Referee Report

Leadership, Management, Business & Project Management

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Contact Details

Please provide the name of the client *
Please provide your name *
Please provide your Position or Title *
Years & Months you have known the client *
Category (employer, supervisor, peer, specialist etc) *
Workplace Name *
Please provide your contact number *
Please provide your email *
Please confirm your email *

Instructions

General Information

This form is used to confirm what the client “can” do. This is a series of questions regarding things you know of the client’s abilities. They may have occurred in their primary occupation, in their local community groups or otherwise.

You as the referee are only expected to answer what you know to be true. There are more questions here then are generally required. This means that it is ok if you cannot answer every question.

If any questions are poorly expressed, could you please enter the number, for e.g., “Q6 confusing” or “Q10 and Q21 seem the same”.

When Answering

Remember the point is to collect information from you as simply as possible – please do not feel that there are specific rules as to how this is to be presented.

When answering please start with the calendar year for the event (e.g., 2020) or period range (e.g., 2015 – 2018) so we know how current the experience is.

We understand that your workplace may have official and commercial constraints on information. There is no need to use sensitive wording. For example, if they are regularly leading teams to have a specific piece of equipment maintained and operational then simply use generic terms, for e.g., “fleet capability or fleet management” – you do not need to identify the actual thing.

When discussing teams or work groups – try to give a robust and overall idea of the size of personnel, for e.g., “up to 5 specialists” or “10+ specialists” or “30+ specialists & technicians”.

When discussing the value of their responsibilities and accountabilities – try to be robust to include Assets, Resources and Remunerated Staff as an overall figure, for e.g., “up to $50k, up to $100k, $100k - $250k, up to $500k, up to $1m, $1m+, $10m+ “etc.

Where the question asks for multiple examples, you can simply separate them in the same area, for e.g., “Answer 1 2019” or “Answer 2 2020-2021”.

If an area was already sufficiently covered in a previous response, then refer to it, for e.g., “Refer Question 10 Above” or “Refer Question 6 Above and Question 29 Below”.

Referencing

If you believe your response is supported by other events then please let us know, such as an award they were presented, then link to this, for e.g., “Reference (or Ref) 2019 Workplace Commendation”.

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Human Dynamics, Structure & Potential

Personal & Professional Development

When have they organised activities relevant to their workplace to improve their professional performance?

Measure Work Performance

How do they prove their performance meets workplace competency standards and priorities?

Workplace Wellbeing

When have they supervised or brought into the workplace ways to maintain health and wellbeing of self and others in the workplace?

Team Development

When have they organised activities relevant to their workplace to improve a team’s effectiveness and performance in meeting identified roles and responsibilities?

Team Model

How have they demonstrated the preferred team design and used feedback to bring a team into such alignment?

Coaching and Training

When have they led the coaching, mentoring, and training of others in the workplace?

Key Performance Indicator (KPI)

Where have they used corrective action against individuals on two or more occasions to maintain workplace performance?

Stakeholder

Where have they worked with internal or external stakeholders to confirm performance needs for their work area taskings, including the correction to any shortfalls?

Manage Meetings

When have they participated in and led two meetings to two different groups requiring a structured organisational format for its conduct and a personal presentation?

Emotional Intelligence (EI) Event

When have they participated in two difficult conversations in the workplace that required effective communication techniques in open body language, positive vocal nuance (pitch, pace, tone & inflection) and verbal empathy?

Develop Thinking & Empathy

How have they promoted and developed critical, creative, and empathetic thinking in the work area?
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Operations, People & Culture

Administrative System

When have they developed, expanded, or made better an administrative system, including a review of current and future training needs for its successful operation?

Resource Planning

When have they planned and implemented the resourcing of materials and people for three activities?

Operational Planning

When have they managed an operational plan for the work area which required supporting resources, ongoing performance monitoring and contingency planning?

Continuous Improvement

When have they managed continuous improvement for the work area which resulted in a change in the way their work area organisation conducted itself?

Learning & Development

When have they coordinated the learning and development for at least one team and for at least one individual?

Health & Wellness

When have they coordinated and promulgated a health & wellness program with specialist support for the work area?

Coordinate Work Area

When have they managed others under strict workplace compliance to legislation and ethical frameworks?

Innovation Management

When have they introduced into the workplace two innovative procedures or practices?

Risk Management

When have they led a risk management process for the work area?

Project Officer

When have they been assigned work that was a minor project (or tasking) or part of a larger project (or tasking)?

Financials

When have they managed a work area budget and financial plan for one reporting period?
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Projects Primary

Integration Management (IM)

When have they planned for and conducted three different projects that required the integration of multiple taskings for overall success?

Change Control (CC)

What was their primary mechanism to control project changes?

Continuous Improvement (CI)

How did they ensure post-review improvements or lessons learned were captured for future planning considerations?

Scope Management (SM)

How did they confirm the objective and parameters for two of these projects?

Documentation (DC)

What types of organisational documents did they use to plan and sequence the project while providing quality control and regular reporting?

Time Management (TM)

How did they estimate time and resource requirements for two of these projects?

Quality Management (QM)

How did they maintain quality control for two of these projects?

Cost Management (CM)

How did they monitor and report the cost of two of these projects?

Human Resource Management (HM)

What human resource management techniques did they employ for two of these projects for the areas of training, allocation of duties and performance management?

Manage Information (MI)

How did they manage information and communication for two of these projects?

Risk Management (RM)

How did they risk manage the top identified threats for two of these projects?
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Projects Secondary

Procurement Management (PM)

How did they forecast, get approval, and reconcile procurement for two of these projects?

Stakeholder Engagement (SE)

How did they engage and collaborate with internal and external stakeholders for two of these projects?

Manage Governance (MG)

What organisational style of leadership, administration, and management did they use for one of these projects?
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