Sigma or CFM). Once passed, these tests and/or certifications can be displayed on your profile and resume to strengthen your candidacy.

An employer-driven test is generally given alongside a job application so that an employer can determine if you are, in fact, qualified for the position. Employer assessments, such as through Indeed, are designed to measure industry-specific and general aptitude skills. Since these are not initiated by the employee but rather through the employer, I find that these exams are what make my clients the most nervous.

Both exams are targeted in their design and specific in their purpose.

Whether employee- or employer-driven, both assessments demonstrate that your skills and abilities go beyond what is written on your resume. Each test is created to assess a wide variety of attributes and skills, in a technical and emotional capacity.

Questions for these exams typically revolve around:

• Hard skills: Do you have the proficiency level required for the role?

• Operations: In on-the-job scenarios, how well can you handle daily tasks?

• Abilities: How do you handle yourself when things don’t go as expected?

• Personality: Does your personality align with what the role requires?

These factors can be tested individually or combined in order to find the perfect candidate that fits a company’s long-term goals and objectives. For example, Marie is applying for a role as a retail sales manager. The role requires the ability to handle various changing needs, strong customer service skills and proficiency in Microsoft Office. The employer has decided to utilize an Indeed assessment to measure just how well Marie can perform. They test her hard skills (asking questions pertaining to Microsoft Office), provide her on-the-job scenarios (to see how well she tackles customer concerns), throw in an obscure situation (what does she do when someone tries to steal?) and ask questions to gauge her personality type. The test takes about 25 minutes and provides an all-encompassing picture for the company to review.

How can you prepare for an employer-driven test when you are not given the questions in advance?

While employee-driven assessments can be taken several times and/or studied for, an employer-driven test cannot be. It is a one-shot deal, and there are no study guides or Cliff notes. This should not deter or frighten you from taking these exams. Why? You are applying for a role that you qualify for, so the questions and scenarios should all be ones that you know. Regardless, there are still ways you can prepare.

• Practice: There are various IQ and skills tests online that you can take to simply get used to taking a timed test on a computer. Best of all, they are free to use.

• Research: Read through the description of the job and company to ensure you understand their mission and vision and what it is they are looking for in a candidate.

• Wait: Some assessments allow you to start them separately from your application. I strongly recommend completing your application and then taking a short break (10-15 minutes) before starting your assessment. Assessments should be completed the same day in order to get your application into the system, so please don’t wait too long, but taking a few minutes to ensure there are no distractions and you are in the right frame of mind will prove to be beneficial.

• Do not rush: Even if the test is timed, read through each question and the corresponding directions thoroughly. The purpose isn’t always to complete every question in the allotted amount of time, but rather to see how well you perform under pressure. Details and accuracy are more important than finishing quickly, so focus.

Exams and assessments often invoke fear, but in this case, they should cause you to feel empowered rather than uncertain. Be confident in your abilities and detailed in your approach. As Helen Keller is often credited with saying, “Optimism is the faith that leads to achievement. Nothing can be done without hope and confidence.” You are capable, prepared and qualified — these exams are merely a means to prove that!

Wed, 25 Mar 2020 23:35:00 -0500 Tammy Homegardner en text/html https://www.forbes.com/sites/forbescoachescouncil/2020/03/26/pre-employment-exams-what-are-they-and-how-can-you-prepare/
Killexams : Candidates & Officeholders

Politicians need votes to win elections and reelection, but they also need money. While an individual's vote carries an expectation that the candidate will look out for constituents' interests if elected, a campaign contribution may carry an expectation that the money will be repaid in the form of favorable legislation, less stringent regulations, political appointments, government contracts or tax credits, to name a few forms of payback. So where is all this money coming from? Who's giving it? Who's getting it?


  • Members of Congress

    Members of Congress don't stop raising money once they're elected. Far from it, they dial for dollars and continue attending fundraising events while they're busy representing you in Washington. This is where you can see which industries and organizations are supporting your elected representatives in the House and Senate. You can review their profile for the current election cycle or a career profile that goes back to 1989.

