Financial Risk Manager

Young Professionals Induction Program

As a part of ongoing organizational development/ change management program and to strengthen its human resource base, SBP-BSC invites applications from talented Pakistani/ AJK nationals to join it as Officer Grade-2 under ‘Young Professionals Induction Program’ (YPIP-1st Batch). The job provides excellent career and developmental opportunities for the right candidates.

If you have the required qualification, zeal and enthusiasm to work for the national premier institution and fulfill the following eligibility criteria, you are strongly encouraged to apply here.

A good manager has at least 10 good qualities

There isn't a magic formula for good management, of course, but if you're a manager, perhaps these tips will help you be more effective:

1 Choose a field thoughtfully.

Make it one you enjoy. It's hard to be productive without enthusiasm. This is true whether you're a manager or employee;

2 Hire carefully and be willing to fire.

You need a strong team, because a mediocre team gives mediocre results, no matter how well managed it is. One mistake is holding on to somebody who doesn't measure up. It's easy to keep this person on the job because he's not terrible at what he does. But a good manager will replace him or move him to where he can succeed unambiguously;

3 Create a productive environment.

This is a particular challenge because it requires different approaches depending on the context. Sometimes you maximise productivity by giving everybody his or her own office. Sometimes you achieve it by moving everybody into open space. Sometimes you use financial incentives to stimulate productivity. A combination of approaches is usually required. One element that almost always increases productivity is providing an information system that empowers employees.

When I was building Microsoft, I set out to create an environment where software developers could thrive. I wanted a company where engineers liked to work. I wanted to create a culture that encouraged them to work together, share ideas and remain motivated. If I hadn't been a software engineer myself, there's no way I could have achieved my goal;

4 Define success.

Make it clear to your employees what constitutes success and how they should measure their achievements. Goals must be realistic. Project schedules, for example, must be set by the people who do the work. People will accept a "bottoms-up" deadline they helped set, but they'll be cynical about a schedule imposed from the top that doesn't map to reality. Unachievable goals undermine an organisation. At my company, in addition to regular team meetings and one-on-one sessions between managers and employees, we use mass gatherings periodically and E-mail routinely to communicate what we expect from employees. If a reviewer or customer chooses another company's product , we analyse the situation. We say to our people, "The next time around we've got to win. What's needed?" The answers to these questions help us define success;

5 To be a good manager, you have to like people and be good at communicating.

This is hard to fake. If you don't enjoy interacting with people, it'll be hard to manage them well. You must have a wide range of personal contacts within your organisation. You need relationships - not necessarily personal friendships - with a fair number of people, including your own employees. You must encourage these people to tell you what's going on and give you feedback about what people are thinking about the company and your role in it;

6 Develop your people to do their jobs better than you can.

Transfer your skills to them. This is an exciting goal, but it can be threatening to a manager who worries that he's training his replacement. If you're concerned, ask your boss: "If I develop somebody who can do my job super well, does the company have some other challenge for me or not?" Many smart managers like to see their employees increase their responsibilities because it frees the managers to tackle new or undone tasks. There's no shortage of jobs for good managers. The world has an infinite amount of work to be done;

7 Build morale.

Make it clear there's plenty of goodwill to go around and that it's not just you or some hotshot manager who's going to look good if things go well. Give people a sense of the importance of what they're working on - its importance to the company, its importance to customers;

8 Take on projects yourself.

You need to do more than communicate. The last thing people want is a boss who just doles out stuff. From time to time, prove you can be hands-on by taking on one of the less attractive tasks and using it as an example of how your employees should meet challenges;

9 Don't make the same decision twice.

Spend the time and thought to make a solid decision the first time so that you don't revisit the issue unnecessarily. If you're too willing to reopen issues, it interferes not only with your execution but also with your motivation to make a decision in the first place. People hate indecisive leadership; However, that doesn't mean you have to decide everything the moment it comes to your attention. Nor that you can't ever reconsider a decision.

10 Let people know whom to please.

Maybe it's you, maybe it's your boss, and maybe it's somebody who works for you. You're in trouble and risking paralysis in your organisation when employees start saying to themselves: "Am I supposed to be making this person happy or this other person happy? They seem to have different priorities."