  • Congressional Committees

    The real business of federal lawmaking takes place in Congress' many committees, which review and revise legislation before it's voted on by the full legislative body. Committee members — especially committee chairs — are prime targets for contributions from industries and interests that they regulate. This is where you can see those connections.

  • Presidential Administrations

    Each new administration must fill thousands of positions throughout the government. Some jobs require the president's pick to be confirmed by the Senate, while others don't. Explore data connected to appointees and other individuals who make up these administrations.

  • Personal Finances

    Want to see how your representative in Congress or the president invests their own money, or compare your personal net worth to theirs? You can also see how much money elected and appointed officials have invested in industries they regulate and how they might stand to benefit personally from decisions your government makes with this searchable database of officials' personal financial reports, which are filed annually.


  • Governors

    Governors hold immense power in their respective states. With such power up for grabs, gubernatorial candidates have the ability to attract big money to their campaigns, depending on the campaign finance laws in the state. A strong fundraising campaign can help boost a candidate's profile nationally, setting themselves up for a potential presidential bid.

  • State Legislatures

    State legislatures are lawmaking bodies and the state's lawmakers are responsible for duties in each state similar to the way that the U.S. Congress is responsible at the federal level. Like Congress, almost every legislature consists of two separate legislative chambers.

    The U.S. has thousands of state lawmakers in chambers in states throughout the country but the sizes of legislatures vary from one state to the next, as do the salaries of state lawmakers. While compensation for some state legislators is relatively low — or even nonexistent — some lawmakers go on to draw salaries in fields closely related to their work, and their campaigns may benefit from the same special interest groups that lobby them for policy change. Special interests often lobby state legislatures to influence other legislative action.

  • Judicial Officeholders

    Unlike federal judges who are appointed by the president, state court judges may take office in a number of ways, including being publicly elected, which allows for money to influence the campaign of judicial officeholders. Officeholders may include judges in the state supreme court, the highest court in the state court system, and the appellate court, a court with jurisdiction to review decisions of lower courts or agencies.

  • Other Statewide Officeholders

    The secretary of state, lieutenant governor and attorney general are among the top executive offices in nearly every state. These officials are elected by voters in most states. While the duties and powers of the secretary of state vary from state to state, most states entrust the position with the management of elections, voter rolls and business registrations. In some states, state auditors may be elected or appointed to supervise state accounting and finances. Other state-level financial officers may include a treasurer or comptroller, and even tax commissioners or state mine inspectors.

Fri, 18 Mar 2022 08:39:00 -0500 en text/html https://www.opensecrets.org/candidates-officeholders
Killexams : EDITORIAL: Parties must do more to vet candidates
Voters cast their ballots during the first early elections at Niskayuna Town Hall in Niskayuna on Oct. 26.

Once our public officials are in office, we demand accountability, full disclosure and transparency.

We record their votes and publish their statements. We post their salaries online.

Yet there’s almost no oversight over the candidates for these positions before they take office.

Candidates can say whatever they want under the right of free speech. They can selectively withhold information about their backgrounds, social media posts or business dealings that they deem potentially harmful to their ability to raise money and get votes. And the only penalty for getting caught, so far, is embarrassment.

We all know by now about downstate Congressman George Santos’ campaign lies.

Closer to home, Jeff Moore, a Republican candidate for Schenectady City Council, was forced to withdraw from the race this week after his social media posts revealed conspiracy theories and inappropriate viewpoints on Islam, the LGBTQ+ community, mass shootings and the Holocaust.

Moore said he simply didn’t volunteer the posts when he applied to run for office. And city GOP Chairman Matt Nelligan said he didn’t bother to check. He only learned about the posts from our reporter, who actually took the time to scroll through Moore’s social media accounts.

If you believe Nelligan that he didn’t know about the posts, despite being aware that Moore was a prolific poster, then it’s a case of irresponsibility to the voters.

In the Santos case, some GOP leaders reportedly knew about his lies and kept quiet about them just so he’d get elected. That’s more than irresponsible; it’s blatant fraud.

The major parties are registered in the state, and as such should be responsible for who they put on the ballot under their banner.

They need to be more vigorous in vetting their candidates, perhaps by forcing them to confirm the veracity of their biographies and to share links to all past social media posts.

Require them all to fill out a detailed questionnaire and sign a pledge declaring it to be truthful.

Maybe have someone in the party do a more detailed check on new candidates. Read their social media posts to verify their education and business backgrounds.

Then post the questionnaires on websites for the party and candidates so the public can identify and report any errors, omissions or falsehoods.

The parties can’t rely on the media or the opposing party to do this legwork for them, although both could be doing a better job questioning these candidates about their credentials.

The candidate running on a party line carries that party’s endorsement. It’s the party’s obligation to make sure their candidates are legitimate.

The details can be worked out later. The point is that the parties need to take action now to restore voter confidence in the electoral process.

We hold our elected officials to high standards once they’re in office. We need to hold them to the same high standards before they get there.


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Categories: Editorial, Opinion, Opinion, Schenectady

Fri, 17 Feb 2023 10:00:00 -0600 en-US text/html https://dailygazette.com/2023/01/25/editorial-parties-must-do-more-to-vet-candidates/
Killexams : Candidate Privacy Notice No result found, try new keyword!We keep test and assessment results indefinitely for our candidates who may need to show what results they were awarded many years after taking an test and because we have a public duty to maintain a ... Thu, 13 Aug 2020 03:54:00 -0500 en text/html https://www.cambridge.org/legal/candidate-privacy-notice Killexams : Judge to decide whether to keep ECC candidate on the ballot

An Elgin man is trying to get an Elgin Community College board candidate removed from the April 4 ballot, alleging Patricia Arroyo committed fraud when she said she was registered to vote at her address.

Cody Holt -- a political consultant and a former member of the Elgin Area School District U-46 school board -- is asking Kane County Judge Kevin Busch to overturn the decision of the college's electoral board, which ruled Jan. 10 that Arroyo, who lives on Larkspur Court in Pingree Grove, could stay on the ballot.

Holt alleges Arroyo committed fraud on the Statement of Candidacy she filed. In that fill-in-the-blank form, she listed the Larkspur address and agreed she was a "qualified voter therein." She signed the statement Dec. 10, and submitted it to election authorities by Dec. 14.

Holt said as of Dec. 10 Arroyo was not registered as a voter anywhere in the college district.

Kane County Clerk John Cunningham told Holt, via a letter, that as of Dec. 21 nobody was registered to vote at the Larkspur address, according to the clerk's "active voter" records. Holt submitted the letter as an exhibit with his objection.

Arroyo now is listed as a registered voter at that address.

According to a written copy of its decision, the electoral board ruled Holt failed to prove Arroyo intentionally committed fraud. It also ruled the state's Public Community College Act does not require candidates to be registered voters, and that law trumps the Statement of Candidacy form. Furthermore, Arroyo testified during the board hearing that she believed she was registered at the Larkspur address.

Busch will hear the case Monday.

Wed, 01 Feb 2023 09:44:00 -0600 Susan Sarkauskas en-US text/html https://www.dailyherald.com/news/20230201/judge-to-decide-whether-to-keep-ecc-candidate-on-the-ballot
Killexams : How to Write a Self-Assessment: 5 Tips to Improve Your Evaluation
  • Both employees and managers can use self-assessments to track their recent performance and plan their future growth.
  • Honesty and constructive criticism are as important as professionalism and ambition in a good self-assessment.
  • You can build your self-assessment from several starter phrases about communication, performance, reliability, leadership, innovation, teamwork and problem-solving.
  • This article is for employees and managers looking to use self-improvement to assess performance and plot out future growth.