I don't pretend that these are the only 10 approaches a manager should keep in mind. There are lots of others. Just a month ago I encouraged leaders to demand bad news before good news from their employees. But these 10 ideas may help you manage well, and I hope they do.

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Review these typical interview questions and think about how you would answer them. Read the questions listed; you will also find some strategy suggestions with it.

1. Tell me about yourself:

The most often asked question in interviews. You need to have a short statement prepared in your mind. Be careful that it does not sound rehearsed. Limit it to work-related items unless instructed otherwise. Talk about things you have done and jobs you have held that relate to the position you are interviewing for. Start with the item farthest back and work up to the present.

2. Why did you leave your last job?

Stay positive regardless of the circumstances. Never refer to a major problem with management and never speak ill of supervisors, co-workers or the organization. If you do, you will be the one looking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, a chance to do something special or other forward-looking reasons.

3. What experience do you have in this field?

Speak about specifics that relate to the position you are applying for. If you do not have specific experience, get as close as you can.

4. Do you consider yourself successful?

You should always answer yes and briefly explain why. A good explanation is that you have set goals, and you have met some and are on track to achieve the others.

5. What do co-workers say about you?

Be prepared with a quote or two from co-workers. Either a specific statement or a paraphrase will work. Jill Clark, a co-worker at Smith Company, always said I was the hardest workers she had ever known. It is as powerful as Jill having said it at the interview herself.

6. What do you know about this organization?

This question is one reason to do some research on the organization before the interview. Find out where they have been and where they are going. What are the current issues and who are the major players?

7. What have you done to improve your knowledge in the last year?

Try to include improvement activities that relate to the job. A wide variety of activities can be mentioned as positive self-improvement. Have some good ones handy to mention.

8. Are you applying for other jobs?

Be honest but do not spend a lot of time in this area. Keep the focus on this job and what you can do for this organization. Anything else is a distraction.

9. Why do you want to work for this organization?

This may take some thought and certainly, should be based on the research you have done on the organization. Sincerity is extremely important here and will easily be sensed. Relate it to your long-term career goals.

10. Do you know anyone who works for us?

Be aware of the policy on relatives working for the organization. This can affect your answer even though they asked about friends not relatives. Be careful to mention a friend only if they are well thought of.

11. What kind of salary do you need?

A loaded question. A nasty little game that you will probably lose if you answer first. So, do not answer it. Instead, say something like, That’s a tough question. Can you tell me the range for this position? In most cases, the interviewer, taken off guard, will tell you. If not, say that it can depend on the details of the job. Then give a wide range.

12. Are you a team player?

You are, of course, a team player. Be sure to have examples ready. Specifics that show you often perform for the good of the team rather than for yourself are good evidence of your team attitude. Do not brag,just say it in a matter-of-fact tone. This is a key point.

13. How long would you expect to work for us if hired?

Specifics here are not good. Something like this should work: I’d like it to be a long time. Or As long as we both feel I’m doing a good job.

14. Have you ever had to fire anyone? How did you feel about that?

This is serious. Do not make light of it or in any way seem like you like to fire people. At the same time, you will do it when it is the right thing to do. When it comes to the organization versus the individual who has created a harmful situation, you will protect the organization. Remember firing is not the same as layoff or reduction in force.

15. What is your philosophy towards work?

The interviewer is not looking for a long or flowery dissertation here. Do you have strong feelings that the job gets done? Yes. That’s the type of answer that works best here. Short and positive, showing a benefit to the organization.

16. If you had enough money to retire right now, would you?

Answer yes if you would. But since you need to work, this is the type of work you prefer. Do not say yes if you do not mean it.

17. Have you ever been asked to leave a position?

If you have not, say no. If you have, be honest, brief and avoid saying negative things about the people or organization involved.

18. Explain how you would be an asset to this organization

You should be anxious for this question. It gives you a chance to highlight your best points as they relate to the position being discussed. Give a little advance thought to this relationship.

19. Why should we hire you?

Point out how your assets meet what the organization needs. Do not mention any other candidates to make a comparison.

20. Tell me about a suggestion you have made

Have a good one ready. Be sure and use a suggestion that was accepted and was then considered successful. One related to the type of work applied for is a real plus.