A performance evaluation is an important tool for keeping communication flowing between teams. Periodic evaluation is a chance for managers and employees to review the recent past and discuss future expectations. An evaluation also serves as an opportunity to set goals as individuals and as a team, and an important part of this process is the employee self-assessment. These tips will help you create a useful self-assessment for your next performance evaluation.

Importance of self-assessments

Self-assessments can be equally useful for employees and managers. The evaluations are normally short, take less than 15 minutes to complete and have long-term benefits for all the involved parties.

For employees

Self-assessments are the portion of a performance review that offers employees an opportunity to self-reflect and consider what their strengths and weaknesses are. They  are important not only for professional growth but personally as well. By critiquing their own work and behavior, employees can gain insight that helps them improve.

For managers

Employees’ self-assessments tell managers how their employees see themselves in the context of the team and the organization at large. They highlight any disagreements or misunderstandings between managers and employees. Self-assessments also offer an opportunity for gathering employee feedback about what motivates an employee (beyond money) to do their best work. From there, managers can encourage professional development for employees.

performance evaulations

“Modern employees are intrinsically motivated to work autonomously and by opportunities to learn and grow. So, from a management perspective, self-assessments — which contribute to autonomy and development — are incredibly valuable,” said David Hassell, founder and CEO of 15Five. “Work product from intrinsically motivated employees tends to be more impactful and sustainable than work derived from extrinsic motivators, such as bonuses or fear tactics.”

Key takeaway: Self-assessments are important for both employees and managers as a lever of professional growth.

Best practices for writing a self-assessment

Despite its importance, writing a self-assessment is no easy task. Analyzing oneself can be immensely difficult, especially when that analysis is submitted to a supervisor for review. If you’re having trouble getting started, these five tips will help you learn how to write a self-assessment. [Learn more about performance management plans.] 

1. Be proud

One major goal of the self-evaluation is to highlight your accomplishments and recollect milestones in your professional development. A good self-assessment should point to specific tasks and projects that highlight your best work. When describing those accomplishments, employees should emphasize the impact those achievements had on the whole business to emphasize their value to the company.

Julie Rieken, CEO of Applied Training Systems Inc., said you should strive to connect your actions with a manager’s goals. This alignment encourages any manager and conveys that you understand your role within the larger context of the company.

“If your manager needs to hit a certain number, share how you played a role in hitting the number,” Rieken said. “Accomplishments you list should connect with business objectives.”

2. Be honest and critical

Self-assessments aren’t just about highlighting triumphs. You should also critically assess the times you came up short. Being honest means pointing out weaknesses that could be improved upon or past failures that taught you a valuable lesson. Recognizing your own flaws is important to demonstrate your ability to learn and grow.

Still, it’s important not to be self-deprecating in your assessment. Timothy Butler, a senior fellow and director of career development programs at Harvard Business School, advised employees to use developmental language when critiquing the areas in which they need to improve.

“You don’t want to say, ‘Here’s where I really fall down,’” Butler told the Harvard Business Review. “Instead, say, ‘Here’s an area I want to work on. This is what I’ve learned. This is what we should do going forward.’”

3. Continuously strive for growth

It’s important during self-assessments to never stagnate; humans are constantly learning and changing (this is why adaptable, resilient teams are so important and common). Whether you’ve had a great year or fallen short of your own expectations, it’s important to remain committed to improving and educating yourself. During a self-assessment, taking a moment to list your goals and objectives for the coming year demonstrates that you are not content to settle.

writing a performance evaluation

“The first step is to adopt a growth mindset and understand that adult human potential is not fixed,” Hassell said. “We are always in a state of becoming, and our potential increases or decreases based on many factors, including the environments where we live and work. Adopting that framework prevents people from becoming too transfixed on their perceived failures and from becoming too attached to their triumphs.”

Managers will also see a willingness to Improve and take on new things as a sort of coachability. If an employee has struggled, making room for growth could Improve their performance. On the other hand, an employee thriving in their position requires growth opportunities to prevent boredom or stagnation.

TipTip: Take a moment to list your goals and objectives for the coming year during a self-assessment to demonstrate that you are not content to settle.

4. Track your accomplishments

Providing hard data to show what you’ve done throughout the year is highly beneficial. Employees and managers may roughly understand how you have performed but having concrete numbers to back up any assertion strengthens the validity of your self-assessment.

“If employees … spend 10 seconds a day writing down their one biggest accomplishment, success, metric hit, feedback received for that day, they’d have 10 times more data than they’d ever need for self-assessment,” said Mike Mannon, president of WD Communications.

Hank Yuloff, the owner of Yuloff Creative Marketing Solutions, said continuous evaluation of your performance can make it much easier to ground your self-assessment in facts and measurable data.

“We teach our clients to keep a list of daily and weekly accomplishments so that when it is time for the self-assessment, there is very little guesswork as to how valuable they are to the company,” Yuloff said.

5. Be professional

You should always be professional when writing self-assessments. This means not bashing the boss for poor leadership or criticizing co-workers for making your life more difficult. It also means not gushing over a co-worker or manager you like. Whether you are providing critical or positive feedback, professionalism is important.

Being professional means giving the appraisal its due attention, like any other important project that crosses your desk. Dominique Jones, chief people officer at BusPatrol, recommends treating your self-evaluation like a work of art that builds over time. She said you’ll be much happier with the result if you deliver yourself time to reflect and carefully support your self-assessment.

“Use examples to support your assertions and … make sure that you spell- and grammar-check your documents,” Jones wrote in a blog post. “These are all signs of how seriously you take the process and its importance to you.”

Sample: How to write a self-assessment

Keeping things simple and using short, declarative bullet points are key to writing an effective self-assessment. While the exact nature of your self-assessment might depend on your industry or your job description, this basic model can help guide you in writing a self-evaluation.


  • I am a dedicated employee who understands my role and responsibilities, as well as the larger mission of our business. I strive to both do my job and make this company successful.
  • I am a good communicator who stays on task and helps rally the team when cooperation is needed to meet a deadline or solve a problem.
  • I am a creative thinker who can develop novel solutions and Improve conventional ways of doing things.


  • I am somewhat disorganized, which often impacts my productivity. I have learned how to manage my time better and intentionally direct my efforts. While it remains a challenge, I have seen some progress and look forward to continually improving.
  • Sometimes, I do not ask for help when I could benefit from assistance. I am always willing to help my teammates, and I know they feel the same way, so I will try to be more vocal about when I need a helping hand moving forward.

Core values

  • I believe in teamwork and cooperation to overcome any obstacle.
  • I value respect and transparency between employees and managers.
  • I value friendship and building warm relationships within the workplace.
  • I strive to be a welcoming and helpful presence to my co-workers.


  • I never missed a deadline in the past year and often submitted my work early.
  • I’ve gone beyond my job description to ensure our team operates optimally, staying late and helping others whenever it could contribute to our collective goal.
  • I created and delivered a presentation, stepping outside my comfort zone to do so. It was well received and bolstered my confidence regarding public speaking.


  • I want to continue developing my presentation and public speaking skills. As a weakness that I listed on previous self-assessments, it is gratifying to see that I have made some progress on this skill set, and I would like to double down on the growth.
  • I aspire to enter a managerial role. I enjoy working closely with my teammates and considering the bigger picture, and I often efficiently help direct resources. I could see myself as a manager who helps facilitate teamwork and encourages workers to do their best.