21. What irritates you about co-workers?

This is a trap question. Think real hard but fail to come up with anything that irritates you. A short statement that you seem to get along with folks is great.

22. What is your greatest strength?

Numerous answers are good, just stay positive. A few good examples:Your ability to prioritize, Your problem-solving skills, Your ability to work under pressure, Your ability to focus on projects, Your professional expertise, Your leadership skills, Your positive attitude.

23. Tell me about your dream job.

Stay away from a specific job. You cannot win. If you say the job you are contending for is it, you strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied with this position if hired. The best is to stay genetic and say something like: A job where I love the work, like the people, can contribute and can’t wait to get to work.

24. Why do you think you would do well at this job?

Give several reasons and include skills, experience and interest.

25. What are you looking for in a job?

See answer # 23

26. What kind of person would you refuse to work with?

Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get you to object. Minor objections will label you as a whiner.

27. What is more important to you: the money or the work?

Money is always important, but the work is the most important. There is no better answer.

28. What would your previous supervisor say your strongest point is?

There are numerous good possibilities: Loyalty, Energy, Positive attitude, Leadership, Team player, Expertise,Initiative, Patience, Hard work, Creativity, Problem solver

29. Tell me about a problem you had with a supervisor

Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and tell about a problem with a former boss, you may well below the interview right there. Stay positive and develop a poor memory about any trouble with a supervisor.

30. What has disappointed you about a job?

Don’t get trivial or negative. Safe areas are few but can include: Not enough of a challenge. You were laid off in a reduction Company did not win a contract, which would have given you more responsibility.

31. Tell me about your ability to work under pressure.

You may say that you thrive under certain types of pressure. Give an example that relates to the type of position applied for.

32. Do your skills match this job or another job more closely?

Probably this one. Do not give fuel to the suspicion that you may want another job more than this one.

33. What motivates you to do your best on the job?

This is a personal trait that only you can say, but good examples are: Challenge, Achievement, Recognition

34. Are you willing to work overtime? Nights? Weekends?

This is up to you. Be totally honest.

35. How would you know you were successful on this job?

Several ways are good measures: You set high standards for yourself and meet them. Your outcomes are a success.Your boss tell you that you are successful

36. Would you be willing to relocate if required?

You should be clear on this with your family prior to the interview if you think there is a chance it may come up. Do not say yes just to get the job if the real answer is no. This can create a lot of problems later on in your career. Be honest at this point and save yourself future grief.

37. Are you willing to put the interests of the organization ahead ofyour own?

This is a straight loyalty and dedication question. Do not worry about the deep ethical and philosophical implications. Just say yes.

38. Describe your management style.

Try to avoid labels. Some of the more common labels, like progressive, salesman or consensus, can have several meanings or descriptions depending on which management expert you listen to. The situational style is safe, because it says you will manage according to the situation, instead of one size fits all.

39. What have you learned from mistakes on the job?

Here you have to come up with something or you strain credibility. Make it small, well intentioned mistake with a positive lesson learned. An example would be working too far ahead of colleagues on a project and thus throwing coordination off.

40. Do you have any blind spots?

Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal any personal areas of concern here. Let them do their own discovery on your bad points. Do not hand it to them.

41. If you were hiring a person for this job, what would you look for?

Be careful to mention traits that are needed and that you have.

42. Do you think you are overqualified for this position?

Regardless of your qualifications, state that you are very well qualified for the position.

43. How do you propose to compensate for your lack of experience?

First, if you have experience that the interviewer does not know about, bring that up: Then, point out (if true) that you are a hard working quick learner.

44. What qualities do you look for in a boss?

Be generic and positive. Safe qualities are knowledgeable, a sense of humor, fair, loyal to subordinates and holder of high standards. All bosses think they have these traits.

45. Tell me about a time when you helped resolve a dispute betweenothers.

Pick a specific incident. Concentrate on your problem solving technique and not the dispute you settled.

46. What position do you prefer on a team working on a project?

Be honest. If you are comfortable in different roles, point that out.

47. Describe your work ethic.

Emphasize benefits to the organization. Things like, determination to get the job done and work hard but enjoy your work are good.

48. What has been your biggest professional disappointment?

Be sure that you refer to something that was beyond your control. Show acceptance and no negative feelings.