  • My manager is pleasant and transparent, and they always set clear expectations. I never have to guess where I stand. I appreciate the openness and direct communication.
  • I want to be more involved in decision-making at the team level. I believe each team member has unique insights that supervisors cannot fully understand since their perspective is different. I believe involving staff members in strategic planning could greatly Improve results.

Did you know?Did you know?: You should keep your self-assessment short and simple by using bullet points.

Additional self-evaluation example phrases

Along with the elements in the preceding sample, self-evaluation forms might ask you to address some more specific areas. Your answers will deliver your employer deeper insights into how you view your strengths and weaknesses. Here are some tried-and-true phrases that managers like to see in a self-assessment.


For communication efforts on the job, here are a few common phrases to include:

  • I communicate effectively with project managers and team members.
  • I can have difficult conversations with co-workers and managers in a respectful manner.
  • I provide constructive feedback and know how to accept the same from team members and management.


Performance is normally the most generalized area of self-assessments. These are some effective phrases to use:

  • I worked on X projects and met timelines and goals for each one.
  • I take the initiative on each project and confirm that I understand the parameters before launch.
  • I’m consistently the top performer within my project team.
  • I always look for ways to Improve on the job.


The reliability section will discuss how dependable you perceive yourself to be so that you can include the below statements:

  • I am well known for my dependability and the way I deliver it my all on every project.
  • My work is always done on time with a high level of accuracy.
  • I’m always on time at work and arrive at meetings early, being mindful of other people’s time.


For leadership, you should use phrases demonstrating how you’ve taken the initiative in the workplace.

Here are a few examples:

  • I always go out of my way to help co-workers.
  • I make sure everyone on my team feels comfortable when exchanging ideas.
  • I look for ways to keep my team on track and meet important milestones.
  • I brainstorm ways to motivate others and freely deliver praise when performance goals are met.

graphic of person using a laptop near large gears


For innovation, the self-assessment is looking for ways that you creatively solved problems. Here are a few example statements:

  • I always look for better ways to manage projects and ensure the process goes smoothly.
  • I’m not afraid to look for out-of-box solutions.
  • I don’t let change interrupt workflow. Instead, I roll with the adjustments to keep projects on track.


You need to demonstrate how well you can get your team to work together, using phrases similar to the below.

  • I maintain a positive attitude to benefit my co-workers and managers.
  • I encourage team members to work together as a way for us all to reach a common goal.
  • I always consider my co-workers’ feelings and show respect for their opinions.

Problem-solving skills

In this section, you’re expected to talk about ways you have come up with solutions to common workplace problems. Here are a couple of trial phrases:

  • I can look at a problem from every direction to devise a creative solution.
  • I’m willing to ask for help when having a difficult time brainstorming a solution to a workplace problem.

Make performance evaluations a habit

Performance evaluations help everyone know where they stand and how they’re performing in relation to business goals. Often, workplaces engage in performance evaluations annually, but they should become an ongoing process to fairly and accurately evaluate employees and create a positive company culture of constant communication and feedback.

“[S]elf-assessments cannot merely be an annual event. They are part of an ongoing and regular practice of reflection,” Hassell said. “If you look at a snapshot of performance, you will never see the truth. It’s too easy to focus on a particular experience or event and then create an overarching story around performance.”

This will prevent “recency bias,” a type of tunnel vision that centers on recent events rather than the big picture. It also creates an inclusive, give-and-take culture where employees are invited to offer feedback to their managers as much as their managers offer them feedback. Overall, a workplace built on inclusive communication has a greater chance of success.

“Managers who adopt a coaching or mentorship role can provide external reflections and much-needed perspective so employees can see failures as learning opportunities,” Hassell said. “They can also enjoy the praise of a job well done but not dwell on past triumphs, because every company has a continued need for peak employee performance over time.”

Max Freedman also contributed to this article. Source interviews were conducted for a previous version of this article.

Sun, 12 Feb 2023 19:26:00 -0600 en text/html https://www.businessnewsdaily.com/5379-writing-self-assessment.html
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