49. Tell me about the most fun you have had on the job.

Talk about having fun by accomplishing something for the organization.

50. Do you have any questions for me?

Always have some questions prepared. Questions prepared where you will be an asset to the organization are good. How soon will I be able to be productive? And what type of projects will I be able to assist on? are examples.

(Excerpted from the book The Accelerated Job Search by Wayne D. Ford, Ph.D,published by The Management Advantage, Inc.)

Don’t give recruiters reasons not to include your CV on their shortlist; here are the top 10 most common CV mistakes to avoid.

Poor spelling and grammar

By far the most common mistake and yet the most important thing to get right to make a good first impression. Get your CV checked and checked again by friends to ensure it’s perfect.

Too long

The average recruiter spends less than 60 seconds scanning a CV, so keep it to two pages or three at most for those in senior positions.

Using fancy formatting

Remember what looks great on your PC screen might not display well elsewhere so keep formatting to a minimum. Recruitment consultancies often use their own templates, so make sure your CV is easy to copy and paste.

Starting at the beginning

Recruiters want to know what you’ve done recently, so list your work experience in reverse chronological order and place your educational achievements after your work experience.

Too fluffy

Great project manager, good communicator, dedicated employee – all great skills but worthless unless you demonstrate what you achieved. Ensure everything you say is quantified by specifying the actions you took and the results and/or benefits.

Leaving gaps

Your CV should read as a continuous, chronological flow of activities, so make sure you explain any gaps such as travelling, maternity leave, sabbaticals etc.

Trying to cover things up

In the current economy, stating that you were made redundant doesn’t reflect badly on you. And if you don’t include it the reader might assume you were fired.

Including irrelevant information

If you’re unsure whether to include something, ask yourself: does this impact my ability to do the job? If no, leave it off. This includes: age, gender, marital and
parental status and religion.

Too much about your interests and hobbies

Although your hobbies and activities may be really interesting, unless they’re relevant to the role or demonstrate a particular skill, keep this section to a minimum.

Having one version of your CV

This is one of the best-kept recruitment secrets: every role is different, so tailor your CV to that role. Go through the job spec and emphasise your relevant skills and experience on your tailored CV.

By Charlotte Tracy

A Petorleum Exploration and Production company operating in the public sector invites applications from qualified, hardworking, energetic and self motivated personnals for its onshore and offshore ventures for the follwoing positions;

Director Finance / Chief Financial Officer

Qualification: Chartered Accountant (FCA)
Experience: 15 years

Chief Internal Auditor

Qualification: Chartered Accountant / Certified Internal Auditor / MBA Finance
Experience: 05 years

To apply for the above jobs send your CVs here latest by 26-10-09

SPEL is one of the leading manufacturers of Technology Intensive Engineering Plastic products in Pakistan. The Company has been in business for over 25 years and has the large client base, both in domestic and international markets. It has grown rapidly over the years. Average growth rate in the last 10 years has been around 40% per annum.

Applications are sought for the following position

Job Title: Internal Auditor (02 positions)

Organization: SPEL Group

Job Location: Lahore

Qualification: CA Finalist, preferably from Top Ten

Only short listed candidates will be contacted. Interested candidates are required to send their application along with updated resume and a photograph here latest by 10 September 2009.

Sind Rural Support Organization is a fst growing development sector organization. SRSO is looking for a dynamic candidate to fill the vacant posts of Chief Financial Officer (CFO) and Manager Internal Audit.

Chief Financial Officer (CFO)

Qualificatoin: CA / ACMA / MBA / MS(Finance)
Experience: 10 Years
Reports to: CEO

Manager Internla Audit

Qualificatoin: CA / CA-Inter / MBA / MS(Finance)/ ACCA
Experience: 4-5 Years
Reports to: CEO

Interested candidates can apply with confidence by 15th September, 2009 with complete application and CV here.

As desired, ICAP has formally initiated the process of collecting CVs.This is the first time ICAP has started it and this will grow as we go along and would then assess what electronic solutions need to be in place. i.e Web Portals etc. Recommendations to align the process as per your requirements will be seeked at a later stage. Especially to consider is the process to be adopted to capture the job openings as informed by our Expatriate Members and informing the same to a suitable candidate.

The details are as follows:

Process